Productive Meeting Quotes

It is known that there are an infinite number of worlds, simply because there is an infinite amount of space for them to be in. However, not every one of them is inhabited. Therefore, there must be a finite number of inhabited worlds. Any finite number divided by infinity is as near to nothing as makes no odds, so the average population of all the planets in the Universe can be said to be zero. From this it follows that the population of the whole Universe is also zero, and that any people you may meet from time to time are merely the products of a deranged imagination.

Nothing is more curious and awkward than the relationship of two people who only know each other with their eyes — who meet and observe each other daily, even hourly and who keep up the impression of disinterest either because of morals or because of a mental abnormality. Between them there is listlessness and pent-up curiosity, the hysteria of an unsatisfied, unnaturally suppressed need for communion and also a kind of tense respect. Because man loves and honors man as long as he is not able to judge him, and desire is a product of lacking knowledge.

We are all products of our environment; every person we meet, every new experience or adventure, every book we read, touches and changes us, making us the unique being we are.

You know,” OreSeur muttered quietly, obviously counting on her tin to let Vin hear him, “it seems that these meetings would be more productive if someone forgot to invite those two.” Vin smiled. “They’re not that bad,” she whispered. OreSeur raised an eyebrow. “Okay,” Vin said. “They do distract us a little bit.” “I could always eat on of them, if you wish,” OreSeur said. “That might speed things up.” Vin paused. OreSeur, however had a strange little smile on his lips. “Kandra humor, Mistress. I apologize. We can be a bit grim.” Vin smiled. “They probably wouldn’t taste very good anyway. Ham’s far too stringy, and you don’t want to know the kinds of things that Breeze spends his time eating….” “I’m not sure,” OreSeur said. “One is, after all, named ‘Ham.’ As for the other…” He nodded to the cup of wine in Breeze’s hand. “He does seem quite fond of marinating himself.

So, " Nathan said, attention focused on Adrian, "now that Vasilisa's graduated, what are you going to do with yourself? You aren't going to keep slumming with high school students, are you? There's no point in you being there anymore. " "I don't know, " said Adrian lazily. "I kind of like hanging out with them. They think I'm funnier than I really am. " "Unsurprising, " his father replied. "You aren't funny at all. It's time you do something productive. If you aren't going to go back to college, you should at least start sitting in on some of the family business meetings. Tatiana spoils you, but you could learn a lot from Rufus. " "True, " said Adrian deadpan."I'd really like to know how he keeps his two mistresses a secret from his wife. " "Adrian!" snapped Daniella, a flush spilling over her pale cheeks

Productivity is a trap. Becoming more efficient just makes you more rushed, and trying to clear the decks simply makes them fill up again faster. Nobody in the history of humanity has ever achieved “work-life balance,” whatever that might be, and you certainly won’t get there by copying the “six things successful people do before 7:00 a.m.” The day will never arrive when you finally have everything under control—when the flood of emails has been contained; when your to-do lists have stopped getting longer; when you’re meeting all your obligations at work and in your home life; when nobody’s angry with you for missing a deadline or dropping the ball; and when the fully optimized person you’ve become can turn, at long last, to the things life is really supposed to be about. Let’s start by admitting defeat: none of this is ever going to happen. But you know what? That’s excellent news.

I am a product of my time, and it affects and conditions my thinking.

An odd by-product of my loss is that I’m aware of being an embarrassment to everyone I meet. At work, at the club, in the street, I see people, as they approach me, trying to make up their minds whether they’ll ‘say something about it’ or not. I hate it if they do, and if they don’t. Some funk it altogether. R. has been avoiding me for a week. I like best the well brought-up young men, almost boys, who walk up to me as if I were a dentist, turn very red, get it over, and then edge away to the bar as quickly as they decently can. Perhaps the bereaved ought to be isolated in special settlements like lepers.

The marketing department uses many advanced techniques to match products and buyers in a way that mximizes profits. For example, they give away keychains.

A lot is being said today about the influence that the myths and images of women have on all of us who are products of culture. I think it has been a peculiar confusion to the girl or woman who tries to write because she is peculiarly susceptible to language. She goes to poetry or fiction looking for her way of being in the world, since she too has been putting words and images together; she is looking eagerly for guides, maps, possibilities; and over and over in the ‘words’ masculine persuasive force’ of literature she comes up against something that negates everything she is about: she meets the image of Woman in books written by men.

Meetings were, almost by definition, the product of the indecisive mind, and so they were usually run, and often populated, by indecisive people.

Facilitating productive dialogue is another crucial element of effective board meetings.

Yet for some reason, we as a society have collectively decided it’s better to have millions of human beings spending years of their lives pretending to type into spreadsheets or preparing mind maps for PR meetings than freeing them to knit sweaters, play with their dogs, start a garage band, experiment with new recipes, or sit in cafés arguing about politics, and gossiping about their friends’ complex polyamorous love affairs.

My advice was to start a policy of making reversible decisions before anyone left the meeting or the office. In a startup, it doesn’t matter if you’re 100 percent right 100 percent of the time. What matters is having forward momentum and a tight fact-based data/metrics feedback loop to help you quickly recognize and reverse any incorrect decisions. That’s why startups are agile. By the time a big company gets the committee to organize the subcommittee to pick a meeting date, your startup could have made 20 decisions, reversed five of them and implemented the fifteen that worked.

In fact, biology is chaos. Biological systems are the product not of logic but of evolution, an inelegant process. Life does not choose the logically best design to meet a new situation. It adapts what already exists...The result, unlike the clean straight lines of logic, is often irregular, messy.

POPULATION: None. It is known that there are an infinite number of worlds, simply because there is an infinite amount of space for them to be in. However, not every one of them is inhabited. Therefore, there must be a finite number of inhabited worlds. Any finite number divided by infinity is as near to nothing as makes no odds, so the average population of all the planets in the Universe can be said to be zero. From this it follows that the population of the whole Universe is also zero, and that any people you may meet from time to time are merely the products of a deranged imagination.

Haven't you noticed, too, on the part of nearly everyone you know, a growing rebellion against the present? And an increasing longing for the past? I have. Never before in all my long life have I heard so many people wish that they lived 'at the turn of the century,' or 'when life was simpler,' or 'worth living,' or 'when you could bring children into the world and count on the future,' or simply 'in the good old days.' People didn't talk that way when I was young! The present was a glorious time! But they talk that way now. For the first time in man's history, man is desperate to escape the present. Our newsstands are jammed with escape literature, the very name of which is significant. Entire magazines are devoted to fantastic stories of escape - to other times, past and future, to other worlds and planets - escape to anywhere but here and now. Even our larger magazines, book publishers and Hollywood are beginning to meet the rising demand for this kind of escape. Yes, there is a craving in the world like a thirst, a terrible mass pressure that you can almost feel, of millions of minds struggling against the barriers of time. I am utterly convinced that this terrible mass pressure of millions of minds is already, slightly but definitely, affecting time itself. In the moments when this happens - when the almost universal longing to escape is greatest - my incidents occur. Man is disturbing the clock of time, and I am afraid it will break. When it does, I leave to your imagination the last few hours of madness that will be left to us; all the countless moments that now make up our lives suddenly ripped apart and chaotically tangled in time. Well, I have lived most of my life; I can be robbed of only a few more years. But it seems too bad - this universal craving to escape what could be a rich, productive, happy world. We live on a planet well able to provide a decent life for every soul on it, which is all ninety-nine of a hundred human beings ask. Why in the world can't we have it? ("I'm Scared")

Everyday in my office I meet consumers of the modern ideology of marriage. They bought the product, got it home, and found that it was missing a few pieces. So they come to the repair shop to fix it so it looks like what's on the box. They take their relational aspirations as a given－both what they want and what they deserve to have－and are upset when the romantic ideal doesn't jibe with the unromantic reality. It's no surprise that this utopian vision is gathering a growing army of the disenchanted in its wake.

Keep the focus on minimal product. More on this later, but your job as product manager is not to define the ultimate product, it’s to define the smallest possible product that will meet your goals.

Before I went to college I read two books. I read a book “Moral Mazes” by Robert Jackall which is a study of how corporations work, and it’s actually a fascinating book, this sociologist, he just picks a corporation at random and just goes and studies the middle managers, not the people who do any of the grunt work and not the big decision makers, just the people whose job is to make sure that things day to day get done, and he shows how even though they’re all perfectly reasonable people, perfectly nice people you’d be happy to meet any of them, all the things that they were accomplishing were just incredibly evil. So you have these people in this average corporation, they were making decisions to blow out their worker’s eardrums in the factory, to poison the lakes and the lagoons nearby, to make these products that are filled with toxic chemicals that poisoned their customers, not because any of them were bad people and wanted to kill their workers and their neighbourhood and their customers, but just because that was the logic of the situation they were in. Another book I read was a book “Understanding Power” by Noam Chomsky which kind of took the same sort of analysis but applied it to wider society which you know we’re in a situation where it may be filled with perfectly good people but they’re in these structures that cause them to continually do evil, to invade countries, to bomb people, to take money from poor people and give it to rich people, to do all these things that are wrong. These books really opened my eyes about just how bad the society we were living in really is.

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.

Board meetings shouldn't be a one-sided affair. Facilitating productive board meetings requires encouraging active participation from all members.

A propaganda model has a certain initial plausibility on guided free-market assumptions that are not particularly controversial. In essence, the private media are major corporations selling a product (readers and audiences) to other businesses (advertisers). The national media typically target and serve elite opinion, groups that, on the one hand, provide an optimal “profile” for advertising purposes, and, on the other, play a role in decision-making in the private and public spheres. The national media would be failing to meet their elite audience’s needs if they did not present a tolerably realistic portrayal of the world. But their “societal purpose” also requires that the media’s interpretation of the world reflect the interests and concerns of the sellers, the buyers, and the governmental and private institutions dominated by these groups.

When a group of intelligent people come together to talk about issues that matter, it is both natural and productive for disagreement to occur. Resolving those issues is what makes a meeting productive, engaging, even fun.

What, you don't eat fat people?' 'Fat...not alive. Waste product. Need meet.

Every man you ever meet in nothing but the product of what was withheld from him, what he feels owed.

A well-crafted agenda serves as the roadmap for a productive board meeting.

Nothing is more curious and awkward than the relationship of two people who only know each other with their eyes who meet and observe each other daily, even hourly and who keep up the impression of disinterest either because of morals or because of a mental abnormality. Between them there is listlessness and pent-up curiosity, the hysteria of an unsatisfied, unnaturally suppressed need for communion and also a kind of tense respect. Because man loves and honors man as long as he is not able to judge him, and desire is a product of lacking knowledge.

... In a ROWE* people don't have schedules. They show up when they want. They don't have to be in the office at certain time, or anytime. They just have to get their work done. How they do it ? When they do it ? Where they do it ? It's totally up to them. Meetings & this kind of environments are Optional. What happens ... ? Almost across the board ! - Productivity goes up - Worker Engagement goes up - Worker Satisfaction goes up - Turnovers goes down - Autonomy .. Mastery .. Purpose - these are the building blocks of new way of doing things." ______________________________________________________________ *ROWE: results-only work environment

There are two powerful fuels, two forces; motivation and inspiration. To be motivated you need to know what your motives are. Over time - and to sustain you through it - your motivation must become an inner energy; a 'motor' driving you forward, passionately, purposefully, wisely and compassionately... come what may, every day. Inspiration is an outer - worldly - energy that you breathe and draw in. It may come from many places, faces, spaces and stages - right across the ages. It is where nature, spirit, science, mind and time meet, dance, play and speak. It keeps you outward facing and life embracing. But you must be open-minded and open-hearted to first let it in and then let it out again. Together - blended, combined and re-entwined - motivation and inspiration bring connectivity, productivity, creativity and boundless possibilities that is not just 'self' serving but enriching to all humanity and societies...just as it should be.

The main thing is identifying a group of people or groups of people in society or in a marketplace - then identifying what problems they may have, what needs they may have and what desires they may have - and then formulating products or services or both that can solve those problems, meet those needs and fulfill those desires.

The quest of the Inner Ring will break your hearts unless you break it. But if you break it, a surprising result will follow. If in your working hours you make the work your end, you will presently find yourself all unawares inside the only circle in your profession that really matters. You will be one of the sound craftsmen, and other sound craftsmen will know it. This group of craftsmen will by no means coincide with the Inner Ring or the Important People or the People in the Know. It will not shape that professional policy or work up that professional influence which fights for the profession as a whole against the public: nor will it lead to those periodic scandals and crises which the Inner Ring produces. But it will do those things which that profession exists to do and will in the long run be responsible for all the respect which that profession in fact enjoys and which the speeches and advertisements cannot maintain. And if in your spare time you consort simply with the people you like, you will again find that you have come unawares to a real inside: that you are indeed snug and safe at the center of something which, seen from without, would look exactly like an Inner Ring. But the difference is that its secrecy is accidental, and its exclusiveness a by-product, and no one was led thither by the lure of the esoteric: for it is only four or five people who like one another meeting to do things that they like. This is friendship. Aristotle placed it among the virtues. It causes perhaps half of all the happiness in the world, and no Inner Ring can ever have it.

There is no way to justify a long meeting, more than 15 to 30 minutes, where no decisions are made. This kind of meeting should never happen; it is unnecessary.

A blanket could be used at the end of meetings, to wrap things up—sort of like a big office burrito of productivity.


Abelman’s Dry Goods Kansas City, Missouri U.S.A. Mr. I. Abelman, Mongoloid, Esq.: We have received via post your absurd comments about our trousers, the comments revealing, as they did, your total lack of contact with reality. Were you more aware, you would know or realize by now that the offending trousers were dispatched to you with our full knowledge that they were inadequate so far as length was concerned. “Why? Why?” You are, in your incomprehensible babble, unable to assimilate stimulating concepts of commerce into your retarded and blighted worldview. The trousers were sent to you (1) as a means of testing your initiative (A clever, wide-awake business concern should be able to make three-quarter-length trousers a byword of masculine fashion. Your advertising and merchandising programs are obviously faulty.) and (2) as a means of testing your ability to meet the standards requisite in a distributor of our quality product. (Our loyal and dependable outlets can vend any trouser bearing the Levy label no matter how abominable their design and construction. You are apparently a faithless people.) We do not wish to be bothered in the future by such tedious complaints. Please confine your correspondence to orders only. We are a busy and dynamic organization whose mission needless effrontery and harassment can only hinder. If you molest us again, sir, you may feel the sting of the lash across your pitiful shoulders. Yours in anger, Gus Levy, Pres.

The coal miners struggling for a democratic stake in production didn’t just protest, share news stories, and post messages. They didn’t just march. The African-American activists struggling for civil rights didn’t just tweet hashtag campaigns. They didn’t just hold meetings. They fought and bled and died for a world they believed in, for a share in the power they produced. Coal

meet with a success unexpected in common hours.’ He’d also observed that part of this success was the product of being alone. ‘I never found the companion that was so companionable as solitude.

But then of course I know perfectly well that He can't be used as a road. If you're approaching Him not as the goal but as a road, not as the end but as a means, you're not really approaching Him at all. That's what was really wrong with all those popular pictures of happy reunions 'on the further shore'; not the simple-minded and very earthly images, but the fact that they make an End of what we can get only as a by-product of the true End. Lord, are these your real terms? Can I meet H. again only if I learn to love you so much that I don't care whether I meet her or not?

Jobs also used the meetings to enforce focus. At Robert Friedland's farm, his job had been to prune the apple trees so that they would stay strong, and that became a metaphor for his pruning at Apple. Instead of encouraging each group to let product lines proliferate based on marketing considerations, or permitting a thousand ideas to bloom, Jobs insisted that Apple focus on just two or three priorities at a time. " There is no one better at turning off the noise that is going on around him," Cook said. " That allows him to focus on a few things and say no to many things. Few people are really good at that.

Thanks to this availability of suitable wild mammals and plants, early peoples of the Fertile Crescent could quickly assemble a potent and balanced biological package for intensive food production. That package comprised three cereals, as the main carbohydrate sources; four pulses, with 20—25 percent protein, and four domestic animals, as the main protein sources, supplemented by the generous protein content of wheat; and flax as a source of fiber and oil (termed linseed oil: flax seeds are about 40 percent oil). Eventually, thousands of years after the beginnings of animal domestication and food production, the animals also began to be used for milk, wool, plowing, and transport. Thus, the crops and animals of the Fertile Crescent's first farmers came to meet humanity's basic economic needs: carbohydrate, protein, fat, clothing, traction, and transport.

And, lastly (I may as well confess it, since my denial of it will be believed by nobody), perhaps I shall a good deal gratify my own vanity. Indeed, I scarce ever heard or saw the introductory words, "Without vanity I may say," etc., but some vain thing immediately followed. Most people dislike vanity in others, whatever share they have of it themselves; but I give it fair quarter wherever I meet with it, being persuaded that it is often productive of good to the possessor, and to others that are within his sphere of action; and therefore, in many cases, it would not be altogether absurd if a man were to thank God for is vanity among the other comforts of life.

Among those dazzled by the Administration team was Vice-President Lyndon Johnson. After attending his first Cabinet meeting he went back to his mentor Sam Rayburn and told him with great enthusiasm how extraordinary they were, each brighter than the next, and that the smartest of them all was that fellow with the Stacomb on his hair from the Ford Motor Company, McNamara. “Well, Lyndon,” Mister Sam answered, “you may be right and they may be every bit as intelligent as you say, but I’d feel a whole lot better about them if just one of them had run for sheriff once.” It is my favorite story in the book, for it underlines the weakness of the Kennedy team, the difference between intelligence and wisdom, between the abstract quickness and verbal fluency which the team exuded, and the true wisdom, which is the product of hard-won, often bitter experience. Wisdom for a few of them came after Vietnam.

Undoubtedly the public is becoming aware of the methods which are being used to mold its opinions and habits. If the public is better informed about the processes of its life, it will be so much the more receptive to reasonable appeals to its own interests. No matter how sophisticated, how cynical the public may become about publicity methods, it must respond to the basic appeals, because it will always need food, crave amusement, long for beauty, respond to leadership. If the public becomes more intelligent in its commercial demands, commercial firms will meet the new standards. If it becomes weary of the old methods used to persuade it to accept a given idea or commodity, its leaders will present their appeals more intelligently. Propaganda will never die out. Intelligent men must realize that propaganda is the modern instrument by which they can fight for productive ends and help to bring order out of chaos.

and if a rainy morning deprived them of other enjoyments, they were still resolute in meeting in defiance of wet and dirt, and shut themselves up, to read novels together. Yes, novels; for I will not adopt that ungenerous and impolitic custom so common with novel–writers, of degrading by their contemptuous censure the very performances, to the number of which they are themselves adding — joining with their greatest enemies in bestowing the harshest epithets on such works, and scarcely ever permitting them to be read by their own heroine, who, if she accidentally take up a novel, is sure to turn over its insipid pages with disgust. Alas! If the heroine of one novel be not patronized by the heroine of another, from whom can she expect protection and regard? I cannot approve of it. Let us leave it to the reviewers to abuse such effusions of fancy at their leisure, and over every new novel to talk in threadbare strains of the trash with which the press now groans. Let us not desert one another; we are an injured body. Although our productions have afforded more extensive and unaffected pleasure than those of any other literary corporation in the world, no species of composition has been so much decried. From pride, ignorance, or fashion, our foes are almost as many as our readers. And while the abilities of the nine–hundredth abridger of the History of England, or of the man who collects and publishes in a volume some dozen lines of Milton, Pope, and Prior, with a paper from the Spectator, and a chapter from Sterne, are eulogized by a thousand pens — there seems almost a general wish of decrying the capacity and undervaluing the labour of the novelist, and of slighting the performances which have only genius, wit, and taste to recommend them. “I am no novel–reader — I seldom look into novels — Do not imagine that I often read novels — It is really very well for a novel.” Such is the common cant. “And what are you reading, Miss — ?” “Oh! It is only a novel!” replies the young lady, while she lays down her book with affected indifference, or momentary shame. “It is only Cecilia, or Camilla, or Belinda”; or, in short, only some work in which the greatest powers of the mind are displayed, in which the most thorough knowledge of human nature, the happiest delineation of its varieties, the liveliest effusions of wit and humour, are conveyed to the world in the best–chosen language. Now, had the same young lady been engaged with a volume of the Spectator, instead of such a work, how proudly would she have produced the book, and told its name; though the chances must be against her being occupied by any part of that voluminous publication, of which either the matter or manner would not disgust a young person of taste: the substance of its papers so often consisting in the statement of improbable circumstances, unnatural characters, and topics of conversation which no longer concern anyone living; and their language, too, frequently so coarse as to give no very favourable idea of the age that could endure it.

If ever a society could be said to meet all the mythological criteria of the next lost civilization – a society that ticks all the boxes – is it not obvious that it is our own? Our pollution and neglect of the majestic garden of the earth, our rape of its resources, our abuse of the oceans and the rainforests, our fear, hatred and suspicion of one another multiplied by a hundred bitter regional and sectarian conflicts, our consistent track record of standing by and doing nothing while millions suffer, our ignorant, narrow-minded racism, our exclusivist religions, our forgetfulness that we are all brothers and sisters, our bellicose chauvinism, the dreadful cruelties that we indulge in, in the name of nation, or faith, or simple greed, our obsessive, competitive, ego-driven production and consumption of material goods and the growing conviction of many, fuelled by the triumphs of materialist science, that matter is all there is – that there is no such thing as spirit, that we are just accidents of chemistry and biology – all these things, and many more, in mythological terms at least, do not look good for us.

It is a pure tautology to say that crises are provoked by a lack of effective demand or effective consumption. The capitalist system does not recognize any forms of consumer other than those who can pay, if we exclude the consumption of paupers and swindlers. The fact that commodities are unsaleable means no more than that no effective buyers have been found for them, i.e. no consumers (no matter whether the commodities are ultimately sold to meet the needs of productive or individual consumption).

The key venue for freewheeling discourse was the Monday morning executive team gathering, which started at 9 and went for three or four hours. The focus was always on the future: What should each product do next? What new things should be developed? Jobs used the meeting to enforce a sense of shared mission at Apple. This served to centralize control, which made the company seem as tightly integrated as a good Apple product, and prevented the struggles between divisions that plagued decentralized companies.

Most people dislike vanity in others, whatever share they have of it themselves; but I give it fair quarter wherever I meet with it, being persuaded that it is often productive of good to the possessor, and to others that are within his sphere of action; and therefore, in many cases, it would not be altogether absurd if a man were to thank God for his vanity among the other comforts of life.

The fact is, they tell me, that they are forced to cut corners to meet production. They never have time to finish anything. Push for production robs them of the chance to go into the production area to learn the problems created by the designs that they construct.

Leaders should not interrupt teammates during conversations, because that will establish an interrupting norm. They should demonstrate they are listening by summarizing what people say after they said it. They should admit what they don’t know. They shouldn’t end a meeting until all team members have spoken at least once. They should encourage people who are upset to express their frustrations, and encourage teammates to respond in nonjudgmental ways. They should call out intergroup conflicts and resolve them through open discussion.

Bill liked to tell a story about when he was at Intuit and they started getting into banking products. They hired some product managers with banking experience. One day, Bill was at a meeting with one of those product managers, who presented his engineers with a list of features he wanted them to build. Bill told the poor product manager, if you ever tell an engineer at Intuit which features you want, I’m going to throw you out on the street. You tell them what problem the consumer has. You give them context on who the consumer is. Then let them figure out the features. They will provide you with a far better solution than you’ll ever get by telling them what to build.

The contemporary church can, at times, market a kind of "ramen noodle" spirituality. Faith becomes a consumer product - it asks little of us, affirms our values, and promises to meet our needs, but in the end it's just a quick fix that leaves us glutted and malnourished.

But farm workers kill animals because they can support their families by doing so, whereas we order the killing for reasons that have never been more frivolous, now that meat is no longer considered necessary for one's health, and soy products can replicate to an uncanny degree the experience of eating it. I know, "It's just not the same" — but as with the child molester, who probably thinks those very words when he rolls off his wife, the nonviolent pleasure is surely close enough to the violent one to make an insistence on the latter even more monstrous. Has any generation in history ever been so ready to cause so much suffering for such a trivial advantage? We deaden our consciences to enjoy—for a few minutes a day—the taste of blood, the feel of our teeth meeting through muscle. It's enough, as Balzac would say, to disgust a sow.

I personally believe mavericks are people who write their own rulebook. They are the ones who act first and talk later. They are fiercely independent thinkers who know how to fight the lizard brain (to use Seth Godin’s term). I don’t believe many are born, rather they are products of an environment, or their experiences. They are usually the people that find the accepted norm does not meet their requirements and have the self-confidence, appetite, independence, degree of self reliance and sufficient desire to carve out their own niche in life. I believe a maverick thinker can take a new idea, champion it, and push it beyond the ability of a normal person to do so. I also believe the best mavericks can build a team, can motivate with their vision, their passion, and can pull together others to accomplish great things. A wise maverick knows that they need others to give full form to their views and can gather these necessary contributors around them. Mavericks, in my experience, fall into various categories – a/ the totally off-the-wall, uncontrollable genius who won’t listen to anyone; b/ the person who thinks that they have the ONLY solution to a challenge but prepared to consider others’ views on how to conquer the world &, finally, the person who thinks laterally to overcome problems considered to be irresolvable. I like in particular the third category. The upside is that mavericks, because of their different outlook on life, often sees opportunities and solutions that others cannot. But the downside is that often, because in life there is always some degree of luck in success (i.e. being in the right place at the right time), mavericks that fail are often ridiculed for their unorthodox approach. However when they succeed they are acclaimed for their inspiration. It is indeed a fine line they walk in life.

Like Trush, Sheriff Gorunov is a born Alpha, a handsome, fire-breathing dragon of a man who smokes with an alarming vigor: cigarette clamped between his canines at the point where filter and tobacco meet, the act of inhaling fully integrated into breath and speech such that there is no discernible pause, only billowing smoke that seems to be a natural by-product of a voice that booms even in the confines of his quiet kitchen.

The shadow, when it is realized, is the source of renewal; the new and productive impulse cannot come from established values of the ego. When there is an impasse, and sterile time in our lives—despite an adequate ego development—we must look to the dark, hitherto unacceptable side which has been at our conscious disposal….This brings us to the fundamental fact that the shadow is the door to our individuality. In so far as the shadow renders us our first view of the unconscious part of our personality, it represents the first stage toward meeting the Self. There is, in fact, no access to the unconscious and to our own reality but through the shadow. Only when we realize that part of ourselves which we have not hitherto seen or preferred not to see can we proceed to question and find the sources from which it feeds and the basis on which it rests. Hence no progress or growth is possible until the shadow is adequately confronted and confronting means more than merely knowing about it. It is not until we have truly been shocked into seeing ourselves as we really are, instead of as we wish or hopefully assume we are, that we can take the first step toward individual reality.

I turn and I walk my tray to the conveyor and I drop it on the belt and I start to walk out of the Dining Hall. As I head through the Glass Corridor separating the men and women, I see Lilly sitting alone at a table. She looks up at me and she smiles and our eyes meet and I smile back. She looks down and I stop walking and I stare at her. She looks up and she smiles again. She is as beautiful a girl as I have ever seen. Her eyes, her lips, her teeth, her hair, her skin. The black circles beneath her eyes, the scars I can see on her wrists, the ridiculous clothes she wears that are ten sizes too big, the sense of sadness and pain she wears that is even bigger. I stand and I stare at her, just stare stare stare. Men walk past me and other women look at me and LIlly doesn’t understand what I’m doing or why I’m doing it and she’s blushing and it’s beautiful. I stand there and I stare. I stare because I know where I am going I’m not going to see any beauty. They don’t sell crack in Mansions or fancy Department Stores and you don’t go to luxury Hotels or Country Clubs to smoke it. Strong, cheap liquor isn’t served in five-star Restaurants or Champagne Bars and it isn’t sold in gourmet Groceries or boutique Liquor stores. I’m going to go to a horrible place in a horrible neighborhood run by horrible people providing product for the worst Society has to offer. There will be no beauty there, nothing even resembling beauty. There will be Dealers and Addicts and Criminals and Whores and Pimps and Killers and Slaves. There will be drugs and liquor and pipes and bottles and smoke and vomit and blood and human rot and human decay and human disintegration. I have spent much of my life in these places. When I leave here I will fond one of the and I will stay there until I die. Before I do, however, I want one last look at something beautiful. I want one last look so that I have something to hold in my mind while I’m dying, so that when I take my last breath I will be able to think of something that will make me smile, so that in the midst of the horror I can hold on to some shred of humanity.

Remember, Steve Jobs didn’t promise that Apple’s next product would change the world.  Jobs said that he would change the world.  It didn’t matter if the vehicle was the Lisa, The Mac, or even Pixar Studios.  Any individual endeavor might fail, but he was 100% certain he would eventually achieve his goals.

Shiva is saying: the body is a product of nature and your will to do. The nature is merely the source, the womb. Your ego functions like a seed in it. Your will to do this or that, to achieve this or that, to become this or that – acts like a seed. And the moment the art of your doing meets the womb of nature, a body is formed. Therefore, buddhas say: ”Give up all desires, only then will you be liberated.: If you desired for heaven, you will become an angel, but that won’t be liberation either. Because as long as desires persist, there can never be any liberation. All desires lead to the formation of bodies.

Perhaps it’s not about squeezing more into our days, but removing what breaks our attention. Whether it’s meetings, to-do lists, or social media, we can scatter seemingly harmless interruptions in our day that take longer to recuperate from than we might anticipate. We might schedule a coffee meeting that’s only

The Rites of Beauty also seduce women by meeting their current hunger for color and poetry. As they make their way into male public space that is often prosaic and emotionally dead, beauty's sacraments glow brighter than ever. As women are inundated with claims on their time, ritual products give them an alibi to take some private time for themselves. At their best they give women back a taste of mystery and sensuality to compensate them for their days spent in the harsh light of the workplace.

A woman will apply to an open job listing if and only if she thinks she meets all—that is, 100 freaking percent—of the requirements listed for that job. But a man? He’ll apply for that job when he meets just 60 percent.2 Perhaps it’s the product of what one study dubbed “honest overconfidence”—in which men rate their performance as better than it actually is, while women tend to judge theirs as worse.3 Who’s actually more qualified for the job? That’s a great question. But it’s safe to assume most hiring managers will never find out—because you haven’t sent them your résumé.

When asked about his silence during meetings, Rockefeller often recited a poem: A wise old owl lived in an oak, The more he saw the less he spoke, The less he spoke, the more he heard, Why aren’t we all like that wise old bird? Rockefeller was a strange guy. But he figured out something that now applies to tens of millions of workers. Rockefeller’s job wasn’t to drill wells, load trains, or move barrels. It was to think and make good decisions. Rockefeller’s product—his deliverable—wasn’t what he did with his hands, or even his words. It was what he figured out inside his head. So that’s where

Companies should optimize working capital management because it allows them to maximize efficiency and profitability. Efficient management of working capital ensures that a company has enough liquidity to meet its short-term obligations while minimizing excess capital tied up in non-productive assets, ultimately enhancing cash flow, reducing financing costs, and improving overall financial health.

Dear Mr. Duke, As requested, here is an inventory of the animals in my care: *Bixby, a two-legged terrier. *Marigold, a nanny goat of unimpeachable character, who is definitely not breeding. *Angus, a three-year-old Highland steer. *Regan, Goneril, and Cordelia- laying hens. *Delilah, a parrot. *Hubert, an otter. *Freya, a hedgehog. *Thirteen kittens of varying colors and dispositions. Gabe leafed through the report in disbelief. It went on for pages. She'd given not only the names, breeds, and ages of every misbegotten creature, but she'd appended a chart of temperaments, sleeping schedules, preferred bedding, and a list of dietary requirements that would beggar a moderately successful tradesman. Along with the expected hay, alfalfa, corn, and seed, the animals required several pounds of mince weekly, daily pints of fresh cream, and an ungodly number of sardines. The steer and thee goat, she insisted, must go to the same loving home. Apparently they were tightly bonded, whatever that meant, and refused to eat of parted. The laying hens did not actually lay with any regularity. Their previous owners had grown frustrated with this paltry production, and thus they had come into Her Ladyship's care. And the lucky bastard who accepted a ten-year-old hedgehog? Well, he must not only provide a steady supply of mealworms, but remain ever mindful of certain "traumatic experiences in her youth.

Folklore has it in America that quality and production are incompatible; that you can not have both. A plant manager will usually tell you that it is either or. In his experience, if he pushes quality, he falls behind in production. If he pushes production, his quality suffers. This will be his experience when he knows not what quality is nor how to achieve it. A clear, concise answer came forth in a meeting with 22 production workers, all union representatives, in response to my question, "Why is it that productivity increase as quality improves?" Less rework. There is no better answer. Another version often comes forth: Not so much waste.

The worst possible way to build someone’s self-efficacy is to pump them up with you-can-do-it platitudes. At best, putative self-esteem–enhancing slogans and motivational talks do nothing. At worst, they actually further undermine resilience and effective coping. Why? Because self-esteem is the by-product of doing well in life—meeting challenges, solving problems, struggling and not giving up. You will feel good about yourself when you do well in the world. That is healthy self-esteem. Many people and many programs, however, try to bolster self-esteem directly by encouraging us to chant cheery phrases, to praise ourselves strongly and often, and to believe that we can do anything we set our mind to. The fatal flaw with this approach is that it is simply not true. We cannot do anything we want to in life, regardless of the number of times we tell ourselves how special and wonderful we are and regardless of how determined we are to make it

It was in the making of the New World that Europeans became white, Africans black, and everyone else yellow, red, or brown. It was in the making of the New World that humans were set apart on the basis of what they looked like, identified solely in contrast to one another, and ranked to form a caste system based on a new concept called race. It was in the process of ranking that we were all cast into assigned roles to meet the needs of the larger production. None of us are ourselves.

The Peacemaker Colt has now been in production, without change in design, for a century. Buy one to-day and it would be indistinguishable from the one Wyatt Earp wore when he was the Marshal of Dodge City. It is the oldest hand-gun in the world, without question the most famous and, if efficiency in its designated task of maiming and killing be taken as criterion of its worth, then it is also probably the best hand-gun ever made. It is no light thing, it is true, to be wounded by some of the Peacemaker’s more highly esteemed competitors, such as the Luger or Mauser: but the high-velocity, narrow-calibre, steel-cased shell from either of those just goes straight through you, leaving a small neat hole in its wake and spending the bulk of its energy on the distant landscape whereas the large and unjacketed soft-nosed lead bullet from the Colt mushrooms on impact, tearing and smashing bone and muscle and tissue as it goes and expending all its energy on you. In short when a Peacemaker’s bullet hits you in, say, the leg, you don’t curse, step into shelter, roll and light a cigarette one-handed then smartly shoot your assailant between the eyes. When a Peacemaker bullet hits your leg you fall to the ground unconscious, and if it hits the thigh-bone and you are lucky enough to survive the torn arteries and shock, then you will never walk again without crutches because a totally disintegrated femur leaves the surgeon with no option but to cut your leg off. And so I stood absolutely motionless, not breathing, for the Peacemaker Colt that had prompted this unpleasant train of thought was pointed directly at my right thigh. Another thing about the Peacemaker: because of the very heavy and varying trigger pressure required to operate the semi-automatic mechanism, it can be wildly inaccurate unless held in a strong and steady hand. There was no such hope here. The hand that held the Colt, the hand that lay so lightly yet purposefully on the radio-operator’s table, was the steadiest hand I’ve ever seen. It was literally motionless. I could see the hand very clearly. The light in the radio cabin was very dim, the rheostat of the angled table lamp had been turned down until only a faint pool of yellow fell on the scratched metal of the table, cutting the arm off at the cuff, but the hand was very clear. Rock-steady, the gun could have lain no quieter in the marbled hand of a statue. Beyond the pool of light I could half sense, half see the dark outline of a figure leaning back against the bulkhead, head slightly tilted to one side, the white gleam of unwinking eyes under the peak of a hat. My eyes went back to the hand. The angle of the Colt hadn’t varied by a fraction of a degree. Unconsciously, almost, I braced my right leg to meet the impending shock. Defensively, this was a very good move, about as useful as holding up a sheet of newspaper in front of me. I wished to God that Colonel Sam Colt had gone in for inventing something else, something useful, like safety-pins.

In 2008, Lawrence Williams and John Bargh conducted a study where they had people meet strangers. One group held a cup of warm coffee, and the other group held iced coffee. Later, when asked to rate the stranger’s personality, the people who held the warm coffee said they found the stranger to be nice, generous, and caring. The other group said the same person was difficult, standoffish, hard to talk to. In another round of research subjects held either a heating pad or a cold pack and then were asked to look at various products and judge their overall quality. Once they had done this, the experimenters told them they could choose a gift to keep for participating or they could give the gift to someone else. Those who held the heating pad chose to give away their reward 54 percent of the time, but only 25 percent of the cold pack group shared. The groups had turned their physical sensations into words, and then used those words as metaphors to explain their perceptions or predict their own actions.

I once read a theory about ‘positive thinking’ that seems to be true or, at least, made a sufficient impression on me to remember it. I have always been distrustful of positive thinking, believing it to be as fixed and unyielding as negative thinking. Yet it is the advice most often offered to depressives. That it does not work seems not to occur to those who offer it up like some benevolent panacea. Perhaps it works for them or perhaps they are a product of some positive thinking gene pool. Who knows? Anywhere, here is the theory that helped me. I hope that it will help you too. Imagine you are driving a car, and you are heading straight for a brick wall. If you stay in habitual or rigid thinking (the kind of thinking that says, ‘this is the way I always do things’) and do not change the direction in the way you are headed, you will drive you car into the brick wall. Now imagine you are driving that same car towards that same brick wall. Now use positive thinking to imagine that wall is, in fact, a tunnel. It is not, of course, you simply hope or wish that it is a tunnel but it is the same old, intractable brick. You still drive your car into the wall. You are in the same car, facing the same wall except that you use creative or constructive thinking. You see the wall as an obstacle set dead ahead and see that it is solid and immoveable. You use your thinking to change direction and drive your car around it. Understanding that our thinking is not always helpful sounds so obvious and simple. So does changing our thinking, yet both are formidably difficult to do, perhaps because, most of the time, we never question it. We go right ahead and do what we have always done, in the same way we have always done it. We crash into relationships, mess up jobs, ruin friendships and all because we believe that our way is the right way. There is a saying: ‘I’d rather be right than happy.’ And here is another: ‘My way or no way.’ I see that wall as a symbol for an obstacle (or obstacles, there may be many) in our emotional make-up. If we go on behaving in the same way, we will crash. If we pretend that those obstacles in our character don’t exist, or are something else entirely, we will still crash. But if we acknowledge them and behave in a different way, we will come to a better and safer place. Or at least we will, until we meet the next obstacle.

My own experience of Mother Teresa occurred when she was being honored at the 1989 luncheon meeting of the International Health Organization in Washington, D.C. During her acceptance speech, she spoke at length of her opposition to contraception and her activities to save the unwanted products of heterosexual activity. (She also touched on AIDS, saying she did not want to label it a scourge of God but that it did seem like a just retribution for improper sexual conduct.) Although she said that God could find it in his heart to forgive all sinners, she herself would never allow a woman or a couple who had had an abortion to adopt one of “her” babies. In her speech Mother Teresa frequently referred to what God wants us to think or do. As my table-mate (an MD from Aid to International Development) remarked to me: “Do you think it takes a certain amount of arrogance to assume that you have a direct line to God’s mind?” Is it going too far to liken Mother Teresa to some of our infamous televangelists, turning their audiences on to what is in God’s heart and mind while encouraging and accepting all donations?

In August 1946, exactly one year after the end of World War II, a tanker sailed into the port of Philadelphia laden with 115,000 barrels of oil for delivery to a local refinery. The cargo, loaded a month earlier in Kuwait, was described at the time as the first significant “shipment of Middle East oil to the United States.” Two years later, Saudi oil was imported for the first time, in order, said the U.S. buyer, “to meet the demand for petroleum products in the United States.”1 That year—1948—marked an historic turning point. The United States had not only been a net exporter of oil, but for many years the world’s largest exporter, by far. Six out of every seven barrels of oil used by the Allies during World War II came from the United States. But now the country was becoming a net importer of oil. By the late 1940s, with a postwar economic boom and car-dependent suburbs spreading out, domestic oil consumption was outrunning domestic supplies.

Ibn al-Qayyim has a profound statement in his book Al-Fawaid. Referring to the effect of negative and sinful thoughts, he said: “You should repulse a thought. If you do not do so, it will develop into a desire. You should therefore wage war against it. If you do not do so, it will become a resolution and firm intention. If you do not repulse this, it will develop into a deed. If you do not make up for it by doing the opposite [the opposite of that evil deed], it will become a habit. It will then be very difficult for you to give it up”. Another similar quote: “You should know the initial stage of every knowledge that is within your choice is your thoughts and notions. These thoughts and notions lead you into fantasies. These fantasies lead towards the will and desire to carry out [those fantasies]. These wills and desires demand the act should be committed. Repeatedly committing these acts causes them to become a habit. So the goodness of these stages lies in the goodness of thoughts and notions, and the wickedness of these thoughts lies in the wickedness of thoughts and notions”. May Allah be pleased with him! He offers a deep insight into something so subtle. We should all memorise these words and use it whenever we feel unable to control the tsunami of negative thoughts that overtake our minds.

I argue against purism not because I want a devastated world, the Mordor of industrial capitalism emerging as from a closely aligned alternate universe through our floating islands of plastic gradually breaking down into microbeads consumed by the scant marine life left alive after generations of overfishing, bottom scraping, and coral reef–killing ocean acidification; our human-caused, place-devastating elevated sea levels; our earth-shaking, water poisoning fracking; our toxic lakes made of the externalities of rare-earth mineral production for so-called advanced electronics; our soul-and-life destroying prisons; our oil spills; our children playing with bits of dirty bombs; our white phosphorus; our generations of trauma held in the body; our cancers; and I could go on. I argue against purism because it is one bad but common approach to devastation in all its forms. It is a common approach for anyone who attempts to meet and control a complex situation that is fundamentally outside our control. It is a bad approach because it shuts down precisely the field of possibility that might allow us to take better collective action against the destruction of the world in all its strange, delightful, impure frolic. Purism is a de-collectivizing, de-mobilizing, paradoxical politics of despair. This world deserves better.

Like our other needs, meaning is an inherent expectation. Its denial has dire consequences. Far from a purely psychological need, our hormonees and nervous systems clock its presence or absence. As a medical study in 2020 found, the "presence [of] and search for meaning in life are important for health and well-being." Simply put, the more meaningful you find your life, the better your measures of mental and physical health are likely to be. It is itself a sign of the times that we even need such studies to confirm what our experience of life teaches. When do you feel happier, more fulfilled, more viscerally at ease: when you extend yourself to help and connect with others, or when you are focused on burnishing the importance of your little egoic self? We all know the answer, and yet somehow what we know doesn't always carry the day. Corporations are ingenious at exploiting people's needs without actually meeting them. Naomi Klein, in her book No Logo, made vividly clear how big business began in the 1980s to home in on people's natural desire to belong to something larger than themselves. Brand-aware companies such as Nike, Lululemon, and the Body Shop are marketing much more than products: they sell meaning, identification, and an almost religious sense of belonging through association with their brand. "That pressuposes a kind of emptiness and yearning in people," I suggested when I interviewed the prolific author and activist. "Yes," Klein replied. "They tap into a longing and a need for belonging, and they do it by exploiting the insight that just selling running shoes isn't enough. We humans want to be part of a transcendent project.

And, lastly (I may as well confess it, since my denial of it will be believed by nobody), perhaps I shall a good deal gratify my own vanity. Indeed, I scarce ever heard or saw the introductory words, "Without vanity I may say," &c., but some vain thing immediately followed. Most people dislike vanity in others, whatever share they have of it themselves; but I give it fair quarter wherever I meet with it, being persuaded that it is often productive of good to the possessor, and to others that are within his sphere of action; and therefore, in many cases, it would not be altogether absurd if a man were to thank God for his vanity among the other comforts of life.

Every pregnancy results in roughly two years of lost menstruation. If you are a manufacturer of menstrual pads, this is bad for business. So you ought to know about, and be so happy about, the drop in babies per woman across the world. You ought to know and be happy too about the growth in the number of educated women working away from home. Because these developments have created an exploding market for your products over the last few decades among billions of menstruating women now living on Levels 2 and 3. But, as I realized when I attended an internal meeting at one of the world’s biggest manufacturers of sanitary wear, most Western manufacturers have completely missed this. Instead, when hunting for new customers they are often stuck dreaming up new needs among the 300 million menstruating women on Level 4. “What if we market an even thinner pad for bikinis? What about pads that are invisible, to wear under Lycra? How about one pad for each kind of outfit, each situation, each sport? Special pads for mountain climbers!” Ideally, all the pads are so small they need to be replaced several times a day. But like most rich consumer markets, the basic needs are already met, and producers fight in vain to create demand in ever-smaller segments. Meanwhile, on Levels 2 and 3, roughly 2 billion menstruating women have few alternatives to choose from. These women don’t wear Lycra and won’t spend money on ultrathin pads. They demand a low-cost pad that will be reliable throughout the day so they don’t have to change it when they are out at work. And when they find a product they like, they will probably stick to that brand for their whole lives and recommend it to their daughters.

I know you,” he added, helping to arrange the blanket over my shoulders. “You won’t drop the subject until I agree to check on your cousin, so I’ll do it. But only under one condition.” “John,” I said, whirling around to clutch his arm again. “Don’t get too excited,” he warned. “You haven’t heard the condition.” “Oh,” I said, eagerly. “Whatever it is, I’ll do it. Thank you. Alex has never had a very good life-his mother ran away when he was a baby, and his dad spent most of his life in jail…But, John, what is all this?” I swept my free hand out to indicate the people remaining on the dock, waiting for the boat John had said was arriving soon. I’d noticed some of them had blankets like the one he’d wrapped around me. “A new customer service initiative?” John looked surprised at my change of topic…then uncomfortable. He stooped to reach for the driftwood Typhon had dashed up to drop at his feet. “I don’t know what you mean,” he said, stiffly. “You’re giving blankets away to keep them warm while they wait. When did this start happening?” “You mentioned some things when you were here the last time….” He avoided meeting my gaze by tossing the stick for his dog. “They stayed with me.” My eyes widened. “Things I said?” “About how I should treat the people who end up here.” He paused at the approach of a wave-though it was yards off-and made quite a production of moving me, and my delicate slippers, out of its path. “So I decided to make a few changes.” It felt as if one of the kind of flowers I liked-a wild daisy, perhaps-had suddenly blossomed inside my heart. “Oh, John,” I said, and rose onto my toes to kiss his cheek. He looked more than a little surprised by the kiss. I thought I might actually have seen some color come into his cheeks. “What was that for?” he asked. “Henry said nothing was the same after I left. I assumed he meant everything was much worse. I couldn’t imagine it was the opposite, that things were better.” John’s discomfort at having been caught doing something kind-instead of reckless or violet-was sweet. “Henry talks too much,” he muttered. “But I’m glad you like it. Not that it hasn’t been a lot of added work. I’ll admit it’s cut down on the complaints, though, and even the fighting amongst our rowdier passengers. So you were right. Your suggestions helped.” I beamed up at him. Keeper of the dead. That’s how Mr. Smith, the cemetery sexton, had referred to John once, and that’s what he was. Although the title “protector of the dead” seemed more applicable. It was totally silly how much hope I was filled with by the fact that he’d remembered something I’d said so long ago-like maybe this whole consort thing might work out after all. I gasped a moment later when there was a sudden rush of white feathers, and the bird he’d given me emerged from the grizzly gray fog seeming to engulf the whole beach, plopping down onto the sand beside us with a disgruntled little humph. “Oh, Hope,” I said, dashing tears of laughter from my eyes. Apparently I had only to feel the emotion, and she showed up. “I’m sorry. I didn’t mean to leave you behind. It was his fault, you know.” I pointed at John. The bird ignored us both, poking around in the flotsam washed ashore by the waves, looking, as always, for something to eat. “Her name is Hope?” John asked, the corners of his mouth beginning to tug upwards. “No.” I bristled, thinking he was making fun of me. Then I realized I’d been caught. “Well, all right…so what if it is? I’m not going to name her after some depressing aspect of the Underworld like you do all your pets. I looked up the name Alastor. That was the name of one of the death horses that drew Hades’s chariot. And Typhon?” I glanced at the dog, cavorting in and out of the waves, seemingly oblivious of the cold. “I can only imagine, but I’m sure it means something equally unpleasant.

Now give me some advice about how to take full advantage of this city. I’m always looking to improve my odds.” “Just what I’d expect from a horny actuary.” “I’m serious.” Carlos reflected for a moment on the problem at hand. He actually had never needed or tried to take full advantage of the city in order to meet women, but he thought about all of his friends who regularly did. His face lit up as he thought of some helpful advice: “Get into the arts.” “The arts?” “Yeah.” “But I’m not artistic.” “It doesn’t matter. Many women are into the arts. Theater. Painting. Dance. They love that stuff.” “You want me to get into dance? Earthquakes have better rhythm than me…And can you really picture me in those tights?” “Take an art history class. Learn photography. Get involved in a play or an independent film production. Get artsy, Sammy. I’m telling you, the senoritas dig that stuff.” “Really?” “Yeah. You need to sign up for a bunch of artistic activities. But you can’t let on that it’s all just a pretext to meet women. You have to take a real interest in the subject or they’ll quickly sniff out your game.” “I don’t know…It’s all so foreign to me…I don’t know the first thing about being artistic.” “Heeb, this is the time to expand your horizons. And you’re in the perfect city to do it. New York is all about reinventing yourself. Get out of your comfort zones. Become more of a Renaissance man. That’s much more interesting to women.

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

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

In meditation which is a continuous flow of staying in the state at all times and in every circumstance there is neither suppression nor production of dwelling and proliferation; if there is dwelling, that is the dharmakaya’s own face and if there is proliferation, that is preserved as the self-liveliness of wisdom, so, “Then, whether there is proliferation or dwelling,” Whatever comes from mind’s liveliness as discursive thoughts, be it the truth of the source—afflictions of anger, attachment, and so on—or the truth of unsatisfactoriness—the flavours of experience which are the feelings of happiness, sadness, and so on—if the nature of the discursive thoughts is known as dharmata, they become the shifting events of the dharmakaya, so, “Anger, attachment, happiness, or sadness,” That does not finish it though; generally speaking if they are met with through the view but not finished with by bringing them to the state with meditation, they fall into ordinary wandering in confusion and if that happens, you are bound into cyclic existence by the discursive thoughts of your own mindstream and, dharma and your own mindstream having remained separate, you become an ordinary person who has nothing special about them. Not to be separated from a great non-meditated self-resting is what is needed . . . Additionally, whatever discursive thought or affliction arises, it is not something apart from dharmakaya wisdom, rather, the nature of those discursive thoughts is actual dharmakaya, the ground’s luminosity. If that, which is called ‘the mother luminosity resident in the ground’, is recognized, there is self-recognition of the view of self-knowing luminosity previously introduced by the guru and that is called ‘the luminosity of the practice path’. Abiding in one’s own face of the two luminosities of ground and path become inseparable is called ‘the meeting of mother and son luminosities’ so, “The previously-known mother luminosity joins with the son.

So let’s consider an alternative diet, say 1200 kcal consisting of 30% protein, 15% carbs (i.e., 180 kcal or 45 grams), and 55% fat. After a week or two of getting adapted (during which you may experience some of the fuel limitation symptoms discussed above), your serum ketones rise up in the range (1-2 millimolar) where they meet at least half of the brain’s fuel supply. Now if you go for that 5 mile run, almost all of your body’s muscle fuel comes from fat, leaving your dietary carb intake plus gluconeogenesis from protein to meet the minor fraction of your brain’s energy need not provided from ketones. And, oh yes, after your run while on the low carb diet, your ketone levels actually go up a bit (not dangerously so), further improving fuel flow to your brain. So what does this mean for the rest of us who are not compulsive runners? Well, this illustrates that the keto-adapted state allows your body more flexibility in meeting its critical organ energy needs than a ‘balanced’ but energy-restricted diet. And in particular, this also means that your brain is a “carbohydrate dependent organ” (as claimed by the USDA Dietary Guidelines Advisory Committee as noted in Chapter 3) ONLY when you are eating a high carbohydrate diet. When carbohydrate is restricted as in the example above, your body’s appropriate production of ketones frees the brain from this supposed state of ‘carbohydrate dependency’. And because exercise stimulates ketone production, your brain’s fuel supply is better supported during and after intense exercise when on a low carbohydrate diet than when your carbohydrate intake is high (see below).

Mr. President I confess that there are several parts of this constitution which I do not at present approve, but I am not sure I shall never approve them: For having lived long, I have experienced many instances of being obliged by better information, or fuller consideration, to change opinions even on important subjects, which I once thought right, but found to be otherwise. It is therefore that the older I grow, the more apt I am to doubt my own judgment, and to pay more respect to the judgment of others. Most men indeed as well as most sects in Religion, think themselves in possession of all truth, and that wherever others differ from them it is so far error. Steele a Protestant in a Dedication tells the Pope, that the only difference between our Churches in their opinions of the certainty of their doctrines is, the Church of Rome is infallible and the Church of England is never in the wrong. But though many private persons think almost as highly of their own infallibility as of that of their sect. In these sentiments, Sir, I agree to this Constitution with all its faults, if they are such; because I think a general Government necessary for us, and there is no form of Government but what may be a blessing to the people if well administered, and believe farther that this is likely to be well administered for a course of years, and can only end in Despotism, as other forms have done before it, when the people shall become so corrupted as to need despotic Government, being incapable of any other. I doubt too whether any other Convention we can obtain, may be able to make a better Constitution. For when you assemble a number of men to have the advantage of their joint wisdom, you inevitably assemble with those men, all their prejudices, their passions, their errors of opinion, their local interests, and their selfish views. From such an assembly can a perfect production be expected? It therefore astonishes me, Sir, to find this system approaching so near to perfection as it does; and I think it will astonish our enemies, who are waiting with confidence to hear that our councils are confounded like those of the Builders of Babel; and that our States are on the point of separation, only to meet hereafter for the purpose of cutting one another's throats. Thus I consent, Sir, to this Constitution because I expect no better, and because I am not sure, that it is not the best. The opinions I have had of its errors, I sacrifice to the public good. I have never whispered a syllable of them abroad. Within these walls they were born, and here they shall die. If every one of us in returning to our Constituents were to report the objections he has had to it, and endeavor to gain partizans in support of them, we might prevent its being generally received, and thereby lose all the salutary effects & great advantages resulting naturally in our favor among foreign Nations as well as among ourselves, from our real or apparent unanimity. Much of the strength & efficiency of any Government in procuring and securing happiness to the people, depends, on opinion, on the general opinion of the goodness of the Government, as well as of the wisdom and integrity of its Governors. I hope therefore that for our own sakes as a part of the people, and for the sake of posterity, we shall act heartily and unanimously in recommending this Constitution (if approved by Congress & confirmed by the Conventions) wherever our influence may extend, and turn our future thoughts & endeavors to the means of having it well administred. On the whole, Sir, I can not help expressing a wish that every member of the Convention who may still have objections to it, would with me, on this occasion doubt a little of his own infallibility, and to make manifest our unanimity, put his name to this instrument.

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.

Each moment fully perceived contains eternity. With intuition, trust increases, both in yourself and others. You can see the good reasons for why things happen. You experience less anxiety-producing hopelessness and hopefulness about the past and the future and a more acute awareness of your surroundings. There’s more synchronicity. Inspiration increases. Enthusiasm expands, because when things flow, you feel happy. When you’re happy, creativity and productivity soar and satisfaction becomes profound. For instance, you rush frantically to the grocery store to do the weekly shopping, squeezing in the errand between work, time with your children, and repairs on the house. You could make the experience entertaining and magical if you pay attention to the smells, shapes, and colors of the foods and packages and the emotional tones of the people you meet in the aisles. You might enjoy the smooth motion of your grocery cart or notice exactly which piece of fruit your body wants to select.

So identified has the State become in the public mind with the provision of these services that an attack on State financing appears to many people as an attack on the service itself. Thus if one maintains that the State should not supply court services, and that private enterprise on the market could supply such service more efficiently as well as more morally, people tend to think of this as denying the importance of courts themselves. The libertarian who wants to replace government by private enterprises in the above areas is thus treated in the same way as he would be if the government had, for various reasons, been supplying shoes as a tax-financed monopoly from time immemorial. If the government and only the government had had a monopoly of the shoe manufacturing and retailing business, how would most of the public treat the libertarian who now came along to advocate that the government get out of the shoe business and throw it open to private enterprise? He would undoubtedly be treated as follows: people would cry, “How could you? You are opposed to the public, and to poor people, wearing shoes! And who would supply shoes to the public if the government got out of the business? Tell us that! Be constructive! It’s easy to be negative and smart-alecky about government; but tell us who would supply shoes? Which people? How many shoe stores would be available in each city and town? How would the shoe firms be capitalized? How many brands would there be? What material would they use? What lasts? What would be the pricing arrangements for shoes? Wouldn’t regulation of the shoe industry be needed to see to it that the product is sound? And who would supply the poor with shoes? Suppose a poor person didn’t have the money to buy a pair?” These questions, ridiculous as they seem to be and are with regard to the shoe business, are just as absurd when applied to the libertarian who advocates a free market in fire, police, postal service, or any other government operation. The point is that the advocate of a free market in anything cannot provide a “constructive” blueprint of such a market in advance. The essence and the glory of the free market is that individual firms and businesses, competing on the market, provide an ever-changing orchestration of efficient and progressive goods and services: continually improving products and markets, advancing technology, cutting costs, and meeting changing consumer demands as swiftly and as efficiently as possible.

In knowledge work, when you agree to a new commitment, be it a minor task or a large project, it brings with it a certain amount of ongoing administrative overhead: back-and-forth email threads needed to gather information, for example, or meetings scheduled to synchronize with your collaborators. This overhead tax activates as soon as you take on a new responsibility. As your to-do list grows, so does the total amount of overhead tax you’re paying. Because the number of hours in the day is fixed, these administrative chores will take more and more time away from your core work, slowing down the rate at which these objectives are accomplished. At moderate workloads, this effect might be frustrating: a general sense that completing your work is taking longer than it should. As your workload increases, however, the overhead tax you’re paying will eventually pass a tipping point, beyond which logistical efforts will devour so much of your schedule that you cannot complete old tasks fast enough to keep up with the new. This feedback loop can quickly spiral out of control, pushing your workload higher and higher until you find yourself losing your entire day to overhead activities: meeting after meeting conducted against a background hum of unceasing email and chat. Eventually the only solution becomes to push actual work into ad hoc sessions added after hours—in the evenings and early mornings, or over the weekend—in a desperate attempt to avoid a full collapse of all useful output. You’re as busy as you’ve ever been, and yet hardly get anything done.

Rolf Ekeus came round to my apartment one day and showed me the name of the Iraqi diplomat who had visited the little West African country of Niger: a statelet famous only for its production of yellowcake uranium. The name was Wissam Zahawi. He was the brother of my louche gay part-Kurdish friend, the by-now late Mazen. He was also, or had been at the time of his trip to Niger, Saddam Hussein's ambassador to the Vatican. I expressed incomprehension. What was an envoy to the Holy See doing in Niger? Obviously he was not taking a vacation. Rolf then explained two things to me. The first was that Wissam Zahawi had, when Rolf was at the United Nations, been one of Saddam Hussein's chief envoys for discussions on nuclear matters (this at a time when the Iraqis had functioning reactors). The second was that, during the period of sanctions that followed the Kuwait war, no Western European country had full diplomatic relations with Baghdad. TheVatican was the sole exception, so it was sent a very senior Iraqi envoy to act as a listening post. And this man, a specialist in nuclear matters, had made a discreet side trip to Niger. This was to suggest exactly what most right-thinking people were convinced was not the case: namely that British intelligence was on to something when it said that Saddam had not ceased seeking nuclear materials in Africa. I published a few columns on this, drawing at one point an angry email from Ambassador Zahawi that very satisfyingly blustered and bluffed on what he'd really been up to. I also received—this is what sometimes makes journalism worthwhile—a letter from a BBC correspondent named Gordon Correa who had been writing a book about A.Q. Khan. This was the Pakistani proprietor of the nuclear black market that had supplied fissile material to Libya, North Korea, very probably to Syria, and was open for business with any member of the 'rogue states' club. (Saddam's people, we already knew for sure, had been meeting North Korean missile salesmen in Damascus until just before the invasion, when Kim Jong Il's mercenary bargainers took fright and went home.) It turned out, said the highly interested Mr. Correa, that his man Khan had also been in Niger, and at about the same time that Zahawi had. The likelihood of the senior Iraqi diplomat in Europe and the senior Pakistani nuclear black-marketeer both choosing an off-season holiday in chic little uranium-rich Niger… well, you have to admit that it makes an affecting picture. But you must be ready to credit something as ridiculous as that if your touching belief is that Saddam Hussein was already 'contained,' and that Mr. Bush and Mr. Blair were acting on panic reports, fabricated in turn by self-interested provocateurs.

was once asked to give a talk to a group of science journalists who were meeting in my hometown. I decided to talk about the design of bridges, explaining how their form does not derive from a set of equations expressing the laws of physics but rather from the creative mind of the engineer. The first step in designing a bridge is for the engineer to conceive of a form in his mind’s eye. This is then translated into words and pictures so that it can be communicated to other engineers on the team and to the client who is commissioning the work. It is only when there is a form to analyze that science can be applied in a mathematical and methodical way. This is not to say that scientific principles might not inform the engineer’s conception of a bridge, but more likely they are embedded in the engineer’s experience with other, existing bridges upon which the newly conceived bridge is based. The journalists to whom I was speaking were skeptical. Surely science is essential to design, they insisted. No, it is not. And it is not a chicken-and-egg paradox. The design of engineering structures is a creative process in the same way that paintings and novels are the products of creative minds.

Walking into a bookshop is a depressing thing. It’s not the pretentious twats, browsing books as part of their desirable lifestyle. It’s not the scrubby members of staff serving at the counter: the pseudo-hippies and fucking misfits. It’s not the stink of coffee wafting out from somewhere in the building, a concession to the cult of the coffee bean. No, it’s the books. I could ignore the other shit, decide that maybe it didn’t matter too much, that when consumerism meets culture, the result is always going to attract wankers and everything that goes with them. But the books, no, they’re what make your stomach sink and that feeling of dark syrup on the brain descend. Look around you, look at the shelves upon shelves of books – for years, the vessels of all knowledge. We’re part of the new world now, but books persist. Cheap biographies, pulp fiction; glossy covers hiding inadequate sentiments. Walk in and you’re surrounded by this shit – to every side a reminder that we don’t want stimulation anymore, we want sedation. Fight your way through the celebrity memoirs, pornographic cook books, and cheap thrills that satisfy most and you get to the second wave of vomit-inducing product: offerings for the inspired and arty. Matte poetry books, classics, the finest culture can provide packaged and wedged into trendy coverings, kidding you that you’re buying a fashion accessory, not a book. But hey, if you can stomach a trip further into the shop, you hit on the meatier stuff – history, science, economics – provided they can stick ‘pop.’ in front of it, they’ll stock it. Pop. psychology, pop. art, pop. life. It’s the new world – we don’t want serious anymore, we want nuggets of almost-useful information. Books are the past, they’re on the out. Information is digital now; bookshops, they’re somewhere between gallery and museum.

Prostitution clearly promotes the depersonalisation of sex, which can never be good news for women—any women. Prostitution has a ripple effect. It creates the illusory view in the minds of men that women are not human beings as men are, but simply the walking carrier of a product, and that they serve one principal function, whether or not they are paid for it, which is to be used as vessels for the sexual release of men. They are effortlessly and imperceptibly relegated from the realms of the human. They are not people on a par with their male counterparts. How could they be, when their principal function is as something to be fucked? Prostitution obscures women’s humanity from society generally, but it also causes women specifically to lose sensitivity to their own humanity by way of tolerating the prostitution of others of their gender. When women tolerate prostitution they are actually tolerating the dehumanisation of their own gender in a broader and more encompassing sense. Countries with male-majority governments are implementing the legalisation of prostitution with frightening rapidity throughout the western world. Where is the female revolt towards all this? There is no widespread female revolt because female sexuality has so long been viewed as a commodity that woman have begun to believe in the necessity of a separate class of women to provide it. If a woman tolerates this treatment of her fellow women, if she accepts it under the banner of ‘liberalism’ or anything else, then she must also accept that she herself is only removed from prostitution by lack of the circumstances necessary to place her there. Should these circumstances ever occur, her body, too, would be just as welcome for mauling, sucking and fucking by the clients of the brothels and would be just as reviled by the men who are on the look-out for a wife. The acceptance of prostitution makes all women potential prostitutes in the public view since there are only two requirements for a woman to work in a brothel: one is that circumstance has placed her so (and who knows when that can happen, to any of us?) and the other is that she has a vagina, and all women are born meeting at least one of these requirements. It bears repeating: if the commodification of women is to be accepted then all women fall under that potential remit. If a woman accepts prostitution in society, then she accepts this personal indenture, whether she knows it or not; and yes, that is a loss. As

Instead of defining independence as “self-sufficiency,” the standard for independence in the clinical settings where they’d been treated as patients, they claimed that their independence would be understood instead as “self-determination.” The difference separated the dignity of authority and choice from the action itself. Asking for and receiving help with self-care tasks like buttoning a shirt, for example, was understood as a high degree of dependence in a rehabilitation paradigm. But if a person needed fifteen minutes of assistance with the shirt and with getting out the door to the bus, that person would be less dependent than a person who took two hours to dress on their own and could not leave the house. Uncoupling assistance from dependence—or perhaps bundling assistance together with a richer idea of independence—changed everything for these activists, because now they could press for a whole array of products and services that would support a desirable life. Judith Heumann, one of the instrumental voices for independent living, said in 1978 that “to us, independence does not mean doing things physically alone. It means being able to make independent decisions. It is a mind process not contingent on a normal body.

When Adolf Hitler heard of the Japanese attack on Pearl Harbor, he slapped his hands together in glee and exclaimed, “Now it is impossible to lose the war. We now have an ally, Japan, who has never been vanquished in three thousand years.” Germany and Japan were threatening the world with massive land armies. But Hitler and Hirohito had never taken the measure of the man in the White House. A former assistant secretary of the navy, Franklin D. Roosevelt had his own ideas about the shape and size of the military juggernaut he would wield. FDR’s military experts told him that only huge American ground forces could meet the threat. But Roosevelt turned aside their requests to conscript tens of millions of Americans to fight a traditional war. The Dutchman would have no part in the mass WWI-type carnage of American boys on European or Asian killing fields. Billy Mitchell was gone, but Roosevelt remembered his words. Now, as Japan and Germany invested in yesterday, FDR invested in tomorrow. He slashed his military planners’ dreams of a vast 35-million-man force by more than half. He shrunk the dollars available for battle in the first and second dimensions and put his money on the third. When the commander in chief called for the production of four thousand airplanes per month, his advisers wondered if he meant per year. After all, the U.S. had produced only eight hundred airplanes just two years earlier. FDR was quick to correct them. The

When President Obama asked to meet with Steve Jobs, the late Apple boss, his first question was ‘how much would it cost to make the iPhone in the United States, instead of overseas?’ Jobs was characteristically blunt, asserting that ‘those jobs are never coming back’. In point of fact, it’s been estimated that making iPhones exclusively in the US would add around $65 to the cost of each phone – not an unaffordable cost, or an unthinkable drop in margin for Apple, if it meant bringing jobs back home.  But American workers aren’t going to be making iPhones anytime soon, because of the need for speed, and scale, in getting the product on to shelves around the world. When Apple assessed the global demand for the iPhone it estimated that it would need almost 9,000 engineers overseeing the production process to meet demand. Their analysts reported that it would take nine months to recruit that many engineers in the US – in China, it took 15 days. It’s these kind of tales that cause US conservative media outlets to graphically describe Asia as ‘eating the lunch’ off the tables of patriotic, if sleep-walking, American citizens. If Apple had chosen to go to India, instead of China, the costs may have been slightly higher, but the supply of suitably qualified engineers would have been just as plentiful. While China may be the world’s biggest manufacturing plant, India is set to lead the way in the industry that poses the biggest threat to western middle-class parents seeking to put their sons or daughters through college: knowledge.

Finally, we arrive at the question of the so-called nonpolitical man. Hitler not only established his power from the very beginning with masses of people who were until then essentially nonpolitical; he also accomplished his last step to victory in March of 1933 in a "legal" manner, by mobilizing no less than five million nonvoters, that is to say, nonpolitical people. The Left parties had made every effort to win over the indifferent masses, without posing the question as to what it means "to be indifferent or nonpolitical." If an industrialist and large estate owner champions a rightist party, this is easily understood in terms of his immediate economic interests. In his case a leftist orientation would be at variance with his social situation and would, for that reason, point to irrational motives. If an industrial worker has a leftist orientation, this too is by all mean rationally consistent—it derives from his economic and social position in industry. If, however, a worker, an employee, or an official has a rightist orientation, this must be ascribed to a lack of political clarity, i.e., he is ignorant of his social position. The more a man who belongs to the broad working masses is nonpolitical, the more susceptible he is to the ideology of political reaction. To be nonpolitical is not, as one might suppose, evidence of a passive psychic condition, but of a highly active attitude, a defense against the awareness of social responsibility. The analysis of this defense against consciousness of one's social responsibility yields clear insights into a number of dark questions concerning the behavior of the broad nonpolitical strata. In the case of the average intellectual "who wants nothing to do with politics," it can easily be shown that immediate economic interests and fears related to his social position, which is dependent upon public opinion, lie at the basis of his noninvolvement. These fears cause him to make the most grotesque sacrifices with respect to his knowledge and convictions. Those people who are engaged in the production process in one way or another and are nonetheless socially irresponsible can be divided into two major groups. In the case of the one group the concept of politics is unconsciously associated with the idea of violence and physical danger, i.e., with an intense fear, which prevents them from facing life realistically. In the case of the other group, which undoubtedly constitutes the majority, social irresponsibility is based on personal conflicts and anxieties, of which the sexual anxiety is the predominant one. […] Until now the revolutionary movement has misunderstood this situation. It attempted to awaken the "nonpolitical" man by making him conscious solely of his unfulfilled economic interests. Experience teaches that the majority of these "nonpolitical" people can hardly be made to listen to anything about their socio-economic situation, whereas they are very accessible to the mystical claptrap of a National Socialist, despite the fact that the latter makes very little mention of economic interests. [This] is explained by the fact that severe sexual conflicts (in the broadest sense of the word), whether conscious or unconscious, inhibit rational thinking and the development of social responsibility. They make a person afraid and force him into a shell. If, now, such a self-encapsulated person meets a propagandist who works with faith and mysticism, meets, in other words, a fascist who works with sexual, libidinous methods, he turns his complete attention to him. This is not because the fascist program makes a greater impression on him than the liberal program, but because in his devotion to the führer and the führer's ideology, he experiences a momentary release from his unrelenting inner tension. Unconsciously, he is able to give his conflicts a different form and in this way to "solve" them.

Characteristics of the Council 1. The council exists as a device to gain understanding about important issues facing the organization. 2. The Council is assembled and used by the leading executive and usually consists of five to twelve people. 3. Each Council member has the ability to argue and debate in search of understanding, not from the egoistic need to win a point or protect a parochial interest. 4. Each Council member retains the respect of every other Council member, without exception. 5. Council members come from a range of perspectives, but each member has deep knowledge about some aspect of the organization and/or the environment in which it operates. 6. The Council includes key members of the management team but is not limited to members of the management team, nor is every executive automatically a member. 7. The Council is a standing body, not an ad hoc committee assembled for a specific project. 8. The Council meets periodically, as much as once a week or as infrequently as once per quarter. 9. The Council does not seek consensus, recognizing that consensus decisions are often at odds with intelligent decisions. The responsibility for the final decision remains with the leading executive. 10. The Council is an informal body, not listed on any formal organization chart or in any formal documents. 11. The Council can have a range of possible names, usually quite innocuous. In the good-to-great companies, they had benign names like Long-Range Profit Improvement Committee, Corporate Products Committee, Strategic Thinking Group, and Executive Council.

Do you really think that the Revolution is a ridiculous proposition? That we cannot engineer our own structures? What's ridiculous is the system we have now. If we were starting society anew, who among us would propose a monarchy, an aristocracy, a financial elite that exploits the earth and farms its population? If at one of the local or regional meetings that we have to govern our community someone proposed, instead of equality, that all of us, including the poorest among us, donated a percentage of our income to a super-rich family with a little old lady at its helm who would turn up annually in our parliament, draped in jewels and finery, to tell us that austerity had to continue, you'd tell them they were mental. If someone said that we should give 64 per cent of British land to 0.28 per cent of the population, we would not vote for it. If trade agreements were proposed that meant local businesses were shackled so that transnational corporations could create a farcical tyrannical economy where produce was needlessly transported around the world for their gain and to the detriment of everyone else, it would be forbidden. If energy companies said they wanted to be run for huge profit, without regulation, whilst harming the environment, we wouldn't allow it. That pharmaceutical and food companies could run their own governing bodies, flood the world with inferior and harmful products that damage and even kill the people that use them, we would not tolerate it. Here is the truth they fight so hard to suppress: to create a better world, the priority is not the implementation of new systems, though that is necessary, it is a refusal to cooperate with the obsolete and harmful structures that are already in place.

Qualities such as honesty, determination, and a cheerful acceptance of stress, which can all be identified through probing questionnaires and interviews, may be more important to the company in the long run than one's college grade-point average or years of "related experience." Every business is only as good as the people it brings into the organization. The corporate trainer should feel his job is the most important in the company, because it is. Exalt seniority-publicly, shamelessly, and with enough fanfare to raise goosebumps on the flesh of the most cynical spectator. And, after the ceremony, there should be some sort of permanent display so that employees passing by are continuously reminded of their own achievements and the achievements of others. The manager must freely share his expertise-not only about company procedures and products and services but also with regard to the supervisory skills he has worked so hard to acquire. If his attitude is, "Let them go out and get their own MBAs," the personnel under his authority will never have the full benefit of his experience. Without it, they will perform at a lower standard than is possible, jeopardizing the manager's own success. Should a CEO proclaim that there is no higher calling than being an employee of his organization? Perhaps not-for fear of being misunderstood-but it's certainly all right to think it. In fact, a CEO who does not feel this way should look for another company to manage-one that actually does contribute toward a better life for all. Every corporate leader should communicate to his workforce that its efforts are important and that employees should be very proud of what they do-for the company, for themselves, and, literally, for the world. If any employee is embarrassed to tell his friends what he does for a living, there has been a failure of leadership at his workplace. Loyalty is not demanded; it is created. Why can't a CEO put out his own suggested reading list to reinforce the corporate vision and core values? An attractive display at every employee lounge of books to be freely borrowed, or purchased, will generate interest and participation. Of course, the program has to be purely voluntary, but many employees will wish to be conversant with the material others are talking about. The books will be another point of contact between individuals, who might find themselves conversing on topics other than the weekend football games. By simply distributing the list and displaying the books prominently, the CEO will set into motion a chain of events that can greatly benefit the workplace. For a very cost-effective investment, management will have yet another way to strengthen the corporate message. The very existence of many companies hangs not on the decisions of their visionary CEOs and energetic managers but on the behavior of its receptionists, retail clerks, delivery drivers, and service personnel. The manager must put himself and his people through progressively challenging courage-building experiences. He must make these a mandatory group experience, and he must lead the way. People who have confronted the fear of public speaking, and have learned to master it, find that their new confidence manifests itself in every other facet of the professional and personal lives. Managers who hold weekly meetings in which everyone takes on progressively more difficult speaking or presentation assignments will see personalities revolutionized before their eyes. Command from a forward position, which means from the thick of it. No soldier will ever be inspired to advance into a hail of bullets by orders phoned in on the radio from the safety of a remote command post; he is inspired to follow the officer in front of him. It is much more effective to get your personnel to follow you than to push them forward from behind a desk. The more important the mission, the more important it is to be at the front.