Production Planning Quotes

You weren't an accident. You weren't mass produced. You aren't an assembly-line product. You were deliberately planned, specifically gifted, and lovingly positioned on the earth by the Master Craftsman.

That's the thing about being the product of happily marries parents, You grow up thinking the fairy tale is real, and more than that, you think you're entitled to live it. So far, though, it wasn't working out as planned.

People in any organization are always attached to the obsolete - the things that should have worked but did not, the things that once were productive and no longer are.

The elegance under pressure is the result of fearlessness.

Being busy does not always mean real work. The object of all work is production or accomplishment and to either of these ends there must be forethought, system, planning, intelligence, and honest purpose, as well as perspiration. Seeming to do is not doing

Open-plan offices have been found to reduce productivity and impair memory. They’re associated with high staff turnover. They make people sick, hostile, unmotivated, and insecure.

You can't go around making plans that have you getting killed as a by-product. Eventually one of them is going to work.

I hate the indifferent. I believe that living means taking sides. Those who really live cannot help being a citizen and a partisan. Indifference and apathy are parasitism, perversion, not life. That is why I hate the indifferent. The indifference is the deadweight of history. The indifference operates with great power on history. The indifference operates passively, but it operates. It is fate, that which cannot be counted on. It twists programs and ruins the best-conceived plans. It is the raw material that ruins intelligence. That what happens, the evil that weighs upon all, happens because the human mass abdicates to their will; allows laws to be promulgated that only the revolt could nullify, and leaves men that only a mutiny will be able to overthrow to achieve the power. The mass ignores because it is careless and then it seems like it is the product of fate that runs over everything and everyone: the one who consents as well as the one who dissents; the one who knew as well as the one who didn’t know; the active as well as the indifferent. Some whimper piously, others curse obscenely, but nobody, or very few ask themselves: If I had tried to impose my will, would this have happened? I also hate the indifferent because of that: because their whimpering of eternally innocent ones annoys me. I make each one liable: how they have tackled with the task that life has given and gives them every day, what have they done, and especially, what they have not done. And I feel I have the right to be inexorable and not squander my compassion, of not sharing my tears with them. I am a partisan, I am alive, I feel the pulse of the activity of the future city that those on my side are building is alive in their conscience. And in it, the social chain does not rest on a few; nothing of what happens in it is a matter of luck, nor the product of fate, but the intelligent work of the citizens. Nobody in it is looking from the window of the sacrifice and the drain of a few. Alive, I am a partisan. That is why I hate the ones that don’t take sides, I hate the indifferent.

Many growth-minded people didn’t even plan to go to the top. They got there as a result of doing what they love. It’s ironic: The top is where the fixed-mindset people hunger to be, but it’s where many growth-minded people arrive as a by-product of their enthusiasm for what they do.

The moment we fail to accept that competition can exist even for the most divine product on this earth, we fail to plan for survival and survive the competition.

Darwin did not know what a bitter satire he wrote on mankind ... when he showed that free competition, the struggle for existence, which the economists celebrate as the highest historical achievement, is the normal state of the animal kingdom. Only conscious organization of social production, in which production and distribution are carried on in a planned way, can lift mankind above the rest of the animal.

Productivity is never an accident. It is always the result of a commitment to excellence, intelligent planning and focused effort.

Inevitably we find ourselves tackling too many things at the same time, spreading our focus so thin that nothing gets the attention it deserves. This is commonly referred to as "being busy." Being busy, however, is not the same thing as being productive.

Imagine that the world had created a new 'dream product' to feed and immunize everyone born on earth. Imagine also that it was available everywhere, required no storage or delivery, and helped mothers plan their families and reduce the risk of cancer. Then imagine that the world refused to use it.

Father, I declare that my decisions today will change the trajectory of my future and bring it into alignment with Your plans for me. Wherever I place my feet, I walk in Your authority and expand my territory for Your name’s sake. Increase my productivity and efficiency and give me the anointing of Solomon to wisely manage my resources today. In Jesus's name, amen.

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.

Capitalism as it exists today is, in my opinion, the real source of evils. I am convinced there is only one way to eliminate these grave evils, namely through the establishment of a socialist economy, accompanied by an educational system which would be oriented toward social goals. In such an economy, the means of production are owned by society itself and are utilized in a planned fashion.

Being busy does not always mean real work. The object of all work is production or accomplishment and to either of these ends there must be forethought, system, planning, intelligence, and honest purpose, as well as perspiration. Seeming to do is not doing.

Nature consists of facts and of regularities, and is in itself neither moral nor immoral. It is we who impose our standards upon nature, and who in this way introduce morals into the natural world, in spite the fact that we are part of this world. We are products of nature, but nature has made us together with our power of altering the world, of foreseeing and of planning for the future, and of making far-reaching decisions for which we are morally responsible. Yet, responsibility, decisions, enter the world of nature only with us

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.

You have the choice to either pray then plan or pray and wait; but keep in mind miracles are usually accessed somewhere between the 11th hour and resurrection.

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.

Productivity = Discipline + Planning + Quality

The weird thing is that the more efficient, on task, on goal you are with your time, the more energy you have. Working with no traction, or for that matter simply wasting a day, does not relax you, it drains you.// Strange as it may seem, when you work a daily plan in pursuit of your written goals that flow from your mission statement born of your vision for living your dreams, you are energized after a tough long day.

In every company which I have done strategic planning, the number-one value people choose is always integrity. The second values may be quality of products and services, caring about people, excellent customer service, profitability , innovation, entrepreneurship, and others. But integrity always comes first.

Try not to have a very small sample size. Because if your sample size is very small, you will end up excluding a lot of people from your studies who should form a part of it.

The more segmentation you do, the more groups will be formed and your sample size will increase in response to that.

Before you start your research, you need to know where to look for that data.

Sometimes, when we need detailed information to solve a business problem, we need to gather data from external sources.

Systematic sampling is like random sampling, except the members are not chosen totally randomly. You can choose members at regular intervals here.

Internal sources of information are those sources that you can find within your own organization.

Whenever we collect data from the original source ourselves, the data gained in the process is known as the primary data.

Census surveys are used by the government to collect information about the residents of a country

When you want to study a larger group of people, surveys become a good option.

A good survey design is very important for the success of your project. Make sure that you include a mix of open-ended as well as closed questions in it.

Focus groups for business projects are kind of the same. In this, you are going to collect data from a group of your customers or potential customers rather than your friends.

Government organizations are also regularly sharing a lot of data, which can be used for market research.

In the digital world, we have gained access to various online survey tools. Online surveys are replacing the old form of pen and paper surveys because of their ease and convenience.

The sample size is also going to depend on how well you can divide your target market into various groups. Make sure you take everything into consideration while forming your groups.

If the data reveals that your customers are unhappy with your product, then not making a decision to improve your product is a waste of your resources and time spent on learning this.

Business magazines and newspapers are very frequently publishing data that can prove very useful for market research. You can access the physical or the online versions of these reports.

what we call expertise is really just “vast amounts of knowledge, pattern-based retrieval, and planning mechanisms acquired over many years of experience in the associated domain.” In other words, a great memory isn’t just a by-product of expertise; it is the essence of expertise.

When a company has ambitious plans - be it launching a groundbreaking product, expanding into new markets, or acquiring a rival firm - it often requires a substantial infusion of capital. To secure this funding, they may turn to the bond market, issuing corporate bonds to investors.

When efforts that are wisely executed, the situation and condition don't affect the performance.

The more detailed we made our plans, the longer our cycle times became

Boredom is the gateway to mind-wandering, which helps our brains create those new connections that can solve anything from planning dinner to a breakthrough in combating global warming.

Productivity isn’t about being a workhorse, keeping busy or burning the midnight oil... . It’s more about priorities, planning, and fiercely protecting your time.” —Margarita Tartakovsky

I was a well-educated young lady from Boston with a thirst for bohemian counterculture and no clear plan. But I had no idea what to do with all my pent-up longing for adventure, or how to make my eagerness to take risks productive.

Even in engineering-driven Silicon Valley, the buzzwords of the moment call for building a “lean startup” that can “adapt” and “evolve” to an ever-changing environment. Would-be entrepreneurs are told that nothing can be known in advance: we’re supposed to listen to what customers say they want, make nothing more than a “minimum viable product,” and iterate our way to success. But leanness is a methodology, not a goal. Making small changes to things that already exist might lead you to a local maximum, but it won’t help you find the global maximum. You could build the best version of an app that lets people order toilet paper from their iPhone. But iteration without a bold plan won’t take you from 0 to 1. A company is the strangest place of all for an indefinite optimist: why should you expect your own business to succeed without a plan to make it happen? Darwinism may be a fine theory in other contexts, but in startups, intelligent design works best.

If you want to meet your true love, don’t focus on wanting someone to take away your loneliness or make you feel less unloved. Instead think about everything you have to offer the right person, and imagine the beautiful, productive relationship you will have, which is what you will project and attract.

90% of new business fail in the first three months of launching, due to lack of proper planning, wrong selection of niche/products and marketing platform.

Invest your evaporating time and leave a legacy behind for future generations.

When men decided women could be educated - this is what I think - they educated them on the male plan; they put them into schools with mottoes and school songs and muddy team games, they made them were collars and ties. It was a way to concede the right to learning, yet remain safe; the products of the system would always be inferior to the original model. Women were forced to imitate men, and bound not to succeed at it.

Because in [Lenin's] eyes the workers were only workers and not also customers, he believed they were already slaves under capitalism, and that one did not change their status when nationalizing all plants and shops. Socialism substitutes the sovereignty of a dictator, or committee of dictators, for the sovereignty of the consumers. Along with the economic sovereignty of the citizens disappears also their political sovereignty. To the unique production plan that annuls any planning on the part of the consumers corresponds in the constitutional sphere the one party principle that deprives the citizens of any opportunity to plan the course of public affairs. Freedom is indivisible. He who has not the faculty to choose among various brands of canned food or soap, is also deprived of the power to choose between various political parties and programs and to elect the officeholders. He is no longer a man; he becomes a pawn in the hands of the supreme social engineer. Even his freedom to rear progeny will be taken away by eugenics.

Wealth is a planned result that requires productive work and dedication. The Tanakh says, “The plans of the diligent lead only to abundance; but all who rush in arrive only at want” (CJB, Proverbs 21:5).

At the core of the problem is an obsolete factory model of schooling that sorts, tracks, tests, and rejects or certifies working-class children as if they were products on an assembly line. The purpose of education, I said, cannot be only to increase the earning power of the individual or to supply workers for the ever-changing slots of the corporate machine. Children need to be given a sense of the 'unique capacity of human beings to shape and create reality in accordance with conscious purposes and plans.

Sampling is directly dependent on your goal. If your goal is to increase your product quality, then you want to research those customers who have been using your products for quite some time. If you want to improve your first impression as a brand, then you can focus on those customers who are new to your brand.

**New business concepts are always, always the product of lucky foresight.** That's right - the essential insight doesn't come out of any dirigiste planning process; it comes form some cocktail of happenstance, desire, curiosity, ambition and need. But at the end of the day, there has to be a degree of foresight -- a sense of where new riches lie. So radical innovation is always one part fortuity and one part clearheaded vision. [first-line bold by author] [2002] p.23

Planning is worrying, only in a productive, proactive form. Worry has to be a large element of planning, or else how could you project different possible scenarios, situations, outcomes, and probabilities, and then plot a course of action? A worry-free man is not a plotter.

It’s a funny thing to be the product of a fairy-tale romance. It’s another thing to think you might find one yourself. You can read the stories and watch the movies, and you can think you know how it’s all supposed to unfold. But the truth is, love is as much fate as it is planning, as much a beauty as it is a disaster. Finding a prince might mean kissing a lot of frogs. Or kicking a lot of frogs out of your house. Falling might mean running headfirst into something you always wanted. Or dipping your toe into something you’ve been scared of your whole life. Happily ever after could be waiting in a field a mile wide. Or a window as narrow as seven minutes.

IT’S A FUNNY THING TO be the product of a fairy-tale romance. It’s another thing to think you might find one yourself. You can read the stories and watch the movies, and you can think you know how it’s all supposed to unfold. But the truth is, love is as much fate as it is planning, as much a beauty as it is a disaster. Finding a prince might mean kissing a lot of frogs. Or kicking a lot of frogs out of your house. Falling might mean running headfirst into something you always wanted. Or dipping your toe into something you’ve been scared of your whole life. Happily ever after could be waiting in a field a mile wide. Or a window as narrow as seven minutes'.

Have they been educated to the level of their intellectual ability or ambition? Is their use of free time engaging, meaningful, and productive? Have they formulated solid and well-articulated plans for the future? Are they (and those they are close to) free of any serious physical health or economic problems? Do they have friends and a social life? A stable and satisfying intimate partnership? Close and functional familial relationships? A career—or, at least, a job—that is financially sufficient, stable and, if possible, a source of satisfaction and opportunity? If the answer to any three or more of these questions is no, I consider that my new client is insufficiently embedded in the interpersonal world and is in danger of spiraling downward psychologically because of that.

Higgledy piggledy, my black hen, She lays eggs for gentlemen. Gentlemen come every day To count what my black hen doth lay. If perchance she lays too many, They fine my hen a pretty penny; If perchance she fails to lay, The gentlemen a bonus pay. Mumbledy pumbledy, my red cow, She’s cooperating now. At first she didn’t understand That milk production must be planned; She didn’t understand at first She either had to plan or burst, But now the government reports She’s giving pints instead of quarts. Fiddle de dee, my next-door neighbors, They are giggling at their labors. First they plant the tiny seed, Then they water, then they weed, Then they hoe and prune and lop, They they raise a record crop, Then they laugh their sides asunder, And plow the whole caboodle under. Abracadabra, thus we learn The more you create, the less you earn. The less you earn, the more you’re given, The less you lead, the more you’re driven, The more destroyed, the more they feed, The more you pay, the more they need, The more you earn, the less you keep, And now I lay me down to sleep. I pray the Lord my soul to take If the tax-collector hasn’t got it before I wake.

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.

The whole discussion now underway on revolutionary forms in Russia and in China boils down to the judgement to be made of the historical phenomenon of the "appearance" of industrialism and mechanisation in huge areas of the world previously dominated by landed and precapitalist forms of production. Constructing industrialism and mechanising things is supposedly the same as building socialism whenever central and "national" plans are made. This is the mistaken thesis.

How we begin and how we end any relationship is a product of planning, fortuity, and personality. Many enterprises commenced in good faith spiral into confusion, discord, and disarray, generate turmoil and corruption, sunburn the sensitive parties, and conclude in a cesspool of regret and animosity.

He knows that his plan will confuse and confound you. And he knows that real rest cannot be found in understanding. Real rest is found in trust.

Never let others dictate the directions that you pick in your life since they are not the ones living your life.

I just shared a near-death experience with a duck. Tell Grandmother I’ll be home by $2.99, but that I plan on using a coupon, so don't wait up for me.

Sustainability is now a big baggy sack in which people throw all kinds of old ideas, hot air and dodgy activities in order to be able to greenwash their products and feel good.

Productivity is about getting more done by working on fewer things.

1. It is better to risk boldness than triviality. 2. A bad plan is better than no plan. 3. Competitive markets destroy profits. 4. Sales matters just as much as product.

In a single tweet, Yahoo! summarized Mayer’s plan as a chain reaction of “people then products then traffic then revenue.

no one knows how good your products or services are until after the sale. Before they buy, they only know how good your marketing is. Put simply, the best marketer wins every time.

Let crops overlap and you gain time, not just space.

 “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.

customer who buys a product or service and doesn’t use it or implement it correctly is highly likely to write it off as something that doesn’t work and that’s the last thing we want.

...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.

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.

HUMAN BILL OF RIGHTS [GUIDELINES FOR FAIRNESS AND INTIMACY] I have the right to be treated with respect. I have the right to say no. I have the right to make mistakes. I have the right to reject unsolicited advice or feedback. I have the right to negotiate for change. I have the right to change my mind or my plans. I have a right to change my circumstances or course of action. I have the right to have my own feelings, beliefs, opinions, preferences, etc. I have the right to protest sarcasm, destructive criticism, or unfair treatment. I have a right to feel angry and to express it non-abusively. I have a right to refuse to take responsibility for anyone else’s problems. I have a right to refuse to take responsibility for anyone’s bad behavior. I have a right to feel ambivalent and to occasionally be inconsistent. I have a right to play, waste time and not always be productive. I have a right to occasionally be childlike and immature. I have a right to complain about life’s unfairness and injustices. I have a right to occasionally be irrational in safe ways. I have a right to seek healthy and mutually supportive relationships. I have a right to ask friends for a modicum of help and emotional support. I have a right to complain and verbally ventilate in moderation. I have a right to grow, evolve and prosper.

To learn from the past is good, but to live there is a waste. To plan for the future is good, but to live there is a waste. You are happiest and most productive in life when you are living in the present.

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.

Productivity is in large part a matter of consistency. Once you get it out of your head that you have to work at breakneck speed, you can focus on the process. Short of superhuman willpower, that’s the only way you’ll keep at it.

Putting aside the concerns about the intentions of the rulers and the incentives for the workers, socialism cannot work because the central planner(s) would lack market prices and hence would have no way of determining, even after the fact, if their “rational” plan for production made an efficient use of resources.

For example, if overwork is due to (in)stability of the production systems, it’s your job as the manager to slow down the product roadmap in order to focus on stability for a while. Make clear measures of alerts, downtime, and incidents, and strive to reduce them. My advice is to dedicate 20% of your time in every planning session to system sustainability work (“sustainability” instead of the more common “technical debt”).

Accountability is the natural product of agency and is the basis of the plan of life. We are responsible for our own actions and accountable to God for what we choose to do with our lives. Life is God’s gift to us, and what we do with it is our gift to him.

Whether a carpenter makes a table, or a goldsmith a piece of jewelry, whether the peasant grows his corn, or the painter paints a picture, in all types of creative work the worker and his object become one, man unites himself with the world in the process of creation. This, however, holds true only for productive work, for work in which I plan, produce, see the result of my work. In the modern work process of a clerk, the worker on the endless

Be strategic about productivity—do less exceptionally well, instead of doing more in an average way.

Prior Planning Produces Positive Performance

we want to get our dreams, we need to sacrifice everything that we have in order to reach it.

The beginning of a great day begins a night before.

Plan your next move because every step contributes towards your goal.

Can you explain your product and the unique benefit it offers in a single short sentence?

In a recent analysis, Martin Grötschel of the Zuse Institute in Berlin found that, using the computers and software that existed in 1982, it would have taken a full eighty-two years to solve a particularly complex production planning problem. As of 2003, the same problem could be solved in about a minute—an improvement by a factor of around 43 million. Computer hardware became about 1,000 times faster over the same period, which means that improvements in the algorithms used accounted for approximately a 43,000-fold increase in performance.

To manage product development effectively, we must recognize that valuable new information is constantly arriving throughout the development cycle. Rather than remaining frozen in time, locked to our original plan, we must learn to make good economic choices using this emerging information.

Peter Lynch doesn’t advise you to buy stock in your favorite store just because you like shopping in the store, nor should you buy stock in a manufacturer because it makes your favorite product or a restaurant because you like the food. Liking a store, a product, or a restaurant is a good reason to get interested in a company and put it on your research list, but it’s not enough of a reason to own the stock! Never invest in any company before you’ve done the homework on the company’s earnings prospects, financial condition, competitive position, plans for expansion, and so forth.

Designed or planned social order is necessarily schematic; it always ignores essential features of any real, functioning social order. This truth is best illustrated in a work-to-rule strike, which turns on the fact that any production process depends on a host of informal practices and improvisations that could never be codified. By merely following the rules meticiously, the workforce can virtually halt production. In the same fashion, the simplified rules animating plans for, say, a city, a village or a collective farm were inadequate as a set of instructions for creating a functional social order, The formal scheme was parasitic on informal processes that, alone, it could not create or maintain.

nowadays sound embarrassing. Jobs wanted Apple “to become a wonderful consumer products company,” Sculley wrote. “This was a lunatic plan. . . . Apple would never be a consumer products company. . . . We couldn’t bend reality to all our dreams of changing the world. . . . High tech could not be designed and sold

In all other construction disciplines, engineers plan a construction strategy that craftmen execute. Engineers don't build bridges; ironworkers do. Only in software is the engineer tasked with actually building the product. Only in software is the "ironworker" tasked with determining how the product will be constructed.

Words accrue and lose meaning through a semantic mobility dependent on the community in which they thrive, and these meanings cannot be divorced from bodily sensation and emotion. Slang emerges among a circle of speakers. Irony requires double consciousness, reading one meaning and understanding another. Elegant prose involves a feeling for the rhythms and the music of sentences, a product of the sensual pleasure a writer takes in the sounds of words and the varying metric beats of sentences. Creative translation must take all this into account. If a meaning is lost in one sentence, it might be gained or added to the next one. Such considerations are not strictly logical. They do not involve a step-by-step plan but come from the translator’s felt understanding of the two languages involved. Rodney

...the scientific attitude implies what I call the postulate of objectivity—that is to say, the fundamental postulate that there is no plan, that there is no intention in the universe. Now, this is basically incompatible with virtually all the religious or metaphysical systems whatever, all of which try to show that there is some sort of harmony between man and the universe and that man is a product—predictable if not indispensable—of the evolution of the universe.

Brainstorm your big idea(s). (2 hrs) Identify your product, customer, competition, and sales/marketing strategy. (2 hrs) Identify your plan for operations, management, capitalization, and finances. (4 hrs) Create a life plan. (4 hrs) Validate your business idea. (8 hrs) Type up your finished business plan. (4 hrs) Execute and follow through on your plan.

In this sense socialism means the abolition of private enterprise, of private ownership of the means of production, and the creation of a system of “planned economy” in which the entrepreneur working for profit is replaced by a central planning body.

Doing your research ahead of time shows that you care about your client and your reputation. Referencing this information will better enable you to ask relevant questions and link their answers to your product or service to create a win-win situation.

The rest of the question-and-answer period was pretty standard stuff, with a few hardballs thrown in just to keep things interesting. Where did the senator stand on the death penalty? Given that most corpses tended to get up and try to eat folks, he didn’t see it as a productive pursuit. What was his opinion on public health care? Failure to keep people healthy enough to stay alive bordered on criminal negligence. Was he prepared to face the ongoing challenges of disaster preparedness? After the mass reanimations following the explosions in San Diego, he couldn’t imagine any presidency surviving without improved disaster planning.

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.

The Principle of Least Resistance, protected from scrutiny by the metric black hole, supports work cultures that save us from the short-term discomfort of concentration and planning, at the expense of long-term satisfaction and the production of real value.

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.

Alaine frowned at him for a moment. "Are you asking me if I need feminine products?" "I'm telling you to plan ahead," Nova said with a deliberate look at her. "Anything you think you're gonna need, I'll pick up." "Wow"-Alaine pulled back in surprise- "I'm sort of impressed right now. You ARE a progressive gangster." "Just text me," Nova said as he threw up his hand. "I'm leaving." "She's not going to need feminine products," Tino said with a bark of laughter. "I guarantee you she's pregnant after last night.

IT’S A FUNNY THING TO be the product of a fairy-tale romance. It’s another thing to think you might find one yourself. You can read the stories and watch the movies, and you can think you know how it’s all supposed to unfold. But the truth is, love is as much fate as it is planning, as much a beauty as it is a disaster. Finding a prince might mean kissing a lot of frogs. Or kicking a lot of frogs out of your house. Falling might mean running headfirst into something you always wanted. Or dipping your toe into something you’ve been scared of your whole life. Happily ever after could be waiting in a field a mile wide. Or a window as narrow as seven minutes.

The following foods are off-limits: dairy, legumes, grains, fruit (except avocado), sugar, eggs, soy, nightshade vegetables. Plus, you’ll steer clear of conventionally-raised meats or their products, and avoid the following oils: corn, soy, canola, and other vegetable oils.

Given a choice between patterns of subsistence that are relatively unfavorable to the cultivator but which yield a greater return in manpower or grain to the state and those patterns that benefit the cultivator but deprive the state, the ruler will choose the former every time. The ruler, then, maximizes the state-accessible product, if necessary, at the expense of the overall wealth of the realm and its subjects.

Never, never sell yourself cheaply. Everyone is a product of his thoughts, thinking about small goals, will lead to small results. Thinking of great goals will win great success. And great ideas and big plans usually come easier than small ones, at least it will not be more difficult.

... I know better than any one what to think about my own plans, and I am always astonished that the critics dig so deep for them, when the simplest ideas, the most commonplace incidents, are the only inspiration to which the products of art owe their being. ~ April 12, 1851 in the "Notice

As CEO, you should have an opinion on absolutely everything. You should have an opinion on every forecast, every product plan, every presentation, and even every comment. Let people know what you think. If you like someone’s comment, give her the feedback. If you disagree, give her the feedback. Say what you think. Express yourself. This will have two critically important positive effects:   Feedback won’t be personal in your company. If the CEO constantly gives feedback, then everyone she interacts with will just get used to it. Nobody will think, “Gee, what did she really mean by that comment? Does she not like me?” Everybody will naturally focus on the issues, not an implicit random performance evaluation.   People will become comfortable discussing bad news. If people get comfortable talking about what each other are doing wrong, then it will be very easy to talk about what the company is doing wrong. High-quality company cultures get their cue from data networking routing protocols: Bad news travels fast and good news travels slowly. Low-quality company cultures take on the personality of the Wicked Witch of the West in The Wiz: “Don’t nobody bring me no bad news.

Imagine that the world had invented a new 'dream product' to feed and immunize everyone born on Earth. Imagine also that it was available everywhere, required no storage or delivery -- and helped mothers to plan their families and reduce the risk of cancer. Then imagine that the world refused to use it.

Work and life become inseparable. Capital follows you when you dream. Time ceases to be linear, becomes chaotic, broken down into punctiform divisions. As production and distribution are restructured, so are nervous systems. To function effectively as a component of just-in-time production you must develop a capacity to respond to unforeseen events, you must learn to live in conditions of total instability, or ‘precarity’, as the ugly neologism has it. Periods of work alternate with periods of unemployment. Typically, you find yourself employed in a series of short-term jobs, unable to plan for the future.

I have formed my plan, and am determined to enter on a course of serious study. Our own library is too well known to me, to be resorted to for any thing beyond mere amusement. But there are many works well worth reading at the Park; and there are others of more modern production which I know I can borrow of Colonel Brandon. By reading only six hours a-day, I shall gain in the course of a twelve-month a great deal of instruction which I now feel myself to want.” Elinor

Open-plan offices have been found to reduce productivity and impair memory. They’re associated with high staff turnover. They make people sick, hostile, unmotivated, and insecure. Open-plan workers are more likely to suffer from high blood pressure and elevated stress levels and to get the flu; they argue more with their colleagues;

When it comes to productivity and creativity, scatterfocus enables you to do three powerful things at once. First, as I’ll discuss in this chapter, it allows you to set intentions and plan for the future. It’s impossible to set future intentions when you’re immersed in the present. By stepping back and directing your attention inward, you’re able to switch off autopilot and consider what to do next. Your brain automatically plans for the future when you rest—you just need to give it the space and time to do so.

Bad marketing is highly product-focused and self-focused. Good marketing, especially direct response marketing, is always customer and problem/solution focused, and that’s exactly how we want our elevator pitch to be. We want to be remembered for what problem we solve rather than for some impressive but incomprehensible title or line of business

Fitbit is a company that knows the value of Shadow Testing. Founded by Eric Friedman and James Park in September 2008, Fitbit makes a small clip-on exercise and sleep data-gathering device. The Fitbit device tracks your activity levels throughout the day and night, then automatically uploads your data to the Web, where it analyzes your health, fitness, and sleep patterns. It’s a neat concept, but creating new hardware is time-consuming, expensive, and fraught with risk, so here’s what Friedman and Park did. The same day they announced the Fitbit idea to the world, they started allowing customers to preorder a Fitbit on their Web site, based on little more than a description of what the device would do and a few renderings of what the product would look like. The billing system collected names, addresses, and verified credit card numbers, but no charges were actually processed until the product was ready to ship, which gave the company an out in case their plans fell through. Orders started rolling in, and one month later, investors had the confidence to pony up $2 million dollars to make the Fitbit a reality. A year later, the first real Fitbit was shipped to customers. That’s the power of Shadow Testing.

Agile Manifesto.” It declared the following values: people over processes; products that actually work over documenting what that product is supposed to do; collaborating with customers over negotiating with them; and responding to change over following a plan. Scrum is the framework I built to put those values into practice. There is no methodology.

Why does socialist central planning not work? The means of production are not held privately, so there cannot be any exchange markets for them and therefore no exchange ratios established. That means there is no way to calculate profit and loss. Without profit and loss, there is no way to assess the tradeoffs associated with alternative uses of resources.

if we incentivize conformance, people will insert contingency reserves to prevent their tasks from missing the schedule. The more granular the schedule, the larger the schedule reserves. And these reserves aggregate into even longer timelines. The more we increase planning detail and the harder we try to incentivize performance, the worse our problem becomes.

The Principle of Least Resistance, protected from scrutiny by the metric black hole, supports work cultures that save us from the short-term discomfort of concentration and planning, at the expense of long-term satisfaction and the production of real value. By doing so, this principle drives us toward shallow work in an economy that increasingly rewards depth.

Well before the collapse of the Soviet bloc, Ludwig von Mises showed that far from representing the only rational economic system that could remedy the “anarchy” of the market, the socialist planned economy is utterly irrational. Its irrationality is due to the elimination of the essential indices for determining rational production and distribution – namely, prices.

The key to a productive and contented life is “planned neglect”—knowing what not to do and being content with saying no to truly good, sometimes fantastic, opportunities. This happens only when you realize how truly limited you are, that you must steward your little life, and that of all the best things to do on the planet, God wants you to do only a miniscule number.

Open-plan offices have been found to reduce productivity and impair memory. They’re associated with high staff turnover. They make people sick, hostile, unmotivated, and insecure. Open-plan workers are more likely to suffer from high blood pressure and elevated stress levels and to get the flu; they argue more with their colleagues; they worry about coworkers eavesdropping on their phone calls and spying on their computer screens. They have fewer personal and confidential conversations with colleagues. They’re often subject to loud and uncontrollable noise, which raises heart rates; releases cortisol, the body’s fight-or-flight “stress” hormone; and makes people socially distant, quick to anger, aggressive, and slow to help others.

The rest of us, on the ·other hand-we members of the protected classes-have grown increasingly· dependent on our welfare programs. In 2020 the federal government spent more than $193 billion on homeowner subsidies, a figure that far exceeded the amount spent on direct housing assistance for low income families ($53 billion). Most families who enjoy those subsidies have six-figure incomes and are white. Poor families lucky enough to live in government-owned apartments of often have to deal with mold and even lead paint, while rich families are claiming the mortgage interest deduction on first and second homes. The lifetime limit for cash welfare to poor parents is five years, but families claiming the mortgage interest deduction may do so for the length of the mortgage, typically thirty years. A fifteen-story public housing tower and a mortgaged suburban home are both government subsidized, but only one looks (and feels) that way. If you count all public benefits offered by the federal government, America's welfare state (as a share of its gross domestic product) is the second biggest in the world, after France's. But that's true only if you include things like government-subsidized retirement benefits provided by employers, student loans and 529 college savings plans, child tax credits, and homeowner subsidies: benefits disproportionately flowing to Americans well above the poverty line. If you put aside these tax breaks and judge the United States solely by the share of its GDP allocated to programs directed at low-income citizens, then our investment in poverty reduction is much smaller than that of other rich nations. The American welfare state is lopsided.

The fact that you live in a broken-down house in the midst of restoration makes everything more difficult. It removes the ease and simplicity of life. It requires you to be more thoughtful, more careful. It requires you to listen and see well. It requires you to look out for difficulty and to be aware of danger. It requires you to contemplate and plan. It requires you to do what you don;t really want to do and to accept what you find difficult to accept. You want to simply coast, but you can't. Things are broken and they need to be fixed. There is work to do.

For example, Facebook had planned to launch a Facebook for children code-named "Project Family," and Sheryl would occasionally remind the policy team of their "failure to do this while we had the opportunity," blaming the policy team for missing the chance to get kids on Facebook but she, like most of the leaders at Facebook with younger children, severely limits her kids' access to screens, let alone social media accounts. And she never shares images of her children on social media. Silicon Valley is awash in wooden Montessori toys and shrouded in total screen bans. Parents at work talk about how they don't allow their teens to have mobile phones, which only underscores how well these executives understand the real damage their product inflicts on young minds.

The en­emy doesn't want us to plan, to organize, to nationalize our economy; the enemy fights with all its might against it. Why? Be­cause it is precisely through the capitalist anarchy of production that they exploit working people. That is how they make everyone develop a dog-eat-dog mentality, where each one struggles on his own, elbowing each other, kicking each other, knocking heads; each person trying to get ahead of everyone else, failing to realize that if we got organized and united we would be a tremendous force and could go much further, to the benefit of everyone.

It seemed to me that Babette and I, in the mass and variety of our purchases, in the sheer plenitude those crowded bags suggested, the weight and size and number, the familiar package designs and vivid lettering, the giant sizes, the family bargain packs with Day-Glo sale stickers, in the sense of replenishment we felt, the sense of well-being, the security and contentment these products brought to some snug home in our souls—it seemed we had achieved a fullness of being that is not known to people who need less, expect less, who plan their lives around lonely walks in the evening.

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.

The victory at Leyte Gulf was the product of Allied planning, savvy, and panache, to be sure. But only Samar showed the world something else: how Americans handle having their backs pushed to the wall.

The art of the alchemist, whether spiritual or physical, consists in completing the work of perfection, bringing forth and making dominant, as it were, the “latent goldness” which “lies obscure” in metal or man. The ideal adept of alchemy was therefore an “auxiliary of the Eternal Goodness.” By his search for the “Noble Tincture” which should restore an imperfect world, he became a partner in the business of creation, assisting the Cosmic Plan. Thus the proper art of the Spiritual Alchemist, with whom alone we are here concerned, was the production of the spiritual and only valid tincture or Philosopher’s Stone; the mystic seed of transcendental life which should invade, tinge, and wholly transmute the imperfect self into spiritual gold. That this was no fancy of seventeenth-century allegorists, but an idea familiar to many of the oldest writers upon alchemy—whose quest was truly a spiritual search into the deepest secrets of the soul—is proved by the words which bring to an end the first part of the antique “Golden Treatise upon the Making of the Stone,” sometimes attributed to Hermes Trismegistus. “This, O Son,” says that remarkable tract, “is the Concealed Stone of Many Colours, which is born and brought forth in one colour; know this and conceal it . . . it leads from darkness into light, from this desert wilderness to a secure habitation, and from poverty and straits to a free and ample fortune.

A third way of attaining union lies in creative activity, be it that of the artist, or of the artisan. In any kind of creative work the creating person unites himself with his material, which represents the world outside of himself. Whether a carpenter makes a table, or a goldsmith a piece of jewelry, whether the peasant grows his corn or the painter paints a picture, in all types of creative work the worker and his object become one, man unites himself with the world in the process of creation. This, however, holds true only for productive work, for work in which I plan, produce, see the result of my work.

Finding your goal, focusing in on it, and learning to work to get closer to it every day is possible for anyone. Finding your goal takes some soul-searching and some clarity, but the other two? Having focus and being productive enough to get closer to where you want to go? Those are just habits. If you don’t already have them, it’s only because you haven’t developed them yet. Not because they’ll never be yours.

The pandemic has shaken up our days in varying ways, but one thing it has taught many of us is that we are always more adrift than we think. In our obsession with doing, we can overlook that life has a way of intervening in our plans for a productive day: distractions come to the fore, things fall through, responsibilities arise unexpectedly, and our minds and bodies don’t always cooperate with our expectations.

I Don’t Care How Great Your Product Is. Tell Me How You’re Going to Grow…Fast People approach me all the time for advice on investments and ideas. The first thing I ask them is, “What’s your plan to acquire thousands of targeted users?” Inevitably, most people’s response is, “I don’t know exactly, but my product is so friggin’ unique, it’s going to blow people away! We’re going to get a ton of press and everybody will fall

Passion needs to be at the heart of the project. Passion is infectious, so the more people who are enthusiastic about the project the better. Where and when a solution or answer does not easily present itself, there needs to be enough belief and energy for the project that still drives the production forward. Without the passion to go through whatever it is that will be thrown your way, you will not make it to opening night.

A mountain of recent data on open-plan offices from many different industries corroborates the results of the games. Open-plan offices have been found to reduce productivity and impair memory. They’re associated with high staff turnover. They make people sick, hostile, unmotivated, and insecure. Open-plan workers are more likely to suffer from high blood pressure and elevated stress levels and to get the flu; they argue more with their colleagues; they worry about coworkers eavesdropping on their phone calls and spying on their computer screens. They have fewer personal and confidential conversations with colleagues. They’re often subject to loud and uncontrollable noise, which raises heart rates; releases cortisol, the body’s fight-or-flight “stress” hormone; and makes people socially distant, quick to anger, aggressive, and slow to help others.

Bashir’s comments were well-planned, typed into a teleprompter, and approved by an entire production team before being broadcast to his millions of few viewers. But the women of MSNBC, including feminist heroine Rachel Maddow, never uttered a word of criticism. Neither did the National Organization for Women, the Feminist Majority Foundation, or a host of other organizations claiming to fight for the rights of women everywhere.

If capitalism is not defined by the presence or absence of markets, but by the domination of society by capital, then socialism is not defined by the presence or absence of planning, but by the democratization of society. Rather than a system of top-down control, true democratic socialism would be a project of collective liberation, which would allow workers to take control over production and citizens to take control over government.

It's puzzling to me that so many self-help gurus urge people to visualize victory, and stop there. Some even insist that if you wish for good things long enough and hard enough, you'll get them - and, conversely, that if you focus on the negative, you actually invite bad things to happen. Why make yourself miserable worrying? Why waste time getting ready for disasters that may never happen? Anticipating problems and figuring out how to solve them is actually the opposite of worrying: it's productive. Likewise, coming up with a plan of action isn't a waste of time if it gives you peace of mind. While it's true that you may wind up getting ready for something that never happens, if the stages are at all high, it's worth it.

Open-plan offices have been found to reduce productivity and impair memory. They’re associated with high staff turnover. They make people sick, hostile, unmotivated, and insecure. Open-plan workers are more likely to suffer from high blood pressure and elevated stress levels and to get the flu; they argue more with their colleagues; they worry about coworkers eavesdropping on their phone calls and spying on their computer screens. They have fewer personal and confidential conversations with colleagues.

Our industries, our trade, and our way of life generally have been based first on the exploitation of the earth's surface and then on the oppression of one another--on banditry pure and simple. The inevitable result is now upon us. The unsuccessful bandits are trying to despoil their more successful competitors. The world is divided into two hostile camps: at the root of this vast conflict lies the evil of spoliation which has destroyed the moral integrity of our generation. While this contest marches to its inevitable conclusion, it will not be amiss to draw attention to a forgotten factor which may perhaps help to restore peace and harmony to a tortured world. We must in our future planning pay great attention to food--the product of sun, soil, plant, and livestock--in other words, to farming and gardening.

No manager can make an employee productive. Managers are catalysts. They can speed up the reaction between the talent of the employee and the needs of the customer/company. They can help the employee find his path of least resistance toward his goals. They can help the employee plan his career. But they cannot do any of these without a major effort from the employee. In the world according to great managers, the employee is the star. The manager is the agent. And, as in the world of performing arts, the agent expects a great deal from his stars.

The day you realise what small, incremental progress can achieve over a period of time, you would agree that SMALL is actually BIG, very BIG !! If you increase your daily productivity by just 1%, you end up doing 37.7 times more work by the end of the year - yes 37.7 times. 1 x 1 x 1.....365 times = 1 1.01 x 1.01 x 1.01 ...... 365 times = 37.7 Same way, Financial Freedom Planning is just the beginning. But only those who continue to go through the grind, track their financial freedom journey month on month - for years together, manifest the true power of SMALL !

In the boreal forests there is reason to hope that we’ll guide the human part of this relationship with forethought. Over the last two decades, continent wide planning for conservation, forestry, and industry in the boreal forest have brought people together who have fought for years in the law courts. Now timber companies, industry, conservation groups, environmental activists, and governments, including those of the First Nations, are talking to one another. Such human talk is part of the forest’s larger system of thought, one way that the living network can achieve a measure of coherence; a diffuse conversation, able to listen and to adapt. To date, swaths of boreal forest as big as many countries- hundreds of thousands of square kilometers- more than 10 percent of Canada’s boreal forest- have been mapped for conservation, for carbon-savvy logging, for threatened animals, and for sustainable timber production.

C. S. Lewis notes: My argument against God was that the universe seemed so cruel and unjust. But how had I gotten this idea of just and unjust? A man does not call something crooked unless he has some idea of a straight line. 5 This is precisely the problem for the atheist. He must answer the question: Where does the moral scoring system come from that allows one to identify evil in the first place? Where is the transcendent standard of objective good that makes the whole notion of evil intelligible? Are moral laws the product of chance? If so, why obey them? What —or who —establishes how things are supposed to be?

Man’s conquest of Nature turns out, in the moment of its consummation, to be Nature’s conquest of Man. Every victory we seemed to win has led us, step by step, to this conclusion. All Nature’s apparent reverses have been but tactical withdrawals. We thought we were beating her back when she was luring us on. What looked to us like hands held up in surrender was really the opening of arms to enfold us for ever. If the fully planned and conditioned world (with its Tao a mere product of the planning) comes into existence, Nature will be troubled no more by the restive species that rose in revolt against her so many millions of years ago, will be vexed no longer by its chatter of truth and mercy and beauty and happiness. Ferum victorem cepit: and if the eugenics are efficient enough there will be no second revolt, but all snug beneath the Conditioners, and the Conditioners beneath her, till the moon falls or the sun grows cold.

No matter what your reason for wanting to start your own business, developing the foundation is the same. Laying a solid foundation for you business will provide you with a road map to follow as you build your business. As you work through the Start a Business Step-by-Step Workbook you will define the company’s mission, decide what business entity is right for your business, name your business, determine the pricing for your products or services, formulate your financial projections, define your competitors, survey consumers regarding your products or services, determine the marketing methods right for your business and more.

It’s a funny thing to be the product of a fairy-tale romance. It’s another thing to think you might find one yourself. You can read the stories and watch the movies, and you can think you know how it’s all supposed to unfold. But the truth is, love is as much fate as it is planning, as much a beauty as it is a disaster. Finding a prince might mean kissing a lot of frogs. Or kicking a lot of frogs out of your house. Falling might mean running headfirst into something you always wanted. Or dipping your toe into something you’ve been scared of your whole life. Happily ever after could be waiting in a field a mile wide. Or a window as narrow as seven minutes.

If you count all benefits, America’s welfare state (as a share of its gross domestic product) is the second biggest in the world, after France’s. But that’s true only if you include things like government-subsidized retirement benefits provided by employers, student loans and 529 college savings plans, child tax credits, and homeowner subsidies: benefits disproportionately flowing to Americans well above the poverty line. If you put aside these tax breaks and judge the United States solely by the share of its GDP allocated to programs directed at low-income citizens, then our investment in poverty reduction is much smaller than that of other rich nations. The American welfare state is lopsided.[22]

THE AMERICAN brand of socialism known as the New Deal was made possible by the income tax. But with the advent of income taxation, socialism was unavoidable. There have always been, and perhaps always will be, people who are averse to letting other people alone. Recognizing the human inclination to err, they are impelled by their kindness of heart to overcome this imperfection; invariably they come up with a sure-proof plan that needs only political power to become effective. Political power is the essential ingredient of every one of these plans to improve the human. Since all the ills of mankind, they argue, follow from the exercise of free will, it follows that the only cure for these ills is to suppress free will and to compel the individual to behave in all things as per the perfect pattern devised by these improvers. Compulsion means force; there must be a policeman to see that the individual does not follow his own inclinations. But policemen must live. Since they do not produce a thing by which they can live, others must support them. Hence, the planners must have the means of getting at the production of the very people who are to be improved by the policeman. That means taxes, and the more taxes the greater the number of enforcement agents, and therefore the more comprehensive the plan. No plan can be bigger than its bureaucracy. The income tax is the ideal instrument for the planner.

Modern technology easily becomes the servant of this or that want and need. In modern economy, a completely irrational consumption conforms to a totally rationalized production. A marvelously rational mechanism serves one or another demand, always with the same earnestness and precision, be it for a silk blouse or poison gas or anything whatsoever. Economic rationalism has accustomed itself to deal only with certain needs and to acknowledge only those it can "satisfy." In the modern metropolis, it has erected an edifice wherein everything runs strictly according to plan— everything is calculable. A devout Catholic, precisely following his own rationality, might well be horrified by this system of irresistible materiality.

Paine’s pamphlet appealed to a wide range of colonial opinion angered by England. But it caused some tremors in aristocrats like John Adams, who were with the patriot cause but wanted to make sure it didn’t go too far in the direction of democracy. Paine had denounced the so-called balanced government of Lords and Commons as a deception, and called for single-chamber representative bodies where the people could be represented. Adams denounced Paine’s plan as “so democratical, without any restraint or even an attempt at any equilibrium or counter-poise, that it must produce confusion and every evil work.” Popular assemblies needed to be checked, Adams thought, because they were “productive of hasty results and absurd judgements.

Each cooperative in Mondragon has its own workplace structure, though there are similarities and tendencies that most of them share. The firm called Irizar, which manufactures products for trans-portation, from luxury coaches to city buses, exemplifies these tendencies. To encourage innovation and the diffusion of knowledge, there are no bosses or departments in Irizar. Rather, it has a flat organizational structure based on work teams with a high degree of autonomy. (One study remarks that they “set their own targets, establish their own work schedules, [and] organize the work process as they see fit.”) The teams also work with each other, so that knowledge is transmitted efficiently. Participation occurs also in the general assembly, which meets three times a year rather than the single annual meeting common in other Mondragon firms. Its subsidiaries in other countries have at least two general assemblies a year, where they approve the company’s strategic plan, investments, etc. These participatory structures have enabled Irizar to surpass its competitors in profitability and market share.69

1. Make incremental advances Grand visions inflated the bubble, so they should not be indulged. Anyone who claims to be able to do something great is suspect, and anyone who wants to change the world should be more humble. Small, incremental steps are the only safe path forward. 2. Stay lean and flexible All companies must be “lean,” which is code for “unplanned.” You should not know what your business will do; planning is arrogant and inflexible. Instead you should try things out, “iterate,” and treat entrepreneurship as agnostic experimentation. 3. Improve on the competition Don’t try to create a new market prematurely. The only way to know you have a real business is to start with an already existing customer, so you should build your company by improving on recognizable products already offered by successful competitors. 4. Focus on product, not sales If your product requires advertising or salespeople to sell it, it’s not good enough: technology is primarily about product development, not distribution. Bubble-era advertising was obviously wasteful, so the only sustainable growth is viral growth.

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.

Open-plan offices have been found to reduce productivity and impair memory. They’re associated with high staff turnover. They make people sick, hostile, unmotivated, and insecure. Open-plan workers are more likely to suffer from high blood pressure and elevated stress levels and to get the flu; they argue more with their colleagues; they worry about coworkers eavesdropping on their phone calls and spying on their computer screens. They have fewer personal and confidential conversations with colleagues. They’re often subject to loud and uncontrollable noise, which raises heart rates; releases cortisol, the body’s fight-or-flight “stress” hormone; and makes people socially distant, quick to anger, aggressive, and slow to help others. Indeed,

. . . [E]very single writer I met likened writing for television to one thing--laying track for an incoming speeding train. The story is the track and you gotta keep laying it down because of the train. That train is production. You keep writing, you keep laying track down, no matter what, because the train of production is coming toward you--no matter what. Every eight days, the crew needs to being to prepare a new episode--find locations, build sets, design costumes, find props, plan shots. And every eight days after that, the crew needs to film a new episode. Every eight days. Eight days to prep. Eight days to shoot. Eight days, eight days, eight days, eight days. Which means every eight days, that crew needs a brand-new script. And my job is to damn well provide them with one. Every. Eight. Days. That train of production is a'coming. Every eight days that crew on that soundstage better have something to shoot. Because the worst thing you can do is halt or derail production and cost the studio hundreds of thousands of dollars while everyone waits. That is how you go from being a TV writer to being a failed TV writer.

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.

The lift that comes from sending girls like Sona to school is stunning—for the girls, their families, and their communities. When you send a girl to school, the good deed never dies. It goes on for generations advancing every public good, from health to economic gain to gender equity and national prosperity. Here are just a few of the things we know from the research. Sending girls to school leads to greater literacy, higher wages, faster income growth, and more productive farming. It reduces premarital sex, lowers the chance of early marriage, delays first births, and helps mothers plan how many children to have and when. Mothers who have had an education do a better job learning about nutrition, vaccination, and other behaviors necessary for raising healthy children.

When I get an idea, I start at once building it up in my imagination. I change the construction, make improvements and operate the device in my mind. It is absolutely immaterial to me whether I run my turbine in thought or test it in my shop. I even note if it is out of balance. There is no difference whatever; the results are the same. In this way I am able to rapidly develop and perfect a conception without touching anything. When I have gone so far as to embody in the invention every possible improvement I can think of and see no fault anywhere, I put into concrete form this final product of my brain. Invariably my device works as I conceived that it should, and the experiment comes out exactly as I planned it. In twenty years there has not been a single exception. Why should it be otherwise?

Ireland, like Ukraine, is a largely rural country which suffers from its proximity to a more powerful industrialised neighbour. Ireland’s contribution to the history of tractors is the genius engineer Harry Ferguson, who was born in 1884, near Belfast. Ferguson was a clever and mischievous man, who also had a passion for aviation. It is said that he was the first man in Great Britain to build and fly his own aircraft in 1909. But he soon came to believe that improving efficiency of food production would be his unique service to mankind. Harry Ferguson’s first two-furrow plough was attached to the chassis of the Ford Model T car converted into a tractor, aptly named Eros. This plough was mounted on the rear of the tractor, and through ingenious use of balance springs it could be raised or lowered by the driver using a lever beside his seat. Ford, meanwhile, was developing its own tractors. The Ferguson design was more advanced, and made use of hydraulic linkage, but Ferguson knew that despite his engineering genius, he could not achieve his dream on his own. He needed a larger company to produce his design. So he made an informal agreement with Henry Ford, sealed only by a handshake. This Ford-Ferguson partnership gave to the world a new type of Fordson tractor far superior to any that had been known before, and the precursor of all modern-type tractors. However, this agreement by a handshake collapsed in 1947 when Henry Ford II took over the empire of his father, and started to produce a new Ford 8N tractor, using the Ferguson system. Ferguson’s open and cheerful nature was no match for the ruthless mentality of the American businessman. The matter was decided in court in 1951. Ferguson claimed $240 million, but was awarded only $9.25 million. Undaunted in spirit, Ferguson had a new idea. He approached the Standard Motor Company at Coventry with a plan, to adapt the Vanguard car for use as tractor. But this design had to be modified, because petrol was still rationed in the post-war period. The biggest challenge for Ferguson was the move from petrol-driven to diesel-driven engines and his success gave rise to the famous TE-20, of which more than half a million were built in the UK. Ferguson will be remembered for bringing together two great engineering stories of our time, the tractor and the family car, agriculture and transport, both of which have contributed so richly to the well-being of mankind.

I had the luxury of knowing what I wanted to do. So I just sat on the bed and came up with a plan for myself: "I have to go to the Edinburgh Fringe. But I don't have the confidence to do a production there because I've never gone before, and I don't even know how to get there or what to do once I get there. So I will just act as if I do have the confidence to go to the Edinburgh Fringe. I'll just borrow confidence from a future version of myself. Once I've been to the Edinburgh Fringe and performed a show there, then I will have the confidence to go to the Edinburgh Fringe. I will go to the bank manager of confidence (in some part of my brain) and I will borrow that confidence from the future, and then I can wear it like a cloak, and I will talk to everyone with this confidence." It was out there as a concept, but it worked.

The second reason that a culture of connectivity makes life easier is that it creates an environment where it becomes acceptable to run your day out of your inbox—responding to the latest missive with alacrity while others pile up behind it, all the while feeling satisfyingly productive (more on this soon). If e-mail were to move to the periphery of your workday, you’d be required to deploy a more thoughtful approach to figuring out what you should be working on and for how long. This type of planning is hard. Consider, for example, David Allen’s Getting Things Done task-management methodology, which is a well-respected system for intelligently managing competing workplace obligations. This system proposes a fifteen-element flowchart for making a decision on what to do next! It’s significantly easier to simply chime in on the latest cc’d e-mail thread.

Consequently, in 1958 the Chinese government was informed that annual grain production was 50 per cent more than it actually was. Believing the reports, the government sold millions of tons of rice to foreign countries in exchange for weapons and heavy machinery, assuming that enough was left to feed the Chinese population. The result was the worst famine in history and the death of tens of millions of Chinese.3 Meanwhile, enthusiastic reports of China’s farming miracle reached audiences throughout the world. Julius Nyerere, the idealistic president of Tanzania, was deeply impressed by the Chinese success. In order to modernise Tanzanian agriculture, Nyerere resolved to establish collective farms on the Chinese model. When peasants objected to the plan, Nyerere sent the army and police to destroy traditional villages and forcibly relocate hundreds of thousands of peasants onto the new collective farms. Government propaganda depicted the farms as miniature paradises, but many of them existed only in government documents. The protocols and reports written in the capital Dar es Salaam said that on such-and-such a date the inhabitants of such-and-such village were relocated to such-and-such farm. In reality, when the villagers reached their destination, they found absolutely nothing there. No houses, no fields, no tools. Officials nevertheless reported great successes to themselves and to President Nyerere. In fact, within less than ten years Tanzania was transformed from Africa’s biggest food exporter into a net food importer that could not feed itself without external assistance. In 1979, 90 per cent of Tanzanian farmers lived on collective farms, but they generated only 5 per cent of the country’s agricultural output.4

Change is critical to productivity and growth—personal, professional, or otherwise. It can be a powerful way to alter our circumstances, but it can backfire. Large changes trigger our fear response. The more afraid we are, the more we need to calm ourselves. Many a great productive gesture or action has resulted in an equal or greater measure of inactivity. Peaks where we believe anything is possible are followed by shadowed valleys where we think maybe nothing is.

1. Recruit the smallest group of people who can accomplish what must be done quickly and with high quality. Comparative Advantage means that some people will be better than others at accomplishing certain tasks, so it pays to invest time and resources in recruiting the best team for the job. Don’t make that team too large, however—Communication Overhead makes each additional team member beyond a core of three to eight people a drag on performance. Small, elite teams are best. 2. Clearly communicate the desired End Result, who is responsible for what, and the current status. Everyone on the team must know the Commander’s Intent of the project, the Reason Why it’s important, and must clearly know the specific parts of the project they’re individually responsible for completing—otherwise, you’re risking Bystander Apathy. 3. Treat people with respect. Consistently using the Golden Trifecta—appreciation, courtesy, and respect—is the best way to make the individuals on your team feel Important and is also the best way to ensure that they respect you as a leader and manager. The more your team works together under mutually supportive conditions, the more Clanning will naturally occur, and the more cohesive the team will become. 4. Create an Environment where everyone can be as productive as possible, then let people do their work. The best working Environment takes full advantage of Guiding Structure—provide the best equipment and tools possible and ensure that the Environment reinforces the work the team is doing. To avoid having energy sapped by the Cognitive Switching Penalty, shield your team from as many distractions as possible, which includes nonessential bureaucracy and meetings. 5. Refrain from having unrealistic expectations regarding certainty and prediction. Create an aggressive plan to complete the project, but be aware in advance that Uncertainty and the Planning Fallacy mean your initial plan will almost certainly be incomplete or inaccurate in a few important respects. Update your plan as you go along, using what you learn along the way, and continually reapply Parkinson’s Law to find the shortest feasible path to completion that works, given the necessary Trade-offs required by the work. 6. Measure to see if what you’re doing is working—if not, try another approach. One of the primary fallacies of effective Management is that it makes learning unnecessary. This mind-set assumes your initial plan should be 100 percent perfect and followed to the letter. The exact opposite is true: effective Management means planning for learning, which requires constant adjustments along the way. Constantly Measure your performance across a small set of Key Performance Indicators (discussed later)—if what you’re doing doesn’t appear to be working, Experiment with another approach.

NUTRIENT DENSITY SCORES OF THE TOP 30 SUPER FOODS To make it easy for you to achieve Super Immunity, I’ve listed my Top 30 Super Foods below. These foods are associated with protection against cancer and promotion of a long, healthy life. Include as many of these foods in your diet as you possibly can. You are what you eat. To be your best, you must eat the best! Collard greens, mustard greens, turnip greens 100 Kale 100 Watercress 100 Brussels sprouts 90 Bok choy 85 Spinach 82 Arugula 77 Cabbage 59 Broccoli 52 Cauliflower 51 Romaine lettuce 45 Green and red peppers 41 Onions 37 Leeks 36 Strawberries 35 Mushrooms 35 Tomatoes and tomato products 33 Pomegranates / pomegranate juice 30 Carrots / carrot juice 30/37 Blackberries 29 Raspberries 27 Blueberries 27 Oranges 27 Seeds: flax, sunflower, sesame, hemp, chia 25 (avg) Red grapes 24 Cherries 21 Plums 11 Beans (all varieties) 11 Walnuts 10 Pistachio nuts 9 If you are a female eating

Speaking of the happy new year, I wonder if any year ever had less chance of being happy. It’s as though the whole race were indulging in a kind of species introversion — as though we looked inward on our neuroses. And the thing we see isn’t very pretty. Before the year is over, I think I will be looking back longingly on the Gulf of Lower California — that sea of mirages and timelessness. It is a very magical place. It is cold and clear here now - the leaves all fallen from the trees and only the frogs are very happy. Great cheering sections of frogs singing all the time. The earth is moist and water is seeping out of the ground everywhere. So we go into this happy new year, knowing that our species has learned nothing, can, as a race, learn nothing — that the experience of ten thousand years has made no impression on the instincts of the million years that preceded. Maybe you can find some vague theology that will give you hope. Not that I have lost any hope. All the goodness and the heroisms will rise up again, then be cut down again and rise up. It isn’t that the evil thing wins — it never will — but that it doesn’t die. I don’t know why we should expect it to. It seems fairly obvious that two sides of a mirror are required before one has a mirror, that two forces are necessary in man before he is man. I asked Paul de Kruif once if he would like to cure all disease and he said yes. Then I suggested that the man he loved and wanted to cure was a product of all his filth and disease and meanness, his hunger and cruelty. Cure those and you would have not man but an entirely new species you wouldn’t recognize and probably wouldn’t like. There it is — It is interesting to watch the German efficiency, which, from the logic of the machine is efficient but which (I suspect) from the mechanics of the human species is suicidal. Certainly man thrives best (or has at least) in a state of semi-anarchy. Then he has been strong, inventive, reliant, moving. But cage him with rules, feed him and make him healthy and I think he will die as surely as a caged wolf dies. I should not be surprised to see a cared for, thought for, planned for nation disintegrate, while a ragged, hungry, lustful nation survived. Surely no great all-encompassing plan has ever succeeded. And so I'll look to see this German plan collapse because they do not know enough to plan for everything.

The PEOPLE are the grand inquest who have a RIGHT to judge of its merits. The hideous daemon of Aristocracy has hitherto had so much influence as to bar the channels of investigation, preclude the people from inquiry and extinguish every spark of liberal information of its qualities. At length the luminary of intelligence begins to beam its effulgent rays upon this important production; the deceptive mists cast before the eyes of the people by the delusive machinations of its INTERESTED advocates begins to dissipate, as darkness flies before the burning taper; and I dare venture to predict, that in spite of those mercenary dectaimers, the plan will have a candid and complete examination. Those furious zealots who are for cramming it down the throats of the people, without allowing them either time or opportunity to scan or weigh it in the balance of their understandings, bear the same marks in their features as those who have been long wishing to erect an aristocracy in THIS COMMONWEALTH [of Massachusetts].

The ADA takes a conservative stand, leaving out many well-documented health benefits attributable to reducing the consumption of animal products. Here are the three key sentences from the summary of their summary of the relevant scientific literature. One: Well-planned vegetarian diets are appropriate for all individuals during all stages of the life cycle, including pregnancy, lactation, infancy, childhood, and adolescence, and for athletes. TWO: Vegetarian diets tend to be lower in saturated fat and cholesterol, and have higher levels of dietary fiber, magnesium and potassium, vitamins C and E, folate, carotenoids, flavonoids, and other phytochemicals. Elsewhere the paper notes that vegetarians and vegans (including athletes) “meet and exceed requirements” for protein. And, to render the whole we-should-worry-about-getting-enough-protein-and-therefore-eat-meat idea even more useless, other data suggests that excess animal protein intake is linked with osteoporosis, kidney disease, calcium stones in the urinary tract, and some cancers.

Most cleantech companies crashed because they neglected one or more of the seven questions that every business must answer: 1. The Engineering Question Can you create breakthrough technology instead of incremental improvements? 2. The Timing Question Is now the right time to start your particular business? 3. The Monopoly Question Are you starting with a big share of a small market? 4. The People Question Do you have the right team? 5. The Distribution Question Do you have a way to not just create but deliver your product? 6. The Durability Question Will your market position be defensible 10 and 20 years into the future? 7. The Secret Question Have you identified a unique opportunity that others don’t see? We’ve discussed these elements before. Whatever your industry, any great business plan must address every one of them. If you don’t have good answers to these questions, you’ll run into lots of “bad luck” and your business will fail. If you nail all seven, you’ll master fortune and succeed. Even getting five or six correct might work.

Let’s step back. Every year between 1950 and 2000, Americans increased their productivity about 1 to 4 percent.1 Since 2005, however, this growth has slowed in advanced economies, with a productivity decrease recorded in the United States in 2016.2 Maybe our rapidly evolving technology that promises us near-limitless options to keep us busy is not, in fact, making us more productive? One possible explanation for our productivity slowdown is that we’re paralyzed by information overload. As Daniel Levitin writes in The Organized Mind, information overload is worse for our focus than exhaustion or smoking marijuana.3 It stands to reason, then, that to be more productive we need a way to stem the tide of digital distractions. Enter the Bullet Journal, an analog solution that provides the offline space needed to process, to think, and to focus. When you open your notebook, you automatically unplug. It momentarily pauses the influx of information so your mind can catch up. Things become less of a blur, and you can finally examine your life with greater clarity.

What are you doing here?" He shoved one hand in his pocket. "I need a wife." "And you came here..." She searched for an explanation for his outlandish statement. "Because you thought a company that sells feminine care products might also have a supply of women available for marriage? I can go to the stock room if you want and see what we have on the shelf. Are you looking for a blonde or a brunette? I guess it doesn't matter whether she likes you or not." "It's not just for me," Liam explained, pulling his hand out of his pocket. "I need a wife to preserve my family legacy." "So you want to breed her? Good to know. That takes Margie and Joan out of the running. They're both in their sixties." He dropped to one knee and held out a blue velvet box. "I want you. Marry me, Daisy." Of all the things she'd expected him to say, "Marry me," did not even make the top thousand. For a long moment, all she could do was stand and stare. "I think you have me confused with someone who would even want to be in the same room as you, much less wed you after such a romantic proposal.

One way to get a life and keep it is to put energy into being an S&M (success and money) queen. I first heard this term in Karen Salmansohn’s fabulous book The 30-Day Plan to Whip Your Career Into Submission. Here’s how to do it: be a star at work. I don’t care if you flip burgers at McDonald’s or run a Fortune 500 company. Do everything with totality and excellence. Show up on time, all the time. Do what you say you will do. Contribute ideas. Take care of the people around you. Solve problems. Be an agent for change. Invest in being the best in your industry or the best in the world! If you’ve been thinking about changing professions, that’s even more reason to be a star at your current job. Operating with excellence now will get you back up to speed mentally and energetically so you can hit the ground running in your new position. It will also create good karma. When and if you finally do leave, your current employers will be happy to support you with a great reference and often leave an open door for additional work in the future. If you’re an entrepreneur, look at ways to enhance your business. Is there a new product or service you’ve wanted to offer? How can you create raving fans by making your customer service sparkle? How can you reach more people with your product or service? Can you impact thousands or even millions more? Let’s not forget the M in S&M. Getting a life and keeping it includes having strong financial health as well. This area is crucial because many women delay taking charge of their financial lives as they believe (or have been culturally conditioned to believe) that a man will come along and take care of it for them. This is a setup for disaster. You are an intelligent and capable woman. If you want to fully unleash your irresistibility, invest in your financial health now and don’t stop once you get involved in a relationship. If money management is a challenge for you, I highly recommend my favorite financial coach: David Bach. He is the bestselling author of many books, including The Automatic Millionaire, Smart Women Finish Rich, and Smart Couples Finish Rich. His advice is clear-cut and straightforward, and, most important, it works.

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.

Forgetting herself entirely, Pandora let her head loll back against Gabriel's shoulder. "What kind of glue does Ivo use?" she asked languidly. "Glue?" he echoed after a moment, his mouth close to her temple, grazing softly. "For his kites." "Ah." He paused while a wave retreated. "Joiner's glue, I believe." "That's not strong enough," Pandora said, relaxed and pensive. "He should use chrome glue." "Where would he find that?" One of his hands caressed her side gently. "A druggist can make it. One part acid chromate of lime to five parts gelatin." Amusement filtered through his voice. "Does your mind ever slow down, sweetheart?" "Not even for sleeping," she said. Gabriel steadied her against another wave. "How do you know so much about glue?" The agreeable trance began to fade as Pandora considered how to answer him. After her long hesitation, Gabriel tilted his head and gave her a questioning sideways glance. "The subject of glue is complicated, I gather." I'm going to have to tell him at some point, Pandora thought. It might as well be now. After taking a deep breath, she blurted out, "I design and construct board games. I've researched every possible kind of glue required for manufacturing them. Not just for the construction of the boxes, but the best kind to adhere lithographs to the boards and lids. I've registered a patent for the first game, and soon I intend to apply for two more." Gabriel absorbed the information in remarkably short order. "Have you considered selling the patents to a publisher?" "No, I want to make the games at my own factory. I have a production schedule. The first one will be out by Christmas. My brother-in-law, Mr. Winterborne, helped me to write a business plan. The market in board games is quite new, and he thinks my company will be successful." "I'm sure it will be. But a young woman in your position has no need of a livelihood." "I do if I want to be self-supporting." "Surely the safety of marriage is preferable to the burdens of being a business proprietor." Pandora turned to face him fully. "Not if 'safety' means being owned. As things stand now, I have the freedom to work and keep my earnings. But if I marry you, everything I have, including my company, would immediately become yours. You would have complete authority over me. Every shilling I made would go directly to you- it wouldn't even pass through my hands. I'd never be able to sign a contract, or hire employees, or buy property. In the eyes of the law, a husband and wife are one person, and that person is the husband. I can't bear the thought of it. It's why I never want to marry.

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

You have eyes like a mermaid," he murmured. "Soft, pale green. Beautiful." "I knew it was only a matter of time before you walked in during my bath," Lara said, trying to sound calm although her heart was pounding. "Your request to see me in that negligee made it quite evident that you're a shameless voyeur." Hunter grinned. "I've been found out, it seems. But you can't blame me for it." "Why not?" "After more than a year of sexual deprivation, a man has to have some pleasure." "You could expend your energy on something more productive," Lara suggested as he came closer to the bath. "Develop a hobby... collect something... take up chess or pugilism." His eyes twinkled at her prim tone. "I do have a hobby, madam." "Which is what?" "Admiring you." She shook her head with a reluctant smile. "If you weren't so annoying, my lord, you would almost be charming." "If you weren't so beautiful, I wouldn't be annoying." He gave her an easy masculine grin. "But I plan to annoy you often, madam, and someday you'll like it." He took another step toward the tub. "Brace yourself- I'm coming closer." Lara went rigid, thinking of covering herself, screaming, splashing him... but she did none of those things. She remained in the tub, stretched before him like a pagan sacrifice. Hunter made no obvious show of staring at her, but she knew that he took in every detail of her body as it shimmered beneath the scented water.

What if we fail to stop the erosion of cities by automobiles? What if we are prevented from catalyzing workable and vital cities because the practical steps needed to do so are in conflict with the practical steps demanded by erosion? There is a silver lining to everything. In that case we Americans will hardly need to ponder a mystery that has troubled men for millennia: What is the purpose of life? For us, the answer will be clear, established and for all practical purposes indisputable: The purpose of life is to produce and consume automobiles. It is not hard to understand that the producing and consuming of automobiles might properly seem the purpose of life to the General Motors management, or that it may seem so to other men and women deeply commtted economically or emotionally to this pursuit. If they so regard it, they should be commended rather than cricicized for this remarkable identification of philosophy with daily duty. It is harder to understand, however, why the production and consumption of automobiles should be the purpose of life for this country. Similarly, it is understandable that men who were young in the 1920's were captivated by the vision of the freeway Radiant City, with the specious promise that it would be appropriate to an automobile age. At least it was then a new idea; to men of the generation of New York's Robert Moses, for example, it was radical and exciting in the days when their minds were growing and their ideas forming. Some men tend to cling to old intellectual excitements, just as some belles, when they are old ladies, still cling to the fashions and coiffures of their exciting youth. But it is harder to understand why this form of arrested mental development should be passed on intact to succeeding generations of planners and designers. It is disturbing to think that men who are young today, men who are being trained now for their carreers, should accept *on the grounds that they must be "modern" in their thinking,* conceptions about cities and traffic which are not only unworkably, but also to which nothing new of any significance has been added since their fathers were children.

Come on, Princess," he called to the bench, and Carlotta bounced up. She was wide like the rest of them, but no man could fairly say she was too wide. The most that could be said was that she did not have much further to go before she would have to start squeezing it in and strapping it up, which she clearly did not do now. She let it hang where it was, and it did very nicely by itself. As she passed among the boys they looked her over with unconcealed envy, as though they knew she had something they didn't have but were not quite sure what it was. One thing was certain, she got more exercise than they did. The next to be noticed were her braids, they hung forward over her terrain, ignoring as much as possible her contours, like two shiny black meridianal lines demarking her longitudes as far down as the equator. It was not hard to imagine oneself spending a long lifetime on that bare little island alone, with no plan or ambition, too overcome with the heat to continue on south to the pole, far less return to the continents. Nothing productive could ever be accomplished there, but there would be comfort such as few men have known, there would be torpor. The body swelled with such thoughts, the mind shrank from them, and the longing eyes traveled finally up north, to where those meridians came together at a point above a bland white area vaguely charted, with few landmarks, no doubt sparsely inhabited. There the imagination halted.

Much of the so-called environmental movement today has transmuted into an aggressively nefarious and primitive faction. In the last fifteen years, many of the tenets of utopian statism have coalesced around something called the “degrowth” movement. Originating in Europe but now taking a firm hold in the United States, the “degrowthers,” as I shall characterize them, include in their ranks none other than President Barack Obama. On January 17, 2008, Obama made clear his hostility toward, of all things, electricity generated from coal and coal-powered plants. He told the San Francisco Chronicle, “You know, when I was asked earlier about the issue of coal . . . under my plan of a cap and trade system, electricity rates would necessarily skyrocket. . . .”3 Obama added, “. . . So if somebody wants to build a coal-powered plant, they can. It’s just that it will bankrupt them because they’re going to be charged a huge sum for all the greenhouse gas that’s being emitted.”4 Degrowthers define their agenda as follows: “Sustainable degrowth is a downscaling of production and consumption that increases human well-being and enhances ecological conditions and equity on the planet. It calls for a future where societies live within their ecological means, with open localized economies and resources more equally distributed through new forms of democratic institutions.”5 It “is an essential economic strategy to pursue in overdeveloped countries like the United States—for the well-being of the planet, of underdeveloped populations, and yes, even of the sick, stressed, and overweight ‘consumer’ populations of overdeveloped countries.”6 For its proponents and adherents, degrowth has quickly developed into a pseudo-religion and public-policy obsession. In fact, the degrowthers insist their ideology reaches far beyond the environment or even its odium for capitalism and is an all-encompassing lifestyle and governing philosophy. Some of its leading advocates argue that “Degrowth is not just an economic concept. We shall show that it is a frame constituted by a large array of concerns, goals, strategies and actions. As a result, degrowth has now become a confluence point where streams of critical ideas and political action converge.”7 Degrowth is “an interpretative frame for a social movement, understood as the mechanism through which actors engage in a collective action.”8 The degrowthers seek to eliminate carbon sources of energy and redistribute wealth according to terms they consider equitable. They reject the traditional economic reality that acknowledges growth as improving living conditions generally but especially for the impoverished. They embrace the notions of “less competition, large scale redistribution, sharing and reduction of excessive incomes and wealth.”9 Degrowthers want to engage in polices that will set “a maximum income, or maximum wealth, to weaken envy as a motor of consumerism, and opening borders (“no-border”) to reduce means to keep inequality between rich and poor countries.”10 And they demand reparations by supporting a “concept of ecological debt, or the demand that the Global North pays for past and present colonial exploitation in the Global South.”11

It was perhaps, then, not surprising that it was Colonel Beppo Schmid, not General Martini, who on 16 July submitted to Göring the principal intelligence appreciation of the RAF, which became the basis for the Luftwaffe General Staff’s plans. He underestimated the strength of squadrons, claiming they were eighteen aircraft strong, when in fact they had between twenty-two and twenty-four aircraft. He also stated that only a limited number of airfields could be considered operational with modern maintenance and supply installations, which was nonsense. He badly underestimated current aircraft production figures to the tune of about 50 per cent and claimed there was ‘little strategic flexibility’, when, in fact, Dowding’s air defence system provided exactly the opposite. The Me110, he claimed, was a superior fighter to the Hurricane. Even more glaring were the omissions. The Luftwaffe had no concept of how the air defence system worked, no concept of there being three different commands – Fighter, Coastal and Bomber – and no understanding of how repairs were organized. ‘The Luftwaffe is clearly superior to the RAF,’ he concluded, ‘as regards strength, equipment, training, command and location of bases.’7 He was correct in terms of strength only. The rest of his claims were utter twaddle. On the eve of Adlertag, Schmid further reassured the Luftwaffe General Staff that some 350 British fighters had been destroyed since the beginning of July and that they were already being shot down faster than they could be produced. In fact, up to 12 August, 181 had been destroyed and more than 700 new fighter aircraft built.8 The gulf between fact and fiction was quite startling.

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

The assumptions that propagandists are rational, in the sense that they follow their own propaganda theories in their choice of communications, and that the meanings of propagandists' communications may differ for different people reoriented the FCC* analysts from a concept of "content as shared" (Berelson would later say "manifest") to conditions that could explain the motivations of particular communicators and the interests they might serve. The notion of "preparatory propaganda" became an especially useful key for the analysts in their effort to infer the intents of broadcasts with political content. In order to ensure popular support for planned military actions, the Axis leaders had to inform; emotionally arouse, and otherwise prepare their countrymen and women to accept those actions; the FCC analysts discovered that they could learn a great deal about the enemy's intended actions by recognizing such preparatory efforts in the domestic press and broadcasts. They were able to predict several major military and political campaigns and to assess Nazi elites' perceptions of their situation, political changes within the Nazi governing group, and shifts in relations among Axis countries. Among the more outstanding predictions that British analysts were able to make was the date of deployment of German V weapons against Great Britain. The analysts monitored the speeches delivered by Nazi propagandist Joseph Goebbels and inferred from the content of those speeches what had interfered with the weapons' production and when. They then used this information to predict the launch date of the weapons, and their prediction was accurate within a few weeks. *FCC - Federal Communications Commission

Down every aisle a single thought follows me like a shadow: Brand Italy is strong. When it comes to cultural currency, there is no brand more valuable than this one. From lipstick-red sports cars to svelte runway figures to enigmatic opera singers, Italian culture means something to everyone in the world. But nowhere does the name Italy mean more than in and around the kitchen. Peruse a pantry in London, Osaka, or Kalamazoo, and you're likely to find it spilling over with the fruits of this country: dried pasta, San Marzano tomatoes, olive oil, balsamic vinegar, jars of pesto, Nutella. Tucked into the northwest corner of Italy, sharing a border with France and Switzerland, Piedmont may be as far from the country's political and geographical center as possible, but it is ground zero for Brand Italy. This is the land of Slow Food. Of white truffles. Barolo. Vermouth. Campari. Breadsticks. Nutella. Fittingly, it's also the home of Eataly, the supermarket juggernaut delivering a taste of the entire country to domestic and international shoppers alike. This is the Eataly mother ship, the first and most symbolically important store for a company with plans for covering the globe in peppery Umbrian oil, and shavings of Parmigiano-Reggiano Vacche Rosse. We start with the essentials: bottle opener, mini wooden cutting board, hard-plastic wineglasses. From there, we move on to more exciting terrain: a wild-boar sausage from Tuscany. A semiaged goat's-milk cheese from Molise. A tray of lacy, pistachio-pocked mortadella. Some soft, spicy spreadable 'nduja from Calabria. A jar of gianduja, the hazelnut-chocolate spread that inspired Nutella- just in case we have any sudden blood sugar crashes on the trail.

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.

He did not in the least wish the future Mrs. Newland Archer to be a simpleton. He meant her (thanks to his enlightening companionship) to develop a social tact and readiness of wit enabling her to hold her own with the most popular married women of the 'younger set,' in which it was the recognized custom to attract masculine homage while playfully discouraging it. If he had probed to the bottom of his vanity (as he sometimes nearly did) he would have found there the wish that his wife should be as worldly-wise and eager to please as the married lady whose charms had held his fancy through two mildly agitated years; without, of course, any hint of the frailty which had so nearly marred that unhappy being's life, and had disarranged his own plans for a whole winter. How this miracle of fire and ice was to be created, and to sustain itself in a harsh world, he had never taken the time to think out; but he was content to hold his view without analyzing it, since he knew it was that of all the carefully-brushed, white-waistcoated, buttonhole-flowered gentlemen who succeeded each other in the club box, exchanged friendly greetings with him, and turned their opera-glasses critically on the circle of ladies who were the product of the system. In matters intellectual and artistic Newland Archer felt himself distinctly the superior of these chosen specimens of old New York gentility; he had probably read more, thought more, and even seen a good deal more of the world, than any other man of the number. Singly they betrayed their inferiority; but grouped together they represented 'New York,' and the habit of masculine solidarity made him accept their doctrine in all the issues called moral. He instinctively felt that in this respect it would be troublesome - and also rather bad form - to strike out for himself.

When, in treating a case of neurosis, we try to supplement the inadequate attitude (or adaptedness) of the conscious mind by adding to it contents of the unconscious, our aim is to create a wider personality whose centre of gravity does not necessarily coincide with the ego, but which, on the contrary, as the patient’s insights increase, may even thwart his ego-tendencies. Like a magnet, the new centre attracts to itself that which is proper to it, the “signs of the Father,” i.e., everything that pertains to the original and unalterable character of the individual ground-plan. All this is older than the ego and acts towards it as the “blessed, nonexistent God” of the Basilidians acted towards the archon of the Ogdoad, the demiurge, and—paradoxically enough—as the son of the demiurge acted towards his father. The son proves superior in that he has knowledge of the message from above and can therefore tell his father that he is not the highest God. This apparent contradiction resolves itself when we consider the underlying psychological experience. On the one hand, in the products of the unconscious the self appears as it were a priori, that is, in well-known circle and quaternity symbols which may already have occurred in the earliest dreams of childhood, long before there was any possibility of consciousness or understanding. On the other hand, only patient and painstaking work on the contents of the unconscious, and the resultant synthesis of conscious and unconscious data, can lead to a “totality,” which once more uses circle and quaternity symbols for purposes of self-description.15 In this phase, too, the original dreams of childhood are remembered and understood. The alchemists, who in their own way knew more about the nature of the individuation process than we moderns do, expressed this paradox through the symbol of the uroboros, the snake that bites its own tail.

We've known each other for years." "In every sense of the word." Tanya gave him a nudge and they shared another laugh. In every sense of the word... Daisy felt a cold stab of jealousy at their intimate moment. It didn't make sense. Her relationship with Liam wasn't real. But the more time she spent with him, the more the line blurred and she didn't know where she stood. "Daisy is a senior software engineer for an exciting new start-up that's focused on menstrual products," Liam said. "She's in line for a promotion to product manager. The company couldn't run without her." Daisy grimaced. "I think that's a bit of an exaggeration." "Take the compliment," Tanya said. "Liam doesn't throw many around... At least, he didn't used to." At least, he didn't used to... Was the bitch purposely trying to goad her with little reminders about her shared past with Liam? Daisy's teeth gritted together. Well, she got the message. Tanya was a cool, bike-riding, smooth-haired venture capitalist ex who clearly wasn't suffering in any way after her journey. She was probably so tough she didn't need any padding in her seat. Maybe she just sat on a board or the bare steel frame. Liam ran a hand through his hair, ruffling the dark waves into a sexy tangle. Was he subconsciously grooming himself for Tanya? Or was he just too warm? "What are you riding now?" "Triumph Street Triple 675. I got rid of the Ninja. Not enough power." "You like the naked styling?" Liam asked. Tanya smirked. "Naked is my thing, as you know too well." Naked is my thing... As you know too well... Daisy tried to shut off the snarky voice in her head, but something about Tanya set her possessive teeth on edge. "Do you want to join us inside?" Liam asked. "We're going to have a coffee before we finish the loop." Say no. Say no. Say no. "Sounds good." Tanya took a few steps and looked back over her shoulder. "Do you need a hand, Daisy?" Only to slap you.

The fact that no one made demands on her knowledge in her special field was lucky for Simochka. Not only she but many of her girlfriends had graduated from the institute without any such knowledge. There were many reasons for this. The young girls had come from high schools with very little grounding in mathematics and physics. They had learned in the upper grades that at faculty council meetings the school director had scolded the teachers for giving out failing marks, and that even if a pupil didn't study at all he received a diploma. In the institute, when they found time to sit down to study, they made their way through the mathematics and radio-technology as through a dense pine forest. But more often there was no time at all. Every fall for a month or more the students were taken to collective farms to harvest potatoes. For this reason, they had to attend lectures for eight and ten hours a day all the rest of the year, leaving no time to study their course work. On Monday evenings there was political indoctrination. Once a week a meeting of some kind was obligatory. Then one had to do socially useful work, too: issue bulletins, organize concerts, and it was also necessary to help at home, to shop, to wash, to dress. And what about the movies? And the theater? And the club? If a girl didn't have some fun and dance a bit during her student years, when would she do so afterward? For their examinations Simochka and her girlfriends wrote many cribs, which they hid in those sections of female clothing denied to males, and at the exams they pulled out the one the needed, smoothed it out, and turned it in as a work sheet. The examiners, of course, could have easily discovered the women students' ignorance, but they themselves were overburdened with committee meetings, assemblies, a variety of plans and reports to the dean's office and to the rector. It was hard on them to have to give an examination a second time. Besides, when their students failed, the examiners were reprimanded as if the failures were spoiled goods in a production process—according to the well-known theory that there are no bad pupils, only bad teachers. Therefore the examiners did not try to trip the students up but, in fact, attempted to get them through the examination with as good results as possible.

A beautiful example of a long-term intention was presented by A. T. Ariyaratane, a Buddhist elder, who is considered to be the Gandhi of Sri Lanka. For seventeen years there had been a terrible civil war in Sri Lanka. At one point, the Norwegians were able to broker peace, and once the peace treaty was in effect, Ariyaratane called the followers of his Sarvodaya movement together. Sarvodaya combines Buddhist principles of right livelihood, right action, right understanding, and compassion and has organized citizens in one-third of that nation’s villages to dig wells, build schools, meditate, and collaborate as a form of spiritual practice. Over 650,000 people came to the gathering to hear how he envisioned the future of Sri Lanka. At this gathering he proposed a five-hundred-year peace plan, saying, “The Buddha teaches we must understand causes and conditions. It’s taken us five hundred years to create the suffering that we are in now.” Ari described the effects of four hundred years of colonialism, of five hundred years of struggle between Hindus, Muslims, and Buddhists, and of several centuries of economic disparity. He went on, “It will take us five hundred years to change these conditions.” Ariyaratane then offered solutions, proposing a plan to heal the country. The plan begins with five years of cease-fire and ten years of rebuilding roads and schools. Then it goes on for twenty-five years of programs to learn one another’s languages and cultures, and fifty years of work to right economic injustice, and to bring the islanders back together as a whole. And every hundred years there will be a grand council of elders to take stock on how the plan is going. This is a sacred intention, the long-term vision of an elder. In the same way, if we envision the fulfillment of wisdom and compassion in the United States, it becomes clear that the richest nation on earth must provide health care for its children; that the most productive nation on earth must find ways to combine trade with justice; that a creative society must find ways to grow and to protect the environment and plan sustainable development for generations ahead. A nation founded on democracy must bring enfranchisement to all citizens at home and then offer the same spirit of international cooperation and respect globally. We are all in this together.

Performance measure. Throughout this book, the term performance measure refers to an indicator used by management to measure, report, and improve performance. Performance measures are classed as key result indicators, result indicators, performance indicators, or key performance indicators. Critical success factors (CSFs). CSFs are the list of issues or aspects of organizational performance that determine ongoing health, vitality, and wellbeing. Normally there are between five and eight CSFs in any organization. Success factors. A list of 30 or so issues or aspects of organizational performance that management knows are important in order to perform well in any given sector/ industry. Some of these success factors are much more important; these are known as critical success factors. Balanced scorecard. A term first introduced by Kaplan and Norton describing how you need to measure performance in a more holistic way. You need to see an organization’s performance in a number of different perspectives. For the purposes of this book, there are six perspectives in a balanced scorecard (see Exhibit 1.7). Oracles and young guns. In an organization, oracles are those gray-haired individuals who have seen it all before. They are often considered to be slow, ponderous, and, quite frankly, a nuisance by the new management. Often they are retired early or made redundant only to be rehired as contractors at twice their previous salary when management realizes they have lost too much institutional knowledge. Their considered pace is often a reflection that they can see that an exercise is futile because it has failed twice before. The young guns are fearless and precocious leaders of the future who are not afraid to go where angels fear to tread. These staff members have not yet achieved management positions. The mixing of the oracles and young guns during a KPI project benefits both parties and the organization. The young guns learn much and the oracles rediscover their energy being around these live wires. Empowerment. For the purposes of this book, empowerment is an outcome of a process that matches competencies, skills, and motivations with the required level of autonomy and responsibility in the workplace. Senior management team (SMT). The team comprised of the CEO and all direct reports. Better practice. The efficient and effective way management and staff undertake business activities in all key processes: leadership, planning, customers, suppliers, community relations, production and supply of products and services, employee wellbeing, and so forth. Best practice. A commonly misused term, especially because what is best practice for one organization may not be best practice for another, albeit they are in the same sector. Best practice is where better practices, when effectively linked together, lead to sustainable world-class outcomes in quality, customer service, flexibility, timeliness, innovation, cost, and competitiveness. Best-practice organizations commonly use the latest time-saving technologies, always focus on the 80/20, are members of quality management and continuous improvement professional bodies, and utilize benchmarking. Exhibit 1.10 shows the contents of the toolkit used by best-practice organizations to achieve world-class performance. EXHIBIT 1.10 Best-Practice Toolkit Benchmarking. An ongoing, systematic process to search for international better practices, compare against them, and then introduce them, modified where necessary, into your organization. Benchmarking may be focused on products, services, business practices, and processes of recognized leading organizations.