Rationale Behind Quotes

If you want to understand your emotions, the rationale behind your words so that you can treat the source of your struggles; Tarot is the solution.

Be rational’ is what they tell you when you are having a sane reaction to an insane situation, and the rationale behind their conception of reason is FUCKED. Be rational. What it really means is assume your position in the status quo. Assume the position.

Every war has its martyrs — the unsung heroes who sometimes don’t even know the rationale behind the war they are fighting. They fight because they are trained to, kill because they are told to and die because they are destined to.

The sit-down strikers began to worry about the illegality of their action and the why and wherefore, and it was then the chief of all C.I.O. organizers, Lewis, gave them their rationale. He thundered, 'The right to a man's job transcends the right of private property! The C.I.O. stands squarely behind these sit-downs!' The sit-down strikers at GM cheered.

In his history, Rich People’s Movements: Grassroots Campaigns to Untax the One Percent, Martin notes that the passage of the income tax in 1913 was regarded as calamitous by many wealthy citizens, setting off a century-long tug-of-war in which they fought repeatedly to repeal or roll back progressive forms of taxation. Over the next century, wealthy conservatives developed many sophisticated and appealing ways to wrap their antitax views in public-spirited rationales. As they waged this battle, they rarely mentioned self-interest, but they consistently opposed high taxes that fell most heavily on themselves.

But the death machine had only sampled a vast new source of raw material: the civilians behind the lines. It had not yet evolved equipment efficient to process them, only big guns and clumsy biplane bombers. It had not yet evolved the necessary rationale that old people and women and children are combatants equally with armed and uniformed young men. That is why, despite its sickening squalor and brutality, the Great War looks so innocent to modern eyes.

defense lawyers challenged the credibility of these experts, but were rarely successful. Judges were often overwhelmed by the science and had little or no time to educate themselves. If a proffered witness had some training and seemed to know what he was talking about, he was allowed to testify. Over time, judges adopted the rationale that since a witness had been qualified as an expert in other trials in other states, then certainly he must be a genuine authority. Appellate courts got into the act by affirming convictions without seriously questioning the science behind the forensics, and thus bolstering the reputations of the experts. As résumés grew thicker, the opinions grew to encompass even more theories of guilt.

Pastry-making, as every amateur baker fears, is as much about technique as ingredients. The rationale behind the well-known advice to keep the hands, implements and kitchen cool while making pastry, to use minimal water and to handle it lightly is obvious, now that we understand the process. Cool handling lengthens the time that the fat in the dough stays solid; using minimum amount of water reduces the gluten content and also allows the dough to be crisper; minimal handling also reduces the gluten, so we do not knead pastry dough as we do bread.

joke by any standards, ancient or modern. But their argument with Tiberius was a fundamental one, which framed Roman political debate for the rest of the Republic. Cicero, looking back from the middle of the next century, could present 133 BCE as a decisive year precisely because it opened up a major fault line in Roman politics and society that was not closed again during his lifetime: ‘The death of Tiberius Gracchus,’ he wrote, ‘and even before that the whole rationale behind his tribunate, divided a united people into two distinct groups [partes].’ This is a rhetorical oversimplification.

For instance, in a popularized 2010 study, researchers from Harvard, Yale, and MIT had eighty-six volunteer subjects participate in a mock financial negotiation: bargaining down the price of a car with the sticker price of $16,500. One by one, each subject would sit in a chair facing an experimenter who was playing the part of the car salesman. But there was a catch: half the participants were seated in hard, wooden chairs, and the other half were treated to plush, cushioned ones. The result? Those given the hard chairs were the harder bargainers. They were more forceful in their negotiations and bargained the salesman down to a price that was on average $347 lower than that of the comfy chair group. Apparently, the added comfort of the cushioned chairs led the other group to agree to a higher price.

Diversity is what happens when you have representation of various groups in one place. Representation is what happens when groups that haven’t previously been included, are included. Intersectionality is what happens when we do everything through the lens of making sure that no one is left behind. More than surface-level inclusion, or merely making sure everyone is represented, intersectionality is the practice of interrogating the power dynamics and rationales of how we can be together.

Rain follows the plow: that was the spurious premise behind such claims, put forward by successive presidents of the Union Pacific Railroad and at least one employee of Powell’s own agency.28 Powell’s report had refuted it, arguing that there was no scientific evidence for it.29 But climate falsifiers argued that a wet period during Dakota’s boom years proved the connection. Congress believed them, and the quack theory supplied a rationale for the Timber Culture Act. By reducing wind, trees were supposed to produce rain.

To sum up. The hallmark of empirical progress is not trivial verifi­cations: Popper is right that there are millions of them. It is no success for Newtonian theory that stones, when dropped, fall towards the earth, no matter how often this is repeated. But so-called ‘refutations’ are not the hallmark of empirical failure, as Popper has preached, since all pro­grammes grow in a permanent ocean of anomalies. What really count are dramatic, unexpected, stunning predictions: a few of them are enough to tilt the balance; where theory lags behind the facts, we are dealing with miserable degenerating research programmes. Now, how do scientific revolutions come about? If we have two rival research programmes, and one is progressing while tire other is degenerating, scientists tend to join the progressive programme. This is the rationale of scientific revolutions.

No white people in my office on that spring day in 1968. On the other hand, visualizing the presence of some sweaty, ham-fisted, Caucasian version of John Henry, the steel-driving man, hammering iron wedges between the students and me, incarcerating us behind bars as invisible as he was, clarifies the encounter. Why weren’t novels and poems by Americans of African descent being taught at the university? Why were so few of us attending and almost none of us teaching there? What rationales and agendas were served by dispensing knowledge through arbitrary, territorial “fields”? Why had the training I’d received in the so-called “best” schools alienated me from my particular cultural roots and brainwashed me into believing in some objective, universal, standard brand of culture and art—essentialist, hierarchical classifications of knowledge—that doomed people like me to marginality on the campus and worse, consigned the vast majority of us who never reach college to a stigmatized, surplus underclass.

Professor Schumann Antelme makes it clear that the Egyptians viewed the tomb as a remote-control switch that caused actions in heaven in response to the terrestrial activities with which they were associated. This concept can be summed up best by the alchemists’ celebrated formula of “as above, so below,” which in other words means that there is a precise correspondence between heaven and earth. This theory is also the rationale behind astrology and other esoteric doctrines. The alchemical tradition, and all religious tradition, had its origin in the sacred science of the ancient Egyptians.

Ethnographers served in many ways as the primary interpreters of their peoples to the modern outsiders who governed them. They recast in language understandable to these outsiders the rationale behind the customary ways. They were thus useful to the colonial rulers by offering information that could make the governors more cognizant of what they could and could not do (or should not do) in their administration.

Christianity without discipleship is always Christianity without Christ.”1 The reasoning behind this dramatic statement by Dietrich Bonhoeffer provides the rationale for this book. Without discipleship, Christianity doesn’t exist, because following Jesus activates the Christian faith. Bonhoeffer expanded his thought: Discipleship means adherence to Christ, and, because Christ is the object of that adherence, it must take the form of discipleship. An abstract Christology, a doctrinal system, a general religious knowledge on the subject of grace or on the forgiveness of sins, render discipleship superfluous, and in fact they positively exclude any idea of discipleship whatever, and are essentially inimical [detached] to the whole conception of following Christ. With an abstract idea it is possible to enter into a relation of formal knowledge, to become enthusiastic about it, and perhaps even to put it into practice; but it can never be followed in personal obedience. Christianity without the living Christ is inevitably Christianity without discipleship, and Christianity without discipleship is always Christianity without Christ. It remains an abstract idea, a myth that has a place for the Fatherhood of God, but omits Christ as the living Son. A Christianity of that kind is nothing more or less than the end of discipleship.2

She looked suspiciously between Narian and me, and I went behind my desk, consciously mimicking what Cannan always did. I also wanted to put distance between myself and Nantilam, for her eyes seemed to pierce my flesh. Narian, on the other hand, went to stand directly in front of her. “We weren’t expecting you,” he admonished boldly. Having grown up a member of a royal family, I winced, knowing if anyone had addressed my father, the King, in such a manner, great offense would have been taken, followed by great retribution. “That much is apparent,” Nantilam responded, her words clipped. “I ask you once more, where is Rava?” “In the dungeon.” “What?” Nantilam was shocked--of all the answers she might have postulated, this was the most outlandish. She dropped her riding gloves on the seat of an armchair before the fireplace, then crossed her arms, her icy expression suggesting that Narian and I might trade places with Rava if we did not have a good rationale. “Narian, I grant you many privileges as the commander of my army, but imprisoning the shield maiden I have placed as your second is not among them.” She was patronizing him, and he glared at her. “Unless I gravely misjudge you, Rava was never granted the privilege of arbitrarily torturing and murdering Hytanican citizens.

The contents of a Brand Toolbox depend on the specific needs of the company but usually a Brand Toolbox contains An explanation of your brand strategy along with background and rationale so that everyone can understand why you’re doing what you’re doing, and definitions of key terms so everyone grasps the meaning behind the words Principles and guidelines for delivering brand values and attributes at key touchpoints between your brand and the outside world Sample applications for how the brand should be expressed and delivered Guides that walk people through important decisions, along with outlines that map processes so that people learn how to do things on brand like select a co-marketing partner and screen a new product

Naturally, every person should have a fair opportunity to present his or her solution and explain the rationale behind it. Well . . . that may be natural, but you’re not going to do it. Explaining ideas has all kinds of downsides. If someone makes a compelling case for his or her idea or is a bit more charismatic, your opinion will be skewed. If you associate the idea with its creator (“Jamie always has great ideas”), your opinion will be skewed. Even just by knowing what the idea is about, your opinion will be skewed. It’s not hard for creators to make great arguments for their mediocre ideas, or give great explanations for their indecipherable ideas. But in the real world, the creators won’t be there to give sales pitches and clues. In the real world, the ideas will have to stand on their own. If they’re confusing to the experts in a sprint, chances are good they’ll be confusing to customers. The heat map exercise ensures you make the most of your first, uninformed look at the sketches. So before the team begins looking, hand everyone a bunch of small dot stickers (twenty to thirty dots each). Then

There are other problems more closely related to the question of culture. The poor fit between large scale and Korea’s familistic tendencies has probably been a net drag on efficiency. The culture has slowed the introduction of professional managers in situations where, in contrast to small-scale Chinese businesses, they are desperately needed. Further, the relatively low-trust character of Korean culture does not allow Korean chaebol to exploit the same economies of scale and scope in their network organization as do the Japanese keiretsu. That is, the chaebol resembles a traditional American conglomerate more than a keiretsu network: it is burdened with a headquarters staff and a centralized decision-making apparatus for the chaebol as a whole. In the early days of Korean industrialization, there may have been some economic rationale to horizontal expansion of the chaebol into unfamiliar lines of business, since this was a means of bringing modern management techniques to a traditional economy. But as the economy matured, the logic behind linking companies in unrelated businesses with no obvious synergies became increasingly questionable. The chaebol’s scale may have given them certain advantages in raising capital and in cross-subsidizing businesses, but one would have to ask whether this represented a net advantage to the Korean economy once the agency and other costs of a centralized organization were deducted from the balance. (In any event, the bulk of chaebol financing has come from the government at administered interest rates.) Chaebol linkages may actually serve to hold back the more competitive member companies by embroiling them in the affairs of slow-growing partners. For example, of all the varied members of the Samsung conglomerate, only Samsung Electronics is a truly powerful global player. Yet that company has been caught up for several years in the group-wide management reorganization that began with the passing of the conglomerate’s leadership from Samsung’s founder to his son in the late 1980s.72 A different class of problems lies in the political and social realms. Wealth is considerably more concentrated in Korea than in Taiwan, and the tensions caused by disparities in wealth are evident in the uneasy history of Korean labor relations. While aggregate growth in the two countries has been similar over the past four decades, the average Taiwanese worker has a higher standard of living than his Korean counterpart. Government officials were not oblivious to the Taiwanese example, and beginning in about 1981 they began to reverse somewhat their previous emphasis on large-scale companies by reducing their subsidies and redirecting them to small- and medium-sized businesses. By this time, however, large corporations had become so entrenched in their market sectors that they became very difficult to dislodge. The culture itself, which might have preferred small family businesses if left to its own devices, had begun to change in subtle ways; as in Japan, a glamour now attached to working in the large business sector, guaranteed it a continuing inflow of Korea’s best and brightest young people.73

The study suggested that even traits such as “submission to parental authority,” a belief in traditional gender roles, family pride, “fear of homosexuality,” a strong devotion to Christianity, and the notion that foreign ideas posed a threat to American institutions signaled “implicit prefascist tendencies.”59 As a result of this kind of thinking, some started referring to the Institute’s philosophy as “cultural Marxism” in the 1970s since instead of reducing individuals to economic classes, it categorized people according to various oppressed or oppressor behaviors and identities.60 It was this particular philosophy, combined with postmodernism, that provided the rationale behind the New Left movement of the 1960s and 70s.

A final form of intra-societal violence that is very significant is the collective killing of one male by the other males of the group. The rationale for such killings seems to be that the male singled out for killing has become so violent and dangerous that he must be eliminated in order to protect the group from further episodes of unnecessary intra-group violence or dominating behaviour. As far as one can tell, such individuals are typically very good warriors. They seem to authenticate their value to the community by displaying their fighting ability. They bully and injure or kill other males in the group, they likely access other men’s women (although that is likely played down in the accounts of such incidents to the recorders), and their behaviour is so intolerable that they become more dangerous to the community than their value as a good warrior warrants. Because they are dangerous, killing them needs to be done carefully. Moreover, if not done properly, their relatives may feel it was unjust and seek revenge. In some cases, the community instructs the individual’s close relatives to kill him in order to eliminate any basis for revenge. In others, it is a community act. There is one account given to me directly by a Yanomamo tribesman visiting the United States of a Yanomamo dangerous warrior who, it is decided, must be killed. He is tricked into climbing a tree, and by necessity leaves his weapons behind. As he climbs down, weaponless, he is beset by all the males and killed." (Steven Leblanc)

The motives for giving are numerous, each rationale showing us something basic about who we really are behind the act of giving.

Forging Mettle In popular depictions of Musashi’s life, he is portrayed as having played a part in the decisive Battle of Sekigahara on October 21, 1600, which preceded the establishment of the Tokugawa shogunate. A more likely hypothesis is that he was in Kyushu fighting as an ally of Tokugawa Ieyasu under Kuroda Yoshitaka Jōsui at the Battle of Ishigakibaru on September 13, 1600. Musashi was linked to the Kuroda clan through his biological birth family who were formerly in the service of the Kodera clan before Harima fell to Hideyoshi.27 In the aftermath of Sekigahara, Japan was teeming with unemployed warriors (rōnin). There are estimates that up to 500,000 masterless samurai roamed the countryside. Peace was tenuous and warlords sought out skilled instructors in the arts of war. The fifteen years between Sekigahara and the first siege of Osaka Castle in 161528 was a golden age for musha-shugyō, the samurai warrior’s ascetic walkabout, but was also a perilous time to trek the country roads. Some rōnin found employment as retainers under new masters, some hung up their swords altogether to become farmers, but many continued roving the provinces looking for opportunities to make a name for themselves, which often meant trouble. It was at this point that Musashi embarked on his “warrior pilgrimage” and made his way to Kyoto. Two years after arriving in Kyoto, Musashi challenged the very same Yoshioka family that Munisai had bettered years before. In 1604, he defeated the head of the family, Yoshioka Seijūrō. In a second encounter, he successfully overpowered Seijūrō’s younger brother, Denshichirō. His third and last duel was against Seijūrō’s son, Matashichirō, who was accompanied by followers of the Yoshioka-ryū school. Again, Musashi was victorious, and this is where his legend really starts to escalate. Such exploits against a celebrated house of martial artists did not go unnoticed. Allies of the Yoshioka clan wrote unflattering accounts of how Musashi used guile and deceit to win with dishonorable ploys. Meanwhile, Musashi declared himself Tenka Ichi (“Champion of the Realm”) and must have felt he no longer needed to dwell in the shadow of his father. On the Kokura Monument, Iori wrote that the Yoshioka disciples conspired to ambush Musashi with “several hundred men.” When confronted, Musashi dealt with them with ruthless resolve, one man against many. Although this representation is thought to be relatively accurate, the idea of hundreds of men lying in wait was obviously an exaggeration. Several men, however, would not be hard to believe. Tested and triumphant, Musashi was now confident enough to start his own school. He called it Enmei-ryū. He also wrote, as confirmed by Uozumi, his first treatise, Heidōkyō (1605), to record the techniques and rationale behind them. He included a section in Heidōkyō on fighting single-handedly against “multiple enemies,” so presumably the third duel was a multi-foe affair.

Here’s the trick to significantly improving your SaaS email marketing skills—you have to become a student of it. This means you should: Start collecting great email copy, CTAs, and designs. Understand the objective behind each and every email that businesses send. Try to understand the rationale behind copy, link, and design decisions. There are great websites like Really Good Emails11, Good Email Copy12, and Good Sales Emails.com13 that you can use for your research. These sites categorize email copy and designs by types. As well as this, you should sign up to receive emails from some of the leading SaaS brands. Those include, among others: Drift MailChimp Pipedrive Shopify SurveyMonkey Trello Wistia Zapier You should also sign up to competing products and mailing lists from companies in your sector. I personally signed up to thousands of products and newsletters. It’s great for benchmarking and research. At the time of writing, I’ve already passively collected more than 60,000 emails. Obviously, don’t sign up to your competitors’ products with a business email address! I have a special email address I use for this. This account allows me to get data, understand what other organizations are doing, and find good copy ideas. For example, here’s what a search for ‘Typeform’ gives me: Figure 18.1 – Inbox Inspiration It’s not uncommon for me to sign up several times to the same product or newsletter. This allows me to see what they have learned and to track the evolution of their email marketing program. At LANDR, we created a shared document to keep track of subject lines, offers, and copy we wanted to test. Our copywriter was even going through his junk mail folder to find ideas and inspiration. There are tests we ran that were inspired by copy found in his spam folder. Some of them turned out to be really successful too—so keep your eyes open for inspiration. You can use Evernote, Paper, or any other platform to collaborate on idea generation. Alternatively, you can subscribe to paid services like Mailcharts14 or Mailody15. These services will help you track and understand your competitors’ email programs. Build processes to find and access copy and design ideas. It will help you create better emails, faster. In the next chapter we’ll get started creating our first email sequences.

The evidence of past mistakes was still everywhere in 2000. Koch Industries was still carrying the accumulated litter that was left behind by countless Value Creation Strategies, years of acquisitions, and rapid growth. As Koch reviewed its holdings, one executive described the corporate structure as representing a table piled high at a rummage sale, full of odds and ends that had no apparent rationale for belonging together. Koch began to unload these properties, selling off pipeline holdings like the Chase Transportation Company. It sold a chemical firm called Koch Microelectronic Service Company and closed down a new $30 million chemical plant in Bryan, Texas. Over a period of years, Koch would sell off thousands of miles of pipelines. The corporate odds and ends were discarded. The remaining businesses at Koch were restructured and streamlined. The most important division, Koch Petroleum, was renamed Flint Hills Resources and given new leaders. Other businesses were consolidated under a new, simplified structure that put them under the umbrella of a few new companies like Koch Minerals, Koch Supply & Trading, and Koch Chemical Technology Group.

As far as men are concerned, their participation in the exclusion of women from leadership circles, church positions, and places of influence, and the rationale behind it, should be a matter of deep concern if we are to honor Romans 12:3–6. James Dunn suggests, “The emphatic warning against inflated thinking (v. 3) recalls the similar warning against Gentile presumption in 11:7–24 (particularly 11:20), but also the similar theme of the earlier diatribes against Jewish presumption (chaps. 2–4): the ‘us’ over ‘them’ attitude which Paul saw as the heart of Jewish failure and as a potential danger for Gentile Christians must not be allowed to characterize the eschatological people of God.

Another challenge is a phenomenon that I call the Law of Crappy People. The Law of Crappy People states: For any title level in a large organization, the talent on that level will eventually converge to the crappiest person with the title. The rationale behind the law is that the other employees in the company with lower titles will naturally benchmark themselves against the crappiest person at the next level. For example, if Jasper is the worst vice president in the company, then all of the directors will benchmark themselves against Jasper and demand promotions as soon as they reach his low level of competency

There’s almost always a plausible rationale—and a good, if misguided, intention—behind every usability flaw. Another

Ideally, Disney hoped to staff the World Showcase pavilions at EPCOT Center using an international version of the College Program. They thought that having guests walk into an elaborate recreation of Japan only to be greeted by a blonde-haired teen with a Southern accent would spoil the entire show. Plus, the program could help promote the rationale behind the cultural exchange of World Showcase—foreign nationals could bring a little bit of their home countries to the U.S., and then return to their homeland with a little bit of the U.S. Planners envisioned the program as the “greatest U.N. ever created,” which would promote world peace.

Before wrapping up this chapter, let us look at one of the deadly scams in the Indian primary market history. There was company named ‘MS shoes east’. Shares of this company traded in Rs 150-200 range throughout the year 1994. But towards December 1994 it spurted to Rs 500 without any justifiable rationale behind the raise. Its promoter Pavan Sachedeva and his broker artificially manipulated the stock price to this level.   By February 1995, the company devised an expansion plan for an estimated expense Rs 700 crores. It proposed to raise around Rs 428 crores by means of Fully convertible bonds. These bonds were to be sold at Rs 199 each through public issue. The idea was to provoke people to subscribe the issue with a hope of converting this bond of Rs 199 to a share of Rs 500.   Well, his brokers was constantly buying the stocks from the open market to maintain the price at that high level. But the situation had already worsened. He had bought too much and had too little money at hand that he could not pay the stock exchange for all the purchases he made. BSE could not give money to the sellers of that security. Things turned out to be serious. You may find it hard to believe  - the BSE was shut down for three consecutive days without any business.   Before this drama came to light, FCD ('Fully Convertible Debenture) public issue was a big success and it almost stole the show. Delighted by the overwhelming response from the investing community, MS Shoes had announced to close the public issues few days before the stipulated time. The world came to know that the cruel plan of manipulating the stock price was only to push the bond issue successfully. Even the authorities woke up to the problem. The company was issued a notice. And also it allowed the investors to take back their FCD application. Almost all the investors took back. Even the underwriter refused to buy the unsold portion of the issue because the company had voluntarily announced to close the issue before the end date. The ruling was in favor the underwriter. Sachedeva declared himself to be innocent. MS shoes office resembled a mourning house with  deserted look.   There was one Sachedeva who came to light. There were and probably still are more of them out there.

Once management is on board, the sales team needs to understand the rationale behind the micromarket strategy and have simple tools that make it easy to implement. That means aligning sales coverage with opportunity and creating straightforward sales “plays” for each type of opportunity.

My life since my conversion has, therefore, been an ongoing act of atonement. In particular, I have sought to use the gifts that God has given me to glorify Him and to bring souls to Him, in contrast to the way that I had previously used those same gifts to glorify his enemies and to lead souls astray. This has been the rationale behind my vocation as a Catholic writer in the twenty-five years since my conversion. The

So why deny ourselves… pleasure?” he whispered. Christina’s internal temperature soared. Her fear of him and her lust for him were fighting each other in her body—and lust, wanting, desire were suddenly winning. His hot words and his magnetic presence were wrapping themselves around her like a boa and squeezing the breath out of her. She was beginning to breathe harder—and faster—and she saw his eyes rivet to her chest as he watched her breasts underneath her blouse rising and falling to the rhythm of her increased breathing rate. “I… I think… you should go,” her voice came out in a breathy whisper. His gaze quickly came up to rest on her beautifully flushed face. “Okay, if that’s what you want.” “It is,” she breathed a sigh of relief at having him finally agree. “I’ll go then, but first let me at least give you this? I bought it just for you.” He held the diamond necklace out to her again. “Please?” Christina had been prepared to tell him ‘no’, but the soft, gentle way he had said the word ‘please’ did her in. He sounded like a little boy who had spent all day at school drawing a picture for the girl he liked and then she had rejected him and his gift. Okay—so she’d let him give her the necklace and then he’d leave. What harm was there in that? Bill took a few steps forward and Christina remained rooted to the spot. Slowly, he continued to approach her—as if she were a skittish colt who would bolt if he made any sudden moves. He reached her then—and stopped a foot away. Leisurely, he lifted the necklace and unclasped its opening. His slow, deliberate movements were mesmerizing Christina. Whether it was her fatigue at being up all night or her strong physical attraction to him or her love for him she didn’t know, but she was falling under his spell. Christina let her hands drop from her blouse, causing it to fall open and revealing her lacy pink bra. She then lifted her hair up off her neck and turned her back to him. She didn’t see him bridge the last few inches between them but she felt him. She saw his powerful arms come around from behind her and felt the weight of the cold, heavy necklace as he placed it around her neck. He snapped the clasp and from behind, he lowered his lips to her ears. “You look beautiful, my little spitfire,” he whispered and his breath erotically fanned the delicate insides of her ear. Christina briefly closed her eyes as she felt an intense longing for him shoot through her body. God—she wanted him so badly—and her lack of sleep had removed all her inhibitions, excuses, defenses and rationale against making love to him. Why hadn’t she wanted to make love with him before? She

A Rationale for Violence At first, I thought I was merely witnessing the shocked aftermath of a shocking election. The Left did not expect Trump to win. As late as October 20, 2016, the American Prospect published an article, “Trump No Longer Really Running for President,” the theme of which was that Trump’s “real political goal is to make it impossible for Hillary Clinton to govern.” The election result was, in the words of columnist David Brooks, “the greatest shock of our lifetimes.”25 Trump won against virtually insurmountable odds, which included the mainstream media openly campaigning for Hillary and a civil war within the GOP with the entire intellectual wing of the conservative movement refusing to support him. Initially I interpreted the Left’s violent upheaval as a stunned, heat-of-the-moment response to the biggest come-from-behind victory in U.S. political history. Then I saw two things that made me realize I was wrong. First, the violence did not go away. There were the violent “Not My President’s Day” rallies across the country in February; the violent March 4 disruptions of Trump rallies in California, Minnesota, Tennessee, and Florida; the April anti-Trump tax rallies, supposedly aimed at forcing Trump to release his tax returns; the July impeachment rallies, seeking to build momentum for Trump’s removal from office; and the multiple eruptions at Berkeley.26 In Portland, leftists threw rocks, lead balls, soda cans, glass bottles, and incendiary devices until police dispersed them with the announcement, “May Day is now considered a riot.” Earlier, at the Minnesota State Capitol, leftists threw smoke bombs into the pro-Trump crowd while others set off fireworks in the building, sending people scrambling in fear of a bomb attack. Among those arrested was Linwood Kaine, the son of Hillary’s vice presidential candidate Tim Kaine.27 More of this, undoubtedly, is in store from the Left over the next four years. What this showed is that the Left was engaging in premeditated violence, violence not as outbreak of passion but violence as a political strategy.

When you’re ready to have the conversation, pick the time and place very carefully. Most people choose to terminate people at the end of the day; the most common day is Thursday. The rationale behind these choices is that if you do it at the end of the day, the person is less likely to run into colleagues on the way out, and doing it on a Thursday (and asking that he or she not come to work on Friday) gives the person a long weekend to begin to go though his or her emotional reaction. Out of common courtesy, I suggest you not fire people within a couple of weeks of Christmas, Thanksgiving, or their birthday.

Whenever Omar is urged to condemn ISIS or Al-Qaeda, she evades the subject. Her rationale seems to be that Muslims have no special obligation to denounce terrorism conducted in the name of Islam. Thus, she refuses to denounce Islamic terrorism. For Omar the lesson of 9/11 is not to blame it on Muslims. Muslims as a group shouldn’t be held responsible just because, in Omar’s words, “some people did something.

Saudi ambassador in 2011. Is this payback? I don’t know. So they can’t be ruled out. But the National Counterterrorism Center is working on the problem as we speak.” “Look, I’m meeting with the Director of National Intelligence. He’ll want some details. He’ll also want to know how this was possible. How could this happen?” “That’s what I intend to find out.” “Then again,” O’Donoghue said, shaking his head, “is it possible there’s a problem in our ranks?” Meyerstein saw where this was going. “I hear what you’re saying.” O’Donoghue shrugged. “Just playing devil’s advocate.” “I agree we can’t discount such a possibility.” The Director leaned back in his seat and stared at her. “I’m intrigued you think a foreign government might be behind this. What’s your rationale?” “Luntz’s area of expertise makes him valuable to any government. But the fact that he specifically asked to speak to the FBI so urgently makes me think something else is afoot—and that’s why they want to silence him.” O’Donoghue nodded. “Taken from right under our noses. Very audacious. And dangerous.” Meyerstein nodded. “Tell me more about Connelly. Was he new?” “Just a few months with us, sir. Was based in Seattle for a couple of years before being posted here.” “Married?” “Young wife, two kids.” O’Donoghue turned and stared out of his window over the Washington skyline. “I want the bastards who did this, Martha. You have whatever resources you want.” “Sir, my team will also be alive to the possibility another story is playing out. I’m of course talking about national security. We can’t rule that out.” Meyerstein got up out of her seat. “Oh, Martha?” he said. “Yes, sir?” “Let’s do this right. And let’s nail those responsible.” “Count on it, sir.” Meyerstein walked out of the office and took the elevator down two floors to where Roy Stamper was standing waiting for her, unsmiling. He was wearing his customary navy suit, white shirt, navy silk tie, and highly polished black leather shoes. He had been with the FBI since he was headhunted after graduating from Duke, coming top of his class at law school. They had both started training at the FBI’s academy at Quantico at the same time. He wasn’t a great mixer. Never had been. He was quiet, but unlike her errant husband, he was a great family man. Her own father, despite being a workaholic like her, was the same, trying to take time out of his punishing schedule to meet her mother for lunch or supper. Her father was devoted to her mother. He liked being with her. He liked being around her. They looked relaxed in each other’s company. Martha could see that. She’d never felt that with her own husband. He’d never wanted to share a glass of wine with her when

Law of Crappy People. The Law of Crappy People states: For any title level in a large organization, the talent on that level will eventually converge to the crappiest person with the title. The rationale behind the law is that the other employees in the company with lower titles will naturally benchmark themselves against the crappiest person at the next level. For example, if Jasper is the worst vice president in the company, then all of the directors will benchmark themselves against Jasper and demand promotions as soon as they reach his low level of competency.

Whenever Omar is urged to condemn ISIS or Al-Qaeda, she evades the subject. Her rationale seems to be that Muslims have no special obligation to denounce terrorism conducted in the name of Islam. Thus, she refuses to denounce Islamic terrorism.

You probably guessed the rationale behind the pink glasses, the filter sheets, and the special light bulbs. After dusk and before dawn, they aimed to shield Gerry and Barbara from that part of the light spectrum that reaches our timing system most effectively (the blue parts of the light spectrum).

Granted, employees are a very different type of customer, one that falls outside of the traditional definition. After all, instead of them paying you, you’re paying them. Yet regardless of the direction the money flows, one thing is clear: employees, just like other types of customers, want to derive value from their relationship with the organization. Not just monetary value, but experiential value, too: skill augmentation, career development, camaraderie, meaningful work, a sense of purpose, and so on. If a company or an individual leader fails to deliver the requisite value to an employee, then—just like a customer, they’ll defect. They’ll quit, driving up turnover, inflating recruiting/training expenses, undermining product/service quality, and creating a whole lot of unnecessary stress on the organization. So even though a company pays its employees, it should still provide them with a value-rich employment experience that cultivates loyalty. And that’s why it’s prudent to view both current and prospective employees as a type of customer. The argument goes beyond employee engagement, though. There’s a whole other reason why organizational leaders have a lot to gain by viewing their staff as a type of customer. That’s because, by doing so, they can personally model the customer-oriented behaviors that they seek to encourage among their workforce. How better to demonstrate what a great customer experience looks like than to deliver it to your own team? After all, how a leader serves their staff influences how the staff serves their customers. Want your team to be super-responsive to the people they serve? Show them what that looks like by being super-responsive to your team. Want them to communicate clearly with customers? Show them what that looks like by being crystal clear in your own written and verbal communications. There are innumerable ways for organizational leaders to model the customer experience behaviors they seek to promote among their staff. It has to start, however, by viewing those in your charge as a type of customer you’re trying to serve. Of course, viewing staff as customers doesn’t mean that leaders should cater to every employee whim or that they should consent to do whatever employees want. Leaders sometimes have to make tough decisions for the greater good. In those situations, effectively serving employees means showing respect for their concerns and interests, and thoughtfully explaining the rationale behind what might be an unpopular decision. The key point is simply this: with every interaction in the workplace, leaders have an opportunity to show their staff what a great customer experience looks like. Whether you’re a C-suite executive or a frontline supervisor, that opportunity must not be squandered.

The main rationale for the "elimination of politics' is also its main tool: rapid and broad-based economic development, in PAP thinking, both justifies as well as facilitates depoliticization. Behind this approach is the assumption that sound economic management can largely do away with political conflict. Whatever little friction that remains, the theory goes, can be sandpapered down with authoritarian methods that are not so course as to provoke widespread dissent. Then, the main political tasks that remain would be to boost citizens' trust in the long-term wisdom of programmes that may entail short-term pain, and to enhance the sensation of nationhood and mobilise them towards national goals

Growing up in the Middle East, I came to find out that Arab children are taught hatred of the Jews from their mother’s milk. From a young age, Arab children are constantly bombarded with stories and information presenting Jews as barbaric, conniving, manipulative, warmongering people. Meanwhile, Jews teach their children patience, humility, service, tolerance, understanding of others, and charity to all. They call it tikkun olam, "to repair the world." The Arab-Israeli conflict has remained intractable because the Arab world refuses to accept the right of a Jewish state to exist autonomously in the middle of the Muslim Middle East. At first this refusal was based on what appeared to be pan-Arab nationalism, and then on Palestinian nationalism. There is a lot of bluster, pride, and honor among Arabs, which supports the nationalism angle. But as a Lebanese Christian looking at it from ground level and willing to blow the whistle on the hatred that Arabs harbor and teach their children against Jews, I can tell you that religious hatred, humiliation, and resentment are the driving factor behind the Israeli-Arab conflict. As a Christian who was raised in a country where people were shot at checkpoints because their ID card said “Christian,” I see it differently. I think that with the Iranian Revolution of 1979, and especially after the rise of the Palestinian Islamic Resistance Movement (Hamas) during the 1987 intifada, the world is seeing the true reason for the Arab world’s refusal to recognize Israel’s right to exist: radical Islamic supremacism. It has come to the surface, overshadowing the nationalist rationale and moving on, seeking bigger game in the West.

quick word, finally, about being a good listener. It is useful as a listener to be on the lookout for versions of the “Wait, what?” question. Some things you say will inevitably provoke opposition or challenge from friends, family members, or colleagues. It is easy, when on the receiving end of these challenges, to immediately begin an argument, trying to defend your position. But you might try to remember that the person posing the challenge or expressing opposition could simply be in need of further explanation or may just need to better understand the rationale or motivation behind what you are saying.

Pain, misery, loss, loyalty, rage, frustration, fear, anxiety, and despair are the fuel and lifeblood of intractable conflict. Yet decades of research on social conflict has paid little attention to emotions. This has resulted in many practical techniques offering recommendations like 'If you become emotional during conflict, wait until it passes before you act' or 'Rise above your emotions and try to get a rational perspective on the situation.' This advice may be useful when emotions are a passing anomaly or inconvenience as they are in many low-level conflicts. But not with the 5 percent [of conflicts that are intractable]. Not when emotions are basic, not when they are enmeshed within the conflict, not when they ARE the rationale. To really comprehend the 5 percent, we need research models that place emotions at the center. We need models that not only see emotions as the energy behind the conflicts, but also recognize that they create the context through which we experience conflict.

Warren Buffett once said, “You can determine the strength of a business over time by the amount of agony they go through in raising prices.”4 Buffett and his partner, Charlie Munger, realized that as customers form routines around a product, they come to depend upon it and become less sensitive to price. The duo have pointed to consumer psychology as the rationale behind their famed investments in companies like See’s Candies and Coca-Cola.5 Buffett and Munger understand that habits give companies greater flexibility to increase prices.