Professional Competence Quotes

A philosopher who uses his professional competence for anything other except a disinterested search for truth is guilty of a kind of treachery.

Preparation breeds professionalism, and professionalism enhances leadership competencies.

In the 1890s, when Freud was in the dawn of his career, he was struck by how many of his female patients were revealing childhood incest victimization to him. Freud concluded that child sexual abuse was one of the major causes of emotional disturbances in adult women and wrote a brilliant and humane paper called “The Aetiology of Hysteria.” However, rather than receiving acclaim from his colleagues for his ground-breaking insights, Freud met with scorn. He was ridiculed for believing that men of excellent reputation (most of his patients came from upstanding homes) could be perpetrators of incest. Within a few years, Freud buckled under this heavy pressure and recanted his conclusions. In their place he proposed the “Oedipus complex,” which became the foundation of modern psychology. According to this theory any young girl actually desires sexual contact with her father, because she wants to compete with her mother to be the most special person in his life. Freud used this construct to conclude that the episodes of incestuous abuse his clients had revealed to him had never taken place; they were simply fantasies of events the women had wished for when they were children and that the women had come to believe were real. This construct started a hundred-year history in the mental health field of blaming victims for the abuse perpetrated on them and outright discrediting of women’s and children’s reports of mistreatment by men. Once abuse was denied in this way, the stage was set for some psychologists to take the view that any violent or sexually exploitative behaviors that couldn’t be denied—because they were simply too obvious—should be considered mutually caused. Psychological literature is thus full of descriptions of young children who “seduce” adults into sexual encounters and of women whose “provocative” behavior causes men to become violent or sexually assaultive toward them. I wish I could say that these theories have long since lost their influence, but I can’t. A psychologist who is currently one of the most influential professionals nationally in the field of custody disputes writes that women provoke men’s violence by “resisting their control” or by “attempting to leave.” She promotes the Oedipus complex theory, including the claim that girls wish for sexual contact with their fathers. In her writing she makes the observation that young girls are often involved in “mutually seductive” relationships with their violent fathers, and it is on the basis of such “research” that some courts have set their protocols. The Freudian legacy thus remains strong.

Lee threw down the tripod, and Trip dropped the FN MAG machine gun onto it...Lee hunkered down behind the big weapon. Holly handed me an RPG. The heavy tube was reassuring in my hands. Everyone dug down into the ditch, prepared to fight. Nervous but competent. Scared but professional. We were ready to put some smack down. Not bad for an accountant, a librarian, a schoolteacher, and a stripper.

Experts were once amateurs who kept practicing.

I’m not gay professionally, Cassie. I maintain my amateur status to compete in the Gay Olympics.

The best defense against partisanship is expertise.

I would rather you consider me as a physician, not a lady." "Why must you be one or the other?" Ransom asked reasonably. "You're both. I have no difficulty carrying a lady's bag while at the same time respecting her professional competence.

I have always believed in the power of collaboration. Early on in my professional career, I realized that you can't develop all the competencies you need fast enough on your own. Furthermore, if you don't collaborate, your ideas will be limited to your own abilities. As a result, you will not be able to serve your clientele and thus can't achieve the anticipated impact.

What is the next thing you need for leadership? It is the ability to make up your mind to make a decision and accept full responsibility for that decision. Have you ever wondered why people do not make a decision? The answer is quite simple. It is because they lack professional competence, or they are worried that their decision may be wrong and they will have to carry the can. Ladies and Gentlemen, according to the law of averages, if you take ten decisions, five ought to be right. If you have professional knowledge and professional competence, nine will be right, and the one that might not be correct will probably be put right by a subordinate officer or a colleague. But if you do not take a decision, you are doing something wrong. An act of omission is much worse than an act of commission. An act of commission can be put right. An act of omission cannot.

Good luck belongs to those who know how and are not afraid." John Hay to President Theodore Roosevelt

She looked competent, professional, a traveller who could look after herself. At the same time, she looked less like someone called Sabriel and more like the Abhorsen, capital letter and all.

What are the attributes of leadership? The first, the primary, indeed the cardinal attribute of leadership is professional knowledge and professional competence. Now you will agree with me that you cannot be born with professional knowledge and professional competence even if you are a child of Prime Minister, or the son of an industrialist, or the progeny of a Field Marshal. Professional knowledge and professional competence have to be acquired by hard work and by constant study. In this fast- moving technologically developing world, you can never acquire sufficient professional knowledge.

Though you will save many hours by seizing control of your calendar, and clearing away non-core-competency activities, in the long run, the best way to create more time is to actually get better at your professional craft.

All too often people pretend to be professional. "Professionalism" is sometimes a facade for fraud. Be pro, but be real. Honesty and transparency combined with character, competence and real results is the key to being a true pro.

HR professionals play three roles: • Storyteller • Strategy interpreter • Strategic facilitator

Who would appreciate such candor? No one. None of us really likes honesty. We prefer deception –but only when it is unabashedly flattering or artfully camouflaged. Groups seem to need to believe that they are superior to others and that they have a purpose greater than just passing along their genes to the next generation. Individuals seem to need similar delusions – about who they are and why they do what they do. They need heroes, however fraudulent… Studies show that people are more likely to accept the opinion of a confident con man than the cautious view of someone who actually knows what he is talking about. And professionals who form overconfident opinions on the basis of incorrect readings of the facts are more likely to succeed than their more competent peers who display greater doubt. What’s more, deception works best, according to studies by psychologists, when the person doing the deceiving is fool enough to be deceived, too; that is, when he believes his own lies. That is why incompetent leaders – who are naïve enough to fall for their own guff – are such a danger to civilized life. If they are modern leaders, they must also delude themselves into thinking they know how to make the world a better place. Invariably, the answers they propose to problems are ones that bubble up from their own vanity, the essence of which is to make the rest of the world look just like them!

A whore should be judged by the same criteria as other professionals offering services for pay — such as dentists, lawyers, hairdressers, physicians, plumbers, etc. Is she professionally competent? Does she give good measure? Is she honest with her clients? It is possible that the percentage of honest and competent whores is higher than that of plumbers and much higher than that of lawyers. And enormously higher than that of professors.

They have extended the arrogance and insularity of the worst kind of academic professionalism beyond the academy. Generally they show no fear or even slight anxiety at the responsibility they have assumed; they have no sense of awe in the face of the questions they have raised, and no sense of humility in the face of the traditions which they condescendingly dismiss. They are aggressively without a sense of mystery and without a suspicion that anything might be too deep for their narrowly professional competence. They mistake these vices for the virtues of thinking radically, courageously and with an unremitting hostility to obscurantism.

competent practitioners usually know more than they can say. They exhibit a kind of knowing-in-practice, most of which is tacit. Nevertheless,

Confidence is the immaterial residue of material actions. Confidence is the public face of competence.

In short, professional competence is not enough to be a good leader; good leaders must truly care about those entrusted to their care.

And worse, they'll trample on it, inadvertently crush it, beneath a certain mediocrity inherent in professional competence.

You have become regular speech-goers, and as for action, you merely listen to accounts of it; if something is to be done in the future you estimate the possibilities by hearing a good speech on the subject, and as for the past you rely not so much on the facts which you have seen with your own eyes as on what you have heard about them in some clever piece of verbal criticism. Any novelty in an argument deceives you at once, but when the argument is tried and proved you become unwilling to follow it; you look with suspicion on what is normal and are the slaves of every paradox that comes your way. The chief wish of each one of you is to be able to make a speech himself, and, if you cannot do that, the next best thing is to compete with those who can make this sort of speech by not looking as though you were at all out of your depth while you listen to the views put forward, by applauding a good point even before it is made, and by being as quick at seeing how an argument is going to be developed as you are slow at understanding what in the end it will lead to. What you are looking for all the time is something that is, I should say, outside the range of ordinary experience, and yet you cannot even think straight about the facts of life that are before you. You are simply victims of your own pleasure in listening, and are more like an audience sitting at the feet of a professional lecturer than a parliament discussing matters of state.

Under conditions of a truly human existence, the difference between succumbing to disease at the age of ten, thirty, fifty, or seventy, and dying a "natural" death after a fulfilled life, may well be a difference worth fighting for with all instinctual energy. Not those who die, but those who die before they must and want to die, those who die in agony and pain, are the great indictment against civilization. They also testify to the unredeemable guilt of mankind. Their death arouses the painful awareness that it was unnecessary, that it could be otherwise. It takes all the institutions and values of a repressive order to pacify the bad conscience of this guilt. Once again, the deep connection between the death instinct and the sense of guilt becomes apparent. The silent "professional agreement" with the fact of death and disease is perhaps one of the most widespread expressions of the death instinct -- or, rather, of its social usefulness. In a repressive civilization, death itself becomes an instrument of repression. Whether death is feared as constant threat, or glorified as supreme sacrifice, or accepted as fate, the education for consent to death introduces an element of surrender into life from the beginning -- surrender and submission. It stifles "utopian" efforts. The powers that be have a deep affinity to death; death is a token of unfreedom, of defeat. Theology and philosophy today compete with each other in celebrating death as an existential category: perverting a biological fact into an ontological essence, they bestow transcendental blessing on the guilt of mankind which they help to perpetuate -- they betray the promise of utopia.

A MANTRA FOR HOME HEALTH CARE I am my own healer. I have a radiant voice within that guides me. I can make decisions for myself. I can rely on others as needed, but at my discretion. It is my body, my health, my balance, and my responsibility to make right choices for myself. Right choices include working with competent health-care professionals when necessary, allowing friends and family to help as needed, and, above all, being true to my beliefs, with the wisdom and willingness to change as part of the path of healing.

Forward-thinking organizations seek hybrid professionals who are highly proficient writers, analytical, creative, and tech savvy, with strong competencies in business management, information technology (IT), and human behavior.

It may not be as dramatic or funny to make a movie about a woman who loves both her job and her family, but that would be a better reflection of reality. We need more portrayals of women as competent professionals and happy mothers—

An architect is a generalist, not a specialist-the conductor of a symphony, not a virtuoso who plays every instrument perfectly. As a practitioner, an architect coordinates a team of professionals that include structural and mechanical engineers, interior designers, building-code consultants, landscape architects, specifications writers, contractors, and specialists from other disciplines. Typically, the interests of some team members will compete with the interests of others. An architect must know enough about each discipline to negotiate and synthesize competing demands while honoring the needs of the client and the integrity of the entire project.

We are in need of inquiry into the epistemology of practice. What is the kind of knowing in which competent practitioners engage? How is professional knowing like and unlike the kinds of knowledge presented in academic textbooks, scientific papers, and learned journals? In what sense, if any, is there intellectual rigor in professional practice?

An amateur should be more willing to be impressed by the professional than eager to impress the professional.

We believe that an emerging metric for HR will be ROI (meaning return on intangibles) because HR professionals position their organization with their investors.

People will not be committed to your leadership unless they can trust you as a competent professional and respect you as a person of good character.

Work like a professional. Don’t sweat. Don’t complain.

When people seek the help of a professional, they usually have certain expectations about how a competent one looks and behaves.

They looked more like day laborers than seamen.

WARNING: ANY MONEY YOU SAVE BY DOING HOMEOWNER PROJECTS YOURSELF WILL BE OFFSET BY THE COST OF HIRING COMPETENT PROFESSIONALS TO COME AND REMOVE THEM SO YOU CAN SELL YOUR HOUSE, NOT TO MENTION THE EMOTIONAL TRAUMA ASSOCIATED WITH LISTENING TO THESE PROFESSIONALS, AS THEY RIP OUT LARGE CHUNKS OF A PROJECT, LAUGH, AND YELL REMARKS SUCH AS: “HEY! GET A LOAD OF THIS.

I would rather you consider me as a physician, not a lady.” “Why must you be one or the other?” Ransom asked reasonably. “You’re both. I have no difficulty carrying a lady’s bag while at the same time respecting her professional competence.” His tone was matter-of-fact, but something in his gaze unnerved her, an intensity that went beyond the regard of strangers.

What I am or am not wearing does not correlate with my competency as a professional, a mother, or a feminist role model. My clothes do not define me and nor does my nakedness. I define me.

But then I noticed a deeper result: defining roles reduced conflict. Most fights inside a company happen when colleagues compete for the same responsibilities. Startups face an especially high risk of this since job roles are fluid at the early stages. Eliminating competition makes it easier for everyone to build the kinds of long-term relationships that transcend mere professionalism.

Our professional competence and pride should rest not alone in our possession of knowledge but as well in our ability to communicate it. Of course we shall carry on our research, and of course we shall applaud the colleague who 'produces,' but we shan't be happy if he offers that as a substitute for inspiring young people with a desire for knowledge, a sense of taste, and a regard for virtue.

Professional Answer from Tom Wheelwright Taxes are a part of life. The simple question is whether you are going to use the tax law to make them a smaller part of your life, or do nothing and let them stay a huge expense. With a sound education on how the tax laws work coupled with better tax planning from a competent tax advisor who understands the laws, most entrepreneurs and investors can permanently reduce their taxes by 10 percent to 40 percent. And the money you save in taxes can be used to invest and build your wealth. So don’t wait. Take action now and learn how you can reduce your taxes.

Fewer than one in twenty security professionals has the core competence and the foundation knowledge to take a system all the way from a completely unknown state of security through mapping, vulnerability testing, password cracking, modem testing, vulnerability patching, firewall tuning, instrumentation, virus detection at multiple entry points, and even through back-ups and configuration management.

As the pace of change increases in every aspect of our lives, HR professionals have become change champions in many companies around the world, and this has generally been much to their employers’ advantage.

Professional’ does not necessarily mean that the person so labelled is good or knows what they are doing. In many a case, it merely means that they do whatever that they are a professional at for a living, not as a hobby.

The best thing I did as a manager at PayPal was to make every person in the company responsible for doing just one thing. Every employee’s one thing was unique, and everyone knew I would evaluate him only on that one thing. I had started doing this just to simplify the task of managing people. But then I noticed a deeper result: defining roles reduced conflict. Most fights inside a company happen when colleagues compete for the same responsibilities. Startups face an especially high risk of this since job roles are fluid at the early stages. Eliminating competition makes it easier for everyone to build the kinds of long-term relationships that transcend mere professionalism. More than that, internal peace is what enables a startup to survive at all. When a startup fails, we often imagine it succumbing to predatory rivals in a competitive ecosystem. But every company is also its own ecosystem, and factional strife makes it vulnerable to outside threats. Internal conflict is like an autoimmune disease: the technical cause of death may be pneumonia, but the real cause remains hidden from plain view.

I don't think this is a good idea. We all live on one planet so we cannot segregate the genders. If the Holy Mosque in Makkah, which is the holiest place on earth, does not segregate women, then why would the Ministry of Health want to segregate them?” She also went on to object to the selection of a physician based only on gender and not competence, expressing her disdain as follows: “I prefer doctors who are professional in studying my situation and solving my problem, regardless of whether they are male or female. I cannot imagine a men's hospital without female nurses and doctors, and I also cannot imagine women's hospitals without men playing a role in them.

Even you, the professional helper, often mistaken for the enlightened Guru or Staretz, can become lost in your thoughts that you must be competent without fault. You may become enthralled with your identity as a professional, even the pressures of the culture of mastery that expects you to heal your clients without fail. Never mind all of the variables over which you have no control, it is up to you, according to the canons of mastery, to control the health and well-being of those for whom you provide professional care. This potentiates a furthering alienation between you and your clients. You are at risk to become, if you have not already, the one who does to your clients; to be the one the active subject acting upon the passive and receptive objects, your clients; to be the one in possession of special knowledge, technique and mastery. All of this conspires to coax or coerce you into treating your client as reduced, a mere case. Unawareness to these influences gives you little chance to consider their influence on your practice in the clinical setting, much less give attentive efforts to resist or change them.

Hundreds of studies have shown that people overrate their health, leadership ability, intelligence, professional competence, sporting prowess, and managerial skills. People also hold the nonsensical belief that they are inherently lucky. Most people think they are more likely than the average person to attain a good first job, to have gifted children, and to live to a ripe old age. They also think that they are less likely than the average person to be the victim of an accident, crime, disease, depression, unwanted pregnancy, or earthquake. Why

An attention economy dissolves the separation between the personal and professional, between entertainment and information, all overridden by a compulsory functionality of communication that is inherently and inescapably 24/7. Even as a contemporary colloquialism, the term “eyeballs” for the site of control repositions human vision as a motor activity that can be subjected to external direction or stimuli. The goal is to refine the capacity to localize the eye’s movement on or within highly targeted sites or points of interest. The eye is dislodged from the realm of optics and made into an intermediary element of a circuit whose end result is always a motor response of the body to electronic solicitation. It is out of this context that Google and other corporate players now compete for dominance over the remains of the everyday.

As I was editing this chapter, a survey of more than thirty-five hundred Australian surgeons revealed a culture rife with bullying, discrimination, and sexual harassment, against women especially (although men weren’t untouched either). To give you a flavor of professional life as a woman in this field, female trainees and junior surgeons “reported feeling obliged to give their supervisors sexual favours to keep their jobs”; endured flagrantly illegal hostility toward the notion of combining career with motherhood; contended with “boys’ clubs”; and experienced entrenched sexism at all levels and “a culture of fear and reprisal, with known bullies in senior positions seen as untouchable.”68 I came back to this chapter on the very day that news broke in the state of Victoria, Australia, where I live, of a Victorian Equal Opportunity and Human Rights Commission report revealing that sexual discrimination and harassment is also shockingly prevalent in the Victorian Police, which unlawfully failed to provide an equal and safe working environment.69 I understand that attempts to identify the psychological factors that underlie sex inequalities in the workplace are well-meaning. And, of course, we shouldn’t shy away from naming (supposedly) politically unpalatable causes of those inequalities. But when you consider the women who enter and persist in highly competitive and risky occupations like surgery and policing—despite the odds stacked against them by largely unfettered sex discrimination and harassment—casual scholarly suggestions that women are relatively few in number, particularly in the higher echelons, because they’re less geared to compete in the workplace, start to seem almost offensive. Testosterone

In a world where disease has been eliminated, the only way to die is to be randomly killed (‘gleaned’) by professional reapers (‘scythes’). Two teens must compete with each other to become a scythe—a position neither of them wants. The one who becomes a scythe must kill the one who doesn’t

I checked my reflection. Not bad - Ralph Lauren in banker blue, professional, with a crisp white shirt. It probably wouldn't get me a date, but it said that I care, that I am serious about my work, and that I'm not interested in competing with my clients. The shoes, however, probably said more to me than about me. Right now they were saying, Hey, you up there. You're going to have to skip some things this month. Okay, so I spend a little too extravagantly on shoes now and then, but I know people who spend thousands each month on cocaine, so comparatively speaking, it really isn't that big a deal.

administration must be flawless; HR practices must be innovative and integrated; and HR must turn strategic aspirations into HR actions. But rather than rely on these waves, we see future-facing HR professionals looking outside their organizations to customers, investors, and communities to define successful HR.

Mickey D’s, Mickey D’s!” Jason chanted. He was bouncing up and down in his seat. The gravely competent professional who had taken Mr. Galen’s vitals (Rob right beside him, holding the First In Bag with its airway management gear and cardiac meds) had disappeared. With his blond hair flopping in his eyes, Jason looked like

That’s why just about every top professional athlete has been laid low by injury, sometimes a career-ending injury. There was a moment in my career when I seriously wondered whether I’d be able to continue competing at the top level. I play through pain much of the time, but I think all elite sports people do. All except Federer, at any rate. I’ve had to push and mold my body to adapt it to cope with the repetitive muscular stress that tennis forces on you, but he just seems to have been born to play the game. His physique—his DNA—seems perfectly adapted to tennis, rendering him immune to the injuries the rest of us are doomed to put up with.

Learning how to do psychotherapy is a complex process, much of which is transacted in the relationship between the beginning therapists and experienced supervisors. When the beginning therapists encounter problems that are beyond their range of experience, the supervisors usually assist in several ways. First, the supervisors offer an intellectual framework in which to understand the problem. References to the professional literature are often suggested. Second, the supervisors offer practical, problem-solving help with the strategies of therapy. Third and most important, the supervisors help the less experienced therapists to deal with feelings of their own that have been evoked by the patients. With the support of competent supervisors, the therapists are usually able to master their own troubled feelings and put them in perspective. This done, the therapists are better able to attend to patients with empathy, and with a confidence in their ability to offer help.

Consumers have identified competency as the element that plays the biggest role in a good customer experience. To be competent, a customer support professional must have a strong knowledge of the company and its products, as well as the power to fix the customer’s problems. The more knowledge they have, the more competent they become.

Effective HR professionals recognize, accept, and act on a new normal in business. When faced with “tell us about your business,” they can respond by discussing global changes in context, stakeholders, and strategies. These shifts are not cyclical events that will return to a former state—they are a new normal grounded on enormous disruptive and evolutionary changes.

The incredible benefits of practising and applying mindfulness and self-compassion in the workplace are being increasingly recognised by human resource professionals as well as the medical profession, as the stresses of competing in today’s global economy take their toll on the mental health and emotional wellbeing of many otherwise talented and enthusiastic individuals in the workplace.

The fourth estate came together in an unprecedented professional consensus. They chose insulting the other side over trying to understand what motivated them. They transformed opinion writing into a vehicle for high moral boasting. What could possibly have gone wrong with such an approach? [...] Put this question in slightly more general terms and you are confronting the single great mystery of 2016. The American white-collar class just spent the year rallying around a super-competent professional (who really wasn’t all that competent) and either insulting or silencing everyone who didn’t accept their assessment. And then they lost. Maybe it’s time to consider whether there’s something about shrill self-righteousness, shouted from a position of high social status, that turns people away.

She was reasonably sure her remarks were not entirely foolish, and did not wish to be ignored, much less ignored and patronized alternately. Part of it—but only a part—she knew was due to the softness of her voice. So she developed a physics voice, a professional voice: clear, competent, and many decibels above conversational. With such a voice it was important to be right. She had to pick her moments

[P]hilosophy is one subject and ... progress in one place depends on the resolution of issues that lie elsewhere. One is led eventually into almost all other areas and questions. This is certainly true of the work of the great philosophers of the past. Against that high standard, the current professional fixation on distinct 'fields' or areas of academic 'specialization' and 'competence' looks like no more than a bad joke.

Professional life. Personal life. Social life. They are often treated as separate entities, but our lives and insights cannot be segregated. Work / life balance is a false dichotomy; compartmentalization is not sustainable. It forces life’s professional, personal, and social elements to vie for attention, bringing with them seemingly competing expectations and goals. When we compartmentalize our lives, these elements become pathological, pushing us from one task to the next in an effort to satisfy their own jealous needs.

When assigning responsibilities to employees in a startup, you could start by treating it as a simple optimization problem to efficiently match talents with tasks. But even if you could somehow get this perfectly right, any given solution would quickly break down. Partly that’s because startups have to move fast, so individual roles can’t remain static for long. But it’s also because job assignments aren’t just about the relationships between workers and tasks; they’re also about relationships between employees. The best thing I did as a manager at PayPal was to make every person in the company responsible for doing just one thing. Every employee’s one thing was unique, and everyone knew I would evaluate him only on that one thing. I had started doing this just to simplify the task of managing people. But then I noticed a deeper result: defining roles reduced conflict. Most fights inside a company happen when colleagues compete for the same responsibilities. Startups face an especially high risk of this since job roles are fluid at the early stages. Eliminating competition makes it easier for everyone to build the kinds of long-term relationships that transcend mere professionalism. More than that, internal peace is what enables a startup to survive at all. When a startup fails, we often imagine it succumbing to predatory rivals in a competitive ecosystem. But every company is also its own ecosystem, and factional strife makes it vulnerable to outside threats. Internal conflict is like an autoimmune disease: the technical cause of death may be pneumonia, but the real cause remains hidden from plain view.

Philosophy, throughout its history, has consisted of two parts inharmoniously blended: on the one hand a theory as to the nature of the world, on the other an ethical or political doctrine as to the best way of living. The failure to separate these two with sufficient clarity has been a source of much confused thinking. Philosophers, from Plato to William James, have allowed their opinions as to the constitution of the universe to be influenced by the desire for edification: knowing, as they supposed, what beliefs would make men virtuous, they have invented arguments, often very sophistical, to prove that these beliefs are true. For my part I reprobate this kind of bias, both on moral and on intellectual grounds. Morally, a philosopher who uses his professional competence for anything except a disinterested search for truth is guilty of a kind of treachery. And when he assumes, in advance of inquiry, that certain beliefs, whether true or false, are such as to promote good behaviour, he is so limiting the scope of philosophical speculation as to make philosophy trivial; the true philosopher is prepared to examine all preconceptions.

Thomas Jefferson wrote, “We have no paupers. . . . The great mass of our population is of laborers; our rich, who can live without labor, either manual or professional, being few, and of moderate wealth. Most of the laboring class possess property, cultivate their own lands, have families, and from the demand for their labor are enabled to exact from the rich and the competent such prices as enable them to be fed abundantly, clothed above mere decency, to labor moderately and raise their families. . . . The wealthy, on the other hand, and those at their ease, know nothing of what the Europeans call luxury. They have only somewhat more of the comforts and decencies of life than those who furnish them. Can any condition of society be more desirable than this?

The point of becoming an amateur scientist is not to compete with professionals on their own turf, but to use a symbolic discipline to extend mental skills, and to create order in consciousness. On that level, amateur scholarship can hold its own, and can be even more effective than its professional counterpart. But the moment that amateurs lose sight of this goal, and use knowledge mainly to bolster their egos or to achieve a material advantage, then they become caricatures of the scholar. Without training in the discipline of skepticism and reciprocal criticism that underlies the scientific method, laypersons who venture into the fields of knowledge with prejudiced goals can become more ruthless, more egregiously unconcerned with truth, than even the most corrupt scholar.

In Uprooting Racism, Paul Kivel makes a useful comparison between the rhetoric abusive men employ to justify beating up their girlfriends, wives, or children and the publicly traded justifications for widespread racism. He writes: During the first few years that I worked with men who are violent I was continually perplexed by their inability to see the effects of their actions and their ability to deny the violence they had done to their partners or children. I only slowly became aware of the complex set of tactics that men use to make violence against women invisible and to avoid taking responsibility for their actions. These tactics are listed below in the rough order that men employ them.… (1) Denial: “I didn’t hit her.” (2) Minimization: “It was only a slap.” (3) Blame: “She asked for it.” (4) Redefinition: “It was mutual combat.” (5) Unintentionality: “Things got out of hand.” (6) It’s over now: “I’ll never do it again.” (7) It’s only a few men: “Most men wouldn’t hurt a woman.” (8) Counterattack: “She controls everything.” (9) Competing victimization: “Everybody is against men.” Kivel goes on to detail the ways these nine tactics are used to excuse (or deny) institutionalized racism. Each of these tactics also has its police analogy, both as applied to individual cases and in regard to the general issue of police brutality. Here are a few examples: (1) Denial. “The professionalism and restraint … was nothing short of outstanding.” “America does not have a human-rights problem.” (2) Minimization. Injuries were “of a minor nature.” “Police use force infrequently.” (3) Blame. “This guy isn’t Mr. Innocent Citizen, either. Not by a long shot.” “They died because they were criminals.” (4) Redefinition. It was “mutual combat.” “Resisting arrest.” “The use of force is necessary to protect yourself.” (5) Unintentionality. “[O]fficers have no choice but to use deadly force against an assailant who is deliberately trying to kill them.…” (6) It’s over now. “We’re making changes.” “We will change our training; we will do everything in our power to make sure it never happens again.” (7) It’s only a few men. “A small proportion of officers are disproportionately involved in use-of-force incidents.” “Even if we determine that the officers were out of line … it is an aberration.” (8) Counterattack. “The only thing they understand is physical force and pain.” “People make complaints to get out of trouble.” (9) Competing victimization. The police are “in constant danger.” “[L]iberals are prejudiced against police, much as many white police are biased against Negroes.” The police are “the most downtrodden, oppressed, dislocated minority in America.” Another commonly invoked rationale for justifying police violence is: (10) The Hero Defense. “These guys are heroes.” “The police routinely do what the rest of us don’t: They risk their lives to keep the peace. For that selfless bravery, they deserve glory, laud and honor.” “[W]ithout the police … anarchy would be rife in this country, and the civilization now existing on this hemisphere would perish.” “[T]hey alone stand guard at the upstairs door of Hell.

One of the privileges given to those who avoided dying young is the blessed right to grow old. The honor of physical decline is waiting. and you have to get used to that reality. Competing against time isn’t important. What’s going to be much more meaningful to me now is how much I can enjoy myself. Whether i can finish 26 miles with a feeling of contentment I’ll enjoy and value things that can’t be expressed in numbers and I’ll grope for a feeling of pride that comes from a slightly different place. I’m not a young person who’s focused totally on breaking records, nor an inorganic machine that goes through the motions. I’m nothing more or less than a mostly likely honest professional writer who knows his limits, who wants to hold on to his abilities and vitalities for as long as possible.

Finally, I think we believe that when we see an opportunity , we have the duty to work for the growth of that international community of knowledge and understanding with our colleagues in other lands , with our colleagues in competing, antagonistic, possibly hostile lands, with our colleagues and with others with whom we have any community f interest, any community of professional, of human, of political concern. [...] We think of this as our contribution to the making of a world which is varied and cherishes variety, which is free and cherishes freedom, and which is freely changing to adapt to the inevitable needs of change in the twentieth century and all centuries to come, but a world which, with all its variety, freedom, and change, is without nation states armed for war and above all, a world without war.

A wealth of research confirms the importance of face-to-face contact. One experiment performed by two researchers at the University of Michigan challenged groups of six students to play a game in which everyone could earn money by cooperating. One set of groups met for ten minutes face-to-face to discuss strategy before playing. Another set of groups had thirty minutes for electronic interaction. The groups that met in person cooperated well and earned more money. The groups that had only connected electronically fell apart, as members put their personal gains ahead of the group’s needs. This finding resonates well with many other experiments, which have shown that face-to-face contact leads to more trust, generosity, and cooperation than any other sort of interaction. The very first experiment in social psychology was conducted by a University of Indiana psychologist who was also an avid bicyclist. He noted that “racing men” believe that “the value of a pace,” or competitor, shaves twenty to thirty seconds off the time of a mile. To rigorously test the value of human proximity, he got forty children to compete at spinning fishing reels to pull a cable. In all cases, the kids were supposed to go as fast as they could, but most of them, especially the slower ones, were much quicker when they were paired with another child. Modern statistical evidence finds that young professionals today work longer hours if they live in a metropolitan area with plenty of competitors in their own occupational niche. Supermarket checkouts provide a particularly striking example of the power of proximity. As anyone who has been to a grocery store knows, checkout clerks differ wildly in their speed and competence. In one major chain, clerks with differing abilities are more or less randomly shuffled across shifts, which enabled two economists to look at the impact of productive peers. It turns out that the productivity of average clerks rises substantially when there is a star clerk working on their shift, and those same average clerks get worse when their shift is filled with below-average clerks. Statistical evidence also suggests that electronic interactions and face-to-face interactions support one another; in the language of economics, they’re complements rather than substitutes. Telephone calls are disproportionately made among people who are geographically close, presumably because face-to-face relationships increase the demand for talking over the phone. And when countries become more urban, they engage in more electronic communications.

If you want to be irresistible and have magical relationships, you’ve got to stop looking at men like they are a different species, out to do you wrong. This attitude is no different from racial or religious discrimination. Start looking at men and women as unique and individual people. Many women ask, “Where are all the real men?” or complain, “There just aren’t enough single men my age. They all want younger women.” Women who make remarks like these fail to see, unbeknownst to themselves, that they harbor a deep-seated contempt for men. They unconsciously look for ways to prove men do it wrong, think wrong, behave wrong, and are wrong. It’s impossible to attract a loving and satisfying relationship with a man, and have it last, if you are a secret or not-so-secret man hater. Here are some tendencies to watch out for: You compete with men professionally to prove women are better. You look for ways to prove women have it harder. You make or laugh at male-bashing jokes. You hold resentments, judgments, or complaints against your father. You spend more time complaining about men than actually dating them.

MASSOUD DISPATCHED his foreign policy adviser, Abdullah, to Washington in August. Their Northern Alliance lobbyist, Otilie English, scratched together a few appointments on Capitol Hill. It was difficult to get anyone’s attention. They had to compete with Pakistan’s well-heeled, high-paid professional lobbyists and advocates, such as the former congressman Charlie Wilson, who had raised so much money for Pakistan’s government in Congress during the anti-Soviet jihad. Abdullah and English tried to link their lobbying effort with Hamid Karzai and his brother, Qayum, to show that Massoud was fighting the Taliban with multiethnic allies. But the members they met with could barely manage politeness. Guns or financial aid were out of the question. Some barely knew who Osama bin Laden was. With the Democrats they tried to press the issue of women’s rights in Afghanistan, but even that seemed to be a dying cause now that the Clintons were gone. Both Massoud’s group and the Karzais were “so disappointed, so demoralized” after a week of meetings on the Hill and at the State Department, Karzai’s lobbyist recalled.37

...even though [my psychiatrist] understood mor than anyone how much I felt I was losing--in energy, vivacity, and originality--by taking medication, he never was seduced into losing sight of the overall perspective of how costly, damaging, and life threatening my illness was. He was at ease with ambiguity, had a comfort with complexity, and was able to be decisive in the midst of chaos and uncertainty. He treated me with respect, a decisive professionalism, wit, and an unshakable belief in my ability to get well, compete, and make a difference. Although I went to him to be treated for an illness, he taught me, by example, for my own patients, the total beholdenness of brain to mind and mind to brain. My temperament, moods, and illness clearly, and deeply, affected the relationships I had with others in the fabric of my work. But my moods were themselves powerfully shaped by the same relationships and work. The challenge was learning to understand the complexity of this mutual beholdenness and in learning to distinguish the roles of lithium, will, and insight in getting well and leading a meaningful life. It was the task and gift of psychotherapy.

I don’t care about the time I run. I can try all I want, but I doubt I’ll ever be able to run the way I used to. I’m ready to accept that. It’s not one of your happier realities, but that’s what happens when you get older. Just as I have my own role to play, so does time. And time does its job much more faithfully, much more accurately, than I ever do. Ever since time began (when was that, I wonder?), it’s been moving ever forward without a moment’s rest. And one of the privileges given to those who’ve avoided dying young is the blessed right to grow old. The honor of physical decline is waiting, and you have to get used to that reality. Competing against time isn’t important. What’s going to be much more meaningful to me now is how much I can enjoy myself, whether I can finish twenty-six miles with a feeling of contentment. I’ll enjoy and value things that can’t be expressed in numbers, and I’ll grope for a feeling of pride that comes from a slightly different place. I’m not a young person who’s focused totally on breaking records, nor an inorganic machine that goes through the motions. I’m nothing more or less than a (most likely honest) professional writer who knows his limits, who wants to hold on to his abilities and vitality for as long as possible.

But here we must be aware of the great temptation that faces Christian ministers. Everywhere Christian leaders, men and women alike, have become increasingly aware of the need for more specific training and formation. This need is realistic, and the desire for more professionalism in the ministry is understandable. But the danger is that instead of becoming free to let the spirit grow, ministers may entangle themselves in the complications of their own assumed competence and use their specialism as an excuse to avoid the much more difficult task of being compassionate. The task of Christian leaders is to bring out the best in everyone and to lead them forward to a more human community; the danger is that their skillful diagnostic eye will become more an eye for distant and detailed analysis than the eye of a compassionate partner. And if priests and ministers think that more skill training is the solution for the problem of Christian leadership, they may end up being more frustrated and disappointed than the leaders of the past. More training and structure are just as necessary as more bread for the hungry. But just as bread given without love can bring war instead of peace, professionalism without compassion will turn forgiveness into a gimmick, and the kingdom to come, into a blindfold.

Non-Tenure Writing Jobs The MLA session on the adjunct crisis indicates where higher education has come to in the Brave New World of the 21st century. Research by the MLA itself, by Gloria McMillan, by Eileen Schell and other colleagues, already confirm the deep replacement of tenure-track faculty with contingent adjuncts and others. This crisis is deepest in composition and in community colleges. Doug Hesse’s program at Denver Univ. is no solution; it will extend the subordination of composition through sub-faculty lines while rationalizing it as “good for students"(before research has even proved it so). But, sub-faculty writing lecturers will never be treated as “real” professors by their institutions and will never be accepted as colleagues by their tenure-track peers. Such sub-faculty plans will weaken the faculty as a whole in the academy by further dividing it into competing sub-groups. Neither will a sub-faculty plan benefit the 14 million undergraduates on campus, most who attend under-funded public colleges with no billion-dollar endowments or corporate angels to turn to. Community colleges, in particular, where about 6 million students are enrolled, can have up to 65% of classes taught by adjuncts. The sub-faculty plan is thus really a management tool available in the short-term to those colleges with deep pockets and deep readiness to entrench a lesser sub-faculty in their writing programs. Doug Hesse acknowledges such an outcome as a possibility. He is quoted in the IHE report saying he was disturbed by the degree of interest other WPAs took in DU’s new sub-faculty writing program, fearing that DU was installing a “Vichy"-type model(collaborating with the authorities desire to de-tenure faculty generally and to subordinate writing instructors particularly). But, Hesse is quoted as making peace with this because he feels that sub-faculty lines for writing teachers are at least good for writing students. Even if we knew for sure this was true, why must writing teachers be the only professionals in higher education called upon to make such sacrifices? A large private grant to finance Denver University’s program($10 million for Hesse’s project)is good fortune for one campus, but it offers no model for how we can solve the national disgrace of exploited adjuncts.

She found it difficult to discuss physics, much less debate it, with her predominantly male classmates. At first they paid a kind of selective inattention to her remarks. There would be a slight pause, and then they would go on as if she had not spoken. Occasionally they would acknowledge her remark, even praise it, and then again continue undeflected. She was reasonably sure her remarks were not entirely foolish, and did not wish to be ignored, much less ignored and patronized alternately. Part of it—but only a part—she knew was due to the softness of her voice. So she developed a physics voice, a professional voice: clear, competent, and many decibels above conversational. With such a voice it was important to be right. She had to pick her moments. It was hard to continue long in such a voice, because she was sometimes in danger of bursting out laughing. So she found herself leaning toward quick, sometimes cutting, interventions, usually enough to capture their attention; then she could go on for a while in a more usual tone of voice. Every time she found herself in a new group she would have to fight her way through again, just to dip her oar into the discussion. The boys were uniformly unaware even that there was a problem. Sometimes she would be engaged in a laboratory exercise or a seminar when the instructor would say, “Gentlemen, let’s proceed,” and sensing Ellie’s frown would add, “Sorry, Miss Arroway, but I think of you as one of the boys.” The highest compliment they were capable of paying was that in their minds she was not overtly female. She had to fight against developing too combative a personality or becoming altogether a misanthrope. She suddenly caught herself. “Misanthrope” is someone who dislikes everybody, not just men. And they certainly had a word for someone who hates women: “misogynist.” But the male lexicographers had somehow neglected to coin a word for the dislike of men. They were almost entirely men themselves, she thought, and had been unable to imagine a market for such a word. More than many others, she had been encumbered with parental proscriptions. Her newfound freedoms—intellectual, social, sexual—were exhilarating. At a time when many of her contemporaries were moving toward shapeless clothing that minimized the distinctions between the sexes, she aspired to an elegance and simplicity in dress and makeup that strained her limited budget. There were more effective ways to make political statements, she thought. She cultivated a few close friends and made a number of casual enemies, who disliked her for her dress, for her political and religious views, or for the vigor with which she defended her opinions. Her competence and delight in science were taken as rebukes by many otherwise capable young women. But a few looked on her as what mathematicians call an existence theorem—a demonstration that a woman could, sure enough, excel in science—or even as a role model.

Page 141: Group Polarization Patterns Political anger and demands for privileges are, of course, not limited to the less privileged. Indeed, even when demands are made in the name of less privileged racial or ethnic groups, often it is the more privileged members of such groups who make the demands and who benefit from policies designed to meet such demands. These demands may erupt suddenly in the wake of the creation (or sharp enlargement) of a newly educated class which sees its path to coveted middle-class professions blocked by competition of other groups--as in India, French Canada, or Lithuania, for example. * * * A rapid expansion of education is thus a factor in producing inter-group conflict, especially where the education is of a kind which produces diplomas rather than skills that have significant economic value in the marketplace. Education of a sort useful only for being a clerk, bureaucrat, school teacher--jobs whose numbers are relatively fixed in the short run and politically determined in the long run--tend to increase politicized inter-group strife. Yet newly emerging groups, whether in their own countries or abroad, tend to specialize precisely in such undemanding fields. Malay students, for example, have tended to specialize in Malay studies and Islamic studies, which provide them with no skills with which compete with the Chinese in the marketplace, either as businessmen, independent professionals, or technicians. Blacks and Hispanics in the United States follow a very similar pattern of specializing disproportionately in easier fields which offer less in the way of marketable skills. Such groups then have little choice but to turn to the government, not just for jobs but also for group preferences to be imposed in the market place, and for symbolic recognition in various forms. *** While economic interests are sometimes significant in explaining political decisions, they are by no means universally valid explanations. Educated elites from less advanced groups may have ample economic incentives to promote polarization and preferential treatment policies, but the real question is why the uneducated masses from such groups give them the political support without which they would be impotent. Indeed, it is often the less educated masses who unleash the mob violence from which their elite compatriots ultimately benefit--as in Malaysia, Sri Lanka, or parts of India, Africa, or the United States, where such violence has led to group preference policies in employment, educational institutions, and elsewhere. The common denominator in these highly disparate societies seems to be not only resentment of other groups' success but also fear of an inability to compete with them, combined with a painful embarrassment at being so visibly "under-represented"--or missing entirely—in prestigious occupations and institutions. To remedy this within apolitically relevant time horizon requires not simply increased opportunities but earmarked benefits directly given on a racial or ethnic basis.

In their eagerness to eliminate from history any reference to individuais and individual events, collectivist authors resorted to a chimerical construction, the group mind or social mind. At the end of the eighteenth and beginning of the nineteenth centuries German philologists began to study German medieval poetry, which had long since fallen into oblivion. Most of the epics they edited from old manuscripts were imitations of French works. The names of their authors—most of them knightly warriors in the service of dukes or counts—were known. These epics were not much to boast of. But there were two epics of a quite different character, genuinely original works of high literary value, far surpassing the conventional products of the courtiers: the Nibelungenlied and the Gudrun. The former is one of the great books of world literature and undoubtedly the outstanding poem Germany produced before the days of Goethe and Schiller. The names of the authors of these masterpieces were not handed down to posterity. Perhaps the poets belonged to the class of professional entertainers (Spielleute), who not only were snubbed by the nobility but had to endure mortifying legal disabilities. Perhaps they were heretical or Jewish, and the clergy was eager to make people forget them. At any rate the philologists called these two works "people's epics" (Volksepen). This term suggested to naive minds the idea that they were written not by individual authors but by the "people." The same mythical authorship was attributed to popular songs (Volkslieder) whose authors were unknown. Again in Germany, in the years following the Napoleonic wars, the problem of comprehensive legislative codification was brought up for discussion. In this controversy the historical school of jurisprudence, led by Savigny, denied the competence of any age and any persons to write legislation. Like the Volksepen and the Volkslieder, a nation s laws, they declared, are a spontaneous emanation of the Volksgeist, the nations spirit and peculiar character. Genuine laws are not arbitrarily written by legislators; they spring up and thrive organically from the Volksgeist. This Volksgeist doctrine was devised in Germany as a conscious reaction against the ideas of natural law and the "unGerman" spirit of the French Revolution. But it was further developed and elevated to the dignity of a comprehensive social doctrine by the French positivists, many of whom not only were committed to the principies of the most radical among the revolutionary leaders but aimed at completing the "unfinished revolution" by a violent overthrow of the capitalistic mode of production. Émile Durkheim and his school deal with the group mind as if it were a real phenomenon, a distinct agency, thinking and acting. As they see it, not individuais but the group is the subject of history. As a corrective of these fancies the truism must be stressed that only individuais think and act. In dealing with the thoughts and actions of individuais the historian establishes the fact that some individuais influence one another in their thinking and acting more strongly than they influence and are influenced by other individuais. He observes that cooperation and division of labor exist among some, while existing to a lesser extent or not at ali among others. He employs the term "group" to signify an aggregation of individuais who cooperate together more closely.

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

Simply stated, it is not enough to know “the Why” of your organization; you must know your people and realize that they are much more than an expendable resource. In short, professional competence is not enough to be a good leader; good leaders must truly care about those entrusted to their care.

She didn’t have the resources to compete with the kids who practiced for hours each day, the ones who’d been playing since they were five, with professional teachers, with parents to prod them and pay for their lessons.

Has the smoothness of the performance become more important to us than the fear of the Lord? Has polish, one of the modern equivalents of ancient rhetoric, displaced substance? Have professional competence and smooth showmanship become more valuable than sober reckoning over what it means to focus on Christ crucified?

The idea made me giggle, but I swallowed it as soon as a man walked through one of the doors at the back of the courtyard. His whole aura screamed danger. He was the same size as Lachlan, and both looked like they played some kind of professional sport for a living. But his eyes were as cold as a frost giant’s butt, and the aura of power that surrounded him competed with Lachlan’s. It wasn’t quite as strong, but it was enough to make my fingers itch to draw a weapon from the ether. This guy is on our side. He strode up to Lachlan, his arms outspread to hug him. Then punched him in the face. Or tried to. Lachlan dodged, avoiding the fist by inches. My heart leapt into my throat. Lachlan and the man laughed, great booming noises. Lilia looked at me. “They’re idiots.” Lachlan threw a punch this time. The man darted his head away, but Lachlan’s knuckles brushed his cheek. The blow left no mark—the man had been fast enough to avoid a real hit—but Lachlan grinned widely. “I win this round.” “Why the hell do you do that?” Annoyance streaked through me. With my job, I pretty much ate violence for breakfast. And I didn’t mind it so much. But amongst friends? I wasn’t a fan. “We met while fighting in the Coliseum,” Lachlan said. “It became habit.” “Wait—what? How the heck did you fight there?

Social power for women is therefore intrinsically incompatible with professional power: if a woman wants to be seen as competent she has to give up being seen as warm.

But what about the more emotional side of empathy? Here it’s more complicated. He seemed to get the most from doctors who didn’t feel as he did, who were calm when he was anxious, confident when he was uncertain. And he was particularly appreciative of certain virtues that have little directly to do with empathy, such as competence, honesty, professionalism, and certainly respect.

I quit and joined him and went on strike,” said Hugh Akston, “because I could not share my profession with men who claim that the qualification of an intellectual consists of denying the existence of the intellect. People would not employ a plumber who’d attempt to prove his professional excellence by asserting that there’s no such thing as plumbing—but, apparently, the same standards of caution are not considered necessary in regard to philosophers. I learned from my own pupil, however, that it was I who made this possible. When thinkers accept those who deny the existence of thinking, as fellow thinkers of a different school of thought—it is they who achieve the destruction of the mind. They grant the enemy’s basic premise, thus granting the sanction of reason to formal dementia. A basic premise is an absolute that permits no co-operation with its antithesis and tolerates no tolerance. In the same manner and for the same reason as a banker may not accept and pass counterfeit money, granting it the sanction, honor and prestige of his bank, just as he may not grant the counterfeiter’s demand for tolerance of a mere difference of opinion—so I may not grant the title of philosopher to Dr. Simon Pritchett or compete with him for the minds of men. Dr. Pritchett has nothing to deposit to the account of philosophy, except his declared intention to destroy it. He seeks to cash in—by means of denying it—on the power of reason among men. He seeks to stamp the mint-mark of reason upon the plans of his looting masters. He seeks to use the prestige of philosophy to purchase the enslavement of thought. But that prestige is an account which can exist only so long as I am there to sign the checks. Let him do it without me. Let him—and those who entrust to him their children’s minds—have exactly that which they demand: a world of intellectuals without intellect and of thinkers who proclaim that they cannot think. I am conceding it. I am complying. And when they see the absolute reality of their non-absolute world, I will not be there and it will not be I who will pay the price of their contradictions.

The professional expertise and training of a force, as well as the importance of a professional non-commissioned officer corps, must also be highlighted, as it is non-commissioned officers who are the standard bearers, standard enforcers and trainers at the critical small-unit level. Rigorous and demanding training will always be a vital component of combat readiness. So should be the intangible but critical element of initiative, especially of competent junior leaders empowered and encouraged to exercise initiative and acting in accordance with one of the admonitions in the counter-insurgency guidance issued during the Surge in Iraq: “In the absence of orders, figure out what they should have been and execute aggressively.

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1. I feel my competence declining 2. Those close to me begin to notice that I am not as sharp as I used to be 3. Other people receive the social and professional attention I used to receive 4. I have to decrease my workload and step back from daily activities I once completed with ease 5. I am no longer able to work 6. Many people I meet do not recognize me or know me for my previous work

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She’d also interacted enough with the police in her professional life to know that while most were dedicated and competent, some were not.

I was doing this thing I sometimes do of pretending I'm Treena. She is one of those people who are completely calm and competent, and as a result no one ever messes with her. I sounded, to my own ears, professional and upbeat.

Consider the sun above you, centered in the middle of the sky, radiating upon you. That ray is your source of power, a place to grow and become. Receive those rays: let them flow from above over you, over your head, over your shoulders, over your arms and over your hands. Close your eyes, and be nourished by the sun's connection. In this moment all the powers of light are with you. They're here to reinforce you and remind you of your own competence and power. You have the knowledge and experience in your life that you need to step on confidently, make good choices and choices, and manifest what you are doing. •       By actively binding the Solar Plexus Chakra to your own personal power, you are also inspiring those around you to fulfill their potential. As each person finds his or her strength in this existence, the entire collective is motivated to grow in this way. Feel how your own inner sense of monarchy, your own inner sense of supremacy, is now becoming involved. You are so ready to unfold in the next chapter of your life. Feel that excitement before you, and step boldly through the door. It's your turn. Everything was giving you help here. •       Invite any elders or spirit guides who want to accompany you until you feel fully prepared to walk through this door of possibility. Feel their energy as they surround you, and believe they will give whatever advice you need to comfortably proceed to the next stage of your evolution. With universal blessing close your induction: Amen. SUMMARY • Where is it: Manipura chakra is found in the spine behind the navel. •       What is it: It's the seat of power and confidence. It's what pushes you through your life and is responsible for your personal and professional growth. The solar plexus in the physical body is the core which regulates digestion and the metabolism of food. •       When it’s blocked: A blockage in this chakra could make you feel anxious and insecure. Digestive problems can also be symptoms of an unbalanced chakra in the solar plexus. •       How to balance this chakra: If you want to combine this chakra with yoga, select asanas that reflect on the core strength. Warrior pose is the easiest asana to get this chakra open. Every morning, you can just hold it for a few minutes and your chakra will balance out. Since the chakra of the solar plexus is linked to the sun and flames, simply going outside can help. The therapeutic effects of your exercise can be maximized by meditating or doing yoga outdoors. Even going for a walk in the sunshine will still do the trick, though.

With a quiet post-Olympics year ahead, U.S. Soccer secretary general Dan Flynn informed the players that the national team would “go dark” for 2005 and play between four and six games total that year. Rather than schedule the usual slate of games, the federation would instead focus on scouting new players. “If there are no games, where will the women play?” Langel asked. “The W-League,” replied Flynn. “Are you kidding me?” Langel said. The W-League wasn’t a professional league. It was a development league that included amateur, unpaid players. There was no comparison between playing international opponents with the national team and competing in the W-League. “We told them we don’t necessarily need a residency camp, but we don’t have anywhere to play at all,” says Cat Whitehill, who graduated from the University of North Carolina with a degree in communications. “They wanted nothing to do with us.” U.S. Soccer argued the next World Cup wasn’t for another three years and there were no major events the team needed to prepare for. It would be similar to the team’s schedule in 2001, when U.S. Soccer hosted just two home games for the national team. But for the players who had now made soccer their living and didn’t have the WUSA anymore, that was unacceptable. It’s not as if U.S. Soccer was simply scaling back friendlies. The federation said it had no plans to send the team to the annual Algarve Cup in Portugal, which the team always competed in. A team wouldn’t be sent to the Four Nations Tournament in China either, despite the competition being a usual fixture on the team’s calendar.

With a quiet post-Olympics year ahead, U.S. Soccer secretary general Dan Flynn informed the players that the national team would “go dark” for 2005 and play between four and six games total that year. Rather than schedule the usual slate of games, the federation would instead focus on scouting new players. “If there are no games, where will the women play?” Langel asked. “The W-League,” replied Flynn. “Are you kidding me?” Langel said. The W-League wasn’t a professional league. It was a development league that included amateur, unpaid players. There was no comparison between playing international opponents with the national team and competing in the W-League. “We told them we don’t necessarily need a residency camp, but we don’t have anywhere to play at all,” says Cat Whitehill, who graduated from the University of North Carolina with a degree in communications. “They wanted nothing to do with us.” U.S. Soccer argued the next World Cup wasn’t for another three years and there were no major events the team needed to prepare for. It would be similar to the team’s schedule in 2001, when U.S. Soccer hosted just two home games for the national team. But for the players who had now made soccer their living and didn’t have the WUSA anymore, that was unacceptable. It’s not as if U.S. Soccer was simply scaling back friendlies. The federation said it had no plans to send the team to the annual Algarve Cup in Portugal, which the team always competed in. A team wouldn’t be sent to the Four Nations Tournament in China either, despite the competition being a usual fixture on the team’s calendar. The players demanded to know how U.S. Soccer could justify skipping the tournaments. Flynn replied that it was “the technical director’s recommendation” to play a lighter schedule. The technical director? April Heinrichs. The players wanted to figure out if Heinrichs really believed the team should play so few games in 2005, so Julie Foudy reached out to her. “Is that true? Did you tell U.S. Soccer we should only play five games?” Foudy asked. “I never said anything like that,” Heinrichs told her. “I told them you should play 20 games.” If Heinrichs hadn’t recommended such a sparse schedule and, in fact, recommended around 20 games, it seemed that U.S. Soccer was making a decision that went against what was best for the players. The players saw a clear double standard—the men’s team hadn’t played so few games since 1987, almost two decades earlier. They concluded U.S. Soccer’s real reason was the same one behind most disputes between the players and the federation: money. The federation, it appeared, did not want to spend the money for training camps, player stipends, and travel for overseas competitions, even as it was sitting on a $30 million surplus at the time. “In 2005, they had no plans for us and wanted us to go quiet so they didn’t have to pay us the entire year,” says defender Kate Markgraf.

In his book The Speed of Trust, Stephen Covey says there are two components to trust: character and competence. You may initially trust someone if you know them to be a man or woman of sound character. But if that person fails to deliver on their promises, if they are shown to be incompetent in handling the affairs of the business, then after a while you lose trust in them. As a leader your competence can and will be measured in your personal behavior, your professional demeanor, your effectiveness in handling problems, and your consistency. To be a great leader you must be trusted by your employees. If they do not trust you, they will not follow you. It takes time to build trust, but it is time well spent if you intend to lead effectively.

The psychologist meets the defendant face-to-face and uses his training to nail down the right diagnosis and to comment on competency or insanity, whichever the case may be. Of course, sometimes the right diagnosis is malingering, that is, the defendant is trying to act crazy when he isn’t. Alternatively—and perhaps even more challenging and interesting—the defendant may be dissimulating, that is, trying to act well when he’s actually mentally ill. This is a lot more common than you might suspect! People with psychosis typically don’t want others to know about it. When someone starts spouting off all about their hallucinations and paranoia in the first few minutes of a meeting, I’m naturally suspicious