Professional Organizer Quotes

I wrote a book. It sucked. I wrote nine more books. They sucked, too. Meanwhile, I read every single thing I could find on publishing and writing, went to conferences, joined professional organizations, hooked up with fellow writers in critique groups, and didn’t give up. Then I wrote one more book.

Women: I liked the colors of their clothing; the way they walked; the cruelty in some faces; now and then the almost pure beauty in another face, totally and enchantingly female. They had it over us: they planned much better and were better organized. While men were watching professional football or drinking beer or bowling, they, the women, were thinking about us, concentrating, studying, deciding - whether to accept us, discard us, exchange us, kill us or whether simply to leave us. In the end it hardly mattered; no matter what they did, we ended up lonely and insane.

There's an old, frequently-used definition of insanity, which is "performing the same action over and over, expecting different results."... Now, I'm no doctor, but I am on TV. And in my professional opinion, George Bush is a paranoid schizophrenic. ... ...Other symptoms of paranoid schizophrenia are: Do you see things that aren't there? Such as a link between 9/11 and Iraq? Do you - do you feel things that you shouldn't be feeling, like a sense of accomplishment? Do you have trouble organizing words into a coherent sentence? Do you hear voices that aren't really there? Like, oh, I don't know, your imaginary friend, Jesus? Telling you to start a war in the Middle East. Well, guess what? There are a large number of people out there also suffering from the same delusions, because there are Republicans, there are conservatives, and then there are the Bushies. This is the 29 percent of Americans who still think he's doing "a heck of a job, Whitey." And I don't believe that it's coincidence that almost the same number of Americans - 25 percent - told a recent pollster that they believe that this year - this year, 2007 - would bring the Second Coming of Christ! I have a hunch these are the same people. Because, if you think that you're going to meet Jesus before they cancel "Ugly Betty," then you're used to doing things by faith. And if you have so much blind faith that you think this war is winnable, you're nuts and you shouldn't be allowed near a voting booth.

I was under the librarians' protection. Civil servants and servants of civility, they had my back. They would be whatever they needed to be that day: information professionals, teachers, police, community organizers, computer technicians, historians, confidantes, clerks, social workers, storytellers, or, in this case, guardians of my peace.

Jesus gave us a model for the work of the church at the Last Supper. While his disciples kept proposing more organization ─ Hey, let's elect officers, establish hierarchy, set standards of professionalism ─ Jesus quietly picked up a towel and basin of water and began to wash their feet.

Be creative while inventing ideas, but be disciplined while implementing them.

The best way to drive performance in an organization is to create an environment in which information can flow freely, mistakes can be highlighted and help can be offered and received.

Just like us, books have a peak period in their lives. That’s when they should be read, but it’s quite common for people to miss that timing.

Several medical professional organizations acknowledge the utility of opioid therapy and many case series and large surveys report satisfactory reductions in pain, improvement in function and minimal risk of addiction.

The resume focuses on you and the past. The cover letter focuses on the employer and the future. Tell the hiring professional what you can do to benefit the organization in the future. (12)

The World Bank has not invariably been my favorite organization. The power to do good goes almost always with the possibility to do the opposite, and as a professional economist, I have had occasions in the past to wonder whther the Bank could not have done very much better.

Organization is a priority for me because it blesses my children. Even without considering the benefits of productivity or efficiency, the stability of my children depends on my organization.

What more do they want? She asks this seriously, as if there's a real conversion factor between information and lives. Well, strange to say, there is. Written down in the Manual, on file at the War Department. Don't forget the real business of the War is buying and selling. The murdering and violence are self-policing, and can be entrusted to non-professionals. The mass nature of wartime death is useful in many ways. It serves as a spectacle, as a diversion from the real movements of the War. It provides raw material to be recorded into History, so that children may be taught History as sequences of violence, battle after battle, and be more prepared for the adult world. Best of all, mass death's a stimulus to just ordinary folks, little fellows, to try 'n' grab a piece of that Pie while they're still here to gobble it up. The true war is a celebration of markets. Organic markets, carefully styled "black" by the professionals, spring up everywhere. Scrip, Sterling, Reichsmarks, continue to move, severe as classical ballet, inside their antiseptic marble chambers. But out here, down here among the people, the truer currencies come into being. So, Jews are negotiable. Every bit as negotiable as cigarettes, cunt, or Hersey bars.

Race scholars use the term white supremacy to describe a sociopolitical economic system of domination based on racial categories that benefits those defined and perceived as white. This system of structural power privileges, centralizes, and elevates white people as a group. If, for example, we look at the racial breakdown of the people who control our institutions, we see telling numbers in 2016–2017: - Ten richest Americans: 100 percent white (seven of whom are among the ten richest in the world) - US Congress: 90 percent white - US governors: 96 percent white - Top military advisers: 100 percent white - President and vice president: 100 percent white - US House Freedom Caucus: 99 percent white - Current US presidential cabinet: 91 percent white - People who decide which TV shows we see: 93 percent white - People who decide which books we read: 90 percent white - People who decide which news is covered: 85 percent white - People who decide which music is produced: 95 percent white - People who directed the one hundred top-grossing films of all time, worldwide: 95 percent white - Teachers: 82 percent white - Full-time college professors: 84 percent white - Owners of men’s professional football teams: 97 percent white These numbers are not describing minor organizations. Nor are these institutions special-interest groups. The groups listed above are the most powerful in the country. These numbers are not a matter of “good people” versus “bad people.” They represent power and control by a racial group that is in the position to disseminate and protect its own self-image, worldview, and interests across the entire society.

Women: i liked the color of their clothing; the ay they alked; the cruelty in some faces; now and then the almost pure beauty in another face, totally and enchantingly female. The had it over us: they planned much better and ere better organized. While men were watching professional football or drinking beer or bowling, they, the women, were thinking about us, concentrating, studying, deciding whether to accepts us, discard us, exhancge us, kill us or wheter simply to leave us. In the end it hardy mattered; no matter what they did, we ended up lonely and insane.

Movements for animal rights are not irrational denials of human uniqueness; they are a clear-sighted recognition of connection across the discredited breach of nature and culture. Biology and evolutionary theory over the last two centuries have simultaneously produced modern organisms as objects of knowledge and reduced the line between humans and animals to a faint trace re-etched in ideological struggle or professional disputes between life and social science. Within this framework, teaching modern Christian creationism should be fought as a form of child abuse.

Clutter also adversely affects health. According to a study by scientists at UCLA, being surrounded by too many things increases cortisol levels, a primary stress hormone

If your organization is not formally committed to a policy of nondiscrimination based on sexual orientation, gender identity, and gender expression or gender presentation in its employment practices, you should not expect lesbian, gay, bisexual, transgender, gender-nonconforming, queer, and/or questioning patients and families to feel safe seeking out your services.

Accepting employment in any organization requires the new employee to adjust their personality in order to meld in with the operable business environment and applicable social climate. An employee whom cannot parrot the ideas, standards, mores, and ethical mandates of their professional organization might endure a turbulently relationship that will expose their core ideology.

Life is like the big wheel at Luna Park. You pay five francs and go into a room with tiers of seats all around, and in the centre the floor is made of a great disc of polished wood that revolves quickly. At first you sit down and watch the others. They are all trying to sit in the wheel, and they keep getting flung off, and that makes them laugh too. It's great fun. You see, the nearer you can get to the hub of the wheel the slower it is moving and the easier it is to stay on. There's generally someone in the centre who stands up and sometimes does a sort of dance. Often he's paid by the management, though, or, at any rate, he's allowed in free. Of course at the very centre there's a point completely at rest, if one could only find it; I'm not very near that point myself. Of course the professional men get in the way. Lots of people just enjoy scrambling on and being whisked off and scrambling on again. How they all shriek and giggle! Then there are others, like Margot, who sit as far out as they can and hold on for dear life and enjoy that. But the whole point about the wheel is that you needn't get on it at all, if you don't want to. People get hold of ideas about life, and that makes them think they've got to join in the game, even if they don't enjoy it. It doesn't suit everyone. People don't see that when they say "life" they mean two different things. They can mean simply existence, with its physiological implications of growth and organic change. They can't escape that - even by death, but because that's inevitable they think the other idea of life is too - the scrambling and excitement and bumps and the effort to get to the middle, and when we do get to the middle, it's just as if we never started. It's so odd. Now you're a person who was clearly meant to stay in the seats and sit still and if you get bored watch the others. Somehow you got on to the wheel, and you got thrown off again at once with a hard bump. It's all right for Margot, who can cling on, and for me, at the centre, but you're static. Instead of this absurd division into sexes they ought to class people as static and dynamic. There's a real distinction there, though I can't tell you how it comes. I think we're probably two quite different species spiritually.

The things most people need to learn in therapy are related to attachment, abandonment, love, and fear. We are trying to access basic emotional processes that are organized in primitive and early-developing parts of the brain. The language of these emotions is also very basic; it is the language of childhood. The more complex the language and ideas you bring into therapy, the more likely you are to stimulate your clients’ intellectualizing defenses.

Women: I liked the colors of their clothing; the way they walked; the cruelty in some faces; now and then the almost pure beauty in another face, totally and enchantingly female. They had it over us: they planned much better and were better organized. While men were watching professional football or drinking beer or bowling, they, the women, were thinking about us, concentrating, studying, deciding—whether to accept us, discard us, exchange us, kill us or whether simply to leave us. In the end it hardly mattered; no matter what they did, we ended up lonely and insane.

In short, apostolic movement involves a radical community of disciples, centered on the lordship of Jesus, empowered by the Spirit, built squarely on a fivefold ministry, organized around mission where everyone (not just professionals) is considered an empowered agent, and tends to be decentralized in organizational structure.

Anything you might want to accomplish—executing a project at work, getting a new job, learning a new skill, starting a business—requires finding and putting to use the right information. Your professional success and quality of life depend directly on your ability to manage information effectively. According to the New York Times, the average person’s daily consumption of information now adds up to a remarkable 34 gigabytes.1 A separate study cited by the Times estimates that we consume the equivalent of 174 full newspapers’ worth of content each and every day, five times higher than in 1986.2 Instead of empowering us, this deluge of information often overwhelms us. Information Overload has become Information Exhaustion, taxing our mental resources and leaving us constantly anxious that we’re forgetting something.

The accessible physical space of the library is not the only factor that makes it work well as social infrastructure. The institution's extensive programming, organized by a professional staff that upholds a principled commitment to openness and inclusivity, fosters social cohesion among clients who might otherwise keep to themselves.

a messy environment taxes the brain. When surrounded by clutter, our brains are so busy registering all the things around us that we can’t focus on what we should be doing in the moment, such as tackling the work on our desk or communicating with others. We feel distracted, stressed, and anxious, and our decision-making ability is impaired.

Organization implies a tendency to oligarchy. In every organization, whether it be a political party, a professional union, or any other association of any kind, the aristocratic tendency manifests itself very clearly. As a result of organization, every party or professional union becomes divided into a minority of directors and a majority of directed.

For individuals and organizations alike, a reputation is far easier to destroy than it is to build.

The transfer of [...] capabilities from various professional classes to the general public is epochal.

Another way of building trust is to authentically delegate. Don't assign someone work and then constantly monitor their progress and ignore their ideas.

Totalitarian movements are possible wherever there are masses who for one reason or another have acquired the appetite for political organization. Masses are not held together by a consciousness of common interest and they lack that specific class articulateness which is expressed in determined, limited, and obtainable goals. The term masses applies only where we deal with people who either because of sheer numbers, or indifference, or a combination of both, cannot be integrated into any organization based on common interest, into political parties or municipal governments or professional organizations or trade unions. Potentially, they exist in every country and form the majority of those large numbers of neutral, politically indifferent people who never join a party and hardly ever go to the polls.

Encourage creative disruption: Random hostilities are not what the organization needs, but if nobody’s pissed off, maybe you’re not pushing hard enough. “Being responsible sometimes means pissing people off.

Upper-class parents enable their kids to form weak ties by exposing them more often to organized activities, professionals, and other adults. Working-class children, on the other hand, are more likely to interact regularly only with kin and neighborhood children, which limits their formation of valuable weak ties.

Opening Yulia Koroleva's uterus was the most heartbreaking thing I'd ever done. When I saw that perfect fetus, when I took it in my hands, my vision clouded over with tears and my professional reserve fell away...[he] had fully formed organs each in its correct location, without any abnormalities. The foot length told me he had been nineteen weeks old, exactly halfway through gestation. I returned him to his mother's body, to be buried with her.

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.

Lies that cause survivors to deny or recent abuse memories and experiences ⸱ The alters who are designated to live in the "real world,” going to school or college and holding jobs while interacting with others in adulthood, are trained, usually at home by parents, to disbelieve any memories that might come up. ⸱͏ Children are taught to believe that they got the idea that they were abused from something they read or saw on television or from someone else’s experience or from a therapist. (This is a basic argument of those who attempt to discredit these experiences in the public eye and among professionals.) ⸱ Children are also taught that if they experience flashbacks of awful abuses, those must be dreams or imagination or signs that they are crazy. Nothing bad really happened to them

The approach this nation has taken to waging war since Vietnam (absolving the people from meaningful involvement), along with the way it organizes its army (relying on professionals), has altered the relationship between the military and society in ways that too few Americans seem willing to acknowledge. Since 9/11, the relationship has been heavy on symbolism and light on substance, with assurances of admiration for soldiers displacing serious consideration of what they are sent to do or what consequences ensue. In all the ways that actually matter, that relationship has almost ceased to exist.

When we depend upon organizations, we get what organizations can do; when we depend upon education, we get what education can do; when we depend upon man, we get what man can do; but when we depend upon prayer, we get what God can do. A. C. Dixon

When the school is organized to focus on a small number of shared goals, and when professional learning is targeted to those goals and is a collective enterprise, the evidence is overwhelming that teachers can do dramatically better by way of student achievement.

When you enter the professional world, the demands on your notetaking change completely. The entire approach to notetaking you learned in school is not only obsolete, it’s the exact opposite of what you need. In the professional world: It’s not at all clear what you should be taking notes on. No one tells you when or how your notes will be used. The “test” can come at any time and in any form. You’re allowed to reference your notes at any time, provided you took them in the first place. You are expected to take action on your notes, not just regurgitate them.

Every day, librarians enforce copyright policies that we may disagree with and that, in some ways, run contrary to the values of our profession. Every day, librarians must decide between a desire to preserve the privacy of our community members and offering services our communities demand. Every day, librarians must make a choice between doing what’s easy, doing what’s right, and determining what’s right in the first place. No textbook or mission statement or policy document can relieve us of the necessity to make those decisions, nor remove the complexity of those decisions. That’s why we are librarians and why librarians are professionals, not clerks. That’s why we are stewards within the communities we serve, not servants to them. That’s why we must shape the missions and the work of our organizations and communities, and not simply accept them.

As digital professionals we need to instigate a concerted campaign of education within our organizations.

When we tell ourselves that we have to do something, it feels like a chore. But when we see tidying as a creative endeavor that will spark joy in our workspace, we're happy to do it.

The new aristocracy was made up for the most part of bureaucrats, scientists, technicians, trade-union organizers, publicity experts, sociologists, teachers, journalists, and professional politicians.

We use the terms “demonstration” and “protest” interchangeably, at our own peril, like we interchangeably use the terms “mobilizing” and “organizing.” A protest is organizing people for a prolonged campaign that forces racist power to change a policy. A demonstration is mobilizing people momentarily to publicize a problem. Speakers and placards and posts at marches, rallies, petitions, and viral hashtags demonstrate the problem. Demonstrations are, not surprisingly, a favorite of suasionists. Demonstrations annoy power in the way children crying about something they will never get annoy parents. Unless power cannot economically or politically or professionally afford bad press—as power could not during the Cold War, as power cannot during election season, as power cannot close to bankruptcy—power typically ignores demonstrations.

The digital age is Heraclitus on steroids: change is a daily constant. In almost every professional environment, we are expected to use and master tools that did not exist a decade ago, or even last year. For better or worse (and frankly, it is often for worse), organizations have access, essentially, to infinite amounts of data, and what might as well be an infinite variety of ways to sort through and act on that data. At the same time, ideas can be turned into reality at unprecedented speed. The thing Amazon, Facebook, and no less hot firms, including Zara, have in common is they are agile (the new-economy term for fast).

Transforming your customer service from mediocre to great won't happen overnight, though. It requires a serious commitment to meaningful change, a team of rockstar support professionals, and work across the entire organization.

...having an arrest record was an inescapable censure that permanently destabilized the lives of working-class people. Arrested for being poor, the criminal legal system did its best to ensure they stayed poor forever. Regardless of whether they were convicted, for the rest of their lives they would face questions about their arrests in job interviews, on applications for government assistance, and while trying to get career licenses or join professional organizations.

December 31 YOUR DEDICATION The way of Love, upon which you may step at any moment—at this moment if you like—requires no formal permit, has no entrance fee, and no conditions whatever. You need no expensive laboratory in which to train, because your own daily life, and your ordinary daily surroundings, are your laboratory. You need no reference library, no professional training; no external acts of any kind. All you need is to begin steadfastly to reject from your mentality everything that is contrary to the law of love. You must build up by faithful daily exercise the true Love Consciousness. Love will heal you. Love will comfort you. Love will guide you. Love will illumine you. Love will redeem you from sin, sickness, and death, and lead you into your promised land. Say to yourself: “My mind is made up; I have counted the cost; and I am resolved to attain the Goal by the path of Love. Others may pursue knowledge, or organize great enterprises for the benefit of humanity, or scale the austere heights of asceticism; but I have chosen the path of Love. My own heart is to be my workshop, my laboratory, my great enterprise, and love is to be my contribution to humanity.

THE ROOT OF RELIGION The idea of literal truth crept into religion relatively late: it is the invention of lawyers, priests and cheese-mongers. The idea of mystery long preceded it, and at the heart of that idea of mystery was an idea of beauty—that is, an idea that this or that view of the celestial and infernal process presented a satisfying picture of form, rhythm and organization. Once this view was adopted as satisfying, its professional interpreters and their dupes sought to reinforce it by declaring it true. The same flow of reasoning is familiar on lower planes. The average man does not get pleasure out of an idea because he thinks it is true; he thinks it is true because he gets pleasure out of it.

When immigrants arrive in another country, we experience a lot of stress. We learn a new language, go to school, and work in a new environment, which is most likely some survival or transitional job initially. We probably lose social and professional status, and the overall experience is unpleasant and stressful. It sucks. I’ve been there myself. We also have less time compared with locals. For example, we have to spend time learning English - they don’t. Most likely, they can get a job with a higher pay. In our case, we most likely get a minimum-paying job first, which means we have to work more and longer hours. This means that if we want to progress in private and business life at the same rate as locals, we need to be better organized, more efficient, and more disciplined and use more effective and innovative tools and approaches. There is no other way around it. Therefore, I wanted to emphasize that we immigrants need our unique approach to dating.

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

Though he could not remember how he had been injured or how long he had been unconcious, his first thought was to call the office and find someone to cover his shifts. He had a busy week of beating people to a bloody pulp, and his victims weren't going to punch themselves in the face. He couldn't leave his bosses in the lurch. He was evil, but he was professional. Perhaps it was his dedication to his work that had built him such an impressive resume: fifteen broken jaws, fifty-seven legs, a hundred arms, and more noses than he could count. He had knocked out thousands of teeth, pushed a few people off bridges, and once buried a guy in concrete up to his neck. He had been nominated for the Goon of the Year nine times by OUCH (Organization of United Criminals and Henchman), and had won its highest honor, the Brass Knuckle, seven times. At the office, he showed up early and left late. He ate his lunch on the job, frequently beating people as he ate his peanut-butter-and-jelly sandwiches. You didn't get on the FBI's Ten Most Wanted list by taking a sick day!

It is when you begin expressing your ideas and turning your knowledge into action that life really begins to change. You’ll read differently, becoming more focused on the parts most relevant to the argument you’re building. You’ll ask sharper questions, no longer satisfied with vague explanations or leaps in logic. You’ll naturally seek venues to show your work, since the feedback you receive will propel your thinking forward like nothing else. You’ll begin to act more deliberately in your career or business, thinking several steps beyond what you’re consuming to consider its ultimate potential. It’s not necessarily about becoming a professional artist, online influencer, or business mogul: it’s about taking ownership of your work, your ideas, and your potential to contribute in whatever arena you find yourself in. It doesn’t matter how impressive or grand your output is, or how many people see it. It could be just between your family or friends, among your colleagues and team, with your neighbors or schoolmates—what matters is that you are finding your voice and insisting that what you have to say matters. You have to value your ideas enough to share them. You have to believe that the smallest idea has the potential to change people’s lives. If you don’t believe that now, start with the smallest project you can think of to begin to prove to yourself that your ideas can make a difference.

All of these arenas of American life are facets of the same widely discussed phenomenon: the decline of what is termed “social capital.” As defined by political scientist Robert Putnam in his book Bowling Alone, “… social capital refers to connections among individuals—social networks and the norms of reciprocity and trustworthiness that arise from them. In that sense social capital is closely related to what some have called ‘civic virtue.’” It’s the trust, friendships, group affiliations, helping, and expectation of being helped built up by actively participating in and being a member of all sorts of groups, ranging from book clubs, bowling clubs, bridge clubs, church groups, community organizations, and parent-teacher associations to political organizations, professional societies, rotary clubs, town meetings, unions, veterans associations, and others.

While delivering consistently good customer service requires work and alignment across your entire organization, a good place to start is your support team. It's important to hire people who genuinely want to help your customers succeed — and to pay rates that are attractive to skilled professionals.

•I lost money in every way possible: I misplaced checks and sometimes found them when they were too old to take to the bank. If I did find them in time, I missed out on the interest they could’ve made in my savings account. I paid late fees on bills, even though I had money in the bank — I’d just forgotten to pay them or lost the bill in my piles. I bought new items because they were on sale with a rebate, but forgot to mail the rebate form. •I dealt with chronic health worries because I never scheduled doctor’s appointments. •I lived in constant fear of being “found out” by people who held me in high regard. I always felt others’ trust in me was misplaced. •I suffered from nonstop anxiety, waiting for the other shoe to drop. •I struggled to create a social life in our new home. I either felt I didn’t have time because I needed to catch up and calm some of the chaos, or I wasn’t organized enough to make plans in the first place. •I felt insecure in all my relationships, both personal and professional. •I had nowhere to retreat. My life was such a mess, I had no space to gather my thoughts or be by myself. Chaos lurked everywhere. •I rarely communicated with long-distance friends or family. •I wanted to write a book and publish articles in magazines, yet dedicated almost no time to my creative pursuits.

Remember Martin L. King’s organization, the Southern Christian Leadership Conference? When it staged marches in Alabama, that state’s governor, George Wallace, called the organization’s members “professional agitators with pro-Communist affiliations.” Sound familiar? How close to “outside agitators”! The phrase begs the question: outside of what? The state? America? This country is called the United States of America, founded upon a national Constitution. Do all citizens have the right to protest, or just some? Is what happened to Mike Brown a local matter, or is his unjustifiable killing actually a national issue? It’s not the job of media to police protests—deciding who are “good” demonstrators, who are “bad” ones. Their job is to report what is happening, period. Were it not for these protests, let us be frank, the mass media would’ve ignored the crimes police committed against Michael Brown, against his family, against his community, and against his fellow citizens—us. If media were doing their job, reporting on the vicious violence launched against young Blacks the nation over, perhaps Michael Brown would be alive today. Let us look at the cops, almost 98 percent of whom are outsiders to Ferguson. They work there, they kill there, but they don’t live there. They dwell in neighboring, whiter counties and towns. Who are the real outside agitators?

Professionalism is the grease that lubricates an organization’s functional gears. Of course, professionalism alone is inadequate to ensure business success. It must be accompanied by the leadership’s compelling vision for the business and the execution of a well thought-out strategic plan. Assuming these exist, the organization’s people will make the difference in the end.

As spontaneous organizations of the distressed emerge, professional politicians and political parties attempt to capture their energy toward their own electoral gain. Franklin Roosevelt, as we have seen, was not averse to using antimarket rhetoric to appeal to the distressed. And once the politicians capture power and there is a drive to legislate, incumbents are not far behind in directing legislations toward their needs. Thus, much as a riot can be exploited by a few to achieve goals that are not the intent of the mob—it is interesting how often riots that are ostensibly labeled “communal” in India turn into a targeted destruction of especially irksome rival businesses owned by the minority community—the political organizations of the distressed can be used by those who have a broader agenda.

Thirty years ago, travel agents made our airline and rail reservations, salesclerks helped us find what we were looking for in stores, and professional typists or secretaries helped busy people with their correspondence. Now we do most of those things ourselves. The information age has off-loaded a great deal of the work previously done by people we could call information specialists onto all of the rest of us. We are doing the jobs of ten different people while still trying to keep up with our lives, our children and parents, our friends, our careers, our hobbies, and our favorite TV shows. It’s no wonder that sometimes one memory gets confounded with another, leading us to show up in the right place but on the wrong day, or to forget something as simple as where we last put our glasses or the remote.

If, as is the tendency today, the governing class defines job-creation as its main aim, where will this transformation of all activities into paid activities (with remuneration as their sole rationale and maximum productivity as their goal) finally end? How long will the extremely fragile barriers which still prevent the professionalization of motherhood and fatherhood be able to hold out? When shall we see the commercial procreation of embryos, the sale of children, or a trade in organs? Are we not already monetizing, professionalizing and selling not only those things and services we produce, but also what we are and what we cannot produce at will or detach from ourselves? In other words, are we not already transforming ourselves into commodities and treating life as one means among others rather than the supreme end which all means must subserve?

From 1992 to 1997, TAT [Treating Abuse Today] under my editorship published several articles by a number of respected professionals who seriously questioned the false memory syndrome (FMS) hypothesis and the methodology, ethics, and assertions of those who were rapidly pushing the concept into the public consciousness. During that time, not one person from the FMS movement contacted me to refute the specific points made in the articles or to present any research that would prove even a single case of this allegedly “epidemic” syndrome. Instead of a reasoned response to the published articles, for nearly three years proponents of the so-called FMS hypothesis–including members, officials, and supporters of the False Memory Syndrome Foundation, Inc. (FMSF)–have waged a campaign of harassment, defamation, and psychological terrorism against me, my clients, staff, family, and other innocent people connected with me. These clearly are intended to (a) intimidate me and anyone associated with me; (b) terrorize and deter access to my psychotherapy clients; (c) encumber my resources; and (d) destroy my reputation publicly, in the business community, among my professional colleagues, and within national and international professional organizations. Before describing this highly orchestrated campaign, let me emphasize that I have never treated any member of this group or their families, and do not have any relationships to any of my counseling clients. Neither have I consulted to their cases nor do I bear any relation to the disclosures of memories of sexual abuse in their families. I had no prior dealings with any of this group before they began showing up at my offices with offensive and defamatory signs early in 1995. Ethics and Behavior, 8(2) pp. 161-187

When employers designate certain jobs "professional" and insist that employees have professional training – not just the technical skills that seem sufficient to do the work – they must have more in mind than efficiency. Hierarchical organizations need professionals, because through professionals those at the top control the political content of what is produced, and because professionals contribute to the bosses' control of the workforce itself.

Why this book is disliked by gay readers: Captain Ernst Roehm, was a stocky, bull-necked, piggish-eyed, scar-faced professional soldier—the upper part of his nose had been shot away in 1914—with a flair for politics and a natural ability as an organizer. Like Hitler he was possessed of a burning hatred for the democratic Republic. His aim was to re-create a strong nationalist Germany and he believed with Hitler that this could be done only by a party based on the lower classes, from which he himself, unlike most Regular Army officers, had come. A tough, ruthless, driving man—albeit, like so many of the early Nazis, a homosexual—he helped to organize the first Nazi strong-arm squads which grew into the S.A.... (...) Murderers, pimps, homosexual perverts, drug addicts or just plain rowdies were all the same to him if they served his purposes. (...) The brown-shirted S.A. never became much more than a motley mob of brawlers. Many of its top leaders, beginning with its chief, Roehm, were notorious homosexual perverts. Lieutenant Edmund Heines, who led the Munich S.A., was not only a homosexual but a convicted murderer. These two and dozens of others quarreled and feuded as only men of unnatural sexual inclinations, with their peculiar jealousies, can. (...) [Hitler] who was so monumentally intolerant by his very nature, was strangely tolerant of one human condition—a man’s morals. No other party in Germany came near to attracting so many shady characters. As we have seen, a conglomeration of pimps, murderers, homosexuals, alcoholics and blackmailers flocked to the party as if to a natural haven. (...) Karl Ernst, a former hotel bellhop and ex-bouncer in a café frequented by homosexuals, whom Roehm had made leader of the Berlin S.A., had alerted the storm troopers...

The conceptual problem at the center of contemporary healthcare is the confusion between disease processes and disease origins. Instead of asking why an illness occurs and trying to remove the conditions that led to it, medical researchers try to understand the mechanisms through which the disease operates, so that they can then interfere with them. These mechanisms, rather than the true origins, are seen as the causes of disease in current medical thinking. In the process of reducing illness to disease, the attention of physicians has moved away from the patient as a whole person. By concentrating on smaller and smaller fragments of the body – shifting its perspective from the study of bodily organs and their functions to that of cells and, finally, to the study of molecules – modern medicine often loses sight of the human being, and having reduced health to mechanical functioning, it is no longer able to deal with the phenomenon of healing. Over the past four decades, the dissatisfaction with the mechanistic approach to health and healthcare has grown rapidly both among healthcare professionals and the general public. At the same time, the emerging systems view of life has given rise to a corresponding systems view of health, as we discuss in Chapter 15, while health consciousness among the general population has increased dramatically in many countries. The

This clarification of the nature of intelligence predicts that there will be no relationship at all between personality and intelligence, but research in the last decade has shown that this is not quite true. There are no very strong relationships between personality and intelligence, but some relationships there are, though debate about their nature and significance goes on. Most strikingly, though, in a couple of studies where relationships between Conscientiousness and intelligence have been found, they are not, as you might imagine, positive, but weakly negative. The smarter people are, the less conscientious they are.13 The most likely explanation for this is that people who are very sharp soon learn that they can get away with not preparing things too much in advance, not being overly disciplined with their time, and so on, since their quick abilities will get them through whatever academic and professional challenges they meet. Conversely, people who are not quite so quick have to use organization and discipline to achieve what some others might achieve carelessly. Thus, a behavioural style is developed that compensates for the level of intelligence, and so ends up inversely related to it. This means that there is no intrinsic genetic connection between low Conscientiousness and high intelligence. Rather, the weak negative correlation is something that emerges through development.

If you organize your life around your own wants, other people become objects for the satisfaction of your own desires. Everything is coldly instrumental. Just as a prostitute is rendered into an object for the satisfaction of orgasm, so a professional colleague is rendered into an object for the purpose of career networking, a stranger is rendered into an object for the sake of making a sale, a spouse is turned into an object for the purpose of providing you with love.

As an organizing fanatic and professional, I can tell you right now that no matter how hard I try to organize another’s space, no matter how perfect a storage system I devise, I can never put someone else’s house in order in the true sense of the term. Why? Because a person’s awareness and perspective on his or her own lifestyle are far more important than any skill at sorting, storing, or whatever. Order is dependent on the extremely personal values of what a person wants to live with.

Paul was an attorney. And this was what his as yet brief career in the law had done to his brain. He was comforted by minutiae. His mortal fears could be assuaged only by an encyclopedic command of detail. Paul was a professional builder of narratives. He was a teller of concise tales. His work was to take a series of isolated events and, shearing from them their dross, craft from them a progression. The morning’s discrete images—a routine labor, a clumsy error, a grasping arm, a crowded street, a spark of fire, a blood-speckled child, a dripping corpse—could be assembled into a story. There would be a beginning, a middle, and an end. Stories reach conclusions, and then they go away. Such is their desperately needed magic. That day’s story, once told in his mind, could be wrapped up, put aside, and recalled only when necessary. The properly assembled narrative would guard his mind from the terror of raw memory. Even a true story is a fiction, Paul knew. It is the comforting tool we use to organize the chaotic world around us into something comprehensible. It is the cognitive machine that separates the wheat of emotion from the chaff of sensation. The real world is overfull with incidents, brimming over with occurrences. In our stories, we disregard most of them until clear reason and motivation emerge. Every story is an invention, a technological device not unlike the very one that on that morning had seared a man’s skin from his bones. A good story could be put to no less dangerous a purpose. As an attorney, the tales that Paul told were moral ones. There existed, in his narratives, only the injured and their abusers. The slandered and the liars. The swindled and the thieves. Paul constructed these characters painstakingly until the righteousness of his plaintiff—or his defendant—became overwhelming. It was not the job of a litigator to determine facts; it was his job to construct a story from those facts by which a clear moral conclusion would be unavoidable. That was the business of Paul’s stories: to present an undeniable view of the world. And then to vanish, once the world had been so organized and a profit fairly earned.

A man occasionally reaches a fork in life’s path. One road leads to doing something, to making an impact on his organization and his world. To being true to his values and vision, and standing with the other men who’ve helped build that vision. He will have to trust himself when all men doubt him, and as a reward, he will have the scorn of his professional circle heaped on his head. He will not be favored by his superiors, nor win the polite praise of his conformist peers. But maybe, just maybe, he has the chance to be right, and create something of lasting value that will transcend the consensus mediocrity inherent in any organization, even supposedly disruptive ones. The other road leads to being someone. He will receive the plum products, the facile praise afforded to the organization man who checks off the canonical list of petty virtues that define moral worth in his world. He will receive the applause of his peers, though it will be striking how rarely that traffic in official praise leads to actual products anybody remembers, much less advances the overall cause of the organization.

In airplane crashes and chemical industry accidents, in the infrequent but serious nuclear plant accidents, in the NASA Challenger and Columbia disasters, and in the British Petroleum gulf spill, a common finding is that lower-ranking employees had information that would have prevented or lessened the consequences of the accident, but either it was not passed up to higher levels, or it was ignored, or it was overridden. When I talk to senior managers, they always assure me that they are open, that they want to hear from their subordinates, and that they take the information seriously. However, when I talk to the subordinates in those same organizations, they tell me either they do not feel safe bringing bad news to their bosses or they’ve tried but never got any response or even acknowledgment, so they concluded that their input wasn’t welcome and gave up. Shockingly often, they settled for risky alternatives rather than upset their bosses with potentially bad news. When I look at what goes on in hospitals, in operating rooms, and in the health care system generally, I find the same problems of communication exist and that patients frequently pay the price. Nurses and technicians do not feel safe bringing negative information to doctors or correcting a doctor who is about to make a mistake. Doctors will argue that if the others were “professionals” they would speak up, but in many a hospital the nurses will tell you that doctors feel free to yell at nurses in a punishing way, which creates a climate where nurses will certainly not speak up. Doctors engage patients in one-way conversations in which they ask only enough questions to make a diagnosis and sometimes make misdiagnoses because they don’t ask enough questions before they begin to tell patients what they should do.

It should not be supposed that every advance in human knowledge increases the amount of information that has to be mastered by professionals. On the contrary, some of the most important progress in science is the discovery and testing of powerful new theories that allow large numbers of facts to be subsumed under a few general principles. There is a constant competition between the elaboration of knowledge and its compression into more parsimonious form by theories. Hence it is not safe to say that the professional chemist must learn more today than a half century ago, before the general laws of quantum mechanics were announced.

Under the leadership of religious professionals, modern worship has become passive—listening to a message and singing some songs. Seldom is there a call to service or an invitation to trust Christ. Baptisms take place inside the church where it is safe and comfortable rather than in public where there is opportunity to give witness to the saving grace of Christ. The great needs of society are left to para-church groups, government agencies, and other social service organizations. All the while the church is losing its muscle tone, its biceps are becoming loose and flabby and its belly is becoming round and soft. Not a pretty picture for one who once was toned and buff—a lean, mean fighting machine.

Experts on dietetics (the study of diet and its health effects) are finally recognising that balanced vegan diets are healthy. The British Dietary Association has stated well planned vegan diets can support healthy living in people of all ages, and other similar professional bodies all over the world agree. On the other side, the World Health Organization has classified processed meat as carcinogenic, and there is increasing evidence that eating lots of meat and dairy increases blood pressure and blood cholesterol, which leads to heart disease, and that cutting them out can significantly reduce your risk of type 2 diabetes, a disease which is affecting an increasing number of people in developed nations.

The Chinese language shaped the perceptions of disability that my immigrant parents carried with them to their new homes. It wasn’t until the 1990s, for instance, that the Chinese characters used to refer to people with disabilities changed from canfei (useless) to canji (sickness or illness); the push to understand disability as a social construct has been under way for less than a decade. Media professionals in China are now encouraged by the Chinese disability advocacy organization One Plus One to use the characters cán zhàng (disabled and obstructed) when reporting on disability issues. But such language remains a suggestion rather than an expectation, and its impact has yet to filter out to the public.

The key thing to know about this is that of course you have no input. Only comments and observations that support the pre-approved plan will be supported. All others will be written on a big pad of paper and discarded later. The illusion of public buy-in is all that is needed. The organizers can later point to the fact that they held a public meeting, a certain number of residents attended, public comment was taken, and the community approved the plan. The facilitator is often a private consultant who has been professionally trained in running and managing a meeting. This consultant has been hired by your city to fulfill the requirement that the project has been seen and supported by its citizens---it’s YOUR plan.

A large literature going back several decades has documented noise in professional judgment. Because we were aware of this literature, the results of the insurance company’s noise audit did not surprise us. What did surprise us, however, was the reaction of the executives to whom we reported our findings: no one at the company had expected anything like the amount of noise we had observed. No one questioned the validity of the audit, and no one claimed that the observed amount of noise was acceptable. Yet the problem of noise—and its large cost—seemed like a new one for the organization. Noise was like a leak in the basement. It was tolerated not because it was thought acceptable but because it had remained unnoticed.

It lies in human nature that deep emotion cannot be prolonged indefinitely, either in the individual or in a people, a fact that is known to all military organizations. Therefore it requires an artificial stimulation, a constant “doping” of excitement; and this whipping up was to be performed by the intellectuals, the poets, the writers and the journalists, scrupulously or otherwise, honestly or as a matter of professional routine. They were to beat the drums of hatred and beat them they did, until the ears of the unprejudiced hummed and their hearts quaked. In Germany, in France, in Italy, in Russia, and in Belgium, they all obediently served the war propaganda and thus the mass delusion and mass hatred, instead of fighting against it.

Dr. Louis Jolyon “Jolly” West was born in New York City on October 6, 1924. He died of cancer on January 2, 1999. Dr. West served in the U.S. Army during World War II and received his M.D. from the University of Minnesota in 1948, prior to Air Force LSD and MKULTRA contracts carried out there. He did his psychiatry residency from 1949 to 1952 at Cornell (an MKULTRA Institution and site of the MKULTRA cutout The Human Ecology Foundation). From 1948 to 1956 he was Chief, Psychiatry Service, 3700th USAF Hospital, Lackland Air Force Base, San Antonio, Texas Psychiatrist-in-Chief, University of Oklahoma Consultant in Psychiatry, Oklahoma City Veterans Administration Hospital Consultant in Psychiatry. [...] Dr. West was co-editor of a book entitled Hallucinations, Behavior, Experience, and Theory[285]. One of the contributors to this book, Theodore Sarbin, Ph.D., is a member of the Scientific and Professional Advisory Board of the False Memory Syndrome Foundation (FMSF). Other members of the FMSF Board include Dr. Martin Orne, Dr. Margaret Singer, Dr. Richard Ofshe, Dr. Paul McHugh, Dr. David Dinges, Dr. Harold Lief, Emily Carota Orne, and Dr. Michael Persinger. The connections of these individuals to the mind control network are analyzed in this and the next two chapters. Dr. Sarbin[272] (see Ross, 1997) believes that multiple personality disorder is almost always a therapist-created artifact and does not exist as a naturally-occurring disorder, a view adhered to by Dr. McHugh[188], [189], Dr. Ofshe[213] and other members of the FMSF Board[191], [243]. Dr. Ofshe is a colleague and co-author of Dr. Singer[214], who is in turn a colleague and co author of Dr. West[329]. Denial of the reality of multiple personality by these doctors in the mind control network, who are also on the FMSF Scientific and Professional Advisory Board, could be disinformation. The disinformation could be amplified by attacks on specialists in multiple personality as CIA conspiracy lunatics[3], [79], [191], [213]. The FMSF is the only organization in the world that has attacked the reality of multiple personality in an organized, systematic fashion. FMSF Professional and Advisory Board Members publish most of the articles and letters to editors of psychiatry journals hostile to multiple personality disorder.

Let’s take a quick look at what a psychopath is. Although the American Psychiatric Association (APA) no longer uses this term, much of the rest of the world does. The APA has incorporated the term psychopath and sociopath within a broader definition designated as antisocial personality disorder. Even within the APA, there is wide disagreement as to what these terms actually mean. The most recent Diagnostic and Statistical Manual of Mental Disorders (DSM-IV-TR) is an American handbook for mental health professionals. It lists different categories of mental disorders and the criteria for diagnosing them, according to the publishing organization, the American Psychiatric Association. The APA defines antisocial personality disorder, which would include Lobaczewski’s psychopathic personality disorder, as a pervasive pattern of disregard for the violation of the rights of others occurring since age fifteen years, as indicated by three or more of the following:   1.     Failure to conform to social norms with respect to lawful behaviors as indicated by repeatedly performing acts that are grounds for arrest. 2.     Deceitfulness, as indicated by repeated lying, use of aliases, or conning others for personal profit or pleasure. 3.     Impulsivity or failure to plan ahead. 4.     Aggressiveness, as indicated by repeated physical fights or assaults. 5.     Reckless disregard for the safety of self or others. 6.     Consistent irresponsibility. 7.     Lack of remorse, as indicated by being indifferent to or rationalizing having hurt, mistreated, or stolen from another.

The fact is, nobody would have known from looking. An outsider walking past my cubicle that morning would have seen a petite woman of thirty-four with long, light brown hair pulled back in a barrette, neat and orderly-looking. Closer inspection would have suggested a perfectionistic, polished exterior, a careful attention to detail: a young woman with well-manicured nails and black leggings and Italian shoes; a daily list of things to do sitting on the desk, written in perfect print, several items already neatly ticked off; a workspace so compulsively tidy that one of my staff writers used to say you could fly a plane over my desk and it would look like a map of the Midwest, everything at perfect right angles. Colleagues saw me as smart and introspective, a little reserved maybe, and a paragon of efficiency at work: organized, professional, productive.

Constant communication is not something that gets in the way of real work; it has instead become totally intertwined in how this work actually gets done—preventing easy efforts to reduce distractions through better habits or short-lived management stunts like email-free Fridays. Real improvement, it became clear, would require fundamental change to how we organize our professional efforts. It also became clear that these changes can’t come too soon: whereas email overload emerged as a fashionable annoyance in the early 2000s, it has recently advanced into a much more serious problem, reaching a saturation point for many in which their actual productive output gets squeezed into the early morning, or evenings and weekends, while their workdays devolve into Sisyphean battles against their inboxes—a uniquely misery-inducing approach to getting things done.

Captain Ernst Roehm, on the staff of the Army’s District Command VII in Munich, had joined the party before Hitler. He was a stocky, bull-necked, piggish-eyed, scar-faced professional soldier—the upper part of his nose had been shot away in 1914—with a flair for politics and a natural ability as an organizer. Like Hitler he was possessed of a burning hatred for the democratic Republic and the “November criminals” he held responsible for it. His aim was to re-create a strong nationalist Germany and he believed with Hitler that this could be done only by a party based on the lower classes, from which he himself, unlike most Regular Army officers, had come. A tough, ruthless, driving man—albeit, like so many of the early Nazis, a homosexual—he helped to organize the first Nazi strong-arm squads which grew into the S.A., the army of storm troopers which he commanded until his execution by Hitler in 1934.

In his 1995 book Trust, he argues that the ability of a society to form large networks is largely a reflection of that society’s level of trust. Fukuyama makes a strong distinction between what he calls “familial” societies, like those of southern Europe and Latin America, and “high-trust” societies, like those of Germany, the United States, and Japan. Familial societies are societies where people don’t trust strangers but do trust deeply the individuals in their own families (the Italian Mafia being a cartoon example of a familial society). In familial societies family networks are the dominant form of social organization where economic activity is embedded, and are therefore societies where businesses are more likely to be ventures among relatives. By contrast, in high-trust societies people don’t have a strong preference for trusting their kin and are more likely to develop firms that are professionally run.

Oh I'll die I'll die I'll die My skin is in blazing furore I do not know what I'll do where I'll go oh I am sick I'll kick all Arts in the butt and go away Shubha Shubha let me go and live in your cloaked melon In the unfastened shadow of dark destroyed saffron curtain The last anchor is leaving me after I got the other anchors lifted I can't resist anymore, a million glass panes are breaking in my cortex I know, Shubha, spread out your matrix, give me peace Each vein is carrying a stream of tears up to the heart Brain's contagious flints are decomposing out of eternal sickness other why didn't you give me birth in the form of a skeleton I'd have gone two billion light years and kissed God's ass But nothing pleases me nothing sounds well I feel nauseated with more than a single kiss I've forgotten women during copulation and returned to the Muse In to the sun-coloured bladder I do not know what these happenings are but they are occurring within me I'll destroy and shatter everything draw and elevate Shubha in to my hunger Shubha will have to be given Oh Malay Kolkata seems to be a procession of wet and slippery organs today But i do not know what I'll do now with my own self My power of recollection is withering away Let me ascend alone toward death I haven't had to learn copulation and dying I haven't had to learn the responsibility of shedding the last drops after urination Haven't had to learn to go and lie beside Shubha in the darkness Have not had to learn the usage of French leather while lying on Nandita's bosom Though I wanted the healthy spirit of Aleya's fresh China-rose matrix Yet I submitted to the refuge of my brain's cataclysm I am failing to understand why I still want to live I am thinking of my debauched Sabarna-Choudhury ancestors I'll have to do something different and new Let me sleep for the last time on a bed soft as the skin of Shubha's bosom I remember now the sharp-edged radiance of the moment I was born I want to see my own death before passing away The world had nothing to do with Malay Roychoudhury Shubha let me sleep for a few moments in your violent silvery uterus Give me peace, Shubha, let me have peace Let my sin-driven skeleton be washed anew in your seasonal bloodstream Let me create myself in your womb with my own sperm Would I have been like this if I had different parents? Was Malay alias me possible from an absolutely different sperm? Would I have been Malay in the womb of other women of my father? Would I have made a professional gentleman of me like my dead brother without Shubha? Oh, answer, let somebody answer these Shubha, ah Shubha Let me see the earth through your cellophane hymen Come back on the green mattress again As cathode rays are sucked up with the warmth of a magnet's brilliance I remember the letter of the final decision of 1956 The surroundings of your clitoris were being embellished with coon at that time Fine rib-smashing roots were descending in to your bosom Stupid relationship inflated in the bypass of senseless neglect Aaaaaaaaaaaaaaaaaaaaaaaah I do not know whether I am going to die Squandering was roaring within heart's exhaustive impatience I'll disrupt and destroy I'll split all in to pieces for the sake of Art There isn't any other way out for Poetry except suicide Shubha Let me enter in to the immemorial incontinence of your labia majora In to the absurdity of woeless effort In the golden chlorophyll of the drunken heart Why wasn't I lost in my mother's urethra? Why wasn't I driven away in my father's urine after his self-coition? Why wasn't I mixed in the ovum -flux or in the phlegm? With her eyes shut supine beneath me I felt terribly distressed when I saw comfort seize S

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.

Labor unions can and often do provide useful services for their members—negotiating the terms of their employment, representing them with respect to grievances, giving them a feeling of belonging and participating in a group activity, among others. As believers in freedom, we favor the fullest opportunity for voluntary organization of labor unions to perform whatever services their members wish, and are willing to pay for, provided they respect the rights of others and refrain from using force. However, unions and comparable groups such as the professional associations have not relied on strictly voluntary activities and membership with respect to their major proclaimed objective—improving the wages of their members. They have succeeded in getting government to grant them special privileges and immunities, which have enabled them to benefit some of their members and officials at the expense of other workers and all consumers. In the main, the persons benefited have had decidedly higher incomes than the persons harmed.

Through the fall, the president’s anger seemed difficult to contain. He threatened North Korea with “fire and fury,” then followed up with a threat to “totally destroy” the country. When neo-Nazis and white supremacists held a rally in Charlottesville, Virginia, and one of them killed a protester and injured a score of others, he made a brutally offensive statement condemning violence “on many sides … on many sides”—as if there was moral equivalence between those who were fomenting racial hatred and violence and those who were opposing it. He retweeted anti-Muslim propaganda that had been posted by a convicted criminal leader of a British far-right organization. Then as now, the president’s heedless bullying and intolerance of variance—intolerance of any perception not his own—has been nurturing a strain of insanity in public dialogue that has been long in development, a pathology that became only more virulent when it migrated to the internet. A person such as the president can on impulse and with minimal effort inject any sort of falsehood into public conversation through digital media and call his own lie a correction of “fake news.” There are so many news outlets now, and the competition for clicks is so intense, that any sufficiently outrageous statement made online by anyone with even the faintest patina of authority, and sometimes even without it, will be talked about, shared, and reported on, regardless of whether it has a basis in fact. How do you progress as a culture if you set out to destroy any common agreement as to what constitutes a fact? You can’t have conversations. You can’t have debates. You can’t come to conclusions. At the same time, calling out the transgressor has a way of giving more oxygen to the lie. Now it’s a news story, and the lie is being mentioned not just in some website that publishes unattributable gossip but in every reputable newspaper in the country. I have not been looking to start a personal fight with the president. When somebody insults your wife, your instinctive reaction is to want to lash out in response. When you are the acting director, or deputy director, of the FBI, and the person doing the insulting is the chief executive of the United States, your options have guardrails. I read the president’s tweets, but I had an organization to run. A country to help protect. I had to remain independent, neutral, professional, positive, on target. I had to compartmentalize my emotions. Crises taught me how to compartmentalize. Example: the Boston Marathon bombing—watching the video evidence, reviewing videos again and again of people dying, people being mutilated and maimed. I had the primal human response that anyone would have. But I know how to build walls around that response and had to build them then in order to stay focused on finding the bombers. Compared to experiences like that one, getting tweeted about by Donald Trump does not count as a crisis. I do not even know how to think about the fact that the person with time on his hands to tweet about me and my wife is the president of the United States.

Lt. Gen. Zinni has distilled his experiences in a talk on “twenty lessons learned”that feels like a modern appendix to the Small Wars Manual. The earlier you go in, the better, he argues. Start planning as early as possible, and coordinate it with organizations like the United Nations and private relief groups. Assess the differences between your views of the situation and theirs. Coordinate everything, but decentralize execution. Know the culture. “Who makes decisions in this culture? What is the power of religious leaders? Of political people? Of professionals?”Zinni argues that this is probably where the American military fails most often, as it unconsciously seeks the levers of power that exist in its own society. “Truly, the decision makers are at the back of the tent. You have to find them.”Restart a key institution, probably the police, as soon as possible. But don’t offer well-intentioned help, such as extensive medical care, that you can’t sustain. Don’t set high expectations. “Don’t make enemies, but if you do, don’t treat them gently.

Revolution is a very difficult task. It is beyond the power of any man to make a revolution. Neither can it be brought about on any appointed date. It is brought can it be brought about on an appointed date. It is brought about by special environments, social and economic. The function of an organized party is to utilise an such opportunity offered by these circumstances. And to prepare the masses and organize the forces for the revolution is a very difficult task. And that required a very great sacrifice on the part of the revolutionary workers. Let me make it clear that if you are a businessman or an established worldly or family man, please don't play with fire. As a leader you are of no use to the party. We have already very many such leaders who spare some evening hours for delivering speeches. They are useless. We require — to use the term so dear to Lenin — the "professional revolutionaries". The whole-time workers who have no other ambitions or life-work except the revolution. The greater the number of such workers organized into a party, the great the chances of your success.

I look around and see many shelters and services for survivors of domestic violence, but no large-scale movement to end male violence. I see many batterer intervention programs, but few men involved in challenging sexism. The loss of vision that narrowed the focus of men's work reflects a change that occurred in other parts of the movement to end violence, as activists who set out to change the institutions perpetrating violence settled into service jobs helping people cope. [...] Social service work addresses the needs of individuals reeling from the personal and devastating impact of institutional systems of exploitation and violence. Social change work challenges the root causes of the exploitation and violence. In my travels throughout the United States, I talk with many service providers, more and more of whom are saying to me, "We could continue doing what we are doing for another hundred years and the levels of violence would not change. I meet more and more people who are running programs for batterers who say ,"We are only dealing with a minute number of the men who are violent and are having little impact on the systems which perpetuate male violence." [...] While there is some overlap between social service provision and social change work, the two do not necessarily go readily together. In our violent world, the needs and numbers of survivors are never ending, and the tasks of funding, staffing, and developing resources for our organizations to meet those needs are difficult, poorly supported, and even actively undermined by those with power and wealth in our society. Although some groups are both working for social change and providing social services, there are many more groups providing social services that are not working for social change. In fact, many social service agencies may be intentionally or inadvertently working to maintain the status quo. After all, the non-profit industrial complex (NPIC) wouldn't exist without a lot of people in desperate straits. The NPIC provides jobs; it provides opportunities for professional development. It enables those who do the work to feel good about what we do and about our ability to help individuals survive in the system. It gives a patina of caring and concern to the ruling class which funds the work.

As we’ve seen, one of the most frequently pursued paths for achievement-minded college seniors is to spend several years advancing professionally and getting trained and paid by an investment bank, consulting firm, or law firm. Then, the thought process goes, they can set out to do something else with some exposure and experience under their belts. People are generally not making lifelong commitments to the field in their own minds. They’re “getting some skills” and making some connections before figuring out what they really want to do. I subscribed to a version of this mind-set when I graduated from Brown. In my case, I went to law school thinking I’d practice for a few years (and pay down my law school debt) before lining up another opportunity. It’s clear why this is such an attractive approach. There are some immensely constructive things about spending several years in professional services after graduating from college. Professional service firms are designed to train large groups of recruits annually, and they do so very successfully. After even just a year or two in a high-level bank or consulting firm, you emerge with a set of skills that can be applied in other contexts (financial modeling in Excel if you’re a financial analyst, PowerPoint and data organization and presentation if you’re a consultant, and editing and issue spotting if you’re a lawyer). This is very appealing to most any recent graduate who may not yet feel equipped with practical skills coming right out of college. Even more than the professional skill you gain, if you spend time at a bank, consultancy, or law firm, you will become excellent at producing world-class work. Every model, report, presentation, or contract needs to be sophisticated, well done, and error free, in large part because that’s one of the core value propositions of your organization. The people above you will push you to become more rigorous and disciplined, and your work product will improve across the board as a result. You’ll get used to dressing professionally, preparing for meetings, speaking appropriately, showing up on time, writing official correspondence, and so forth. You will be able to speak the corporate language. You’ll become accustomed to working very long hours doing detail-intensive work. These attributes are transferable to and helpful in many other contexts.

But we noted also in all these victoruous worlds a remarkable identity. For instance, in the loosest possible sense, all were communistic; for in all of them the means of production were communally owned, and no individual could control the labor of others for private profit. Again, in a sense all these world-orders were democratic, since the final sanction of policy was world-opinion. But in many cases there was no democratic machinery, no legal channel for the expression of world-opinion. Instead, a highly specialized bureaucracy, or even a world-dictator, might carry out the business of organizing the world's activity with legally absolute power, but under constant supervision by popular will expressed through radio. We were amazed to find that in a truly awakened world even a dictatorship could be in essence democratic. We observed with incredulity situations in which the "absolute" world-government, faced with some exceptionally momentous and doubtful matter of policy, had made urgent appeals for a formal democratic decision, only to receive from all regions the reply, "We cannot advise. You must decide as your professional experience suggests. We will abide by your decision.

When a domain reaches a point where the knowledge for skillful professional practice cannot be acquired in a decade, more or less, then several adaptive developments are likely to occur. Specialization will usually increase (as it has, for example, in medicine), and practitioners will make increasing use of books and other external reference aids in their work. Architecture is a good example of a domain where much of the information a professional requires is stored in reference works, such as catalogues of available building materials, equipment, and components, and official building codes. No architect expects to keep all of this in his head or to design without frequent resort to these information sources. In fact architecture can almost be taken as a prototype for the process of design in a semantically rich task domain. The emerging design is itself incorporated in a set of external memory structures: sketches, floor plans, drawings of utility systems, and so on. At each stage in the design process, partial design reflected in these documents serves as a major stimulus suggesting to the designer what he should attend to next. This direction to new sub-goals permits in turn new information to be extracted from memory and reference sources and another step to be taken toward the development of the design.

I realized that all of them—like me, like everyone—make mistakes, struggle with their weaknesses, and don’t feel that they are particularly special or great. They are no happier than the rest of us, and they struggle just as much or more than average folks. Even after they surpass their wildest dreams, they still experience more struggle than glory. This has certainly been true for me. While I surpassed my wildest dreams decades ago, I am still struggling today. In time, I realized that the satisfaction of success doesn’t come from achieving your goals, but from struggling well. To understand what I mean, imagine your greatest goal, whatever it is—making a ton of money, winning an Academy Award, running a great organization, being great at a sport. Now imagine instantaneously achieving it. You’d be happy at first, but not for long. You would soon find yourself needing something else to struggle for. Just look at people who attain their dreams early— the child star, the lottery winner, the professional athlete who peaks early. They typically don’t end up happy unless they get excited about something else bigger and better to struggle for. Since life brings both ups and downs, struggling well doesn’t just make your ups better; it makes your downs less bad. I’m still struggling and I will until I die, because even if I try to avoid the struggles, they will find me.

What would be the natural thing? A man goes to college. He works as he wants to work, he plays as he wants to play, he exercises for the fun of the game, he makes friends where he wants to make them, he is held in by no fear of criticism above, for the class ahead of him has nothing to do with his standing in his own class. Everything he does has the one vital quality: it is spontaneous. That is the flame of youth itself. Now, what really exists?" "...I say our colleges to-day are business colleges—Yale more so, perhaps, because it is more sensitively American. Let's take up any side of our life here. Begin with athletics. What has become of the natural, spontaneous joy of contest? Instead you have one of the most perfectly organized business systems for achieving a required result—success. Football is driving, slavish work; there isn't one man in twenty who gets any real pleasure out of it. Professional baseball is not more rigorously disciplined and driven than our 'amateur' teams. Add the crew and the track. Play, the fun of the thing itself, doesn't exist; and why? Because we have made a business out of it all, and the college is scoured for material, just as drummers are sent out to bring in business. "Take another case. A man has a knack at the banjo or guitar, or has a good voice. What is the spontaneous thing? To meet with other kindred spirits in informal gatherings in one another's rooms or at the fence, according to the whim of the moment. Instead what happens? You have our university musical clubs, thoroughly professional organizations. If you are material, you must get out and begin to work for them—coach with a professional coach, make the Apollo clubs, and, working on, some day in junior year reach the varsity organization and go out on a professional tour. Again an organization conceived on business lines. "The same is true with the competition for our papers: the struggle for existence outside in a business world is not one whit more intense than the struggle to win out in the News or Lit competition. We are like a beef trust, with every by-product organized, down to the last possibility. You come to Yale—what is said to you? 'Be natural, be spontaneous, revel in a certain freedom, enjoy a leisure you'll never get again, browse around, give your imagination a chance, see every one, rub wits with every one, get to know yourself.' "Is that what's said? No. What are you told, instead? 'Here are twenty great machines that need new bolts and wheels. Get out and work. Work harder than the next man, who is going to try to outwork you. And, in order to succeed, work at only one thing. You don't count—everything for the college.' Regan says the colleges don't represent the nation; I say they don't even represent the individual.

If the symbolic father is often lurking behind the boss--which is why one speaks of 'paternalism' in various kinds of enterprises--there also often is, in a most concrete fashion, a boss or hierarchic superior behind the real father. In the unconscious, paternal functions are inseparable from the socio-professional and cultural involvements which sustain them. Behind the mother, whether real or symbolic, a certain type of feminine condition exists, in a socially defined imaginary context. Must I point out that children do not grow up cut off from the world, even within the family womb? The family is permeable to environmental forces and exterior influences. Collective infrastructures, like the media and advertising, never cease to interfere with the most intimate levels of subjective life. The unconscious is not something that exists by itself to be gotten hold of through intimate discourse. In fact, it is only a rhizome of machinic interactions, a link to power systems and power relations that surround us. As such, unconscious processes cannot be analyzed in terms of specific content or structural syntax, but rather in terms of enunciation, of collective enunciative arrangements, which, by definition, correspond neither to biological individuals nor to structural paradigms... The customary psychoanalytical family-based reductions of the unconscious are not 'errors.' They correspond to a particular kind of collective enunciative arrangement. In relation to unconscious formation, they proceed from the particular micropolitics of capitalistic societal organization. An overly diversified, overly creative machinic unconscious would exceed the limits of 'good behavior' within the relations of production founded upon social exploitation and segregation. This is why our societies grant a special position to those who specialize in recentering the unconscious onto the individuated subject, onto partially reified objects, where methods of containment prevent its expansion beyond dominant realities and significations. The impact of the scientific aspirations of techniques like psychoanalysis and family therapy should be considered as a gigantic industry for the normalization, adaption and organized division of the socius. The workings of the social division of labor, the assignment of individuals to particular productive tasks, no longer depend solely on means of direct coercion, or capitalistic systems of semiotization (the monetary remuneration based on profit, etc.). They depend just as fundamentally on techniques modeling the unconscious through social infrastructures, the mass media, and different psychological and behavioral devices...Even the outcome of the class struggle of the oppressed--the fact that they constantly risk being sucked into relations of domination--appears to be linked to such a perspective.

If we consider the possibility that all women–from the infant suckling her mother’s breast, to the grown woman experiencing orgasmic sensations while suckling her own child, perhaps recalling her mother’s milk-smell in her own; to two women, like Virginia Woolf’s Chloe and Olivia, who share a laboratory; to the woman dying at ninety, touched and handled by women–exist on a lesbian continuum, we can see ourselves as moving in and out of this continuum, whether we identify ourselves as lesbian or not. It allows us to connect aspects of woman-identification as diverse as the impudent, intimate girl-friendships of eight- or nine-year-olds and the banding together of those women of the twelfth and fifteenth centuries known as Beguines who “shared houses, rented to one another, bequeathed houses to their room-mates … in cheap subdivided houses in the artisans’ area of town,” who “practiced Christian virtue on their own, dressing and living simply and not associating with men,” who earned their livings as spinners, bakers, nurses, or ran schools for young girls, and who managed–until the Church forced them to disperse–to live independent both of marriage and of conventual restrictions. It allows us to connect these women with the more celebrated “Lesbians” of the women’s school around Sappho of the seventh century B.C.; with the secret sororities and economic networks reported among African women; and with the Chinese marriage resistance sisterhoods–communities of women who refused marriage, or who if married often refused to consummate their marriages and soon left their husbands–the only women in China who were not footbound and who, Agnes Smedley tells us, welcomed the births of daughters and organized successful women’s strikes in the silk mills. It allows us to connect and compare disparate individual instances of marriage resistance: for example, the type of autonomy claimed by Emily Dickinson, a nineteenth-century white woman genius, with the strategies available to Zora Neale Hurston, a twentieth-century black woman genius. Dickinson never married, had tenuous intellectual friendships with men, lived self-convented in her genteel father’s house, and wrote a lifetime of passionate letters to her sister-in-law Sue Gilbert and a smaller group of such letters to her friend Kate Scott Anthon. Hurston married twice but soon left each husband, scrambled her way from Florida to Harlem to Columbia University to Haiti and finally back to Florida, moved in and out of white patronage and poverty, professional success and failure; her survival relationships were all with women, beginning with her mother. Both of these women in their vastly different circumstances were marriage resisters, committed to their own work and selfhood, and were later characterized as “apolitical ”. Both were drawn to men of intellectual quality; for both of them women provided the ongoing fascination and sustenance of life.

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.