Rapid Growth Quotes

The conservatives are fools: They whine about the decay of traditional values, yet they enthusiastically support technological progress and economic growth. Apparently it never occurs to them that you can't make rapid, drastic changes in the technology and the economy of a society without causing rapid changes in all other aspects of the society as well, and that such rapid changes inevitably break down traditional values.

LIBERTY, when it begins to take root, is a plant of rapid growth.

Word-of-mouth marketing is great. It can help you enter the market, but it cannot help you stay in the market or achieve rapid long-term growth.

To say that "the worker has an interest in the rapid growth of capital", means only this: that the more speedily the worker augments the wealth of the capitalist, the larger will be the crumbs which fall to him, the greater will be the number of workers than can be called into existence, the more can the mass of slaves dependent upon capital be increased.

I thought how lovely and how strange a river is. A river is a river, always there, and yet the water flowing through it is never the same water and is never still. It’s always changing and is always on the move. And over time the river itself changes too. It widens and deepens as it rubs and scours, gnaws and kneads, eats and bores its way through the land. Even the greatest rivers- the Nile and the Ganges, the Yangtze and he Mississippi, the Amazon and the great grey-green greasy Limpopo all set about with fever trees-must have been no more than trickles and flickering streams before they grew into mighty rivers. Are people like that? I wondered. Am I like that? Always me, like the river itself, always flowing but always different, like the water flowing in the river, sometimes walking steadily along andante, sometimes surging over rapids furioso, sometimes meandering wit hardly any visible movement tranquilo, lento, ppp pianissimo, sometimes gurgling giacoso with pleasure, sometimes sparkling brillante in the sun, sometimes lacrimoso, sometimes appassionato, sometimes misterioso, sometimes pesante, sometimes legato, sometimes staccato, sometimes sospirando, sometimes vivace, and always, I hope, amoroso. Do I change like a river, widening and deepening, eddying back on myself sometimes, bursting my banks sometimes when there’s too much water, too much life in me, and sometimes dried up from lack of rain? Will the I that is me grow and widen and deepen? Or will I stagnate and become an arid riverbed? Will I allow people to dam me up and confine me to wall so that I flow only where they want? Will I allow them to turn me into a canal to use for they own purposes? Or will I make sure I flow freely, coursing my way through the land and ploughing a valley of my own?

Then the Communists set up a front organization, the National Rifle Association, to encourage the wide usage of guns of all sorts, and to battle any attempt to control guns as “unconstitutional.” Thus, they guaranteed that the murder rate in Unistat would always be the highest in the world. This kept the citizens in perpetual anxiety about their safety both on the streets and in their homes. The citizens then tolerated the rapid growth of the Police State, which controlled almost everything, except the sale of guns, the chief cause of crime.

Our mastery over the forces of nature has led to a rapid growth of population, and a vast accumulation of wealth; but these have brought with them such an amount of poverty and crime, and have fostered the growth of so much sordid feeling and so many fierce passions, that it may well be questioned, whether the mental and moral status of our population has not on the average been lowered, and whether the evil has not overbalanced the good.

The test of a progressive policy is not private but public, not just rising income and consumption for individuals, but widening the opportunities and what Amartya Sen calls the 'capabilities' of all through collective action. But that means, it must mean, public non-profit initiative, even if only in redistributing private accumulation. Public decisions aimed at collective social improvement from which all human lives should gain. That is the basis of progressive policy—not maximising economic growth and personal incomes. Nowhere will this be more important than in tackling the greatest problem facing us this century, the environmental crisis. Whatever ideological logo we choose for it, it will mean a major shift away from the free market and towards public action, a bigger shift than the British government has yet envisaged. And, given the acuteness of the economic crisis, probably a fairly rapid shift. Time is not on our side.

It was the new politics of ambiguity—speaking for the lower and middle classes to get their support in times of rapid growth and potential turmoil. The two-party system came into its own in this time. To give people a choice between two different parties and allow them, in a period of rebellion, to choose the slightly more democratic one was an ingenious mode of control.

Rapid growth in wealth inequality results in the inevitable isolation of a very small, very rich, very privileged section of the community from the material experiences of everyone else. And when this out-of-touch minority group is enfranchised to make the decisions on behalf of people they don't know, can't see, have no wish to understand, and think of entirely in dehumanised, transactional, abstract terms, the results for the rest of us are devastating.

In contrast to what many people in Britain and the United States believe, the true figures on growth (as best one can judge from official national accounts data) show that Britain and the United States have not grown any more rapidly since 1980 than Germany, France, Japan, Denmark, or Sweden. In other words, the reduction of top marginal income tax rates and the rise of top incomes do not seem to have stimulated productivity (contrary to the predictions of supply-side theory) or at any rate did not stimulate productivity enough to be statistically detectable at the macro level.

She certainly had been a fact of rapid growth; but the world was wide, each day was more and more a new lesson. There

As formal teaching and training grow in extent, there is the danger of creating an undesirable split between the experience gained in more direct associations and what is acquired in school. This danger was never greater than at the present time, on account of the rapid growth in the last few centuries of knowledge and technical modes of skill.

But as truth and reason seldom find so favourable a reception in the world, and as the wisdom of Providence frequently condescends to use the passions of the human heart, and the general circumstances of mankind, as instruments to execute its purpose; we may still be permitted, though with becoming submission, to ask, not indeed what were the first, but what were the secondary causes of the rapid growth of the Christian church. It

To say that "the worker has an interest in the rapid growth of capital"means only this; that the more speedily the worker augments the wealth of the capitalist, the larger will be the crumbs that fall down to him, the greater number of workers that can be called into existence, the more can the mass of slaves dependent on capital be increased.

Pursuing a rapid experiment and finding out you were wrong and changing directions isn’t failure. That is the road to success.

..we have become wealthy, and wealth is the prelude to art. In every country where centuries of physical effort have accumulated the means for luxury and leisure, culture has followed as naturally as vegetation grows in a rich and watered soil. To have become wealthy was the first necessity; a people too must live before it can philosophize. No doubt we have grown faster than nations usually have grown; and the disorder of our souls is due to the rapidity of our development. We are like youths disturbed and unbalanced, for a time, by the sudden growth and experiences of puberty. But soon our maturity will come; our minds will catch up with our bodies, our culture with our possessions. Perhaps there are greater souls than Shakespeare's, and greater minds than Plato's, waiting to be born. When we have learned to reverence liberty as well as wealth, we too shall have our Renaissance.

Asilomar’s lack of focus on ethical issues bothered many religious leaders. That prompted a letter to President Jimmy Carter signed by the heads of three major religious organizations: the National Council of Churches, the Synagogue Council of America, and the U.S. Catholic Conference. “We are rapidly moving into a new era of fundamental danger triggered by the rapid growth of genetic engineering,” they wrote. “Who shall determine how human good is best served when new life forms are being engineered?”13 These decisions should not be left to scientists, the trio argued. “There will always be those who believe it appropriate to ‘correct’ our mental and social structures by genetic means. This becomes more dangerous when the basic tools to do so are finally at hand. Those who would play God will be tempted as never before.

When we are in touch with our creativity, through passion and excitement, we always put ourselves in the most expansive state of consciousness. Fear slows down our development, while love supports a rapid growth.

Most people think of “vision” as the ability to see the future. But in today’s rapidly changing world, vision is also the ability to accurately assess current changes and take advantage of them. Vision is being alert to opportunities.

In many ways the effect of the crash on embezzlement was more significant than on suicide. To the economist embezzlement is the most interesting of crimes. Alone among the various forms of larceny it has a time parameter. Weeks, months, or years may elapse between the commission of the crime and its discovery. (This is a period, incidentally, when the embezzler has his gain and the man who has been embezzled, oddly enough, feels no loss. There is a net increase in psychic wealth.) At any given time there exists an inventory of undiscovered embezzlement in — or more precisely not in — the country’s businesses and banks. This inventory — it should perhaps be called the bezzle — amounts at any moment to many millions of dollars. It also varies in size with the business cycle. In good times people are relaxed, trusting, and money is plentiful. But even though money is plentiful, there are always many people who need more. Under these circumstances the rate of embezzlement grows, the rate of discovery falls off, and the bezzle increases rapidly. In depression all this is reversed. Money is watched with a narrow, suspicious eye. The man who handles it is assumed to be dishonest until he proves himself otherwise. Audits are penetrating and meticulous. Commercial morality is enormously improved. The bezzle shrinks. … Just as the boom accelerated the rate of growth, so the crash enormously advanced the rate of discovery. Within a few days, something close to a universal trust turned into something akin to universal suspicion. Audits were ordered. Strained or preoccupied behavior was noticed. Most important, the collapse in stock values made irredeemable the position of the employee who had embezzled to play the market. He now confessed.

Rapid business growth, increased downsizing, frequent reorganizations, mergers, acquisitions, and joint ventures have inadvertently increased the number of attractive employment opportunities for individuals with psychopathic personalities

Whereas penetration most often means that industry demand will level off, for durable goods, achieving penetration can lead to an abrupt drop in industry demand. After most potential customers have purchased the product, its durability implies that few will buy replacements for a number of years. If industry penetration has been rapid, this situation may translate into several very lean years for industry demand. For example, industry sales of snowmobiles, which underwent very rapid penetration, fell from 425,000 units per year in the peak year (1970-1971) to 125,000 to 200,000 units per year in 1976-1977.6 Recreational vehicles underwent a similar though not quite so dramatic decline. The relation between the growth rate after penetration and growth before penetration will be a function of how fast penetration has been reached and the average time before replacement, and this figure can be calculated.

When I look at all the forces aligned to roll back and block democratic change--the concentration of wealth, the structures of minority rule, the market imperative of endless growth, the seemingly irrepressible appeal of racism, and the rapidity of climate change--I feel my will weaken. Given the magnitude of the task at hand, how can people like me possibly make a dent? The established order is so big and powerful, and a single individual so vulnerable and small. But when I engage my intellect, something approaching optimism is possible. The past is proof that it can be done,

Blitzscaling is a strategy and set of techniques for driving and managing extremely rapid growth that prioritize speed over efficiency in an environment of uncertainty. Put another way, it’s an accelerant that allows your company to grow at a furious pace that knocks the competition out of the water.

In art, as in biology, there is a phenomenon that can be described as mutation, in which appearances radically change at a tempo much more rapid than that at which they normally proceed. As in the case of biology, we have no means to determine the process by which this radical change occurs. Yet we do know that it is a reaction to a form of congestion. It is a desperate change due to the arrival at a point where the corollaries to a situation are exhausted, when the stimulus to additional growth is sluggish and a rapid rejuvenation is needed so that art, through disuse, does not atrophy in much the same way as an unused human organ. Here art must attain a new start if it is to survive. Then, assiduously, it renews its traditions by marriage with alien traditions, by the reexamination of its own processes, and by those means reestablishes contact again with its own roots. It is in this way that new plastic worlds are born. For art, like a race, cannot inbreed very long without losing its incentives to continue; it needs the rejuvenation of new experiences and new blood. These mutations, it must be clear, however, do not constitute a change in properties, or mean that art has discarded its past. On the contrary, mutation involves a more conscious evaluation of art’s inheritance and the redirection of that inheritance into channels where it can be continued with greater force.

The late twentieth century has witnessed a remarkable growth in scientific interest in the subject of extinction. It is hardly a new subject—Baron Georges Cuvier had first demonstrated that species became extinct back in 1786, not long after the American Revolution. Thus the fact of extinction had been accepted by scientists for nearly three-quarters of a century before Darwin put forth his theory of evolution. And after Darwin, the many controversies that swirled around his theory did not often concern issues of extinction. On the contrary, extinction was generally considered as unremarkable as a car running out of gas. Extinction was simply proof of failure to adapt. How species adapted was intensely studied and fiercely debated. But the fact that some species failed was hardly given a second thought. What was there to say about it? However, beginning in the 1970s, two developments began to focus attention on extinction in a new way. The first was the recognition that human beings were now very numerous, and were altering the planet at a very rapid rate—eliminating traditional habitats, clearing the rain forest, polluting air and water, perhaps even changing global climate. In the process, many animal species were becoming extinct. Some scientists cried out in alarm; others were quietly uneasy. How fragile was the earth’s ecosystem? Was the human species engaged in behavior that would eventually lead to its own extinction?

By fending off police, pit bulls were portrayed as crack-dealing “accomplices” who abetted the rapid growth of the drug trade. To see just how closely the terms “crack cocaine” and “pit bull” were linked in the media, one need look no further than the Google Ngram Viewer, which charts word frequencies in published materials.

With scientific discovery and invention proceeding, we are told, at the rate of geometric progression, a generally passive and culture-bound people cannot cope with the multiplying issues and problems. Unless individuals, groups, and nations can imagine, construct, and creatively revise new ways of relating to these complex changes, the lights will go out. Unless man can make new and original adaptations to his environment as rapidly as his science can change the environment, our culture will perish.

A society that values order above all else will seek to suppress curiosity. But a society that believes in progress, innovation and creativity will cultivate it, recognising that the enquiring minds of its people constitute its most valuable asset. In medieval Europe, the enquiring mind – especially if it enquired too closely into the edicts of Church or state – was stigmatised. During the Renaissance and Reformation, received wisdoms began to be interrogated, and by the time of the Enlightenment, European societies started to see that their future lay with the curious, and encouraged probing questions rather than stamping on them. The result was the biggest explosion of new ideas and scientific advances in history. The great unlocking of curiosity translated into a cascade of prosperity for the nations that precipitated it. Today, we cannot know for sure if we are in the middle of this golden period or at the end of it. But we are, at the very least, in a lull. With the important exception of the internet, the innovations that catapulted Western societies ahead of the global pack are thin on the ground, while the rapid growth of Asian and South American economies has not yet been accompanied by a comparable run of indigenous innovation. Tyler Cowen, a professor of economics at George Mason University in Virginia, has termed the current period ‘the great stagnation’.

Maybe we human beings became energy sensitive because of something bigger, a vibrational shift to the entire planet that began to build over the centuries, accelerated even more rapidly starting in the 1980’ s, then clicked into place on that fateful day in 2012. After that once-in-an-eon change, all of humanity shifted into this Age of Awakening.

It was the flexibility, the originality, and the independence of thought—combined, of course, with our vast resources—that made American business grow so rapidly. If the seeds of growth are made sterile, if men become passive followers instead of developing qualities of leadership—and courage—we may find someday that our way of life has been superseded.

love is the secret key to growth and rapid transformation.

the key to rapid success as a preeminent business is to fall in love with your clients.

Taking full responsibility for your life is the catalyst for rapid mental, emotional, and spiritual growth.

Dear Daughter, If you want to grow rapidly and experience a life of prosperity, you should learn how to seize the right opportunity.

Thriving in today’s marketplace frequently depends on making a transformation to become more agile.

Though the policies of Stalin and subsequent Soviet leaders could produce rapid economic growth, they could not do so in a sustained way. By the 1970s, economic growth had all but stopped. The most important lesson is that extractive institutions cannot generate sustained technological change for two reasons: the lack of economic incentives and resistance by the elites.

If an economy has a stagnant labor force operating at a constant level of productivity, it will have constant output but no growth. The main drivers of labor force expansion are demographics and education, while the main drivers of productivity are capital and technology. Without those factor inputs, an economy cannot expand. But when those factor inputs are available in abundance, rapid growth is well within reach.

So far, so good, but what about the man who rushes headlong into the fire to save a complete stranger? The stranger is probably not genetically related to the man who helps him, so this act must surely be truly unselfish and altruistic? The answer is Yes, but only by accident. The accident is caused by the rapid growth of human populations in the last few thousand years. Previously, for millions of years, man was tribal and any inborn urge to help his fellow-men would have meant automatically that he was helping gene-sharing relatives, even if only remote ones. There was no need for this urge to be selective, because there were no strangers around to create problems. But with the urban explosion, man rapidly found himself in huge communities, surrounded by strangers, and with no time for his genetic constitution to alter to fit the startlingly new circumstances. So his altruism inevitably spread to include all his new fellow-citizens, even though many of them may have been genetically quite unrelated to him. Politicians, exploiting this ancient urge, were easily able to spread the aid-system even further, to a national level called patriotism, so that men would go and die for their country as if it were their ancient tribe or their family.

War. In 1901, he graduated from the Virginia Military Institute, where he marched before Stonewall Jackson’s widow. He soon joined the Army, which then was recovering from its low ebb of the 1890s, the decade when the frontier officially closed and the last of the Indian wars ended. The Army expanded rapidly in the wake of the Spanish–American War of 1898, almost quadrupling in size to 100,000. As part of that growth, George Marshall received his commission. In this newly energized force, he stood out as a young officer. Marshall was temporarily posted to Fort Douglas, Utah—originally placed on a hillside overlooking Salt Lake City to keep an eye on Brigham Young’s nascent and hostile Mormon empire. One

For too long the depth of racism in American life has been underestimated. The surgery to extract it is necessarily complex and detailed. As a beginning it is important to X-ray our history and reveal the full extent of the disease. The strands of prejudice toward Negroes are tightly wound around the American character. The prejudice has been nourished by the doctrine of race inferiority. Yet to focus upon the Negro alone as the "inferior race" of American myth is to miss the broader dimensions of the evil. Our nation was born in genocide when it embraced the doctrine that the original American, the Indian, was an inferior race. Even before there were large numbers of Negroes on our shores, the scar of racial hatred had already disfigured colonial society. From the sixteenth century forward, blood flowed in battles over racial supremacy. We are perhaps the only nation which tried as a matter of national policy to wipe out its indigenous population. Moreover, we elevated that tragic experience into a noble crusade. Indeed, even today we have not permitted ourselves to reject or to feel remorse for this shameful episode. Our literature, our films, our drama, our folklore all exalt it. Our children are still taught to respect the violence which reduced a red-skinned people of an earlier culture into a few fragmented groups herded into impoverished reservations. This is in sharp contrast to many nations south of the border, which assimilated their Indians, respected their culture, and elevated many of them to high position. It was upon this massive base of racism that the prejudice toward the nonwhite was readily built, and found rapid growth. This long-standing racist ideology has corrupted and diminished our democratic ideals. It is this tangled web of prejudice from which many Americans now seek to liberate themselves, without realizing how deeply it has been woven into their consciousness.

The progress of science has been amazingly rapid in the last decade; but consider the savants, those exhausted hens. They are certainly not “harmonious” natures: they can merely cackle more than before, because they lay eggs oftener: but the eggs are always smaller, [Pg 64] though their books are bigger. The natural result of it all is the favourite “popularising” of science (or rather its feminising and infantising), the villainous habit of cutting the cloth of science to fit the figure of the “general public.

Street-car lines had been extended far out into the open country in anticipation of rapid growth. The city had laid miles and miles of streets and sewers through regions where, perhaps, one solitary house stood out alone — a pioneer of the populous ways to be. There were regions open to the sweeping winds and rain, which were yet lighted throughout the night with long, blinking lines of gas-lamps, fluttering in the wind. Narrow board walks extended out, passing here a house, and there a store, at far intervals, eventually ending on the open prairie.

The fairly common assumption that we ourselves can afford to be ignorant because somewhere there is somebody who knows the answer — such an assumption builds ignorance fast, and builds it widely. The rapid growth of knowledge we sometimes boast about, seen in this perspective, looks like its opposite: the rapid growth of ignorance. Unchecked, it could become absolute; and that would be disaster. For no one then would trust himself to speculate about the huge central things that matter most. He would have lost the ambition, and to that extent the power, to do so.

Growth of the Body and the Brain. The physical growth of the human body increases in a roughly linear manner from birth through adolescence. In contrast, the brain’s physical growth follows a different pattern. The most rapid rate of growth takes place in utero, and from birth to age four the brain grows explosively. The brain of the four-year-old is 90 percent adult size! A majority of the physical growth of the brain’s key neural networks takes place during this time. It is a time of great malleability and vulnerability as experiences are actively shaping the organizing brain. This is a time of great opportunity for the developing child: safe, predictable, nurturing and repetitive experiences can help express a full range of genetic potentials. Unfortunately, however, it is also when the organizing brain is most vulnerable to the destructive impact of threat, neglect and trauma.

Are we headed toward the end of growth for technological or ecological reasons, or perhaps both at once? Before trying to answer this question, it is important to recall that past growth, as spectacular as it was, almost always occurred at relatively slow annual rates, generally no more than 1–1.5 percent per year. The only historical examples of noticeably more rapid growth—3–4 percent or more—occurred in countries that were experiencing accelerated catch-up with other countries. This is a process that by definition ends when catch-up is achieved and therefore can only be transitional and time limited.

People assume that repetition is always a static thing, but I beg to differ. Repetition is just as often the complete opposite of that: or a sign of rapid personal growth. In this repetition manifests one's ability to go on experiencing again the very same thing from a different perspective and in a brand-new light.

In my view, the most important point—more important than the specific growth rate prediction (since, as I have shown, any attempt to reduce long-term growth to a single figure is largely illusory)—is that a per capita output growth rate on the order of 1 percent is in fact extremely rapid, much more rapid than many people think.

the democracies of the west, which had been the drivers of 20th century growth, were in rapid decline. Beset with corrupt and bloated governments, bankrupted by decades of appalling mismanagement, riddled with cronyism, and unable to recapture the economic dynamism of their past, they were teetering on the verge of collapse. The

do the chromosomes behave in ontogenesis?3 The growth of an organism is effected by consecutive cell divisions. Such a cell division is called mitosis. It is, in the life of a cell, not such a very frequent event as one might expect, considering the enormous number of cells of which our body is composed. In the beginning the growth is rapid. The egg divides into two ‘daughter cells’ which, at the next step, will produce a generation of four, then of 8, 16, 32, 64, …, etc. The frequency of division will not remain exactly the same in all parts of the growing body, and that will break the regularity of these numbers. But from their rapid increase we infer by an easy computation that on the average as few as 50 or 60 successive divisions suffice to produce the number of cells4 in a grown man – or, say, ten times the number,2 taking into account the exchange of cells during lifetime. Thus, a body cell of mine is, on the average, only the 50th or 60th ‘descendant’ of the egg that was I.

But that was how it had to go, for the death of a rotten tree is always rapid: one violent shake and over it goes. Its broad canopy, which for many years rose up in its place in the forest, has suddenly vanished. For a while there is a space in the forest cover, but soon the space is filled by new growth, as if nothing had happened.

Secondly, it is the very nature of spiritual life to grow. Wherever they principle of this life is to be found, it can be no different for it must grow. "But the path of the just is as the shining light, that shineth more and more unto the perfect day" (Prov. 4:18); "The righteous also shall hold on his way, and he that hath clean hands shall be stronger and stronger" (Job 17:9). This refers to the children of GOd, who are compared to palm and cedar trees (Psa. 92:12). As natural as it is for children and trees to grow, so natural is growth for the regenerated children of God. Thirdly, the growth of His children is the goal and objective God has in view by administering the means of grace to them. "And He gave some, apostles; and some, prophets; and some, evangelists; and some, pastors and teachers; for the perfecting of the saints...that we henceforth be no more children...but speaking the truth in love, may grow up into Him in all things, which is the Head" (Eph. 4:11-15). This is also to be observed in 1 Peter 2:2: "as newborn babes, desire the sincere milk of the word, that ye may grow thereby, " God will reach His goal and His word will not return to Him void; thus God's children will grow in grace. Fourthly, is is the duty to which God's children are continually exhorted, and their activity is to consist in a striving for growth. That it is their duty is to be observed in the following passages: "But grow in grace, and in the knowledge of our Lord and Saviour Jesus Christ" (2 Peter 3:18); "He that is righteous, let him be righteous still: and he that is holy, let him be holy still" (Rev. 22:11). The nature of this activity is expressed as follows: "Not as though I had already attained, either were already perfect: but I follow after" (Phil. 3:12). If it were not necessary for believers to grow the exhortations to that end would be in vain. Some remain feeble, having but little life and strength. this can be due to a lack of nourishment, living under a barren ministry, or being without guidance. It can also be that they naturally have a slow mind and a lazy disposition; that they have strong corruptions which draw them away; that they are without much are without much strife; that they are too busy from early morning till late evening, due to heavy labor, or to having a family with many children, and thus must struggle or are poverty-stricken. Furthermore, it can be that they either do not have the opportunity to converse with the godly; that they do not avail themselves of such opportunities; or that they are lazy as far as reading in God's Word and prayer are concerned. Such persons are generally subject to many ups and downs. At one time they lift up their heads out of all their troubles, by renewal becoming serious, and they seek God with their whole heart. It does not take long, however , and they are quickly cast down in despondency - or their lusts gain the upper hand. Thus they remain feeble and are, so to speak, continually on the verge of death. Some of them occasionally make good progress, but then grieve the Spirit of God and backslide rapidly. For some this lasts for a season, after which they are restored, but others are as those who suffer from consumption - they languish until they die. Oh what a sad condition this is! (Chapter 89. Spiritual Growth, pg. 140, 142-143)

Higher government spending will not lead to more rapid monetary growth and inflation if additional spending is financed either by taxes or by borrowing from the public. In that case, government has more to spend, the public has less. Higher government spending is matched by lower private spending for consumption and investment. However,

If you extract breast cancer cells from tissue, it’s quite simple to grow them in a lab. If you add glucose, epidermal growth factor (EGF), and insulin, they multiply rapidly. If you then take away the insulin, they die. Let me repeat that: breast cancer cells proliferate with high levels of insulin and die without it. What lowers insulin levels? Fasting.

One of the most intriguing ideas in the developmental sciences over the past decades is the phenomenon of the “J-shaped curve.”19 While observing children learning to master new skills in dozens of domains (math, writing, the arts), psychologists noticed a surprising pattern: as a learner struggles to master difficult new challenges, there is often an initial decline in skill. Errors are made on tasks that previously seemed easy, and the learner feels more “stupid” than ever before. This is the dip that forms the middle part of the “J.” But it turns out that the “stupid mistakes,” in retrospect, were nothing more than growth errors. Once the learner gets past the dip, performance rises rapidly to new heights.

Cords and rhizomorphs are a good reminder that mycelial networks are transport networks. Boddy’s mycelial road map is another good illustration. Mushroom growth is another: To push their way through asphalt, a mushroom must inflate with water. For this to happen, water must travel rapidly through the network from one place to another and flow into a developing mushroom in a carefully directed pulse.

LEXICOGRAPHER, n. A pestilent fellow who, under the pretense of recording some particular stage in the development of a language, does what he can to arrest its growth, stiffen its flexibility and mechanize its methods. For your lexicographer, having written his dictionary, comes to be considered "as one having authority," whereas his function is only to make a record, not to give a law. The natural servility of the human understanding having invested him with judicial power, surrenders its right of reason and submits itself to a chronicle as if it were a statue. Let the dictionary (for example) mark a good word as "obsolete" or "obsolescent" and few men thereafter venture to use it, whatever their need of it and however desirable its restoration to favor — whereby the process of improverishment is accelerated and speech decays. On the contrary, recognizing the truth that language must grow by innovation if it grow at all, makes new words and uses the old in an unfamiliar sense, has no following and is tartly reminded that "it isn't in the dictionary" — although down to the time of the first lexicographer (Heaven forgive him!) no author ever had used a word that was in the dictionary. In the golden prime and high noon of English speech; when from the lips of the great Elizabethans fell words that made their own meaning and carried it in their very sound; when a Shakespeare and a Bacon were possible, and the language now rapidly perishing at one end and slowly renewed at the other was in vigorous growth and hardy preservation — sweeter than honey and stronger than a lion — the lexicographer was a person unknown, the dictionary a creation which his Creator had not created him to create.

The master propagandist, like the advertising expert, avoids obvious emotional appeals and strives for a tone that is consistent with the prosaic quality of modern life—a dry, bland matter-of-factness. Nor does the propagandist circulate "intentionally biased" information. He knows that partial truths serve as more effective instruments of deception than lies. Thus he tries to impress the public with statistics of economic growth that neglect to give the base year from which growth is calculated, with accurate but meaningless facts about the standard of living—with raw and uninterpreted data, in other words, from which the audience is invited to draw the inescapable conclusion that things are getting better and the present régime therefore deserves the people's confidence, or on the other hand that things are getting worse so rapidly that the present régime should be given emergency powers to deal with the developing crisis.

Perhaps the most widely read piece of research that McKinsey has published in the past decade showed that companies that rapidly re-allocate capital to new growth businesses outperform those that take a steady-state approach.21 Yet, the social side of strategy is such that companies still tend to take what is known as a “peanut butter” approach—spreading a thin layer of resources smoothly across the whole enterprise, even though it’s clear that opportunities are far greater in some areas than in others.

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

We’ve created mass production at low prices, a system that operates under duress. There are stressed-out pigs who can’t mate, who bite one another’s tails because they’re so confined, or who are so heavy their legs can no longer support their bodies; turkeys who can’t reproduce naturally; chickens who have to be debeaked because they peck at each other in densely packed cages; roosters bred for growth who’ve become so aggressive that they injure or kill their mates; and cows who eat other cows as part of their feed and go mad. All of this is presided over by stressed-out farmers, many of whom have come to accept the industry’s bigger-is-better mantra, though it’s clearly unsustainable for them and the earth. In the process they have become almost as trapped as the animals they “farm.” Farmers, industry, and consumers have created a treadmill that runs ever more rapidly, fueled by all kinds of suffering animals—including us. It’s a system that only takes and doesn’t give back; it extracts and doesn’t replenish, until the creatures and the earth that sustain its existence have nothing more to give.

My ten years of bank experience should be of interest to a rapidly growing bank like yours. In various capacities in bank operations with the Bankers Trust Company in New York, leading to my present assignment as Branch Manager, I have acquired skills in all phases of banking including depositor relations, credits, loans and administration. I will be relocating to Phoenix in May and I am sure I can contribute to your growth and profit. I will be in Phoenix the week of April 3 and would appreciate the opportunity to show you how I can help your bank meet its goals.

Dear Sir: My ten years of bank experience should be of interest to a rapidly growing bank like yours. In various capacities in bank operations with the Bankers Trust Company in New York, leading to my present assignment as Branch Manager, I have acquired skills in all phases of banking including depositor relations, credits, loans and administration. I will be relocating to Phoenix in May and I am sure I can contribute to your growth and profit. I will be in Phoenix the week of April 3 and would appreciate the opportunity to show you how I can help your bank meet its goals. Sincerely, Barbara L. Anderson

Micromanagement fails because no one person can control multiple people executing a vast number of actions in a dynamic environment, where changes in the situation occur rapidly and with unpredictability. It also inhibits the growth of subordinates: when people become accustomed to being told what to do, they begin to await direction. Initiative fades and eventually dies. Creativity and bold thought and action soon die as well. The team becomes a bunch of simple and thoughtless automatons, following orders without understanding, moving forward only when told to do so. A team like that will never achieve greatness.

In North America, there is no nostalgia for the postwar period, quite simply because the Trente Glorieuses never existed there: per capita output grew at roughly the same rate of 1.5–2 percent per year throughout the period 1820–2012. To be sure, growth slowed a bit between 1930 and 1950 to just over 1.5 percent, then increased again to just over 2 percent between 1950 and 1970, and then slowed to less than 1.5 percent between 1990 and 2012. In Western Europe, which suffered much more from the two world wars, the variations are considerably greater: per capita output stagnated between 1913 and 1950 (with a growth rate of just over 0.5 percent) and then leapt ahead to more than 4 percent from 1950 to 1970, before falling sharply to just slightly above US levels (a little more than 2 percent) in the period 1970–1990 and to barely 1.5 percent between 1990 and 2012. Western Europe experienced a golden age of growth between 1950 and 1970, only to see its growth rate diminish to one-half or even one-third of its peak level during the decades that followed. [...] If we looked only at continental Europe, we would find an average per capita output growth rate of 5 percent between 1950 and 1970—a level well beyond that achieved in other advanced countries over the past two centuries. These very different collective experiences of growth in the twentieth century largely explain why public opinion in different countries varies so widely in regard to commercial and financial globalization and indeed to capitalism in general. In continental Europe and especially France, people quite naturally continue to look on the first three postwar decades—a period of strong state intervention in the economy—as a period blessed with rapid growth, and many regard the liberalization of the economy that began around 1980 as the cause of a slowdown. In Great Britain and the United States, postwar history is interpreted quite differently. Between 1950 and 1980, the gap between the English-speaking countries and the countries that had lost the war closed rapidly. By the late 1970s, US magazine covers often denounced the decline of the United States and the success of German and Japanese industry. In Britain, GDP per capita fell below the level of Germany, France, Japan, and even Italy. It may even be the case that this sense of being rivaled (or even overtaken in the case of Britain) played an important part in the “conservative revolution.” Margaret Thatcher in Britain and Ronald Reagan in the United States promised to “roll back the welfare state” that had allegedly sapped the animal spirits of Anglo-Saxon entrepreneurs and thus to return to pure nineteenth-century capitalism, which would allow the United States and Britain to regain the upper hand. Even today, many people in both countries believe that the conservative revolution was remarkably successful, because their growth rates once again matched continental European and Japanese levels. In fact, neither the economic liberalization that began around 1980 nor the state interventionism that began in 1945 deserves such praise or blame. France, Germany, and Japan would very likely have caught up with Britain and the United States following their collapse of 1914–1945 regardless of what policies they had adopted (I say this with only slight exaggeration). The most one can say is that state intervention did no harm. Similarly, once these countries had attained the global technological frontier, it is hardly surprising that they ceased to grow more rapidly than Britain and the United States or that growth rates in all of these wealthy countries more or less equalized [...] Broadly speaking, the US and British policies of economic liberalization appear to have had little effect on this simple reality, since they neither increased growth nor decreased it.

The human brain is the most complex entity in the universe. It has between fifty and one hundred billion nerve cells, or neurons, each branched to form thousands of possible connections with other nerve cells. It has been estimated that laid end to end, the nerve cables of a single human brain would extend into a line several hundred thousand miles long. The total number of connections, or synapses, is in the trillions. The parallel and simultaneous activity of innumerable brain circuits, and networks of circuits, produces millions of firing patterns each and every second of our lives. The brain has well been described as “a supersystcm of systems.” Even though fully half of the roughly hundred thousand genes in the human organism are dedicated to the central nervous system, the genetic code simply cannot carry enough information to predetermine the infinite number of potential brain circuits. For this reason alone, biological heredity could not by itself account for the densely intertwined psychology and neurophysiology of attention deficit disorder. Experience in the world determines the fine wiring of the brain. As the neurologist and neuroscientist Antonio Damasio puts it, “Much of each brain’s circuitry, at any given moment in adult life, is individual and unique, truly reflective of that particular organism’s history and circumstances.” This is no less true of children and infants. Not even in the brains of genetically identical twins will the same patterns be found in the shape of nerve cells or the numbers and configuration of their synapses with other neurons. The microcircuitry of the brain is formatted by influences during the first few years of life, a period when the human brain undergoes astonishingly rapid growth. Five-sixths of the branching of nerve cells in the brain occurs after birth. At times in the first year of life, new synapses are being established at a rate of three billion a second. In large part, each infant’s individual experiences in the early years determine which brain structures will develop and how well, and which nerve centers will be connected with which other nerve centers, and establish the networks controlling behavior. The intricately programmed interactions between heredity and environment that make for the development of the human brain are determined by a “fantastic, almost surrealistically complex choreography,” in the apt phrase of Dr. J. S. Grotstein of the department of psychiatry at UCLA. Attention deficit disorder results from the miswiring of brain circuits, in susceptible infants, during this crucial period of growth.

In a way, the human race needs to improve its mental and physical qualities if it is to deal with the increasingly complex world around it and meet new challenges like space travel. And it also needs to increase its complexity if biological systems are to keep ahead of electronic ones. At the moment computers have an advantage of speed, but they show no sign of intelligence. This is not surprising because our present computers are less complex than the brain of an earthworm, a species not noted for its intellectual powers. But computers roughly obey a version of Moore’s Law, which says that their speed and complexity double every eighteen months. It is one of these exponential growths that clearly cannot continue indefinitely, and indeed it has already begun to slow. However, the rapid pace of improvement will probably continue until computers have a similar complexity to the human brain. Some people say that computers can never show true intelligence, whatever that may be. But it seems to me that if very complicated chemical molecules can operate in humans to make them intelligent, then equally complicated electronic circuits can also make computers act in an intelligent way. And if they are intelligent they can presumably design computers that have even greater complexity and intelligence.

Many organizations and militaries use VUCA as an acronym to describe the disruptive state of the world, given its Volatility, Uncertainty, Complexity, and Ambiguity. UN-VICE is an updated way of capturing the state and velocity of the world, with our acronym for UNknown, Volatile, Intersecting, Complex, and Exponential: - UNknown: Recognizing that you can’t know anything perfectly, and that many of our decisions are based on assumptions. Increased uncertainty lowers the value of ad-vice and requires increased self-reliance. - Volatile: Our world, and change itself, is evolving faster than ever before. Volatility is not inherently good or bad; it is simply impactful. In volatility we see shifting speed, texture, and magnitude of the changing environment. - Intersecting: The broader our filters, the more we realize that what we observe overlaps with other things. Boundaries are disappearing, connecting new areas through combinations. - Complex: These more-than-complicated systems have unreliable input-output relationships and cannot be summarized or modeled without losing their essence. Unpredictable situations with unknown unknowns. - Exponential: A nonlinear type of change that increases in its growth rate. To an observer, this change may happen gradually, then suddenly. Rapid acceleration of seemingly-small shifts.

The rapid growth of Message- combined with an outpouring of florists offering consultations in the language of flowers to the streams of brides Marlena and I turned away- caused a subtle but concrete shift in the Bay Area flower industry. Marlena reported that peony, marigold, and lavender lingered in their plastic buckets at the flower market while tulips, lilac, and passionflower sold out before the sun rose. For the first time anyone could remember, jonquil became available long after its natural bloom season had ended. By the end of July, bold brides carried ceramic bowls of strawberries or fragrant clusters of fennel, and no one questioned their aesthetics but rather marveled at the simplicity of their desire. If the trajectory continued, I realized, Message would alter the quantities of anger, grief, and mistrust growing in the earth on a massive scale. Farmers would uproot fields of foxglove to plant yarrow, the soft clusters of pink, yellow, and cream the cure to a broken heart. The prices of sage, ranunculus, and stock would steadily increase. Plum trees would be planted for the sole purpose of harvesting their delicate, clustered blossoms and sunflowers would fall permanently out of fashion, disappearing from flower stands, craft stores, and country kitchens. Thistle would be cleared compulsively from empty lots and overgrown gardens.

Starting as some fungus, some very minute, microscopic bubble, and all the time drawing from that infinite store-house of energy, a form is changed slowly and steadily until in course of time it becomes a plant, then an animal, then man, ultimately God. This is attained through millions of aeons, but what is time? An increase of speed, an increase of struggle, is able to bridge the gulf of time. That which naturally takes a long time to accomplish can be shortened by the intensity of the action, says the Yogi. A man may go on slowly drawing in this energy from the infinite mass that exists in the universe, and, perhaps, he will require a hundred thousand years to become a Deva, and then, perhaps, five hundred thousand years to become still higher, and, perhaps, five millions of years to become perfect. Given rapid growth, the time will be lessened. Why is it not possible, with sufficient effort, to reach this very perfection in six months or six years? There is no limit. Reason shows that. If an engine, with a certain amount of coal, runs two miles an hour, it will run the distance in less time with a greater supply of coal. Similarly, why shall not the soul, by intensifying its action, attain perfection in this very life? All beings will at last attain to that goal, we know. But who cares to wait all these millions of aeons? Why not reach it immediately, in this body even, in this human form? Why shall I not get that infinite knowledge, infinite power, now?

As for me, I could not do without Michelet for anything in the world. It is true the Bible is eternal and everlasting, but Michelet gives such very practical and clear hints, so directly applicable to this hurried and feverish modern life in which you and I find ourselves, that he helps us to progress rapidly; we cannot do without him. The Bible consists of different parts and there is growth from one to the next; for instance, there is a difference between Moses and Noah on the one hand, and Jesus and Paul on the other. Now take Michelet and Beecher Stowe: they don’t tell you the Gospel is no longer of any value but they show how it may be applied in our time, in this our life, by you and me, for instance. Michelet even expresses completely and aloud things which the Gospel whispers only the germ of.

What is our UN-VICE in the context of Disruption 3.0? To sum up, UN-VICE is an updated way of capturing the state of the world. Framing the dynamics of systemic disruption as UNknown, Volatile, Intersecting, Complex, Exponential enables an empowering response. We are not helpless victims unable to make decisions. With UN-VICE, we have the power to shape our own futures. KEY POINTS: OUR UN-VICE ACRONYM - UNknown: Uncertainty becomes our comfort zone. Recognize you can’t know anything perfectly and many decisions are based on assumptions. Increased uncertainty lowers the value of advice and requires increased self-reliance. Learn how to respond regardless of the lack of precedents. - Volatile: Harness change for gain. Our world, and change itself, is evolving faster than ever before. Volatility is not new; we simply can’t ignore its impact. In volatility, we see the shifting speed and texture of the changing environment. - Intersecting: Everything connects to everything else. The broader our lens, the greater the insights gained from realizing how boundaries are disappearing. - Complex: Notice emergent properties and adapt. In complex environments, inputs do not map clearly to outputs. Practitioners must acknowledge emergent properties and reconcile the immediate with the indefinite. Such systems require critical thinking, experimentation, and judgment. Evaluate emerging issues, build resiliency, and learn to adapt to expanding complexity. - Exponential: Pay attention to nonlinear types of change that increase in growth rate. Notice rapid acceleration of seemingly small shifts. Monitoring early on will mean fewer surprises.

Once a competitor’s move has occurred, the denial of an adequate base for the competitor to meet its goals, coupled with the expectation that this state of affairs will continue, can cause the competitor to withdraw. New entrants, for example, usually have some targets for growth, market share, and ROI, and some time horizon for achieving them. If a new entrant is denied its targets and becomes convinced that it will be a long time before they are met, then it may withdraw or deescalate. Tactics for denying a base include strong price competition, heavy expenditures on research, and so on. Attacking new products in the test-market phase can be an effective way to foretell a firm’s future willingness to fight and can be less expensive than waiting for the introduction to actually occur. Another tactic is using special deals to load customers up with inventory, thereby removing the market for the product and raising the short-run cost of entry. It can be worth paying a substantial short-run price to deny a base if a firm’s market position is threatened. Essential to such a strategy, however, is a good hypothesis about what a competitor’s performance targets and time horizon are. An example of such a situation may be Gillette’s withdrawal from digital watches. Although claiming it had won significant market shares in test markets, Gillette bowed out, citing the substantial investments required to develop technology and margins lower than those available in other areas of its business. Texas Instruments’ strategy of aggressive pricing and rapid technological development in digital watches probably had a substantial impact on this decision.

Nations and their economies grow in large part because they increase their collective knowledge about nature and their environment, and because they are able to direct this knowledge toward productive ends. But such knowledge does not emerge as a matter of course. While most societies that ever existed were able to generate some technological progress, it typically consisted of one-off limited advances that had limited consequences, soon settled down, and the growth it generated fizzled out. In only one case did such an accumulation of knowledge become sustained and self-propelling to the point of becoming explosive and changing the material basis of human existence more thoroughly and more rapidly than anything before in the history of humans on this planet. That one instance occurred in Western Europe during and after the Industrial Revolution.

Germany never recovered from this setback. Acceptance of autocracy, of blind obedience to the petty tyrants who ruled as princes, became ingrained in the German mind. The idea of democracy, of rule by parliament, which made such rapid headway in England in the seventeenth and eighteenth centuries, and which exploded in France in 1789, did not sprout in Germany. This political backwardness of the Germans, divided as they were into so many petty states and isolated in them from the surging currents of European thought and development, set Germany apart from and behind the other countries of the West. There was no natural growth of a nation. This has to be borne in mind if one is to comprehend the disastrous road this people subsequently took and the warped state of mind which settled over it. In the end the German nation was forged by naked force and held together by naked aggression.

For industrial goods, productivity growth has been more rapid than for the economy as a whole, so that prices in this sector have fallen relative to the average of all prices. Foodstuffs is a sector in which productivity has increased continuously and crucially over the very long run (thereby allowing a greatly increased population to be fed by ever fewer hands, liberating a growing portion of the workforce for other tasks), even though the increase in productivity has been less rapid in the agricultural sector than in the industrial sector, so that food prices have evolved at roughly the same rate as the average of all prices. Finally, productivity growth in the service sector has generally been low (or even zero in some cases, which explains why this sector has tended to employ a steadily increasing share of the workforce), so that the price of services has increased more rapidly than the average of all prices.

You all should feel excited. You have made history, although, unfortunately, not for a good reason, because the government has put policies in place that have so hammered small businesses that they have created a job market that makes life incredibly difficult for young people.   The recession of the early 1980s was comparable but was followed by a rapid recovery.   Well, gosh, what happened in the early 1980s? President Ronald Reagan was elected. He implemented policies the exact opposite of this administration's policies. Instead of jacking up taxes by $1.7 trillion, as this Congress and this President has done, President Reagan slashed taxes and simplified the Tax Code. Instead of exploding government spending and the debt, President Reagan restrained the growth of government spending. And instead of unleashing regulators like locusts that destroy small businesses, President Reagan restrained regulation and the result was incredible growth.   For

Evangelicals in America have a choice, and it’s a big one. Are we going to continue to pursue the growth of the church above all else, or are we going to pursue the holistic stewardship of life, the land, the people, the animals, the environment, and the world in which we are situated? Our culture is changing rapidly, and we are not going to survive if we do not live for the life of the world, because the culture will reject us and our message out of hand. Are we going to continue to pursue and perpetuate church models, church growth, conversions, and the survival of Christian culture no matter what? Or are we going to live like Jesus lived? Are we going to embrace the cruciform life of discipleship? Are we going to continue to preach a soterian gospel meant to provide us with more “conversions”? Or are we going to lay down our lives for the sake of the world? If we do, we might find the courage and strength to begin to dive headlong into a better understanding of what the church is and what it is for.

This doesn't mean we can or should return to an analog past: there was a lot that was wrong with the old media world, and there is much that is right about the new: political movements, online forums, and new ideas that wouldn't exist without it. But all these changes--from the fragmentation of the public sphere to the absence of a center ground, from the rise of partisanship to the waning influence of respected neutral institutions--do seem to bother people who have difficulty with complexity and cacophony. Even if we weren't living through a period of rapid demographic change, even if the economy were not in turmoil, even if there were no health crisis, it is still the case that the splintering of the center right and the center left, the rise in some countries of separatist movements, the growth in angry rhetoric, the proliferation of extremist and racist voices that had been marginalized for half a century would persuade a chunk of voters to vote for someone who promises a new and more orderly order.

Manhattan Prep started out as one lone tutor in a Starbucks coffee shop. Less than ten years later, it was a leading national education and publishing business that employed over one hundred people and was acquired by a public company for millions of dollars. How did that happen? We delivered a service that customers liked more than what was otherwise available. They sought us out and rewarded us with their business. We hired more people, grew, and kept improving. This process—a new company filling a need and flourishing as a result—is an example of value creation. It’s the fuel of economic growth, and what our country has been seeking a formula for. It’s the process that leads to new businesses and jobs. Value creation has a polar opposite: rent-seeking. In the 1980s, economists began noticing that countries with ample natural resources experienced lower economic growth rates than others. From 1965 to 1998 in the OPEC (oil-producing) countries, gross domestic product per capita decreased on average by 1.3 percent, while in the rest of the developed world, per capita growth increased by 2.2 percent (for an overall difference of 3.5 percent). This was a surprise—if you had lots of oil in the ground, wouldn’t that give you more wealth to invest and thus spur more rapid growth? Economists cited a number of factors to explain this “resource curse,” including internal and external conflict, corruption, lower monitoring of government, lack of diversification, and being subject to higher price volatility. One other possible explanation on offer was that a country’s smart people will wind up going to work in whatever industry is throwing off money (like the oil industry in Saudi Arabia). Thus fewer talented people are innovating in other industries, dragging down the growth rate over time. This makes sense—it’s a lot easier for a gifted Saudi to plug into the Ministry of Petroleum and Mineral Resources and extract economic value than to come up with a new business or industry. Does this sort of thing happen in the United States? Yes, you can make money through rent-seeking as opposed to value or wealth creation.

system. At 12:04:03, every screen in the building strobed for eighteen seconds in a frequency that produced seizures in a susceptible segment of Sense/Net employees. Then something only vaguely like a human face filled the screens, its features stretched across asymmetrical expanses of bone like some obscene Mercator projection. Blue lips parted wetly as the twisted, elongated jaw moved. Something, perhaps a hand, a thing like a reddish clump of gnarled roots, fumbled toward the camera, blurred, and vanished. Subliminally rapid images of contamination: graphics of the building’s water supply system, gloved hands manipulating laboratory glassware, something tumbling down into darkness, a pale splash. . . . The audio track, its pitch adjusted to run at just less than twice the standard playback speed, was part of a month-old newscast detailing potential military uses of a substance known as HsG, a biochemical governing the human skeletal growth factor. Overdoses of HsG threw certain bone cells into overdrive, accelerating growth by factors as high as one thousand percent.

By the end of the 1970s, a clear majority of the employed population of Britain, Germany, France, the Benelux countries, Scandinavia and the Alpine countries worked in the service sector—communications, transport, banking, public administration and the like. Italy, Spain and Ireland were very close behind. In Communist Eastern Europe, by contrast, the overwhelming majority of former peasants were directed into labour-intensive and technologically retarded mining and industrial manufacture; in Czechoslovakia, employment in the tertiary, service sector actually declined during the course of the 1950s. Just as the output of coal and iron-ore was tailing off in mid-1950s Belgium, France, West Germany and the UK, so it continued to increase in Poland, Czechoslovakia and the GDR. The Communists’ dogmatic emphasis on raw material extraction and primary goods production did generate rapid initial growth in gross output and per capita GDP. In the short run the industrial emphasis of the Communist command economies thus appeared impressive (not least to many Western observers). But it boded ill for the region’s future.

If farming was “the biggest mistake in human history,” which triggered lots of evolutionary mismatch diseases, then why did it spread so rapidly and thoroughly? The biggest reason is that farmers pump out babies much faster than hunter-gatherers. In today’s economy, a higher reproductive rate often entails ominous connotations of expense: more mouths to feed, more college tuition bills to pay. Too many children can be a source of poverty. But to farmers, more offspring yield more wealth because children are a useful, fantastic labor force. After a few years of care, a farmer’s children can work in the fields and in the home, helping to take care of crops, herd animals, mind younger children, and process food. In fact, a large part of the success of farming is that farmers breed their own labor force more effectively than hunter-gatherers, which pumps energy back into the system, driving up fertility rates.20 Farming therefore leads to exponential population growth, causing farming to spread. Another factor that encouraged the spread of agriculture is the way farmers alter the ecology around their farms in ways that hinder if not prevent any more hunting and gathering. Occasionally

Here are the main facts:1 Between 1980 and 2016, average national income per adult, expressed in 2016 euros, rose from 25,000 euros to just over 33,000 euros, or a rise of approximately 30%. At the same time, the average wealth held derived from property per adult doubled, rising from 90,000 to 190,000 euros. Yet more striking: the wealth of the richest 1%, 70% of which is in financial assets, rose from 1.4 to 4.5 million euros, or increased more than threefold. As to the 0.1% of the wealthiest, 90% of whose wealth is held in financial assets, and who will be the main beneficiaries of the abolition of the wealth tax, their fortunes rose from 4 to 20 million euros, that is, they increased fivefold. In other words, the biggest fortunes in financial assets rose even more rapidly than property assets, whereas the opposite should have been the case if the hypothesis of a fiscal flight were true. Moreover, this type of finding is a characteristic in the ranking of fortunes, in France as in all countries. According to Forbes, the top world fortunes, which are almost exclusively held in financial assets—have risen at a rate of 6% to 7% per year (on top of inflation) since the 1980s, or 3–4 times more rapidly than growth in GDP and of world per capita wealth.

Continuous growth and the consequent ever-increasing acceleration of the pace of life have profound consequences for the entire planet and, in particular, for cities, socioeconomic life, and the process of global urbanization. Until recent times, the time between major innovations far exceeded the productive life span of a human being. Even in my own lifetime it was unconsciously assumed that one would continue working in the same occupation using the same expertise throughout one’s life. This is no longer true; a typical human being now lives significantly longer than the time between major innovations, especially in developing and developed countries. Nowadays young people entering the workforce can expect to see several major changes during their lifetime that will very likely disrupt the continuity of their careers. This increasingly rapid rate of change induces serious stress on all facets of urban life. This is surely not sustainable, and, if nothing changes, we are heading for a major crash and a potential collapse of the entire socioeconomic fabric. The challenges are clear: Can we return to an analog of a more “ecological” phase from which we evolved and be satisfied with some version of sublinear scaling and its attendant natural limiting, or no-growth, stable configuration? Is this even possible?

In short, the combined effects of lower infant mortality, higher longevity, and increased fertility have fueled an explosion in the world’s population, as figure 18 graphs. Since population growth is intrinsically exponential, even small increases in fertility or decreases in mortality spark rapid population growth. If an initial population of 1 million people grows at 3.5 percent per year, then it will roughly double every generation, growing to 2 million in twenty years, 4 million in forty years, and so on, reaching 32 million in a hundred years. In actual fact, the global growth rate peaked in 1963 at 2.2 percent per year and has since declined to about 1.1 percent per year,60 which translates into a doubling rate of every sixty-four years. In the fifty years between 1960 and 2010, the world’s population more than doubled, from 3 to 6.9 billion people. At current rates of growth, we can expect 14 billion people at the end of this century. FIGURE 21. The demographic transition model. Following economic development, death rates tend to fall before birth rates decrease, resulting in an initial population boom that eventually levels off. This controversial model, however, only applies to some countries. One major by-product of population growth plus the concentration of wealth in cities has been a shift to more urbanization. In 1800, only 25 million people lived in cities, about 3 percent of the world’s population. In 2010, about 3.3 billion people, half the world’s population, are city dwellers.

Most obviously, they agreed, an autocatalytic set was a web of transformations among molecules in precisely the same way that an economy is a web of transformations among goods and services. In a very real sense, in fact, an autocatalytic set was an economy—a submicroscopic economy that extracted raw materials (the primordial “food” molecules) and converted them into useful products (more molecules in the set). Moreover, an autocatalytic set can bootstrap its own evolution in precisely the same way that an economy can, by growing more and more complex over time. This was a point that fascinated Kauffman. If innovations result from new combinations of old technologies, then the number of possible innovations would go up very rapidly as more and more technologies became available. In fact, he argued, once you get beyond a certain threshold of complexity you can expect a kind of phase transition analogous to the ones he had found in his autocatalytic sets. Below that level of complexity you would find countries dependent upon just a few major industries, and their economies would tend to be fragile and stagnant. In that case, it wouldn’t matter how much investment got poured into the country. “If all you do is produce bananas, nothing will happen except that you produce more bananas.” But if a country ever managed to diversify and increase its complexity above the critical point, then you would expect it to undergo an explosive increase in growth and innovation—what some economists have called an “economic takeoff.

The first stage can be called stage of potential power… A nation is not industrial. Its people are primarily agricultural and the great majority of them are rural… Such a nation may be very powerful in a world where no nation is industrial. But compared to any industrial nation, even a small one, its power is slight... The second stage of the power transition is the stage of the transitional growth… to an industrial stage… its power grows rapidly relative to that of the other pre-industrial nations whom it leaves behind. Fundamental changes take places within the nation. There is great growth in industry and in the cities… Large number of people move out of farming and into industry and service occupations… They move from the country-side to the growing cities. Productivity per man-hour rises, the national income goes up sharply… Nationalism runs high and sometimes finds expression in aggressive action toward the outside… So many of these changes have the effect of increasing the ability of the nation`s representatives to influence the behavior of other nations, i.e. of increasing the nation`s power… The changes that occur at the beginning of the industrialization process are qualitative, not just quantitative. It is these first fundamental changes that brings the great spurt in national power. Of course, the speed at which a nation gains power depends largely upon the speed with which she industrializes, and both these factors have a great influence on the degree to which the rise of a new power upsets the international community (302-304).

Westerners, not just Lincoln Steffens. It took in the Central Intelligence Agency of the United States. It even took in the Soviet Union’s own leaders, such as Nikita Khrushchev, who famously boasted in a speech to Western diplomats in 1956 that “we will bury you [the West].” As late as 1977, a leading academic textbook by an English economist argued that Soviet-style economies were superior to capitalist ones in terms of economic growth, providing full employment and price stability and even in producing people with altruistic motivation. Poor old Western capitalism did better only at providing political freedom. Indeed, the most widely used university textbook in economics, written by Nobel Prize–winner Paul Samuelson, repeatedly predicted the coming economic dominance of the Soviet Union. In the 1961 edition, Samuelson predicted that Soviet national income would overtake that of the United States possibly by 1984, but probably by 1997. In the 1980 edition there was little change in the analysis, though the two dates were delayed to 2002 and 2012. Though the policies of Stalin and subsequent Soviet leaders could produce rapid economic growth, they could not do so in a sustained way. By the 1970s, economic growth had all but stopped. The most important lesson is that extractive institutions cannot generate sustained technological change for two reasons: the lack of economic incentives and resistance by the elites. In addition, once all the very inefficiently used resources had been reallocated to industry, there were few economic gains to be had by fiat. Then the Soviet system hit a roadblock, with lack of innovation and poor economic incentives preventing any further progress. The only area in which the Soviets did manage to sustain some innovation was through enormous efforts in military and aerospace technology. As a result they managed to put the first dog, Leika, and the first man, Yuri Gagarin, in space. They also left the world the AK-47 as one of their legacies. Gosplan was the supposedly all-powerful planning agency in charge of the central planning of the Soviet economy. One of the benefits of the sequence of five-year plans written and administered by Gosplan was supposed to have been the long time horizon necessary for rational investment and innovation. In reality, what got implemented in Soviet industry had little to do with the five-year plans, which were frequently revised and rewritten or simply ignored. The development of industry took place on the basis of commands by Stalin and the Politburo, who changed their minds frequently and often completely revised their previous decisions. All plans were labeled “draft” or “preliminary.” Only one copy of a plan labeled “final”—that for light industry in 1939—has ever come to light. Stalin himself said in 1937 that “only bureaucrats can think that planning work ends with the creation of the plan. The creation of the plan is just the beginning. The real direction of the plan develops only after the putting together of the plan.” Stalin wanted to maximize his discretion to reward people or groups who were politically loyal, and punish those who were not. As for Gosplan, its main role was to provide Stalin with information so he could better monitor his friends and enemies. It actually tried to avoid making decisions. If you made a decision that turned

After basic needs are met, higher incomes produce gains in happiness only up to a point, beyond which further increases in consumption do not enhance a sense of well-being. The cumulative impact of surging per capita consumption, rapid population growth, human dominance of every ecological system, and the forcing of pervasive biological changes worldwide has created the very real possibility, according to twenty-two prominent biologists and ecologists in a 2012 study in Nature, that we may soon reach a dangerous “planetary scale ‘tipping point.’ ” According to one of the coauthors, James H. Brown, “We’ve created this enormous bubble of population and economy. If you try to get the good data and do the arithmetic, it’s just unsustainable. It’s either got to be deflated gently, or it’s going to burst.” In the parable of the boy who cried wolf, warnings of danger that turned out to be false bred complacency to the point where a subsequent warning of a danger that was all too real was ignored. Past warnings that humanity was about to encounter harsh limits to its ability to grow much further were often perceived as false: from Thomas Malthus’s warnings about population growth at the end of the eighteenth century to The Limits to Growth, published in 1972 by Donella Meadows, among others. We resist the notion that there might be limits to the rate of growth we are used to—in part because new technologies have so frequently enabled us to become far more efficient in producing more with less and to substitute a new resource for one in short supply. Some of the resources we depend upon the most, including topsoil (and some key elements, like phosphorus for fertilizers), however, have no substitutes and are being depleted.

GCHQ has traveled a long and winding road. That road stretches from the wooden huts of Bletchley Park, past the domes and dishes of the Cold War, and on towards what some suggest will be the omniscient state of the Brave New World. As we look to the future, the docile and passive state described by Aldous Huxley in his Brave New World is perhaps more appropriate analogy than the strictly totalitarian predictions offered by George Orwell's Nineteen Eighty-Four. Bizarrely, many British citizens are quite content in this new climate of hyper-surveillance, since its their own lifestyle choices that helped to create 'wired world' - or even wish for it, for as we have seen, the new torrents of data have been been a source of endless trouble for the overstretched secret agencies. As Ken Macdonald rightly points out, the real drives of our wired world have been private companies looking for growth, and private individuals in search of luxury and convenience at the click of a mouse. The sigint agencies have merely been handed the impossible task of making an interconnected society perfectly secure and risk-free, against the background of a globalized world that presents many unprecedented threats, and now has a few boundaries or borders to protect us. Who, then, is to blame for the rapid intensification of electronic surveillance? Instinctively, many might reply Osama bin Laden, or perhaps Pablo Escobar. Others might respond that governments have used these villains as a convenient excuse to extend state control. At first glance, the massive growth of security, which includes includes not only eavesdropping but also biometric monitoring, face recognition, universal fingerprinting and the gathering of DNA, looks like a sad response to new kinds of miscreants. However, the sad reality is that the Brave New World that looms ahead of us is ultimately a reflection of ourselves. It is driven by technologies such as text messaging and customer loyalty cards that are free to accept or reject as we choose. The public debate on surveillance is often cast in terms of a trade-off between security and privacy. The truth is that luxury and convenience have been pre-eminent themes in the last decade, and we have given them a much higher priority than either security or privacy. We have all been embraced the world of surveillance with remarkable eagerness, surfing the Internet in a global search for a better bargain, better friends, even a better partner. GCHQ vast new circular headquarters is sometimes represented as a 'ring of power', exercising unparalleled levels of surveillance over citizens at home and abroad, collecting every email, every telephone and every instance of internet acces. It has even been asserted that GCHQ is engaged in nothing short of 'algorithmic warfare' as part of a battle for control of global communications. By contrast, the occupants of 'Celtenham's Doughnut' claim that in reality they are increasingly weak, having been left behind by the unstoppable electronic communications that they cannot hope to listen to, still less analyse or make sense of. In fact, the frightening truth is that no one is in control. No person, no intelligence agency and no government is steering the accelerating electronic processes that may eventually enslave us. Most of the devices that cause us to leave a continual digital trail of everything we think or do were not devised by the state, but are merely symptoms of modernity. GCHQ is simply a vast mirror, and it reflects the spirit of the age.

According to the antimicrobial hypothesis, spices kill or inhibit the growth of microorganisms and prevent the production of toxins in the foods we eat and so help humans to solve a critical problem of survival: avoiding being made ill or poisoned by the foods we eat (Sherman & Flaxman, 2001). Several sources of evidence support this hypothesis. First, of the 30 spices for which we have solid data, all killed many of the species of foodborne bacteria on which they were tested. Can you guess which spices are most powerful in killing bacteria? They are onion, garlic, allspice, and oregano. Second, more spices, and more potent spices, tend to be used in hotter climates, where unrefrigerated food spoils more quickly, promoting the rapid proliferation of dangerous microorganisms. In the hot climate of India, for example, the typical meat dish recipe calls for nine spices, whereas in the colder climate of Norway, fewer than two spices are used per meat dish on average. Third, more spices tend to be used in meat dishes than in vegetable dishes (Sherman & Hash, 2001). This is presumably because dangerous microorganisms proliferate more on unrefrigerated meat; dead plants, in contrast, contain their own physical and chemical defenses and so are better protected from bacterial invasion. In short, the use of spices in foods is one means that humans have used to combat the dangers carried on the foods we eat. The authors of the antimicrobial hypothesis are not proposing that humans have a specialized evolved adaptation for the use of spices, although they do not rule out this possibility. Rather, it is more likely that eating certain spices was discovered through accident or experimentation; people discovered that they were less likely to feel sick after eating leftovers cooked with aromatic plant products. Use of those antimicrobial spices then likely spread through cultural transmission—by imitation or verbal instruction.

intelligence. This is not surprising because our present computers are less complex than the brain of an earthworm, a species not noted for its intellectual powers. But computers roughly obey a version of Moore’s Law, which says that their speed and complexity double every eighteen months. It is one of these exponential growths that clearly cannot continue indefinitely, and indeed it has already begun to slow. However, the rapid pace of improvement will probably continue until computers have a similar complexity to the human brain. Some people say that computers can never show true intelligence, whatever that may be. But it seems to me that if very complicated chemical molecules can operate in humans to make them intelligent, then equally complicated electronic circuits can also make computers act in an intelligent way. And if they are intelligent they can presumably design computers that have even greater complexity and intelligence. This is why I don’t believe the science-fiction picture of an advanced but constant future. Instead, I expect complexity to increase at a rapid rate, in both the biological and the electronic spheres. Not much of this will happen in the next hundred years, which is all we can reliably predict. But by the end of the next millennium, if we get there, the change will be fundamental. Lincoln Steffens once said, “I have seen the future and it works.” He was actually talking about the Soviet Union, which we now know didn’t work very well. Nevertheless, I think the present world order has a future, but it will be very different. What is the biggest threat to the future of this planet? An asteroid collision would be—a threat against which we have no defence. But the last big such asteroid collision was about sixty-six million years ago and killed the dinosaurs. A more immediate danger is runaway climate change. A rise in ocean temperature would melt the ice caps and cause the release of large amounts of carbon dioxide. Both effects could make our climate like that of Venus with a temperature of 250 degrees centigrade (482 degrees Fahrenheit). 8 SHOULD WE COLONISE SPACE? Why should we go into space? What is the justification for spending all that effort and money on getting a few lumps of moon rock? Aren’t there better causes here on Earth? The obvious answer is because it’s there, all around us. Not to leave planet Earth would be like castaways on a desert island not trying to escape. We need to explore the

As I write this, I know there are countless mysteries about the future of business that we’ve yet to unravel. That’s a process that will never end. When it comes to customer success, however, I have achieved absolute clarity on four points. First, technology will never stop evolving. In the years to come, machine learning and artificial intelligence will probably make or break your business. Success will involve using these tools to understand your customers like never before so that you can deliver more intelligent, personalized experiences. The second point is this: We’ve never had a better set of tools to help meet every possible standard of success, whether it’s finding a better way to match investment opportunities with interested clients, or making customers feel thrilled about the experience of renovating their home. The third point is that customer success depends on every stakeholder. By that I mean employees who feel engaged and responsible and are growing their careers in an environment that allows them to do their best work—and this applies to all employees, from the interns to the CEO. The same goes for partners working to design and implement customer solutions, as well as our communities, which provide the schools, hospitals, parks, and other facilities to support us all. The fourth and most important point is this: The gap between what customers really want from businesses and what’s actually possible is vanishing rapidly. And that’s going to change everything. The future isn’t about learning to be better at doing what we already do, it’s about how far we can stretch the boundaries of our imagination. The ability to produce success stories that weren’t possible a few years ago, to help customers thrive in dramatic new ways—that is going to become a driver of growth for any successful company. I believe we’re entering a new age in which customers will increasingly expect miracles from you. If you don’t value putting the customer at the center of everything you do, then you are going to fall behind. Whether you make cars, solar panels, television programs, or anything else, untold opportunities exist. Every company should invest in helping its customers find new destinations, and in blazing new trails to reach them. To do so, we have to resist the urge to make quick, marginal improvements and spend more time listening deeply to what customers really want, even if they’re not fully aware of it yet. In the end, it’s a matter of accepting that your success is inextricably linked to theirs.

Most obviously, they agreed, an autocatalytic set was a web of transformations among molecules in precisely the same way that an economy is a web of transformations among goods and services. In a very real sense, in fact, an autocatalytic set was an economy-a submicroscopic economy that extracted raw materials (the primordial "food" molecules) and converted them into useful products (more molecules in the set). Moreover an autocatalytic set can bootstrap its own evolution in precisely the same way that an economy can, by growing more and more complex over time. This was a point that fascinated Kauffman. If innovations result from new combinations of old technologies, then the number of possible innovations would go up very rapidly as more and more technologies became available. In fact, he argued, once you get beyond a certain threshold of complexity you can expect a kind of phase transition analogous to the ones he had found in his autocatalytic sets. Below that level of complexity you would find countries dependent upon just a few major industries, and their economies would tend to be fragile and stagnant. In that case, it wouldn't matter how much investment got poured into the country. "If all you do is produce bananas, nothing will happen except that you produce more bananas." But if a country ever managed to diversify and increase its complexity above the critical point, then you would expect it to undergo an explosive increase in growth and innovation-what some economists have called an "economic takeoff." The existence of that phase transition would also help explain why trade is so important to prosperity, Kauffman told Arthur. Suppose you have two different countries, each one of which is subcritical by itself. Their economies are going nowhere. But now suppose they start trading, so that their economies become interlinked into one large economy with a higher complexity. "I expect that trade between such systems will allow the joint system to become supercritical and explode outward." Finally, an autocatalytic set can undergo exactly the same kinds of evolutionary booms and crashes that an economy does. Injecting one new kind of molecule into the soup could often transform the set utterly, in much the same way that the economy transformed when the horse was replaced by the automobile. This was part of autocatalysis that really captivated Arthur. It had the same qualities that had so fascinated him when he first read about molecular biology: upheaval and change and enormous consequences flowing from trivial-seeming events-and yet with deep law hidden beneath.

Most exciting, the growth mindset can be taught to managers. Heslin and his colleagues conducted a brief workshop based on well-established psychological principles. (By the way, with a few changes, it could just as easily be used to promote a growth mindset in teachers or coaches.) The workshop starts off with a video and a scientific article about how the brain changes with learning. As with our “Brainology” workshop (described in chapter 8), it’s always compelling for people to understand how dynamic the brain is and how it changes with learning. The article goes on to talk about how change is possible throughout life and how people can develop their abilities at most tasks with coaching and practice. Although managers, of course, want to find the right person for a job, the exactly right person doesn’t always come along. However, training and experience can often draw out and develop the qualities required for successful performance. The workshop then takes managers through a series of exercises in which a) they consider why it’s important to understand that people can develop their abilities, b) they think of areas in which they once had low ability but now perform well, c) they write to a struggling protégé about how his or her abilities can be developed, and d) they recall times they have seen people learn to do things they never thought these people could do. In each case, they reflect upon why and how change takes place. After the workshop, there was a rapid change in how readily the participating managers detected improvement in employee performance, in how willing they were to coach a poor performer, and in the quantity and quality of their coaching suggestions. What’s more, these changes persisted over the six-week period in which they were followed up. What does this mean? First, it means that our best bet is not simply to hire the most talented managers we can find and turn them loose, but to look for managers who also embody a growth mindset: a zest for teaching and learning, an openness to giving and receiving feedback, and an ability to confront and surmount obstacles. It also means we need to train leaders, managers, and employees to believe in growth, in addition to training them in the specifics of effective communication and mentoring. Indeed, a growth mindset workshop might be a good first step in any major training program. Finally, it means creating a growth-mindset environment in which people can thrive. This involves: • Presenting skills as learnable • Conveying that the organization values learning and perseverance, not just ready-made genius or talent • Giving feedback in a way that promotes learning and future success • Presenting managers as resources for learning Without a belief in human development, many corporate training programs become exercises of limited value. With a belief in development, such programs give meaning to the term “human resources” and become a means of tapping enormous potential.

Growth was so rapid that it took in generations of Westerners, not just Lincoln Steffens. It took in the Central Intelligence Agency of the United States. It even took in the Soviet Union’s own leaders, such as Nikita Khrushchev, who famously boasted in a speech to Western diplomats in 1956 that “we will bury you [the West].” As late as 1977, a leading academic textbook by an English economist argued that Soviet-style economies were superior to capitalist ones in terms of economic growth, providing full employment and price stability and even in producing people with altruistic motivation. Poor old Western capitalism did better only at providing political freedom. Indeed, the most widely used university textbook in economics, written by Nobel Prize–winner Paul Samuelson, repeatedly predicted the coming economic dominance of the Soviet Union. In the 1961 edition, Samuelson predicted that Soviet national income would overtake that of the United States possibly by 1984, but probably by 1997. In the 1980 edition there was little change in the analysis, though the two dates were delayed to 2002 and 2012. Though the policies of Stalin and subsequent Soviet leaders could produce rapid economic growth, they could not do so in a sustained way. By the 1970s, economic growth had all but stopped. The most important lesson is that extractive institutions cannot generate sustained technological change for two reasons: the lack of economic incentives and resistance by the elites. In addition, once all the very inefficiently used resources had been reallocated to industry, there were few economic gains to be had by fiat. Then the Soviet system hit a roadblock, with lack of innovation and poor economic incentives preventing any further progress. The only area in which the Soviets did manage to sustain some innovation was through enormous efforts in military and aerospace technology. As a result they managed to put the first dog, Leika, and the first man, Yuri Gagarin, in space. They also left the world the AK-47 as one of their legacies. Gosplan was the supposedly all-powerful planning agency in charge of the central planning of the Soviet economy. One of the benefits of the sequence of five-year plans written and administered by Gosplan was supposed to have been the long time horizon necessary for rational investment and innovation. In reality, what got implemented in Soviet industry had little to do with the five-year plans, which were frequently revised and rewritten or simply ignored. The development of industry took place on the basis of commands by Stalin and the Politburo, who changed their minds frequently and often completely revised their previous decisions. All plans were labeled “draft” or “preliminary.” Only one copy of a plan labeled “final”—that for light industry in 1939—has ever come to light. Stalin himself said in 1937 that “only bureaucrats can think that planning work ends with the creation of the plan. The creation of the plan is just the beginning. The real direction of the plan develops only after the putting together of the plan.” Stalin wanted to maximize his discretion to reward people or groups who were politically loyal, and punish those who were not. As for Gosplan, its main role was to provide Stalin with information so he could better monitor his friends and enemies. It actually tried to avoid making decisions. If you made a decision that turned out badly, you might get shot. Better to avoid all responsibility. An example of what could happen

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10 Practical Strategies to Improve Your Critical Thinking Skills and Unleash Your Creativity In today's rapidly changing world, the ability to think critically and creatively has become more important than ever. Whether you're a student looking to excel academically, a professional striving for success in your career, or simply someone who wants to navigate life's challenges with confidence, developing strong critical thinking skills is crucial. In this blog post, we will explore ten practical strategies to help you improve your critical thinking abilities and unleash your creative potential. 1. Embrace open-mindedness: One of the cornerstones of critical thinking is being open to different viewpoints and perspectives. Cultivate a willingness to listen to others, consider alternative opinions, and challenge your own beliefs. This practice expands your thinking and encourages creative problem-solving. 2. Ask thought-provoking questions: Asking insightful questions is a powerful way to stimulate critical thinking. By questioning assumptions, seeking clarity, and exploring deeper meanings, you can uncover new insights and perspectives. Challenge yourself to ask thought-provoking questions regularly. 3. Practice active listening: Listening actively involves not just hearing, but also understanding, interpreting, and empathizing with the speaker. By honing your active listening skills, you can better grasp complex ideas, identify underlying assumptions, and engage in more meaningful discussions. 4. Seek diverse sources of information: Expand your knowledge base by seeking information from a wide range of sources. Engage with diverse perspectives, opinions, and ideas through books, articles, podcasts, and documentaries. This habit broadens your understanding and encourages critical thinking by exposing you to different viewpoints. 5. Develop analytical thinking skills: Analytical thinking involves breaking down complex problems into smaller components, examining relationships and patterns, and drawing logical conclusions. Enhance your analytical skills by practicing activities like puzzles, riddles, and brain teasers. This will sharpen your ability to analyze information and think critically. 6. Foster a growth mindset: A growth mindset is the belief that your abilities can be developed through dedication and hard work. Embracing this mindset encourages you to view challenges as opportunities for growth, rather than obstacles. By persisting through difficulties, you build resilience and enhance your critical thinking abilities. 7. Engage in collaborative problem-solving: Collaborating with others on problem-solving tasks can spark creativity and strengthen critical thinking skills. Seek out group projects, brainstorming sessions, or online forums where you can exchange ideas, challenge each other's thinking, and find innovative solutions together. 8. Practice reflective thinking: Taking time to reflect on your thoughts, actions, and experiences allows you to gain deeper insights and learn from past mistakes. Regularly engage in activities like journaling, meditation, or self-reflection exercises to develop your reflective thinking skills. This practice enhances your critical thinking abilities by promoting self-awareness and self-improvement. 9. Encourage creativity through experimentation: Creativity and critical thinking often go hand in hand. Give yourself permission to experiment and explore new ideas without fear of failure. Embrace a "what if" mindset and push the boundaries of your thinking. This willingness to take risks and think outside the box can lead to breakthroughs in critical thinking. 10. Continuously learn and adapt: Critical thinking is a skill that can be honed throughout your life. Commit to lifelong learning and seek opportunities to expand your knowledge and skills. Stay curious, be open to new experiences, and embrace change.