Reading Strategies Quotes

War is not for winning, Masha," sighed Koschei, reading the tracks of supply lines, of pincer strategies, over her shoulder. "It is for surviving.

Events in life mean nothing if you do not reflect on them in a deep way, and ideas from books are pointless if they have no application to life as you live it.

People might try a product for its features, but they stick with it because of feelings.

Belief arises from honesty, consistency, and care.

By confusing strategy with tactics and mixing up “what” and “how”, we may have a hard time staying on point. ”What” we want, on the one hand, and “how” we want to achieve it, on the other, needs a careful reading and a singular approach. (“When the bar is set too high”)

Neither will sitting around, reading a book to escape my reality. We all have coping strategies,

If you're reading this, I hope God opens incredible doors for your life this year. Greatness is upon you. You must believe it though.

Understand: your mind is weaker than your emotions. But you become aware of this weakness only in moments of adversity--precisely the time when you need strength. What best equips you to cope with tthe heat of battle is neither more knowledge nor more intellect. What makes your mind stronger, and more able to control your emotions, is internal discipline and toughness.No one can teach you this skill; you cannot learn it by reading about it. Like any discipline, it can come only through practice, experience, even a little suffering. The first step in building up presence of mind is to see the need for ii -- to want it badly enough to be willing to work for it.

Everyone should read, we say, but we act as if only those with special talent should write.

Competitive strategy is about being different. It means deliberately choosing a different set of activities to deliver a unique mix of value.

Internet articles can be used to give direction to your research, but the real research will start after that. You can read The New York Times, The Washington Post, Forbes, Economic Times, or Entrepreneur as much as you want but these still can’t replace market research.

Competition on dimensions other than price - on product features, support services, delivery time, or brand image, for instance - is less likely to erode profitability because it improves customer value and can support higher prices. p.32

If we want to be more than conquerors, reading the Word is not enough. Acting on the Word and applying it—mixing it with faith—will destroy the enemy’s game plan for your life.

Reading is often viewed as a solitary act; that’s one of the reasons I love it, and it’s certainly my favorite escape and introvert coping strategy of choice.

Do not worry about who get the credit or praise of the work done. Continue work to give your best.Your reward may come unexpected.

Strategy is the creation of a unique and valuable position, involving a different set of activities.

All of us possess a reading vocabulary as big as a lake but draw from a writing vocabulary as small as a pond. The good news is that the acts of searching and gathering always expand the number of usable words.

Strategy is making trade-offs in competing. The essence of strategy is choosing what not to do.

Blue oceans are right next to you in every industry.

Nonfiction lets us learn more; fiction lets us be more.

Understanding the competitive forces, and their underlying causes, reveals the roots of an industry’s current profitability while providing a framework for anticipating and influencing competition (and profitability) over time. P. 26

With love, there are no rules. Some may try to control their emotions and develop strategies for their behavior; others may turn to reading books of advice from "experts" on relationships - but this is all folly. The heart decides, and what it decides is all that really matters.

The strongest competitive force or forces determine the profitability of an industry and become the most important to strategy formulation. The most salient force, however, is not always obvious. P. 26

Understand: your mind is weaker than your emotions. But you become aware of this weakness only in moments of adversity--precisely the time when you need strength. What best equips you to cope with tthe heat of battle is neither more knowledge nor more intellect. What makes your mind stronger, and more able to control your emotions, is internal discipline and toughness. No one can teach you this skill; you cannot learn it by reading about it. Like any discipline, it can come only through practice, experience, even a little suffering.

The more you learn, the more you want to learn.

An emulation operating at a speed of ten thousand times that of a biological brain would be able to read a book in a few seconds and write a PhD thesis in an afternoon.

Retrieval practice—recalling facts or concepts or events from memory—is a more effective learning strategy than review by rereading. Flashcards are a simple example. Retrieval strengthens the memory and interrupts forgetting. A single, simple quiz after reading a text or hearing a lecture produces better learning and remembering than rereading the text or reviewing lecture notes.

Traditional religions practices are important.They allow us to share with others the communal experience of adoration and prayer,but we must never forget spiritual experience is above all a practical experience of love,and with love,there are no rules some may try to control their emotions and develop strategies for their behavior,others may turn to reading books of advice from "experts" on relationships but this is all folly.The heart decides and what it decides is all that really matters.

I saw a banner hanging next to city hall in downtown Philadelphia that read, "Kill them all, and let God sort them out." A bumper sticker read, "God will judge evildoers; we just have to get them to him." I saw a T-shirt on a soldier that said, "US Air Force... we don't die; we just go to hell to regroup." Others were less dramatic- red, white, and blue billboards saying, "God bless our troops." "God Bless America" became a marketing strategy. One store hung an ad in their window that said, "God bless America--$1 burgers." Patriotism was everywhere, including in our altars and church buildings. In the aftermath of September 11th, most Christian bookstores had a section with books on the event, calendars, devotionals, buttons, all decorated in the colors of America, draped in stars and stripes, and sprinkled with golden eagles. This burst of nationalism reveals the deep longing we all have for community, a natural thirst for intimacy... September 11th shattered the self-sufficient, autonomous individual, and we saw a country of broken fragile people who longed for community- for people to cry with, be angry with, to suffer with. People did not want to be alone in their sorrow, rage, and fear. But what happened after September 11th broke my heart. Conservative Christians rallies around the drums of war. Liberal Christian took to the streets. The cross was smothered by the flag and trampled under the feet of angry protesters. The church community was lost, so the many hungry seekers found community in the civic religion of American patriotism. People were hurting and crying out for healing, for salvation in the best sense of the word, as in the salve with which you dress a wound. A people longing for a savior placed their faith in the fragile hands of human logic and military strength, which have always let us down. They have always fallen short of the glory of God. ...The tragedy of the church's reaction to September 11th is not that we rallied around the families in New York and D.C. but that our love simply reflected the borders and allegiances of the world. We mourned the deaths of each soldier, as we should, but we did not feel the same anger and pain for each Iraqi death, or for the folks abused in the Abu Ghraib prison incident. We got farther and farther from Jesus' vision, which extends beyond our rational love and the boundaries we have established. There is no doubt that we must mourn those lives on September 11th. We must mourn the lives of the soldiers. But with the same passion and outrage, we must mourn the lives of every Iraqi who is lost. They are just as precious, no more, no less. In our rebirth, every life lost in Iraq is just as tragic as a life lost in New York or D.C. And the lives of the thirty thousand children who die of starvation each day is like six September 11ths every single day, a silent tsunami that happens every week.

Managers must clearly distinguish operational effectiveness from strategy.

They will need you to put the right books in their hands, book in which they can lose themselves and books in which they can find themselves.

I never read any treatises on strategy. . . . When we fight, we do not take any books with us. MAO TSE-TUNG, 1893–1976

Without solid insights gained through market research, any kind of marketing you do is like throwing your pamphlets at Times Square and hoping somebody will pick them up, read them, become interested, and get the product. That happens… just not so often.

The most rigorous reading is to find what those words on that page mean in our own lives.

If you wanted to be average, you would not be reading this book.

My son should often read and meditate on history; it is the only real philosophy

Sometimes, as in a game of chess, we must strategically regress so that we might progress toward our ultimate objective.

Don't die a pauper, don't die a commoner and a weakling.

Many nights I drifted off to sleep to his rumbling voice reading from a book of battle strategy. And despite myself, despite what he'd done and what he was, I came to love him. I do love him. It's just not a comfortable kind of love.

I am a college-educated American. In all my years of formal schooling, I never read Plato or Aristotle, Homer or Virgil. I knew nothing of Greek and Roman history and barely grasped the meaning of the Middle Ages. Dante was a stranger to me, and so was Shakespeare. The fifteen hundred years of Christianity from the end of the New Testament to the Reformation were a blank page, and I knew only the barest facts about Luther's revolution. I was ignorant of Descartes and Newton. My understanding of Western history began with the Enlightenment. Everything that came before it was lost behind a misty curtain of forgetting. Nobody did this on purpose. Nobody tried to deprive me of my civilizational patrimony. But nobody felt any obligation to present it to me and my generation in an orderly, coherent fashion. Ideas have consequences - and so does their lack.

If you're reading these words, you won today. You are here. You are alive. You have options. You can wait out a bad situation. Move on, fight back, get out, break up, call, ask her or him out, write that book, write that song, listen to the music, take the drive, take the chance, and live. Whatever strategy you choose, you win.

The image of evolution as a process that reliably produces benign effects is difficult to reconcile with the enormous suffering that we see in both the human and the natural world. Those who cherish evolution’s achievements may do so more from an aesthetic than an ethical perspective. Yet the pertinent question is not what kind of future it would be fascinating to read about in a science fiction novel or to see depicted in a nature documentary, but what kind of future it would be good to live in: two very different matters.

In essence, the job of the strategist is to understand and cope with competition. P. 25

Substitutes are always present, but they are easy to overlook because they may appear to be very different from the industry’s product p.31

High rivalry limits the profitability of an industry P.32

Your decisions about allocating your personal time, energy, and talent ultimately shape your life’s strategy. I have a bunch

I’d read Sun Tzu’s The Art of War. My favorite strategy is to feign inferiority and encourage my enemy’s arrogance.

Your stories won’t appeal to all readers. But if you’re writing a story you want to read, it’s likely that others will want to read it too.

The teacher is a needle, the disciple is as thread. You must practice constantly.

Understand: your mind is weaker than your emotions. But you become aware of this weakness only in moments of adversity,precisely the time when you need strength. What best equips you to cope with tthe heat of battle is neither more knowledge nor more intellect. What makes your mind stronger, and more able to control your emotions, is internal discipline and toughness.No one can teach you this skill; you cannot learn it by reading about it. Like any discipline, it can come only through practice, experience, even a little suffering. The first step in building up presence of mind is to see the need for it, to want it badly enough to be willing to work for it.

I once learned that only three behaviors set literate people apart. The first two are obvious: reading and writing; but the third surprised me: talking about how reading and writing work.

If your brain was unable to make images out of symbols, all learning and reading would be worthless and incredibly boring. Your brain likes pictures and we are really good at remembering them.

Why I am Passionate and Dedicated 1000% to producing and bringing my books Loving Summer, Bitter Frost, and other book series to the Screen is because these are the very books that I was cyber-bullied on. When confronted by bullies, you don't shy away, but you Fight Back. Many people have not read the books, but believe fake news and damaging slanders against them and me as a person because it was a marketing strategy used to sell my books' rival books. By bringing these very books to the screen, people can see how different my books are to theirs. Also, most of all, it is pretty darn fun and fierce for me, as a female Asian writer, director, and producer to bring these fan favorite books to screen.

Brent Kessel combines some of the most sophisticated knowledge of financial planning and investment strategies with a sincere and grounded practice in the meditation arts. He has written the deepest and most comprehensive book about money in some time. I applaud him for it. It calls for a serious reading.

In his essay “Politics and the English Language,” George Orwell describes the relationship between language abuse and political abuse, how corrupt leaders use the passive voice to obscure unspeakable truths and shroud responsibility for their actions. They say, “It must be admitted, now that the report has been reviewed, that mistakes were made,” rather than, “I read the report, and I admit I made a mistake.” Here’s a life tool: always apologize in the active voice.

Not long after the book came out I found myself being driven to a meeting by a professor of electrical engineering in the graduate school I of MIT. He said that after reading the book he realized that his graduate students were using on him, and had used for the ten years and more he had been teaching there, all the evasive strategies I described in the book — mumble, guess-and-look, take a wild guess and see what happens, get the teacher to answer his own questions, etc. But as I later realized, these are the games that all humans play when others are sitting in judgment on them.

The focus of gap analysis should be getting to the other side. If you bend-over to analyze a gap too long, you'll probably fall into it.

I catch the idea by two senses. But when I read aloud I hear what is read and I see it, and hence two senses get it and I remember it better, if I do not understand it better.

Understanding industry structure is also essential to effective strategic positioning P. 26

Rigor is not an attribute of a text but rather a characteristic of our behavior with that text.

Literature enables us to see our world and ourselves more clearly, to understand our lives more fully.

Stay relaxed; if you begin to get nervous take a few deep breaths slowly to relax yourself and then get back to work. 4) Read the directions slowly and carefully.

Algorithms read in pixels, letters, and bytes. You must make every one count

Most companies today operate in a turbulent environment with complex strategies that, though valid when they were launched, may lose their validity as business conditions change.

The letters in RAPID stand for the primary roles in any decision-making process, although these roles are not performed exactly in this order: recommend, agree, perform, input, and decide—the “D.

Renouncing false beliefs will not usher in the millennium. Few things about the strategy of contemporary apologists are more repellent than their frequent recourse to spurious alternatives. The lesser lights inform us that the alternative to Christianity is materialism, thus showing how little they have read, while the greater lights talk as if the alternative were bound to be a shallow and inane optimism. I don't believe that man will turn this earth into a bed of roses either with the aid of God or without it. Nor does life among the roses strike me as a dream from which one would not care to wake up after a very short time.

How do you get through any of your classes?" Cath had hours of assigned reading, almost every single night. "Coping strategies." "Such as?" "I record my lectures and listen to them later. Professors usually cover most of what's on the test in class. And I find study groups." "And you lean on Reagan --" "Not just Reagan." He grinned. "I'm really good at quickly identifying the smartest girl in every class." Cath frowned at him. "God, Levi, that's so exploitive." "How is it exploitive? I don't make them wear miniskirts. I don't call them 'baby.' I just say, 'Hello, smart girl, would you like to talk to me about Great Expectations?'" "They probably think you like them." "I do like them." "If it wasn't exploitive, you'd harass smart boys, too --" "I do, in a pinch. Do you feel exploited, Cather?" He was still grinning at her over his coffee cup. "No," she said, "I know that you don't like me." "You don't know anything." "So, this is old hat for you? Finding a girl to read a whole book to you?" He shook his head. "No, this is a first." "Well, now I feel exploited," she said, setting her drink down and reaching for the book. "Thank you," he said. "Chapter seven --" "I'm serious." Levi pulled the book down and looked at her. "Thank you." Cath held his eyes for a few seconds. Then she nodded and pulled back the book.

I can’t blame all this for my drinking—I can’t blame my parents or my childhood, an abusive uncle or some terrible tragedy. It’s my fault. I was a drinker anyway—I’ve always liked to drink. But I did become sadder, and sadness gets boring after a while, for the sad person and for everyone around them. And then I went from being a drinker to being a drunk, and there’s nothing more boring than that. I’m better now, about the children thing; I’ve got better since I’ve been on my own. I’ve had to. I’ve read books and articles, I’ve realized that I must come to terms with it. There are strategies, there is hope. If I straightened myself out and sobered up, there’s a possibility that I could adopt. And I’m not thirty-four yet—it isn’t over. I am better than I was a few years ago, when I used to abandon my trolley and leave the supermarket if the place was packed with mums and kids; I wouldn’t have been able to come to a park like this, to sit near the playground and watch chubby toddlers rolling down the slide. There were times, at my lowest, when the hunger was at its worst, when I thought I was going to lose my mind.

If you read Scripture scholar Marcus Borg and go to the index in search of 'sinner,' it'll say, 'see outcast.' This was a social grouping of people who felt wholly unacceptable. The world had deemed them disgraceful and shameful, and this toxic shame, as I have mentioned before, was brought inside and given a home in the outcast. Jesus' strategy is a simple one: He eats with them. Precisely to those paralyzed in this toxic shame, Jesus says, 'I will eat with you.' He goes where love has not yet arrived, and he 'gets his grub on.' Eating with outcasts rendered them acceptable.

The point at which God asserted his greatness to his chosen people was when he arranged the escape of the Jews from Egypt, where they were kept as slaves. One reading of the story of Exodus is that it was not so much about freeing the Israelites from slavery as about asserting God’s greatness by establishing a people beholden to him and ensuring that they—and others—were in awe of his power. Under this interpretation, the Exodus story becomes a gigantic manipulation.

Create your own “LUCK” in your personal life—instead of relying on “fate” and hoping that your happiness will spontaneously materialize sometime and somehow, as if by magic. Be the “magician” of your own destiny. Take control of your own fate. Be aware. Instead of following the crowd of complainers and repeating their common mistakes, use the Smart Dating Strategies, which are clearly described in the chapters of our exclusive eBooks. Be successful in your personal life and genuinely loved by the woman of your dreams. Read how to do it; learn the secrets to use and master them. Get the keys to the door of your own happiness. Make things happen. Choose to be a WINNER!

You are part of an infinite family. The people who have been through terrible things and survived them. If you are reading these words. you WON today. You are here. You are alive. You have options. You can wait out a bad situation. Move on. Fight Back. Get out. Break Up. Call. Ask her (or him) out. Write that book. Write that song. Listen to the music. Take the drive. Take the chance. And Live. Whatever strategy you choose, you WIN.

...TV was entertainment of the last resort. There was nothing on during the day in the summer other than game shows and soap operas. Besides, a TV-watching child was considered available for chores: take out the trash, clean your room, pick up that mess, fold those towels, mow the lawn... the list was endless. We all became adept at chore-avoidance. Staying out of sight was a reliable strategy. Drawing or painting was another: to my mother, making art trumped making beds. A third choir-avoidance technique was to read. A kid with his or her nose in a book is a kid who is not fighting, yelling, throwing, breaking things, bleeding, whining, or otherwise creating a Mom-size headache. Reading a book was almost like being invisible - a good thing for all concerned.

Here’s the short version of how to practice mindfuless: 1. Start with two minutes. For two minutes a day, direct your attention to your breath: the way the air comes into your body and your chest and belly expand, and the way the breath leaves your body and your chest and belly deflate. 2. The first thing that will happen is your mind will wander to something else. That’s normal. That’s healthy. That’s actually the point. Notice that your mind wandered, let those extraneous thoughts go—you can return to them as soon as the two minutes are up—and allow your attention to return to your breath. 3. Noticing that your mind wandered and then returning your attention to your breath is the real work of mindfulness. It’s not so much about paying attention to your breath as it is about noticing what you’re paying attention to without judgment, and making a choice about whether you want to pay attention to it. What you’re “mindful” of is both your breath and your attention to your breath. By practicing this skill of noticing what you’re paying attention to, you are teaching yourself to be in control of your brain, so that your brain is not in control of you. This regular two-minute practice will gradually result in periodic moments throughout the day when you notice what you’re paying attention to and then decide if that’s what you want to pay attention to right now, or if you want to pay attention to something else. What you pay attention to matters less than how you pay attention. This is a sideways strategy for weeding trauma out of your garden. It’s a way of simply noticing a weed and then deciding if you want to water it or not, pull it or not, fertilize it or not. The weed of trauma will gradually disappear as long as at least half the time you choose not to nurture it. And the more you choose to withdraw your protection from the trauma, the faster it will wither and die. Mindfulness is good for everyone and everything. It is to your mind what exercise and green vegetables are to your body. If you change only one thing in your life as a result of reading this book, make it this daily two-minute practice. The practice grants the opportunity to “cultivate deep respect for emotions,” differentiating their causes from their effects and granting you choice over how you manage them.

...the notion of the classroom as an intellectual community gets lost when conference rooms by the principal's office are turned into data rooms - rooms in which walls, floor to ceiling, are covered with test scores of every child in the school - and "Days Until the TEST" banners greet students and parents as they enter the school. That, at the very least, suggests the school is more interested in making sure students pass a test than in creating an intellectual community.

sodoyouthinkyoucouldtrustmetogotothedancetonight?" she blurted before losing her nerve. Viktor and Viveka exchanged a quick glance. Are they considering it? They are! They trust - "No," they said together. Frankie resisted the urge to spark. Or scream. Or threaten to go on a charging strike. She had prepared herself for this. It had always been a possibility. That's why she'd read 'Acting For Young Actors: The Ultimate Teenage Guide' by Mary Lou Belli and Dihah Lenney. So she could act like she understood their rejection. Act like she accepted it. And act like she would return to her room with grace. "Well, thanks for hearing me out," she said, kissing them on the cheeks and skipping off to bed. "Good night." "Good night?" Viktor responded. "That's it? No argument?" "No argument," Frankie said with a sweet smile. "You have to see this punishment through or you're not teaching me anything. I get it." "O-kay." Viktor returned to his medical journal, shaking his head as if he couldn't quite believe what he was hearing. "We love you." Viveka blew another kiss. "I love you, too." Frankie blew two back. Time for Plan B.

I have to own up and say that, much as I love my PowerBook, which now does about 97.8 percent of what I used to use the lumbering old desktop dinosaurs for, I’ve given up trying to use it on planes. Yes, yes, I know that there are sorts of power-user strategies you can use to extend your battery life—dimming modes, RAM disks, processor-resting, and so on—but the point is that I really can’t be bothered. I’m perfectly capable of just reading the in-flight magazine if I want to be irritated.

A. W. Tozer said, “To the child of God, there is no such thing as an accident. He travels an appointed way. . . . Accidents may indeed appear to befall him and misfortune stalk his way; but these evils will be so in appearance only and will seem evils only because we cannot read the secret script of God’s hidden providence.”4 This

We are training our brains to have an attention deficit. A lot of people simply cannot focus for an extended period of time anymore. I have heard that the average person looks at their mobile phone about 50 times a day. We are reading emails, the news, Facebook, and Twitter etc., during what should be family and relationship time.

In Exodus, chapter 14, Moses must lead the Jews out of Egypt and to safety by parting the Red Sea. This story teaches us a valuable lesson about how we must face the future. I want to draw your attention to two verses in particular. Exodus (14:15) reads: “And the Lord said to Moses, ‘Tell the people of Israel to march forward.’” Exodus (14:16) reads: “Lift up your rod and stretch out your hand over the sea and divide it.” The thing to note here is that Moses is instructed to raise his rod to divide the sea only after telling his people to march forth into the water. The Israelites were actually in the water, some of them up to their necks, and were told to keep marching before the water split. And yet no one complained or feared drowning because the message from God was very clear: walk first into the water and the ocean will split afterwards. Had the Israelites waited around for the waters to part, they would have been waiting a long time—perhaps forever. They had to bring about their own miracle, a truth we can deduce from the peculiar order of these two verses, which is no accident as there are no accidents in Scripture. To succeed at life and business, you too must face the future as the Israelites did at the Red Sea. Get moving now. Do not wait for the bridge. Cross now and the way through will present itself.

I often look at my life and ask, “Well, here’s what I want, but am I willing to become the kind of person it will take?” If I’m too lazy, if I’m not willing to learn, read, study, and grow to become what I must become,then I cannot expect to attract what I want. Now, when faced with a choice, I must decide to either change myself or change my wants.

Here’s a better strategy: accept how things are right now, and work from there, recognizing that people can’t read our minds, and everybody thinks they’re the good guy.

Meekly swallowing and assimilating the customs of the more powerful has always been a strategy by which the less powerful have tried to fit in.

The most important attribute of a customer value proposition is its precision: how perfectly it nails the customer job to be done—and nothing else.

Our research suggests that companies on average deliver only 63% of the financial performance their strategies promise.

Some managers mistake “customer focus” to mean they must serve all customer needs or respond to every request from distribution channels.

One of the hardest concepts for students to grasp or accept about writing is the time that it takes to make something good.

If the forces are intense, (..) almost no company earns attractive returns on investment. If the forces are benign, (..) many companies are profitable. P. 25

His name was Sir William Osler, and these are the words he read: “Our main business is not to see what lies dimly at a distance, but to do what lies clearly at hand.

This rare ability to manage continuity and change—requiring a consciously practiced discipline—is closely linked to the ability to develop a vision.

Team spirit promotes greater accomplishment.

following my between-books strategy of reading voraciously and promiscuously. What

The first customer ship date does not mean the company understands its customers or how to market or sell to them. (Read

my between-books strategy of reading voraciously and promiscuously. What

Responsive teaching and assessing means we are always teaching for understanding, continuously checking for understanding, and adjusting instruction as needed.

The enemies agenda is destruction, his strategy is division and his tactics is on little differences. Mind you he is not going to be happy until he sees you divided.

I FIRST STARTED READING about the Lusitania on a whim, following my between-books strategy of reading voraciously and promiscuously.

confesses to utilizing questionable bookmark strategies, and self-identifies as a compulsive proofreader.

My between-books strategy was reading voraciously and on a whim.

A company that makes good decisions quickly has a higher metabolism, which allows it to act on opportunities and overcome obstacles.

By the end of middle school, the dual-language kids had gained a full year in English-reading skills on their peers.

Just now I'm not so grateful to be living. My ears and eyes are buried in my book, Because I dare not look, I dare not look.

Neglect to focus on one job (customer need); they dilute their efforts by attempting to do lots of things. In doing lots of things, they do nothing really well.

Finn Is God She takes a different strategy to torture us. Julie Seagle Really? I have more in common with her than my own mother. Finn Is God That’s a horrible thing to say about yourself. Appearances are not everything. Case in point: One summer when I was at day camp, I made her an art project. She spent weeks saying how weird it was that I’d made her a woodcarving that said “WOW.” Julie Seagle ??? Julie Seagle Oh, wait a minute…! Finn Is God Yeah. She had it upside down. It was supposed to read “MOM.” Julie Seagle I’m sorry, but that IS funny! Finn Is God That’s my mother for you. I think she still has it. And is probably still under the wrong impression. Julie Seagle Oh, my. Sort of sweet in a tragic way. Finn

From productive conversations with professional writers and editors. I once learned that only three behaviors set literate people apart. The first two are obvious: reading and writing; but the third surprised me: talking about how reading and writing work. Many of the tools came from great talk about the construction of stories and the distillation of meaning.

The point of industry analysis is not to declare the industry attractive or unattractive but to understand the underpinnings of competition and the root causes of profitability. P.29

My unsolicited advice to women in the workplace is this. When faced with sexism or ageism or lookism or even really aggressive Buddhism, ask yourself the following question: “Is this person in between me and what I want to do? If the answer is no, ignore it and move on. Your energy is better used doing your work and outpacing people that way. Then, when you’re in charge, don’t hire the people who were jerky to you. If the answer is yes, you have a more difficult road ahead of you. I suggest you model your strategy after the old Sesame Street film piece, "Over! Under! Through!” (If you’re under forty, you might not remember this film. It taught the concepts of, “over,” and “under,” and “through” by filming toddlers crawling around an abandoned construction site. They don’t show it anymore because someone has since realized that’s nuts.) If your boss is a jerk, try to find someone above or around your boss who is not a jerk. If you’re lucky, your workplace will have a neutral proving ground- like the rifle range or a car sales total board of the SNL read-through. If so, focus on that. Again, don’t waste your energy trying to educate or change opinions. Go “Over! Under! Through!” and opinions will change organically when you’re the boss. Or they won’t. Who cares? Do your thing and don’t care if they like it.

Dude," said Hassan softly. "Khanzeer." (Arabic:Pig) "Matha, al-khanazeer la yatakalamoon araby?" Colin asked. (Arabic: What, pigs don't speak Arabic?" "That's no pig," answered Hassan in Enlgish. "That's a goddamned monster." The pig stopped its rotting and looked up at them. "I mean. Wilbur is a fugging pig. Babe is a fugging pig. That thing was birthed from the loins of Iblis." (Arabic: Satan) It was clear now the pig could see them. Colin could see the black in its eyes. "Stop cursing. The feral hog shows a remarkable understanding of human speech, especially profane speech," he mumbled, quoting from the book. "That's a bunch of bullshit," Hassan said, and then the pig took two lumbering steps towards them, and Hassan said, "Okay. Or not. Fine. No cursing. Listen. Satan Pig. We're cool. We don't want to shoot you. The guns are for show, dude." "Stand up so he knows we're bigger than he is," Colin said. "Did you read that in the book?" Hassan asked as he stood. "No, I read it in a book about grizzly bears." "We're gonna get gored to death by a feral fugging hog and your best strategy is to pretend it's a grizzly bear?

General management is more than the stewardship of individual functions. Its core is strategy: defining and communicating the company’s unique position, making trade-offs, and forging fit among activities.

But let's not forget that if you are reading this book, then you are a reader and that means you've probably never had to think of all the shortcuts and strategies and bypasses that exist to get around reading

Case in point: Warnings on cigarette packages can increase a smoker’s urge to light up. A 2009 study found that death warnings trigger stress and fear in smokers—exactly what public health officials hope for. Unfortunately, this anxiety then triggers smokers’ default stress-relief strategy: smoking. Oops. It isn’t logical, but it makes sense based on what we know about how stress influences the brain. Stress triggers cravings and makes dopamine neurons even more excited by any temptation in sight. It doesn’t help that the smoker is—of course—staring at a pack of cigarettes as he reads the warning. So even as a smoker’s brain encodes the words “WARNING: Cigarettes cause cancer” and grapples with awareness of his own mortality, another part of his brain starts screaming, “Don’t worry, smoking a cigarette will make you feel better!

Sober for seven years, Spencer had replaced his heroin and methamphetamine addiction with martial arts even before he’d left for federal prison. The jujitsu practice had sustained him throughout his incarceration—even when his girlfriend dumped him and when his former martial-arts teacher and onetime father figure was arrested and jailed for taking indecent liberties with a teenage female student. Spencer stuck to his recovery and to his prison workouts, ignoring the copious drugs that had been smuggled inside, and he read voraciously about mixed martial arts. Using the Bureau of Prisons’ limited email system, he had Ginger copy articles about various MMA fighters—laboriously pasting in one block of text at a time—so he could memorize pro tips and workout strategies and, eventually, through her, reach out directly to fighters and studio owners for advice.

You are part of an infinite family. The people who have been through terrible things and survived them. If you are reading these words. you WON today. You are here. You are alive. You have options. You an wait out a bad situation. Move on. Fight Back. Get out. Break Up. Call. Ask her (or him) out. Write that book. Write that song. Listen to the music. Take the drive. Take the chance. And Live. Whatever strategy you choose, you WIN.

A successful company is one that has found a way to create value for customers—that is, a way to help customers get an important job done. By “job” we mean a fundamental problem in a given situation that needs a solution.

Great American thinker and philosopher Earl Nightingale said, “If you spend one extra hour each day in the study of your chosen field, you’ll be a national expert in five years or less.” What do you want to be an expert in?

Indeed, one of the most important functions of an explicit, communicated strategy is to guide employees in making choices that arise because of trade-offs in their individual activities and in day-to-day decisions. Improving

As important as the dimensions of rivalry is whether rivals compete on the same dimensions. When all or many competitors aim to meet the same needs or compete on the same attributes, the result is zero-sum competition. P. 33

From books, the Spaniards knew of many contemporary civilizations remote from Europe, and about several thousand years of European history. Pizarro explicitly modeled his ambush of Atahuallpa on the successful strategy of Cortés. In short, literacy made the Spaniards heirs to a huge body of knowledge about human behavior and history. By contrast, not only did Atahuallpa have no conception of the Spaniards themselves, and no personal experience of any other invaders from overseas, but he also had not even heard (or read) of similar threats to anyone else, anywhere else, anytime previously in history. That gulf of experience encouraged Pizarro to set his trap and Atahuallpa to walk into it.

You are part of an infinite family. The people who have been through terrible things and survived them. If you are reading these words, you WON today, You are here. You are alive. You have options. Whatever strategy you choose, you WIN.

Research has established that one aspect of reading does need to be taught and practiced as a set of skills, much like math: decoding, the part that involves matching sounds to letters. The problem is that the other aspect of reading—comprehension—is also being taught that way. While there’s plenty of evidence that some instruction in some comprehension strategies can be helpful for some children, there’s no reason to believe it can turn struggling readers into accomplished ones.

Although external changes can be the problem, the greater threat to strategy often comes from within. A sound strategy is undermined by a misguided view of competition, by organizational failures, and, especially, by the desire to grow. Managers

Operational effectiveness: necessary but not sufficient Operational effectiveness and strategy are both essential to superior performance, which, after all, is the primary goal of any enterprise. But they work in very different ways. A company can outperform rivals only if it can establish a difference that it can preserve. It must deliver greater value to customers or create comparable value at a lower cost, or do both. The arithmetic of superior profitability then follows: delivering greater value allows a company to charge higher average unit prices; greater efficiency results in lower average unit costs. Ultimately, all differences between companies in cost or price derive from the hundreds of activities required to create, produce, sell, and deliver their products or services, such as calling on customers, assembling final products, and training employees. Cost is generated by performing activities, and cost advantage arises from performing particular activities more

Clean code can be read, and enhanced by a developer other than its original author. It has unit and acceptance tests. It has meaningful names. It provides one way rather than many ways for doing one thing. It has minimal dependencies, which are explicitly defined, and provides a clear and minimal API. Code should be literate since depending on the language, not all necessary information can be expressed clearly in code alone. -Dave Thomas, founder of OTI, godfather of the Eclipse strategy

If we are developing students to be creative, flexible, independent learners, then we cannot scrub away opportunities for mistakes to be made and corrections to be learned. Often times we learn more from what did not go well and we have learned to fix.

Purpose (which should last at least 100 years) should not be confused with specific goals or business strategies (which should change many times in 100 years). Whereas you might achieve a goal or complete a strategy, you cannot fulfill a purpose; it is like a guiding star on the horizon—forever pursued but never reached. Yet although purpose itself does not change, it does inspire change. The very fact that purpose can never be fully realized means that an organization can never stop stimulating change and progress.

emotional intelligence is the ability to “rein in emotional impulse; to read another’s innermost feelings; to handle relationships smoothly.” As ethereal and slippery as these qualities might seem, they have their basis in the brain—primarily in the frontal lobe.

So my unsolicited advice to women in the workplace is this. When faced with sexism or ageism or lookism or even really aggressive Buddhism, ask yourself the following question: “Is this person in between me and what I want to do?” If the answer is no, ignore it and move on. Your energy is better used doing your work and outpacing people that way. Then, when you’re in charge, don’t hire the people who were jerky to you. If the answer is yes, you have a more difficult road ahead of you. I suggest you model your strategy after the old Sesame Street film piece “Over! Under! Through!” (If you’re under forty you might not remember this film. It taught the concepts of “over,” “under,” and “through” by filming toddlers crawling around an abandoned construction site. They don’t show it anymore because someone has since realized that’s nuts.) If your boss is a jerk, try to find someone above or around your boss who is not a jerk.* If you’re lucky, your workplace will have a neutral proving ground—like the rifle range or the car sales total board or the SNL read-through. If so, focus on that. Again, don’t waste your energy trying to educate or change opinions. Go “Over! Under! Through!” and opinions will change organically when you’re the boss. Or they won’t. Who cares? Do your thing and don’t care if they like it.

A male approaches a female and begins to flirt. She is not aware that he has slipped her a drug that renders her unconscious. He then takes her body to his home, positions her correctly, and has sex with her while she is knocked out. If you’ve read about Bill Cosby, this may sound familiar. You may be surprised to learn that this is one of the mating strategies of the funnel-web spider, Agelenopsis aperta.44 These male spiders have evolved a strategy of anesthetizing females who are reluctant to mate using a chemical cocktail.

Punctuation comes from the Latin root punctus, or “point.” Those funny dots, lines, and squiggles help writers point the way. To help readers, we punctuate for two reasons: 1. To set the pace of reading. 2. To divide words, phrases, and ideas into convenient groupings.

Familiarity with the Word of God is more than memorizing scriptures. The more time we spend reading the Bible, the more it permeates our beings and clarifies the voices within us. Many confuse things and divide the world of our existence into the interior and the exterior. These are the people who would say that the spirit and the soul are the same thing, but that is not true. Like the Trinity—God the Father, the Son, and the Holy Spirit—each of us is also three parts— soul, body, and spirit. How can you tell the difference between the thoughts of your own soul, which come from your mind, will, or emotions; your physical desires, hungers, and urges; and the communications of your spirit, which have ears in the spiritual realm? When a thought comes to mind, where is it coming from— God, evil, your physical urges, or your own psyche? The answer to discerning the difference between these “voices in our heads” is learned through practice and repetition, with the Bible as your personal trainer. It is the mirror into which we look and learn who we truly are. (See James 1:23–25.)

Managers at lower levels lack the perspective and the confidence to maintain a strategy. There will be constant pressures to compromise, relax trade-offs, and emulate rivals. One of the leader’s jobs is to teach others in the organization about strategy—and to say no. Strategy

A novel is interested in how one thing follows another; it is equally (arguably more) interested in what it feels like to live in time; in life lived by intensity. As a treatment of time, a novel activates not only curiosity in the reader (And then?) but memory: a form of attention that is accumulative as well as anticipatory, backward-reaching as well as forward-facing and itself capable of acting on time. That is, of repeating or extending the strategies of the narration. By skipping a bit of it. Or staying with it. Thickening it by reading a passage again.

We cannot learn patience by reading a book or hearing a lecture. The only way we can learn patience is by going through the trials that God assigns to us. The trials of life are the tools God uses to mature us, to build our faith, and to get us to trust the Spirit and not the flesh.

That life can be a rich place, comprised of the highbrow and the lowdown, the casual and the ambitious, private reading and public sharing. As a parent in that landscape, you'll need to be sometimes traveling companion, sometimes guides, sometimes off in your own part of the forest. A relationship between readers is complicated and cannot be reduced to such "strategies" as mandatory reading aloud, a commendable family activity whose pleasure has been codified into virtue, transforming the nightly bedtime story into a harbinger of everybody's favorite thing: homework.

Throughout the biblical story, from Genesis to Revelation, every radical challenge from the biblical God is both asserted and then subverted by its receiving communities— be they earliest Israelites or latest Christians. That pattern of assertion-and-subversion, that rhythm of expansion-and-contraction, is like the systole-and-diastole cycle of the human heart. In other words, the heartbeat of the Christian Bible is a recurrent cardiac cycle in which the asserted radicality of God’s nonviolent distributive justice is subverted by the normalcy of civilization’s violent retributive justice. And, of course, the most profound annulment is that both assertion and subversion are attributed to the same God or the same Christ. Think of this example. In the Bible, prophets are those who speak for God. On one hand, the prophets Isaiah and Micah agree on this as God’s vision: “they shall beat their swords into plowshares, / and their spears into pruning hooks; / nation shall not lift up sword against nation, / neither shall they learn war any more” (Isa. 2:4 = Mic. 4:3). On the other hand, the prophet Joel suggests the opposite vision: “Beat your plowshares into swords, / and your pruning hooks into spears; / let the weakling say, ‘I am a warrior’” (3:10). Is this simply an example of assertion-and-subversion between prophets, or between God’s radicality and civilization’s normalcy? That proposal might also answer how, as noted in Chapter 1, Jesus the Christ of the Sermon on the Mount preferred loving enemies and praying for persecutors while Jesus the Christ of the book of Revelation preferred killing enemies and slaughtering persecutors. It is not that Jesus the Christ changed his mind, but that in standard biblical assertion-and-subversion strategy, Christianity changed its Jesus.

WORKSHOP 1. Read your writing aloud to a friend. Ask, “Does this sound like me?” Discuss the response. 2. After rereading your work, make a list of adjectives that define your voice, such as heavy or aggressive, ludicrous or tentative. Now try to identify the evidence in your writing that led you to these conclusions. 3. Read a draft of a story aloud. Can you hear problems in the story that you could not see? 4. Save the work of writers whose voices appeal to you. Consider why you admire the voice of a particular writer. How is it like your voice? How is it different? In a piece of freewriting, imitate that voice.

When you’ve invested a lot of time in being accessible and keeping up with what’s happening, it’s easy to conclude that it all has a certain value, even if what you have done might not be important. This is called rationalization. The New York Review of Books labeled the battle between producers of apps “the new opium wars,” and the paper claims that “marketers have adopted addiction as an explicit commercial strategy.” The only difference is that the pushers aren’t peddling a product that can be smoked in a pipe, but rather is ingested via sugar-coated apps. In a way, silence is the opposition to all of this. It’s about getting inside what you are doing. Experiencing rather than overthinking. Allowing each moment to be big enough. Not living through other people and other things. Shutting out the world and fashioning your own silence whenever you run, cook food, have sex, study, chat, work, think of a new idea, read or dance.

Soon you shall be landing In the battleground, ensure you have the right weapons to fight the enemy; ensure you know your enemy and what he is capable of; take them unprepared to gain the victory and stand with your head held high; show it to the world the cause you have been fighting for, deception is the key, challenge your enemy when it is least expected; break them mentally before breaking them physically. You are a soldier; your enemy is a soldier and you are facing the best, both sides have a lot of similarities only variation lies in the cause. Cause is driver for the battle; cause is binding comrades together and even if the victory is gained the cause stays undefeated. You stand defeated for your strategy, tactics and leaders but never for the cause, it’s still alive, it shall always be alive with the men who have sacrificed their lives, with the men who are still alive. They stand defeated with the physical strength but not for the cause they have believed in and you can never take it away from them. Fight for a cause and you shall stay invincible. A war story is always biased towards one side and it’s hard to narrate a true war story. We choose and make our heroes from what we have read, heard and believed in. If we know the cause both sides are standing for, it will become difficult to take sides. Always respect your enemy, respect for the fact they are standing neck to neck with you, respect them for the courage they have shown to defend the other side, their land, respect them for whatever you have earned the respect for from your men, from your country and from your people. Powerful strategies, tactics, weapons, leaders are allies to the war, they support but never claims victory all my themselves Greatest wars won always had the greater cause. Rebel without a cause is never a rebel just an aimless person whose fate lies in the defeat.

People in power use and recycle these strategies not because it’s enjoyable to read lurid tales of a pathological “other”—although that certainly informs part of the allure—but because they are profitable. And if you trace a flawed narrative about Appalachia back far enough, you’ll often find someone making a profit.

I highly recommend re-reading good personal development books. Rarely can we read a book once and internalized all of the value from that book. Achieving mastery in any area requires repetition—being exposed to certain ideas, strategies, or techniques over and over again, until they become ingrained in your subconscious mind.

Today, when people say they “went down the rabbit hole,” they are usually referring to getting sucked into spending way too long reading about or researching something on the internet. For those of us with ADHD, though, rabbit holes are a description of our daily thought process as it takes twists and turns, tangents, and digressions.

Don’t Catch the Ball Throughout your life, you’re going to cross paths with a lot of people eager to goad you into conflict or confrontation. There will be times when, despite your best efforts, you may find yourself getting baited into an argument, pulled into a game, or sucked into an agenda. And since we can’t always avoid these hot zones, we need to have strategies in place to handle them. This section is about managing those specific situations; the daily annoyances and problems that arise at work, school, or with our family and friends. Despite Newton’s theory, not every action needs a reaction. Just because someone is demanding your attention doesn’t mean you

My own experience of the First World War, and my readings in history,’ he was later to write, ‘had convinced me that the Prime Minister should be a man who knew what war meant, in terms of the personal suffering of the man in the line, in terms of high strategy, and in terms of that crucial issue – how the generals got on with their civilian bosses.

Here is another strategy for the sentence completion exercise: Sure, Jesus talks about loving your enemies, but Jesus also talks about throwing sinners into hell to burn forever. Since eternal damnation is far worse than exterminating merely one ancient people for their land, the argument goes, don’t get all worked up about the Canaanites. Crisis averted. No, it’s not.

Human beings have their great chance in the novel. They say to the novelist: “Recreate us if you like, but we must come in,” and the novelist’s problem, as we have seen all along, is to give them a good run and to achieve something else at the same time. Whither shall he turn? not indeed for help but for analogy. Music, though it does not employ human beings, though it is governed by intricate laws, nevertheless does offer in its final expression a type of beauty which fiction might achieve in its own way. Expansion. That is the idea the novelist must cling to. Not completion. Not rounding off but opening out. When the symphony is over we feel that the notes and tunes composing it have been liberated, they have found in the rhythm of the whole their individual freedom. Cannot the novel be like that? Is not there something of it in War and Peace?-—the book with which we began and in which we must end. Such an untidy book. Yet, as we read it, do not great chords begin to sound behind us, and when we have finished does not every item—even the catalogue of strategies—lead a larger existence than was possible at the time?

The very first sentence of the September 2002 National Security Strategy (the President's annual laying out to Congress of the country's security objectives) reads, "The great struggles of the twentieth century between liberty and totalitarianism ended with a decisive victory for the forces of freedom and a single sustainable model for national success: freedom, democracy, and free enterprise." The assumptions behind this statement are false on two counts. First, there is no single sustainable model for national success. Second, the American model, which has indeed been successful, is not available to others, because our success depends greatly on our dominant position at the center of the global capitalist system, and we are not willing to yield it.

There is no substitute for due diligence. To this day, my father reads every lease our firm enters into. Before any building acquisition, every single lease must be reviewed. Yes, there are lawyers involved and that is technically their job, but he believes—and I do, too—that there is nothing like knowing the full story of a property, right down to the basic maintenance contracts.

Interpretation first appears in the culture of late classical antiquity, when the power and credibility of myth had been broken by the “realistic” view of the world introduced by scientific enlightenment. Once the question that haunts post-mythic consciousness—that of the seemliness of religious symbols—had been asked, the ancient texts were, in their pristine form, no longer acceptable. Then interpretation was summoned, to reconcile the ancient texts to “modern” demands. Thus, the Stoics, to accord with their view that the gods had to be moral, allegorized away the rude features of Zeus and his boisterous clan in Homer’s epics. What Homer really designated by the adultery of Zeus with Leto, they explained, was the union between power and wisdom. In the same vein, Philo of Alexandria interpreted the literal historical narratives of the Hebrew Bible as spiritual paradigms. The story of the exodus from Egypt, the wandering in the desert for forty years, and the entry into the promised land, said Philo, was really an allegory of the individual soul’s emancipation, tribulations, and final deliverance. Interpretation thus presupposes a discrepancy between the clear meaning of the text and the demands of (later) readers. It seeks to resolve that discrepancy. The situation is that for some reason a text has become unacceptable; yet it cannot be discarded. Interpretation is a radical strategy for conserving an old text, which is thought too precious to repudiate, by revamping it. The interpreter, without actually erasing or rewriting the text, is altering it. But he can’t admit to doing this. He claims to be only making it intelligible, by disclosing its true meaning. However far the interpreters alter the text (another notorious example is the Rabbinic and Christian “spiritual” interpretations of the clearly erotic Song of Songs), they must claim to be reading off a sense that is already there.

It isn’t always a matter, we should note, of identifying with the protagonist. No one I know, regardless of how much they love his novel, wants to be Humbert Humbert or Victor Frankenstein, although perhaps for different reasons. Or Heathcliff. Ever want to be Heathcliff? I didn’t think so. They are not the stuff of our fantasy lives, yet we may revel in their world, even while reviling their personalities. Consider Humbert. The narrative strategy Nabokov employs is very daring, since it demands that we identify with someone who is breaking what nearly everyone will consider the most absolute taboo. …Sympathy is out of the question. What the novel requires, however, is that we continue reading, something it audaciously gives us reason to do. The word games and intellectual brilliance helps, certainly; he’s detestable but charming and brilliant. The other element is that we watch him with a sort of appalled fascination: can he really intend that; does he really do this; would he really attempt even that; has he lost all sense of proportion? The answers are, in order, yes, yes, yes, and yes. Pretty clearly, then, there are pleasures in the text that are not inherent in the personality of the main character.

A true BHAG (Big, Hairy, Audacious Goals) is clear and compelling, serves as a unifying focal point of effort, and acts as a catalyst for team spirit. It has a clear finish line, so the organization can know when it has achieved the goal; people like to shoot for finish lines. A BHAG engages people—it reaches out and grabs them. It is tangible, energizing, highly focused. People get it right away; it takes little or no explanation.

Dispersal was a conscious strategy of the plunderers. Only by destroying these collections could they build up new ones. Many of these libraries were the results of decades, sometimes centuries, of careful collecting. There had been generations of learned collectors and readers. The books also said something about the people who owned and treasured them: what they read and what they thought and what they dreamed. Sometimes they left traces in the form of underlined passages, notations, notes in the margins, or short comments. The beautiful and personally designed ex librises that many readers had made for their books demonstrate the care and pride they took in their libraries. Each collection in its own right took form in a unique culture, a depiction of its creator's world, which was lost when the library was broken up. The books are fragments of a library, of a world that once existed.

Translation is often seen as something that anyone who is fluent in two languages can do; one simply reads a text in the source language and somehow comes up with an equivalent text in the target language. Common misconceptions of translation such as this can go as far as to treat it as an art form, a view that chooses to ignore the fact that art also requires extensive training and deep knowledge of methods and techniques. It only takes a few minutes of trying to translate a text to make one realize that such views could not be further from the truth. Translation, as we will see in this book, is a complex process that follows a scientific method, whereby we analyze the source text to determine its communicative functions; to identify functional equivalence problems; to apply translation strategies to generate target language candidates, or hypotheses; and to finally test them to assess their validity.

The future we can’t know, other than that it will originate in the past but then depart from it. Thucydides’ distinction between resemblance and reflection—between patterns surviving across time and repetitions degraded by time—aligns the asymmetry, for it suggests that the past prepares us for the future only when, however imperfectly, it transfers. Just as capabilities restrict aspirations to what circumstances will allow. To know one big thing or many little ones is, therefore, not enough: resemblances, which Thucydides insists must happen, can occur anywhere along the spectrum from hedgehogs to foxes and back again. So is he one or the other? It’s as useless to ask as it would be, of an accomplished athlete, to try to say. Thucydides’ “first-rate intelligence” accommodates opposing ideas so effortlessly that he entrusts us with hundreds in his history. He does so within time and space but also across scale: only Tolstoy rivals him, I think, in sensing significance where it seems not to be. It’s no stretch to say, then, that Thucydides coaches all who read him. For as his greatest modern interpreter (himself a sometime coach) has gently reminded us, the Greeks, despite their antiquity, “may have believed things we have either forgotten or never known; and we must keep open the possibility that in some respects, at least, they were wiser than we.” 10

Novels begin and end with, consist of, and indeed in one sense are nothing but voices. So reading is learning to listen sensitively, and to tune in accurately, to varying frequencies and a developing programme. From the opening words a narrative voice begins to create its own characteristic personality and sensibility, whether it belongs to an 'author' or a 'character'. At the same time a reader is being created, persuaded to become the particular kind of reader the book requires. A relationship develops, which becomes the essential basis of the experience. In the modulation of the fictive voice, finally, through the creation of 'author' and 'reader* and their relationship, there is a definition of the nature and status of the experience, which will always imply a particular idea of ordering the world. So much is perhaps familiar enough, and a useful rhetoric of Voice' has developed. Yet I notice in my students and myself, when its vocabulary is in play, a tendency to become rather too abstract or technical, and above all too spatial and static. Perhaps we need to remind ourselves what it can be like to listen to close friends, talking animatedly and seriously in everyday experience, in order to make sure that a vocabulary which often points only to broad strategies does not tempt us to underplay the extraordinary resourcefulness, variety and fluctuation of the novelist's voice.

Education 2000 was designed to increase our children's learning capacity while destroying their ability to critically think for themselves. You can learn more about Education 2000, also referred to as America 2000 and Global 2000, through reading: Educating for the New World Order by B.K. Eakman, published by Halcyon House ISBN # 0-89420-278-2-3441000, and A Critique of America 2000: An Educational Strategy by Kathi Simonds, published by Citizens for Excellence in Education.

Within most well-established companies is a core of uniqueness. It is identified by answering questions such as the following: • Which of our product or service varieties are the most distinctive? • Which of our product or service varieties are the most profitable? • Which of our customers are the most satisfied? • Which customers, channels, or purchase occasions are the most profitable? • Which of the activities in our value chain are the most different and effective? Around

Paradoxes and contradictions are often expressed in the form of pairs of opposites, or polarity; yin-yang, strong–weak, offense–defense, unorthodox–orthodox, vacuity–substance, and so on and so forth. In terms of strategic thought, the use of paradox and contradiction thus denotes the use of a different logical system in the Chinese strategic tradition. As a result, Chinese strategic thought is able to provide an entirely different way of interpreting and formulating strategy.

I know all their favorites. It's a knack, a professional secret, like a fortune teller reading palms. My mother would have laughed at this waste of my skills, but I have no desire to probe farther into their lives than this. I do not want their secrets or their innermost thoughts. Nor do I want their fears or gratitude. A tame alchemist, she would have called me with kindly contempt, working domestic magic when I could have wielded marvels. But I like these people. I like their small and introverted concerns. I can read their eyes, their mouths, so easily- this one with its hint of bitterness will relish my zesty orange twists; this sweet-smiling one the soft-centered apricot hearts; this girl with the windblown hair will love the mendiants; this brisk, cheery woman the chocolate brazils. For Guillaume, the florentines, eaten neatly over a saucer in his tidy bachelor's house. Narcisse's appetite for double-chocolate truffles reveals the gentle heart beneath the gruff exterior. Caroline Clairmont will dream of cinder toffee tonight and wake hungry and irritable. And the children... Chocolate curls, white buttons with colored vermicelli, pain d'épices with gilded edging, marzipan fruits in their nests of ruffled paper, peanut brittle, clusters, cracknells, assorted misshapes in half-kilo boxes... I sell dreams, small comforts, sweet harmless temptations to bring down a multitude of saints crash-crash-crashing among the hazels and nougatines....

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.

Fifteen. Be as careful as crossing frozen water, alert as a Warrior on enemy ground. Be as courteous as a Guest, as fluid as a Stream. Be as shapeable as a block of wood, as receptive as a glass. Don’t seek and don’t expect. Be patient and wait until your mud settles and your water is clear. Be patient and wait. Your mud will settle. Your water will be clear. Sixty-three. Act without doing, work without effort, think of the large as small and the many as few. Confront the difficult while it is easy, accomplish the great one step at a time. Don’t reach and you will find, if you run into trouble throw yourself toward it. Don’t cling to comfort and everything will be comfortable. Seventy-nine. Failure is an opportunity. If you blame others, there is no end to blame. Fulfill your obligations, correct your mistakes. Do what you need to do and step away. Demand nothing and give all. Demand nothing and give all. Twenty-four. Stand on your toes and you won’t stand firm. Rush ahead and you won’t go far. Try to shine and you’ll extinguish your light. Try to define yourself, you won’t know who you are. Don’t try to control others. Let go and let them be. As I read this book it calms me without effort, fills in the blanks of my strategy for survival. Control by letting go of control, fix your problems by forgetting they’re problems. Deal with them and the World and yourself with patience and simplicity and compassion. Let things be, let yourself be, let everything be and accept it as it is. Nothing more. Nothing less. Nothing more.

Impact is a critically important concept when it comes to social innovation, generally used in the context of measuring whether social interventions do or don’t work. But conceptually, it’s very similar to the problem of measuring success in a business before you have profits. That’s why lean methods are so perfectly suited to this kind of work. The only real difference is that instead of talking about maximizing shareholder value, Lean Impact talks about maximizing social impact. An advance party of pioneers, some of whom you’ll read about here, is already doing this, but we need more. This book is a way to help add to their numbers. Lean Impact is not only transformational for the social sector, though. My hope is that people in other kinds of businesses and organizations will also pick it up and, after reading about the dedicated people and clear strategies whose stories Ann Mei has gathered, think about how the products and institutions they build affect the world. All of us have more to learn about how we make impact so we can move together into this new era. —Eric Ries, author of The Lean Startup and The Startup Way

One of the teacher’s main goals should be to help learners become independent vocabulary learners. They can become independent vocabulary learners by knowing how to decide what vocabulary is most useful to learn, by knowing how to learn it through the use of word cards and other strategies, by knowing how to meet the words again by doing lots of extensive reading and listening, and by finding opportunities to produce the words they have learnt through speaking and writing. Rather than teach vocabulary, teachers should be spending that time on training learners in vocabulary learning.

Strategy involves creating “fit” among a company’s activities. Fit has to do with the ways a company’s activities interact and reinforce one another. For example, Vanguard Group aligns all of its activities with a low-cost strategy; it distributes funds directly to consumers and minimizes portfolio turnover. Fit drives both competitive advantage and sustainability: when activities mutually reinforce each other, competitors can’t easily imitate them. When Continental Lite tried to match a few of Southwest Airlines’ activities, but not the whole interlocking system, the results were disastrous.

Strategy Lessons • Not every innovation idea has to be a blockbuster. Sufficient numbers of small or incremental innovations can lead to big profits. • Don’t just focus on new product development: Transformative ideas can come from any function—for instance, marketing, production, finance, or distribution. • Successful innovators use an “innovation pyramid,” with several big bets at the top that get most of the investment; a portfolio of promising midrange ideas in test stage; and a broad base of early stage ideas or incremental innovations. Ideas and influence can flow up or down the pyramid.

Mark, in other words, understands the nature of structural injustice, and for this reason refuses to consider strategies of reform. The disciples do not see this clearly, at least twice entertaining the idea that Jesus’ concern for the poor might be satisfied by their making better use of their purchasing power in the market (see 6: 37; 14: 5). Their blindness is a result of a failure to see that the system cannot be redirected toward the purposes of justice. Instead, Jesus calls for its complete collapse (13: 2), and in its place he advocates a genuine practice of equitable redistribution (above,

The path, as the mystic poet Rumi writes, won’t appear until you start walking. William Herschel started walking, grinding mirrors, and reading astronomy-for-dummies books even though he had no idea he would discover Uranus. Andrew Wiles started walking when he picked up a book on Fermat’s last theorem as a teenager, not knowing where his curiosity might lead. Steve Squyres started walking in search of his blank canvas, even though he had no idea it would one day lead him to Mars. The secret is to start walking before you see a clear path. Start walking, even though there will be stuck wheels, broken drills, and exploding oxygen tanks ahead. Start walking because you can learn to walk backward if your wheel gets stuck or you can use duct tape to block catastrophe. Start walking, and as you become accustomed to walking, watch your fear of dark places disappear. Start walking because, as Newton’s first law goes, objects in motion tend to stay in motion—once you get going, you will keep going. Start walking because your small steps will eventually become giant leaps. Start walking, and if it helps, bring a bag of peanuts with you for good luck. Start walking, not because it’s easy, but because it’s hard. Start walking because it’s the only way forward.

Pleasure Principles What you pay attention to grows. This will be familiar to those who have read Emergent Strategy. Actually, all the emergent strategy principles also apply here! (Insert eggplant emoji). Tune into happiness, what satisfies you, what brings you joy. We become what we practice. I learned this through studying somatics! In his book The Leadership Dojo, Richard Strozzi-Heckler shares that “300 repetitions produce body memory … [and] 3,000 repetitions creates embodiment.”12 Yes is the way. When it was time to move to Detroit, when it was time to leave my last job, when it was time to pick up a meditation practice, time to swim, time to eat healthier, I knew because it gave me pleasure when I made and lived into the decision. Now I am letting that guide my choices for how I organize and for what I am aiming toward with my work—pleasure in the processes of my existence and states of my being. Yes is a future. When I feel pleasure, I know I am on the right track. Puerto Rican pleasure elder Idelisse Malave shared with me that her pleasure principle is “If it pleases me, I will.” When I am happy, it is good for the world.13 The deepest pleasure comes from riding the line between commitment and detachment.14 Commit yourself fully to the process, the journey, to bringing the best you can bring. Detach yourself from ego and outcomes. Make justice and liberation feel good. Your no makes the way for your yes. Boundaries create the container within which your yes is authentic. Being able to say no makes yes a choice. Moderation is key.15 The idea is not to be in a heady state of ecstasy at all times, but rather to learn how to sense when something is good for you, to be able to feel what enough is. Related: pleasure is not money. Pleasure is not even related to money, at least not in a positive way. Having resources to buy unlimited amounts of pleasure leads to excess, and excess totally destroys the spiritual experience of pleasure.

Researchers at Meta created a program called CICERO. It became an expert at playing the complex board game Diplomacy, a game in which planning long, complex strategies built around deception and backstabbing is integral. It shows how AIs could help us plan and collaborate, but also hints at how they could develop psychological tricks to gain trust and influence, reading and manipulating our emotions and behaviors with a frightening level of depth, a skill useful in, say, winning at Diplomacy or electioneering and building a political movement. The space for possible attacks against key state functions grows even as the same premise that makes AI so powerful and exciting—its ability to learn

One article on reproductive strategies was titled "Sneaky Fuckers." Kya laughed. As is well known, the article began, in nature, usually the males with the most prominent secondary sexual characteristics, such as the biggest antlers, deepest voices, broadest chests, and superior knowledge secure the best territories because they have fended off weaker males. The females choose to mate with these imposing alphas and are thereby inseminated with the best DNA around, which is passed on to the female's offspring- one of the most powerful phenomena in the adaptation and continuance of life. Plus, the females get the best territory for their young. However, some stunted males, not strong, adorned, or smart enough to hold good territories, possess bags of tricks to fool the females. They parade their smaller forms around in pumped-up postures or shout frequently- even if in shrill voices. By relying on pretense and false signals, they manage to grab a copulation here or there. Pint-sized male bullfrogs, the author wrote, hunker down in the grass and hide near an alpha male who is croaking with great gusto to call in mates. When several females are attracted to his strong vocals at the same time, and the alpha is busy copulating with one, the weaker male leaps in and mates one of the others. The imposter males were referred to as "sneaky fuckers." Kya remembered, those many years ago, Ma warning her older sisters about young men who overrevved their rusted-out pickups or drove jalopies around with radios blaring. "Unworthy boys make a lot of noise," Ma had said. She read a consolation for females. Nature is audacious enough to ensure that the males who send out dishonest signals or go from one female to the next almost always end up alone. Another article delved into the wild rivalries between sperm. Across most life-forms, males compete to inseminate females. Male lions occasionally fight to the death; rival bull elephants lock tusks and demolish the ground beneath their feet as they tear at each other's flesh. Though very ritualized, the conflicts can still end in mutilations. To avoid such injuries, inseminators of some species compete in less violent, more creative methods. Insects, the most imaginative. The penis of the male damselfly is equipped with a small scoop, which removes sperm ejected by a previous opponent before he supplies his own. Kya dropped the journal on her lap, her mind drifting with the clouds. Some female insects eat their mates, overstressed mammal mothers abandon their young, many males design risky or shifty ways to outsperm their competitors. Nothing seemed too indecorous as long as the tick and the tock of life carried on. She knew this was not a dark side to Nature, just inventive ways to endure against all odds. Surely for humans there was more.

Story of Pakistan’ development makes an interesting reading-how a country with lot of baggage of underdevelopment and sets of contradictions and constraints, keeps on stumbling from phase to phase, adopting with religious fervour the mainstream globally accepted development ideas, policies and strategies, which are current at that time. From exclusive emphasis on growth and trickle down of 1960s, she took a U-turn and tried to redistribute the fruits of growth in 1970s.Failing miserably in this endeavour which resulted in an expanded state capitalism; she started denationalizing everything in the following decades and adopted the new mantra of liberalization. She is now struggling to remove poverty in the midst of glaring extravagance of certain classes to avoid bursting at the seams of society.

have to give it, especially if that engagement seems emotionally charged. When you decide not to dignify an irrational communication with a response, it’s about preserving your personal dignity and mental clarity. Just because someone throws the ball doesn’t mean you have to catch it. Think of it this way: How would you feel if you sent someone an emotionally charged email but never received a response? You’d initially be confused. First, you’d double-check your Sent folder to make sure it went through. Then you’d start obsessing over the audible “ding” of your incoming messages, thinking it might be their response. Finally, you’d begin wondering if they even got your electronic tirade, somehow found a way to block your emails, or what else they might be doing that was more important than sending you a reply. In the end, you’d feel embarrassed, your pride deflated, and the fire you had to engage in keyboard karate would burn out. That’s the power of not reacting. When faced with a situation in which you’re being provoked, take a moment to let your emotions pass, and then ask yourself, “Do I really need to respond?” Assess the situation from a logical vantage point—rather than an emotional one—and base your decisions on what will ultimately benefit you in the long run. This mental strategy, however, isn’t solely for dealing with insults or slander. It’s just as effective when trying to handle people who constantly want your time and attention. Sometimes you simply don’t have it to give. Or giving it will distract you from things that are more important. When it comes to time allocation, it’s good to separate the signals from the noise. If everything in your life is important, then nothing is.

I highly recommend re-reading good personal development books. Rarely can we read a book once and internalize all of the value from that book. Achieving mastery in any area requires repetition—being exposed to certain ideas, strategies, or techniques over and over again, until they become engrained in your subconscious mind. For example, if you wanted to master karate, you wouldn’t learn the techniques once and then think, “I got this.” No, you’d learn the techniques, practice them, then go back to your sensei and learn them again, and repeat the process hundreds of times in order to master a single technique. Mastering techniques to improve your life works the same way. There is more value in re-reading a book you already know has strategies that can improve your life than there is in reading a new book before you’ve mastered the strategies in the first.

The kids helped keep me together as well. One day they came in from playing after dinner, and I told them I was just completely exhausted by work and everything else. I said I’d take a shower as soon as I finished up; then we’d read and get ready for bed. They warmed up some towels in the dryer while I was showering and had them waiting for me when I was done. They made some hot coffee--not really understanding that coffee before bed isn’t the best strategy. But it was just the way I like it, and waiting on the bed stand. They turned down the bedcovers and even fluffed my pillows. Most of the time, their gifts are unintentional. Angel recently decided that, since the Tooth Fairy is so nice, someone should be nice to her. My daughter wrote a little note and left it under her pillow with some coins and her tooth. Right? The Tooth Fairy was very taken with that, and wrote a note back. “I’m not allowed to take money from the children I visit,” she wrote. “But I was so grateful. Thank you.” Then there was the time the kids were rummaging through one of Chris’s closets and discovered the Christmas Elf. Now everyone knows that the Christmas Elf only appears on Christmas Eve. He stays for a short while as part of holiday cheer, then magically disappears for the rest of the year. “What was he doing here!” they said, very concerned, as they brought the little elf to me. “And in Daddy’s closet!” I called on the special brain cells parents get when they give birth. “He must have missed Daddy so much that he got special permission to come down and hang out in his stuff. I wonder how long he’ll be with us?” Just until I could find another hiding place, of course. What? Evidence that Santa Claus doesn’t exist, you say? Keep it to yourself. In this house, we believe.

We live liturgically, telling our sacred Story in worship and song. We fast and we feast. We marry and give our children in marriage, and though in exile, we work for the peace of the city. We welcome our newborns and bury our dead. We read the Bible and we tell our children about the saints. And we also tell them in the orchard and by the fireside about Odysseus, Achilles, and Aeneas, of Dante and Don Quixote, and Frodo and Gandalf and all the tales that bear what it means to be men and women of the West. We work, we pray, we confess our sins, we show mercy, we welcome the stranger, and we keep the commandments. When we suffer, especially for Christ's sake, we give thanks, because that is what Christians do. Who knows what God, in turn, will do with our faithfulness? It is not for us to say. Our command is, in the words of the Christian poet W.H. Auden, to "stagger onward rejoicing

In many industries, however, what some call hypercompetition is a self-inflicted wound, not the inevitable outcome of a changing paradigm of competition. The root of the problem is the failure to distinguish between operational effectiveness and strategy. The quest for productivity, quality, and speed has spawned a remarkable number of management tools and techniques: total quality management, benchmarking, time-based competition, outsourcing, partnering, reengineering, change management. Although the resulting operational improvements have often been dramatic, many companies have been frustrated by their inability to translate those gains into sustainable profitability. And bit by bit, almost imperceptibly, management tools have taken the place of strategy. As managers push to improve on all fronts, they move farther away from viable competitive positions. Operational effectiveness: necessary

3. Learn the Will Skill. Many people believe that fitness and exercise are all about willpower—whether you have it or not. Will is important, but people forget that willpower is a skill with its own rules and tricks to practice. For example, recent research shows that if people can distract their attention for just a few minutes, they can suppress negative urges and make better decisions.8 Sharman W. used this idea to help her avoid cheating on her diet. She listed the ten reasons she wanted to lose weight and created the following rule: She could cheat on her diet, but only after reading her list and calling her sister. This extra step introduced a delay and brought in social support from her sister. Other strategies our Changers use include taking short walks, repeating poems they have memorized, and drinking a glass of water. The key is to be aware of the impulse and to focus on something different until the impulse goes away.

The cars and trucks that passed this way threw their trash out into the forest without pause, faster than the gleaners could pick them up and find new uses for them. The waste had always struck Maceo as a disgusting mystery, but now, it made sense. The indestructible plastic bottles and wrappers that rained on the ground were not merely trash, but seeds—diabolical harbingers of the alien ecology of metal and plastic and advertising that had already swallowed the coast. It was a hostile invader that no one else seemed to want to fight. The dead-eyed souvenir-hawkers at Coba sold the products the signs foretold; beside the road to the ruins of the once-sacred ceremonial city, a looming image of golden arches promised a still-greater ritual awaiting them in Valladolid—the devouring of machine-made ghost-food. Maceo could not read the words on the billboards, but he knew that they sought to infect their victims with the virus of desire.

Now, describe, in a single written sentence, your intended successful outcome for this problem or situation. In other words, what would need to happen for you to check this project off as “done”? It could be as simple as “Take the Hawaii vacation,” “Handle situation with customer X,” “Resolve college situation with Susan,” “Clarify new divisional management structure,” “Implement new investment strategy,” or “Research options for dealing with Manuel’s reading issue.” All clear? Great. Now write down the very next physical action required to move the situation forward. If you had nothing else to do in your life but get closure on this, what visible action would you take right now? Would you call or text someone? Write an e-mail? Take pen and paper and brainstorm about it? Surf the Web for data? Buy nails at the hardware store? Talk about it face-to-face with your partner, your assistant, your attorney, or your boss? What? Got the answer to that?

Here are some practical Dataist guidelines for you: ‘You want to know who you really are?’ asks Dataism. ‘Then forget about mountains and museums. Have you had your DNA sequenced? No?! What are you waiting for? Go and do it today. And convince your grandparents, parents and siblings to have their DNA sequenced too – their data is very valuable for you. And have you heard about these wearable biometric devices that measure your blood pressure and heart rate twenty-four hours a day? Good – so buy one of those, put it on and connect it to your smartphone. And while you are shopping, buy a mobile camera and microphone, record everything you do, and put in online. And allow Google and Facebook to read all your emails, monitor all your chats and messages, and keep a record of all your Likes and clicks. If you do all that, then the great algorithms of the Internet-of-All-Things will tell you whom to marry, which career to pursue and whether to start a war.’ But where do these great algorithms come from? This is the mystery of Dataism. Just as according to Christianity we humans cannot understand God and His plan, so Dataism declares that the human brain cannot fathom the new master algorithms. At present, of course, the algorithms are mostly written by human hackers. Yet the really important algorithms – such as the Google search algorithm – are developed by huge teams. Each member understands just one part of the puzzle, and nobody really understands the algorithm as a whole. Moreover, with the rise of machine learning and artificial neural networks, more and more algorithms evolve independently, improving themselves and learning from their own mistakes. They analyse astronomical amounts of data that no human can possibly encompass, and learn to recognise patterns and adopt strategies that escape the human mind. The seed algorithm may initially be developed by humans, but as it grows it follows its own path, going where no human has gone before – and where no human can follow.

The current systems have failed to provide answers for citizens, and people are looking outside of the mainstream political spectrum. These dissatisfactions are now being used by right-wing, nativist, opportunist, corrupted, cynical political players. The same ones who helped create and stoke all of this now offer salvation. That's their game. It's the same strategy as defunding a program or regulatory agency they want to get rid of, then holding up its resulting ineffectiveness as evidence that it needs to be folded. If nationalist aggression, closed borders, exceptionalism of any kind really worked for society, North Korea would be the most prosperous country on earth. They have never really worked, but we keep buying it. That's how we got Trump, Brexit, Le Pen, Orban, etc. In Russia, President Putin is playing these games too: he exploits the complex of rage, pain, impoverishment of the Russian people caused by the shock economy and the Machiavellian privatization and deregulation that took place in the 1990s.

On the bus, I pull out my book. It's the best book I've ever read, even if I'm only halfway through. It's called Jane Eyre by Charlotte Brontë, with two dots over the e. Jane Eyre lives in England in Queen Victoria's time. She's an orphan who's taken in by a horrid rich aunt who locks her in a haunted room to punish her for lying, even though she didn't lie. Then Jane is sent to a charity school, where all she gets to eat is burnt porridge and brown stew for many years. But she grows up to be clever, slender, and wise anyway. Then she finds work as a governess in a huge manor called Thornfield, because in England houses have names. At Thornfield, the stew is less brown and the people less simple. That's as far as I've gotten... Diving back into Jane Eyre... Because she grew up to be clever, slender and wise, no one calls Jane Eyre a liar, a thief or an ugly duckling again. She tutors a young girl, Adèle, who loves her, even though all she has to her name are three plain dresses. Adèle thinks Jane Eyre's smart and always tells her so. Even Mr. Rochester agrees. He's the master of the house, slightly older and mysterious with his feverish eyebrows. He's always asking Jane to come and talk to him in the evenings, by the fire. Because she grew up to be clever, slender, and wise, Jane Eyre isn't even all that taken aback to find out she isn't a monster after all... Jane Eyre soon realizes that she's in love with Mr. Rochester, the master of Thornfield. To stop loving him so much, she first forces herself to draw a self-portrait, then a portrait of Miss Ingram, a haughty young woman with loads of money who has set her sights on marrying Mr. Rochester. Miss Ingram's portrait is soft and pink and silky. Jane draws herself: no beauty, no money, no relatives, no future. She show no mercy. All in brown. Then, on purpose, she spends all night studying both portraits to burn the images into her brain for all time. Everyone needs a strategy, even Jane Eyre... Mr. Rochester loves Jane Eyre and asks her to marry him. Strange and serious, brown dress and all, he loves her. How wonderful, how impossible. Any boy who'd love a sailboat-patterned, swimsuited sausage who tames rabid foxes would be wonderful. And impossible. Just like in Jane Eyre, the story would end badly. Just like in Jane Eyre, she'd learn the boy already has a wife as crazy as a kite, shut up in the manor tower, and that even if he loves the swimsuited sausage, he can't marry her. Then the sausage would have to leave the manor in shame and travel to the ends of the earth, her heart in a thousand pieces... Oh right, I forgot. Jane Eyre returns to Thornfield one day and discovers the crazy-as-a-kite wife set the manor on fire and did Mr. Rochester some serious harm before dying herself. When Jane shows up at the manor, she discovers Mr. Rochester in the dark, surrounded by the ruins of his castle. He is maimed, blind, unkempt. And she still loves him. He can't believe it. Neither can I. Something like that would never happen in real life. Would it? ... You'll see, the story ends well.

Specialist or Strategist? Isn’t it true that the more you practice, the better you get? Yes, but, and this bears repeating, the intuitive mastery we are striving for is not brilliant skill at predictable tasks. As the late science fiction author, Robert Heinlein, pointed out, specialization is for insects. Humans need the mystifying ability to cope with the unpredictable and ambiguous challenges posed by thinking adversaries in the real world. Since kendo masters practice hard, don’t we need to put in long hours to develop super competence? The answer is absolutely yes. However, sixteen hours at the office doing the same things day after day simply make you a workaholic (and very likely a micromanager); they do not per se confer an intuitive skill useful in competitive situations. Tom Peters suggests that you can spot who is going to do great things by what they do on airplanes. They don’t pull out the laptop and grind spreadsheets. Instead, they “read Zen and the Art of Motorcycle Maintenance for the umpteenth time,” or pick up insights on human behavior from the great novelists.

is this. When faced with sexism or ageism or lookism or even really aggressive Buddhism, ask yourself the following question: “Is this person in between me and what I want to do?” If the answer is no, ignore it and move on. Your energy is better used doing your work and outpacing people that way. Then, when you’re in charge, don’t hire the people who were jerky to you. If the answer is yes, you have a more difficult road ahead of you. I suggest you model your strategy after the old Sesame Street film piece “Over! Under! Through!” (If you’re under forty you might not remember this film. It taught the concepts of “over,” “under,” and “through” by filming toddlers crawling around an abandoned construction site. They don’t show it anymore because someone has since realized that’s nuts.) If your boss is a jerk, try to find someone above or around your boss who is not a jerk.* If you’re lucky, your workplace will have a neutral proving ground—like the rifle range or the car sales total board or the SNL read-through. If so, focus on that. Again, don’t waste your energy trying to educate or change opinions. Go “Over! Under! Through!” and opinions will change organically when you’re the boss. Or they

solid player is a mental game fish if they: Change a proven winning strategy because they are running bad/hot. Never recognize when someone has played well against them and/or believe everyone they play against is bad and just gets lucky. Try to win every hand. Think the outcome of a hand can be changed by shouting, praying, or playing a favorite hand. Get frustrated when a bad player plays badly and they even educate them as to why they are bad. Feel like a failure when they lose a hand that was played profitably. Think the solution to running bad is to stop playing or change stakes. Read a poker book cover to cover and think they know everything in it. Watch some of Phil Galfond’s training videos and think they should now be able to crush the game like him. Believe that they are cursed or that other people are luckier than they are. Believe it’s possible to own another player’s soul. Play more hands when they are winning/losing. Play fewer hands when they are winning/losing. Play badly when the stakes are too small for them to care. Allow things to get personal with another regular. Tell bad beat stories to anyone that will listen, while doing nothing to improve how they react to bad beats. Say “one time.

This is not a hypothetical example. In the middle of the nineteenth century Karl Marx reached brilliant economic insights. Based on these insights he predicted an increasingly violent conflict between the proletariat and the capitalists, ending with the inevitable victory of the former and the collapse of the capitalist system. Marx was certain that the revolution would start in countries that spearheaded the Industrial Revolution – such as Britain, France and the USA – and spread to the rest of the world. Marx forgot that capitalists know how to read. At first only a handful of disciples took Marx seriously and read his writings. But as these socialist firebrands gained adherents and power, the capitalists became alarmed. They too perused Das Kapital, adopting many of the tools and insights of Marxist analysis. In the twentieth century everybody from street urchins to presidents embraced a Marxist approach to economics and history. Even diehard capitalists who vehemently resisted the Marxist prognosis still made use of the Marxist diagnosis. When the CIA analysed the situation in Vietnam or Chile in the 1960s, it divided society into classes. When Nixon or Thatcher looked at the globe, they asked themselves who controls the vital means of production. From 1989 to 1991 George Bush oversaw the demise of the Evil Empire of communism, only to be defeated in the 1992 elections by Bill Clinton. Clinton’s winning campaign strategy was summarised in the motto: ‘It’s the economy, stupid.’ Marx could not have said it better. As people adopted the Marxist diagnosis, they changed their behaviour accordingly. Capitalists in countries such as Britain and France strove to better the lot of the workers, strengthen their national consciousness and integrate them into the political system. Consequently when workers began voting in elections and Labour gained power in one country after another, the capitalists could still sleep soundly in their beds. As a result, Marx’s predictions came to naught. Communist revolutions never engulfed the leading industrial powers such as Britain, France and the USA, and the dictatorship of the proletariat was consigned to the dustbin of history. This is the paradox of historical knowledge. Knowledge that does not change behaviour is useless. But knowledge that changes behaviour quickly loses its relevance. The more data we have and the better we understand history, the faster history alters its course, and the faster our knowledge becomes outdated.

First, READ this book a chapter a day. We suggest at least five days a week for the next seven weeks, but whatever works for your schedule. Each chapter should only take you around ten minutes to read. Second, READ the Bible each day. Let the Word of God mold you into a person of prayer. We encourage you to read through the Gospel of Luke during these seven weeks and be studying it through the lens of what you can learn from Jesus about prayer. You are also encouraged to look up and study verses in each chapter that you are unfamiliar with that spark your interest. Third, PRAY every day. Prayer should be both scheduled and spontaneous. Choose a place and time when you can pray alone each day, preferably in the morning (Ps. 5:3). Write down specific needs and personal requests you’ll be targeting in prayer over the next few weeks, along with the following prayer: Heavenly Father, I come to You in Jesus’ name, asking that You draw me into a closer, more personal relationship with You. Cleanse me of my sins and prepare my heart to pray in a way that pleases You. Help me know You and love You more this week. Use all the circumstances of my life to make me more like Jesus, and teach me how to pray more strategically and effectively in Your name, according to Your will and Your Word. Use my faith, my obedience, and my prayers this week for the benefit of others, for my good, and for Your glory. Amen. May we each experience the amazing power of God in our generation as a testimony of His goodness for His glory! My Scheduled Prayer Time ___:___ a.m./p.m. My Scheduled Prayer Place ________________________ My Prayer Targets Develop a specific, personalized, ongoing prayer list using one or more of the following questions: What are your top three biggest needs right now? What are the top three things you are most stressed about? What are three issues in your life that would take a miracle of God to resolve? What is something good and honorable that, if God provided it, would greatly benefit you, your family, and others? What is something you believe God may be leading you to do, but you need His clarity and direction on it? What is a need from someone you love that you’d like to start praying about? 1. ______________________________________________ 2. ______________________________________________ 3. ______________________________________________ 4. ______________________________________________ 5. ______________________________________________ 6. ______________________________________________

businesses that could benefit from the way networks behave, and this approach yielded some notable successes. Richard came from a different slant. For twenty years, he was a ‘strategy consultant’, using economic analysis to help firms become more profitable than their rivals. He ended up co-founding LEK, the fastest-growing ‘strategy boutique’ of the 1980s, with offices in the US, Europe and Asia. He also wrote books on business strategy, and in particular championed the ‘star business’ idea, which stated that the most valuable venture was nearly always a ‘star’, defined as the biggest firm in a high-growth market. In the 1990s and 2000s, Richard successfully invested the money he had made as a management consultant in a series of star ventures. He also read everything available about networks, feeling intuitively that they were another reason for business success, and might also help explain why some people’s careers took off while equally intelligent and qualified people often languished. So, there were good reasons why Greg and Richard might want to write a book together about networks. But the problem with all such ‘formal’ explanations is that they ignore the human events and coincidences that took place before that book could ever see the light of day. The most

In teaching an honors writing class, I juxtaposed Mary Shelley’s Frankenstein with Shelley Jackson’s Patchwork Girl, an electronic hypertext fiction written in proprietary Storyspace software. Since these were honors students, many of them had already read Frankenstein and were, moreover, practiced in close reading and literary analysis. When it came to digital reading, however, they were accustomed to the scanning and fast skimming typical of hyper reading; they therefore expected that it might take them, oh, half an hour to go through Jackson’s text. They were shocked when I told them a reasonable time to spend with Jackson’s text was about the time it would take them to read Frankenstein, say, ten hours or so. I divided them into teams and assigned a section of Jackson’s text to each team, telling them that I wanted them to discover all the lexias (i.e., blocks of digital text) in their section and warning them that the Storyspace software allows certain lexias to be hidden until others are read. Finally, I asked them to diagram interrelations between lexias, drawing on all three views that the Storyspace software enables. As a consequence, the students were not only required to read closely but also to analyze the narrative strategies Jackson uses to construct her text.

My unsolicited advice to women in the workplace is this. When faced with sexism or ageism or lookism or even really aggressive Buddhism, ask yourself the following question: “Is this person in between me and what I want to do? If the answer is no, ignore it and move on. Your energy is better used doing your work and outpacing people that way. Then, when you’re in charge, don’t hire the people who were jerky to you. If the answer is yes, you have a more difficult road ahead of you. I suggest you model your strategy after the old Sesame Street film piece, "Over! Under! Through!” (If you’re under forty, you might not remember this film. It taught the concepts of, “over,” and “under,” and “through” by filming toddlers crawling around an abandoned construction site. They don’t show it anymore because someone has since realized that’s nuts.) If your boss is a jerk, try to find someone above or around your boss who is not a jerk. If you’re lucky, your workplace will have a neutral proving ground- like the rifle range or a car sales total board or the SNL read-through. If so, focus on that. Again, don’t waste your energy trying to educate or change opinions. Go “Over! Under! Through!” and opinions will change organically when you’re the boss. Or they won’t. Who cares? Do your thing and don’t care if they like it.

By that time, Bezos and his executives had devoured and raptly discussed another book that would significantly affect the company’s strategy: The Innovator’s Dilemma, by Harvard professor Clayton Christensen. Christensen wrote that great companies fail not because they want to avoid disruptive change but because they are reluctant to embrace promising new markets that might undermine their traditional businesses and that do not appear to satisfy their short-term growth requirements. Sears, for example, failed to move from department stores to discount retailing; IBM couldn’t shift from mainframe to minicomputers. The companies that solved the innovator’s dilemma, Christensen wrote, succeeded when they “set up autonomous organizations charged with building new and independent businesses around the disruptive technology.”9 Drawing lessons directly from the book, Bezos unshackled Kessel from Amazon’s traditional media organization. “Your job is to kill your own business,” he told him. “I want you to proceed as if your goal is to put everyone selling physical books out of a job.” Bezos underscored the urgency of the effort. He believed that if Amazon didn’t lead the world into the age of digital reading, then Apple or Google would. When Kessel asked Bezos what his deadline was on developing the company’s first piece of hardware, an electronic reading

The myriad activities that go into creating, producing, selling, and delivering a product or service are the basic units of competitive advantage. Operational effectiveness means performing these activities better—that is, faster, or with fewer inputs and defects—than rivals. Companies can reap enormous advantages from operational effectiveness, as Japanese firms demonstrated in the 1970s and 1980s with such practices as total quality management and continuous improvement. But from a competitive standpoint, the problem with operational effectiveness is that best practices are easily emulated. As all competitors in an industry adopt them, the productivity frontier—the maximum value a company can deliver at a given cost, given the best available technology, skills, and management techniques—shifts outward, lowering costs and improving value at the same time. Such competition produces absolute improvement in operational effectiveness, but relative improvement for no one. And the more benchmarking that companies do, the more competitive convergence you have—that is, the more indistinguishable companies are from one another. Strategic positioning attempts to achieve sustainable competitive advantage by preserving what is distinctive about a company. It means performing different activities from rivals, or performing similar activities in different ways.

The Manifestation Manifesto Meditation” "Right now, I find a quiet and comfortable space where I can easily concentrate on these words as I gently read them aloud. "With the sound of my voice I soothe my nervous system … calm my entire body and relax my thoughts. I speak slowly … with a gentle but resonant tone. And as I do, I start to relax now. "I keep my eyes open and let them blink naturally when they want to … and they might start to feel slightly heavy and droopy … as they would feel when I read a book before going to sleep. “I use my imagination so that with every word I become more relaxed and drowsier. (Imagine feeling drowsy.). I keep my eyes open just enough to take in the following words. "I turn my attention to my breathing, and use this opportunity to relax my mind and body more deeply. "As I count my exhalations backwards from five to one, I let each number represent a gradually deeper level of relaxation and heightened focus. (Draw a breath before reading each number, and count as you exhale.) "Five … I double my relaxation and increase my concentration. "Four … With every number and every breath, I relax. "Three … I count slowly as I meditate deeper … deeper still. "Two … I use my imagination to double this meditative state. "One … My body is relaxed as my mind remains focused. (Pause for five seconds and breathe normally.) "At this level of meditation, people experience different things. Some notice interesting body sensations … such as a warmth or tingling in their fingers. I might also have that experience. (Pause five seconds.) "Some people feel a floating sensation … with a dreamy quality. I may experience that. (Pause five seconds.) "Whatever sensations I experience are exactly right for me at this moment. Whether I feel something unusual now or at some other time, I let that process happen on its own as I focus on the following manifesto. “I allow my subconscious to absorb the manifesto as I read each affirmation with purpose and conviction. (Pause for five seconds.) “The power to manifest is fully mine, here and now. “I acknowledge and embrace my power to manifest. “All human beings have this power, yet I choose to use it consciously and purposefully. “From the unlimited energy of the Universe, I attract all that I need to experience joy and abundance. “I recognize and consider the consequences of all that I manifest. I take full responsibility. “With awareness and intention, I apply my power for my highest good and for the welfare of others. “All of my manifestations reflect my inner state of being. Therefore, I ever seek to grow in wisdom and to become a better person. “With relaxed confidence, I employ the powers of Thought, Emotion and Vital Energy to manifest my desires.  “I let go of beliefs and ideas that suppress or encumber me and I cultivate those which empower me. “I accept what I manifest with appreciation and satisfaction. I am thankful. “I go forth with great enthusiasm with the realization that I manifest my life and circumstances. “I am ready to take charge of my manifestations from this moment onward.” “Day by day, I grow in awareness of my power to manifest my desires with speed and accuracy.” RECOMMENDED READING * Mastering Manifestation: A Practical System for Rapidly Creating Your Dream Reality - Adam James * Banned Manifestation Secrets - Richard Dotts * Manifesting: The Secret behind the Law of Attraction - Alexander Janzer * The Secret Science Behind Miracles - Max Freedom Long * The Kybalion - Three Initiates

The chorus of criticism culminated in a May 27 White House press conference that had me fielding tough questions on the oil spill for about an hour. I methodically listed everything we'd done since the Deepwater had exploded, and I described the technical intricacies of the various strategies being employed to cap the well. I acknowledged problems with MMS, as well as my own excessive confidence in the ability of companies like BP to safeguard against risk. I announced the formation of a national commission to review the disaster and figure out how such accidents could be prevented in the future, and I reemphasized the need for a long-term response that would make America less reliant on dirty fossil fuels. Reading the transcript now, a decade later, I'm struck by how calm and cogent I sound. Maybe I'm surprised because the transcript doesn't register what I remember feeling at the time or come close to capturing what I really wanted to say before the assembled White House press corps: That MMS wasn't fully equipped to do its job, in large part because for the past thirty years a big chunk of American voters had bought into the Republican idea that government was the problem and that business always knew better, and had elected leaders who made it their mission to gut environmental regulations, starve agency budgets, denigrate civil servants, and allow industrial polluters do whatever the hell they wanted to do. That the government didn't have better technology than BP did to quickly plug the hole because it would be expensive to have such technology on hand, and we Americans didn't like paying higher taxes - especially when it was to prepare for problems that hadn't happened yet. That it was hard to take seriously any criticism from a character like Bobby Jindal, who'd done Big Oil's bidding throughout his career and would go on to support an oil industry lawsuit trying to get a federal court to lift our temporary drilling moratorium; and that if he and other Gulf-elected officials were truly concerned about the well-being of their constituents, they'd be urging their party to stop denying the effects of climate change, since it was precisely the people of the Gulf who were the most likely to lose homes or jobs as a result of rising global temperatures. And that the only way to truly guarantee that we didn't have another catastrophic oil spill in the future was to stop drilling entirely; but that wasn't going to happen because at the end of the day we Americans loved our cheap gas and big cars more than we cared about the environment, except when a complete disaster was staring us in the face; and in the absence of such a disaster, the media rarely covered efforts to shift America off fossil fuels or pass climate legislation, since actually educating the public on long-term energy policy would be boring and bad for ratings; and the one thing I could be certain of was that for all the outrage being expressed at the moment about wetlands and sea turtles and pelicans, what the majority of us were really interested in was having the problem go away, for me to clean up yet one more mess decades in the making with some quick and easy fix, so that we could all go back to our carbon-spewing, energy-wasting ways without having to feel guilty about it. I didn't say any of that. Instead I somberly took responsibility and said it was my job to "get this fixed." Afterward, I scolded my press team, suggesting that if they'd done better work telling the story of everything we were doing to clean up the spill, I wouldn't have had to tap-dance for an hour while getting the crap kicked out of me. My press folks looked wounded. Sitting alone in the Treaty Room later that night, I felt bad about what I had said, knowing I'd misdirected my anger and frustration. It was those damned plumes of oil that I really wanted to curse out.

JANUARY 29 Colossians 3:15-17 Offering Thanks Do it all in the name of the Lord Jesus, giving thanks.   COLOSSIANS 3:17 IN WORD   Hebrews 12:28 says that gratitude is an acceptable offering to God. Why? Because it acknowledges who He is better than any other attitude. It recognizes that He is a Blesser, a Giver, and a Redeemer of incomparable worth. Gratitude sees God as He is. Gratitude especially sees God accurately when it sees Him through Jesus. After all, the Incarnation was God’s plan to make Himself visible to human eyes. It was His aggressive strategy to make Himself accessible to sinners in need of salvation. Jesus is the ultimate act of God in this world. For the early church, Jesus quickly became the identity of the believer. Paul, for example, saw himself to be crucified with Him, buried with Him, raised up with Him, exalted with Him, seated in heavenly places with Him, and united with Him forever. When someone is that identified with his Redeemer, the attitude of his heart becomes a clear statement of the Redeemer’s worth. If gratitude isn’t there, the Redeemer isn’t worth much to that person. If we value Jesus as our identity, we will be exceedingly grateful for what He means to us. IN DEED   You may faithfully make offerings of money and time, but what are you offering God with your attitude? Is it an acceptable offering, declaring His worth accurately? Or does it underestimate His value in your life by neglecting the thankfulness due Him? Or were you even aware that the attitudes of your heart are, whether you mean it or not, a statement about Him and an offering to Him? Watch your heart carefully. Whatever fills it will soon dominate your life and experience. With that in mind, let thankfulness flow from within as a sacrifice to God. Insist that your heart make statements of truth about your Redeemer, acknowledging the enormous sacrifice He made in order to offer you enormous glory. Recognize the salvation—the utterly complete, comprehensive salvation—that now defines your life. Whatever you do, do it in His name with thanks for who He is. The best way to show my gratitude to God is to accept everything, even my problems, with joy. —Mother Teresa

There are two famous quips of Stalin which are both grounded in this logic. When Stalin answered the question "Which deviation is worse, the Rightist or the Leftist one?" by "They are both worse!", the underlying premise is that the Leftist deviation is REALLY ("objectively," as Stalinists liked to put it) not leftist at all, but a concealed Rightist one! When Stalin wrote, in a report on a party congress, that the delegates, with the majority of votes, unanimously approved the CC resolution, the underlying premise is, again, that there was really no minority within the party: those who voted against thereby excluded themselves from the party... In all these cases, the genus repeatedly overlaps (fully coincides) with one of its species. This is also what allows Stalin to read history retroactively, so that things "become clear" retroactively: it was not that Trotsky was first fighting for the revolution with Lenin and Stalin and then, at a certain stage, opted for a different strategy than the one advocated by Stalin; this last opposition (Trotsky/Stalin) "makes it clear" how, "objectively," Trotsky was against revolution all the time back. We find the same procedure in the classificatory impasse the Stalinist ideologists and political activists faced in their struggle for collectivization in the years 1928-1933. In their attempt to account for their effort to crush the peasants' resistance in "scientific" Marxist terms, they divided peasants into three categories (classes): the poor peasants (no land or minimal land, working for others), natural allies of the workers; the autonomous middle peasants, oscillating between the exploited and exploiters; the rich peasants, "kulaks" (employing other workers, lending them money or seeds, etc.), the exploiting "class enemy" which, as such, has to be "liquidated." However, in practice, this classification became more and more blurred and inoperative: in the generalized poverty, clear criteria no longer applied, and other two categories often joined kulaks in their resistance to forced collectivization. An additional category was thus introduced, that of a subkulak, a peasant who, although, with regard to his economic situation, was to poor to be considered a kulak proper, nonetheless shared the kulak "counter-revolutionary" attitude.

He ran long at the White House, and arrived late to his next meeting with Hillary Clinton, Jake Sullivan and Frank Ruggiero—their first major strategy session on Taliban talks after the secret meeting with A-Rod. She was waiting in her outer office, a spacious room paneled in white and gilt wood, with tasseled blue and pink curtains and an array of colorfully upholstered chairs and couches. In my time reporting to her later, I only ever saw Clinton take the couch, with guests of honor in the large chair kitty-corner to her. She’d left it open for him that day. “He came rushing in. . . . ” Clinton later said. “And, you know, he was saying ‘oh I’m so sorry, I’m so sorry.’ ” He sat down heavily and shrugged off his coat, rattling off a litany of his latest meetings, including his stop-in at the White House. “That was typical Richard. It was, like, ‘I’m doing a million things and I’m trying to keep all the balls in the air,’ ” she remembered. As he was talking, a “scarlet red” flush went up his face, according to Clinton. He pressed his hands over his eyes, his chest heaving. “Richard, what’s the matter?” Clinton asked. “Something horrible is happening,” he said. A few minutes later, Holbrooke was in an ambulance, strapped to a gurney, headed to nearby George Washington University Hospital, where Clinton had told her own internist to prepare the emergency room. In his typically brash style, he’d demanded that the ambulance take him to the more distant Sibley Memorial Hospital. Clinton overruled him. One of our deputies on the SRAP team, Dan Feldman, rode with him and held his hand. Feldman didn’t have his BlackBerry, so he scrawled notes on a State Department expense form for a dinner at Meiwah Restaurant as Holbrooke dictated messages and a doctor assessed him. The notes are a nonlinear stream of Holbrooke’s indomitable personality, slashed through with medical realities. “Call Eric in Axelrod’s office,” the first read. Nearby: “aortic dissection—type A . . . operation risk @ > 50 percent”—that would be chance of death. A series of messages for people in his life, again interrupted by his deteriorating condition: “S”—Secretary Clinton—“why always together for medical crises?” (The year before, he’d been with Clinton when she fell to the concrete floor of the State Department garage, fracturing her elbow.) “Kids—how much love them + stepkids” . . . “best staff ever” . . . “don’t let him die here” . . . “vascular surgery” . . . “no flow, no feeling legs” . . . “clot” . . . and then, again: “don’t let him die here want to die at home w/ his fam.” The seriousness of the situation fully dawning on him, Holbrooke turned to job succession: “Tell Frank”—Ruggiero—“he’s acting.” And finally: “I love so many people . . . I have a lot left to do . . . my career in public service is over.” Holbrooke cracked wise until they put him under for surgery. “Get me anything you need,” he demanded. “A pig’s heart. Dan’s heart.

Months later, Time magazine would run its now infamous article bragging about how it had been done. Without irony or shame, the magazine reported that “[t]here was a conspiracy unfolding behind the scenes” creating “an extraordinary shadow effort” by a “well-funded cabal of powerful people” to oppose Trump.112 Corporate CEOs, organized labor, left-wing activists, and Democrats all worked together in secret to secure a Biden victory. For Trump, these groups represented a powerful Washington and Democratic establishment that saw an unremarkable career politician like Biden as merely a vessel for protecting their self-interests. Accordingly, when Trump was asked whom he blames for the rigging of the 2020 election, he quickly responded, “Least of all Biden.” Time would, of course, disingenuously frame this effort as an attempt to “oppose Trump’s assault on democracy,” even as Time reporter Molly Ball noted this shadow campaign “touched every aspect of the election. They got states to change voting systems and laws and helped secure hundreds of millions in public and private funding.” The funding enabled the country’s sudden rush to mail-in balloting, which Ball described as “a revolution in how people vote.”113 The funding from Democratic donors to public election administrators was revolutionary. The Democrats’ network of nonprofit activist groups embedded into the nation’s electoral structure through generous grants from Democratic donors. They helped accomplish the Democrats’ vote-by-mail strategy from the inside of the election process. It was as if the Dallas Cowboys were paying the National Football League’s referee staff and conducting all of their support operations. No one would feel confident in games won by the Cowboys in such a scenario. Ball also reported that this shadowy cabal “successfully pressured social media companies to take a harder line against disinformation and used data-driven strategies to fight viral smears.” And yet, Time magazine made this characterization months after it was revealed that the New York Post’s reporting on Hunter Biden’s corrupt deal-making with Chinese and other foreign officials—deals that alleged direct involvement from Joe Biden, resulting in the reporting’s being overtly censored by social media—was substantially true. Twitter CEO Jack Dorsey would eventually tell Congress that censoring the New York Post and locking it out of its Twitter account over the story was “a mistake.” And the Hunter Biden story was hardly the only egregious mistake, to say nothing of the media’s willful dishonesty, in the 2020 election. Republicans read the Time article with horror and as an admission of guilt. It confirmed many voters’ suspicions that the election wasn’t entirely fair. Trump knew the article helped his case, calling it “the only good article I’ve read in Time magazine in a long time—that was actually just a piece of the truth because it was much deeper than that.

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Reader's Digest (Reader's Digest USA) - Clip This Article on Location 56 | Added on Friday, May 16, 2014 12:06:55 AM Words of Lasting Interest Looking Out for The Lonely One teacher’s strategy to stop violence at its root BY GLENNON DOYLE MELTON  FROM MOMASTERY.COM PHOTOGRAPH BY DAN WINTERS A few weeks ago, I went into my son Chase’s class for tutoring. I’d e-mailed Chase’s teacher one evening and said, “Chase keeps telling me that this stuff you’re sending home is math—but I’m not sure I believe him. Help, please.” She e-mailed right back and said, “No problem! I can tutor Chase after school anytime.” And I said, “No, not him. Me. He gets it. Help me.” And that’s how I ended up standing at a chalkboard in an empty fifth-grade classroom while Chase’s teacher sat behind me, using a soothing voice to try to help me understand the “new way we teach long division.” Luckily for me, I didn’t have to unlearn much because I’d never really understood the “old way we taught long division.” It took me a solid hour to complete one problem, but I could tell that Chase’s teacher liked me anyway. She used to work with NASA, so obviously we have a whole lot in common. Afterward, we sat for a few minutes and talked about teaching children and what a sacred trust and responsibility it is. We agreed that subjects like math and reading are not the most important things that are learned in a classroom. We talked about shaping little hearts to become contributors to a larger community—and we discussed our mutual dream that those communities might be made up of individuals who are kind and brave above all. And then she told me this. Every Friday afternoon, she asks her students to take out a piece of paper and write down the names of four children with whom they’d like to sit the following week. The children know that these requests may or may not be honored. She also asks the students to nominate one student who they believe has been an exceptional classroom citizen that week. All ballots are privately submitted to her. And every single Friday afternoon, after the students go home, she takes out those slips of paper, places them in front of her, and studies them. She looks for patterns. Who is not getting requested by anyone else? Who can’t think of anyone to request? Who never gets noticed enough to be nominated? Who had a million friends last week and none this week? You see, Chase’s teacher is not looking for a new seating chart or “exceptional citizens.” Chase’s teacher is looking for lonely children. She’s looking for children who are struggling to connect with other children. She’s identifying the little ones who are falling through the cracks of the class’s social life. She is discovering whose gifts are going unnoticed by their peers. And she’s pinning down—right away—who’s being bullied and who is doing the bullying. As a teacher, parent, and lover of all children, I think this is the most brilliant Love Ninja strategy I have ever encountered. It’s like taking an X-ray of a classroom to see beneath the surface of things and into the hearts of students. It is like mining for gold—the gold being those children who need a little help, who need adults to step in and teach them how to make friends, how to ask others to play, how to join a group, or how to share their gifts. And it’s a bully deterrent because every teacher knows that bullying usually happens outside her eyeshot and that often kids being bullied are too intimidated to share. But, as she said, the truth comes out on those safe, private, little sheets of paper. As Chase’s teacher explained this simple, ingenious idea, I stared at her with my mouth hanging open. “How long have you been using this system?” I said. Ever since Columbine, she said. Every single Friday afternoon since Columbine. Good Lord. This brilliant woman watched Columbine knowing that all violence begins with disconnection. All

thepsychchic chips clips ii If you think of yourself instead as an almost-victor who thought correctly and did everything possible but was foiled by crap variance? No matter: you will have other opportunities, and if you keep thinking correctly, eventually it will even out. These are the seeds of resilience, of being able to overcome the bad beats that you can’t avoid and mentally position yourself to be prepared for the next time. People share things with you: if you’ve lost your job, your social network thinks of you when new jobs come up; if you’re recently divorced or separated or bereaved, and someone single who may be a good match pops up, you’re top of mind. This attitude is what I think of as a luck amplifier. … you will feel a whole lot happier … and your ready mindset will prepare you for the change in variance that will come … 134-135 W. H. Auden: “Choice of attention—to pay attention to this and ignore that—is to the inner life what choice of action is to the outer. In both cases man is responsible for his choice and must accept the consequences.” Pay attention, or accept the consequences of your failure. 142 Attention is a powerful mitigator to overconfidence: it forces you to constantly reevaluate your knowledge and your game plan, lest you become too tied to a certain course of action. And if you lose? Well, it allows you to admit when it’s actually your fault and not a bad beat. 147 Following up on Phil Galfond’s suggestion to be both a detective and a storyteller and figure out “what your opponent’s actions mean, and sometimes what they don’t mean.” [Like the dog that didn’t bark in the Sherlock Holmes “Silver Blaze” story.] 159 You don’t have to have studied the description-experience gap to understand, if you’re truly expert at something, that you need experience to balance out the descriptions. Otherwise, you’re left with the illusion of knowledge—knowledge without substance. You’re an armchair philosopher who thinks that just because she read an article about something she is a sudden expert. (David Dunning, a psychologist at the University of Michigan most famous for being one half of the Dunning-Kruger effect—the more incompetent you are, the less you’re aware of your incompetence—has found that people go quickly from being circumspect beginners, who are perfectly aware of their limitations, to “unconscious incompetents,” people who no longer realize how much they don’t know and instead fancy themselves quite proficient.) 161-162 Erik: Generally, the people who cash the most are actually losing players (Nassim Taleb’s Black Swan strategy, jp). You can’t be a winning player by min cashing. 190 The more you learn, the harder it gets; the better you get, the worse you are—because the flaws that you wouldn’t even think of looking at before are now visible and need to be addressed. 191 An edge, even a tiny one, is an edge worth pursuing if you have the time and energy. 208 Blake Eastman: “Before each action, stop, think about what you want to do, and execute.” … Streamlined decisions, no immediate actions, or reactions. A standard process. 217 John Boyd’s OODA: Observe, Orient, Decide, and Act. The way to outmaneuver your opponent is to get inside their OODA loop. 224 Here’s a free life lesson: seek out situations where you’re a favorite; avoid those where you’re an underdog. 237 [on folding] No matter how good your starting hand, you have to be willing to read the signs and let it go. One thing Erik has stressed, over and over, is to never feel committed to playing an event, ever. “See how you feel in the morning.” Tilt makes you revert to your worst self. 257 Jared Tindler, psychologist, “It all comes down to confidence, self-esteem, identity, what some people call ego.” 251 JT: “As far as hope in poker, f#¢k it. … You need to think in terms of preparation. Don’t worry about hoping. Just Do.” 252