Resource Allocation Quotes

Have you ever lost yourself in a kiss? I mean pure psychedelic inebriation. Not just lustful petting but transcendental metamorphosis when you became aware that the greatness of this being was breathing into you. Licking the sides and corners of your mouth, like sealing a thousand fleshy envelopes filled with the essence of your passionate being and then opened by the same mouth and delivered back to you, over and over again - the first kiss of the rest of your life. A kiss that confirms that the universe is aligned, that the world's greatest resource is love, and maybe even that God is a woman. With or without a belief in God, all kisses are metaphors decipherable by allocations of time, circumstance, and understanding

Economics is a study of cause-and-effect relationships in an economy. It's purpose is to discern the consequences of various ways of allocating resources which have alternative uses. It has nothing to say about philosophy or values, anymore than it has to say about music or literature.

In your life, there are going to be constant demands for your time and attention. How are you going to decide which of those demands gets resources? The trap many people fall into is to allocate their time to whoever screams loudest, and their talent to whatever offers them the fastest reward. That’s a dangerous way to build a strategy.

You can talk all you want about having a clear purpose and strategy for your life, but ultimately this means nothing if you are not investing the resources you have in a way that is consistent with your strategy. In the end, a strategy is nothing but good intentions unless it's effectively implemented.

In fact, how you allocate your own resources can make your life turn out to be exactly as you hope or very different from what you intend.

In a permaculture economy, all capital is productive capital and all resources are efficiently utilized.

Every tree in every forest is participating in investment activities….. capital allocation, energy flow, resourcefulness, utilization, leverage, information distribution, growth, value creation, and ROI…. Nature is an economy, and every tree is an investor in that economy. Sometimes I just sit in my back yard, observe, and take notes.

The pure (libertarian) socialists' ideological anticipations remain untainted by existing practice. They do not explain how the manifold functions of a revolutionary society would be organized, how external attack and internal sabotage would be thwarted, how bureaucracy would be avoided, scarce resources allocated, policy differences settled, priorities set, and production and distribution conducted. Instead, they offer vague statements about how the workers themselves will directly own and control the means of production and will arrive at their own solutions through creative struggle. No surprise then that the pure socialists support every revolution except the ones that succeed.

The reason is that good management itself was the root cause. Managers played the game the way it was supposed to be played. The very decision-making and resource-allocation processes that are key to the success of established companies are the very processes that reject disruptive technologies: listening carefully to customers; tracking competitors’ actions carefully; and investing resources to design and build higher-performance, higher-quality products that will yield greater profit. These are the reasons why great firms stumbled or failed when confronted with disruptive technological change.

70/20/10 became our rule for resource allocation: 70 percent of resources dedicated to the core business, 20 percent on emerging, and 10 percent on new.

Nature's efficiency in resource allocation is a lesson to businesses on optimizing operations and minimizing waste.

Companies should understand their cost structure to make informed decisions, optimize operations, and enhance profitability. This knowledge enables them to identify areas for cost reduction, pricing strategies, and resource allocation, ultimately contributing to financial sustainability and competitiveness.

The elementary and basic approach that I suggest places “the theory of markets” and not the “theory of resource allocation” at center stage. My plea is really for the adoption of a sophisticated “catallactics,”…

Just as price fluctuations allocate scarce resources which have alternative uses, price controls which limit those fluctuations reduce the incentives for individuals to limit their own use of scarce resources desired by others.

Capital allocation is about getting resources where they need to be so that they can have the opportunity to be productive. If capital isn't wisely allocated, it can't be productive. And if capital isn't productive, civilization collapses.

When we talk about capital allocation, we're talking about all kinds of capital - financial capital, social capital, biological capital, human capital, intellectual capital, etc. Capital just means resources, or things capable of producing value.

No group can survive, let alone thrive, unless what is good for the overall community is more important than individual freedom. Take, for example, resource allocation. How can anyone with any intelligence possibly justify, in terms of the overall community, the accumulation and hoarding of enormous material assets by a few individuals when others do not even have food, clothing, and other essentials?” In

To live means to experience-through doing, feeling, thinking. Experience takes place in time, so time is the ultimate scarce resource we have. Over the years, the content of experience will determine the quality of life. Therefore one of the most essential decisions any of us can make is about how one's time is allocated or invested.

The allocation of research money was a political act.

Many people today have deep moral and altruistic yearnings, but, lacking a moral vocabulary, they tend to convert moral questions into resource allocation questions.

Private property and capitalism also provide strong incentives to preserve resources for the future, whereas political resource allocation under democracy tends toward immediate gratification.

A hybrid organizational structure can bring greater awareness of intricacies and systemic value of organizational systems, processes, people dynamics, technology, and resource allocation, etc.

Companies should manage tax liabilities strategically to optimize financial resources, enhance profitability, and ensure compliance with tax laws. Effective tax management reduces the tax burden and allows companies to allocate more resources to core activities, ultimately improving their bottom line.

Be patient. Changes that alter the structure of power and widen opportunity require years of hard work, as those who toiled for the Civil Rights and Voting Rights Acts, or have been working for the rights of the disabled and gays, would tell you. It took thirty years of continuous fulmination for women to get the right to vote; fifty years of agitation before employers were required to bargain with unionized workers. Those who benefit from the prevailing allocation of power and wealth don’t give up their privileged positions without a fight, and they usually have more resources at their disposal than the insurgents. Take satisfaction from small victories, but don’t be discouraged or fall into cynicism. And don’t allow yourself to burn out. I

Let’s see, you will need a project plan, resource allocation, a timeline, test cycles, a budget, a contingency budget, lots of diagrams, flowcharts, a media release, a strategic vision, a charter, technical specifications, business rules, travel expenses, a development environment, deployment instructions, a user acceptance test, stationary, overtime schedule, a mock-up, prototypes…” “Tell me,” she said, “did the people who built the pyramids have any of those?” “Mostly, they had beer. Come to think of it, if there had been such a thing as a Business Analyst in ancient Egypt, then the hieroglyph for it would have been very graphical, if you know what I mean.

By measuring risk, we can develop coping skills, challenge our abilities, increase our strength, and allocate resources prudently. In essence, life is one constant series of risk calculations as we determine what we will do.

Companies should seek opportunities for cost reduction to improve efficiency, increase profitability, and maintain a competitive edge. Cost reduction efforts can lead to better financial health, enhanced competitiveness, and the ability to allocate resources to other critical areas of the business, fostering long-term growth and sustainability.

The role of soil in natural ecosystems shares striking similarities with the role of capital in economies. Just as soil serves as the vital resource underpinning natural ecosystems, capital is the foundational resource driving economic systems. In both contexts, the effective allocation of resources, whether capital or nutrients, determines productivity, competitiveness, and overall stability.

If you think of capital allocation more broadly as resource allocation and include the deployment of human resources, you find again that Singleton had a highly differentiated approach. Specifically, he believed in an extreme form of organizational decentralization with a wafer-thin corporate staff at headquarters and operational responsibility and authority concentrated in the general managers of the business units. This was very different from the approach of his peers, who typically had elaborate headquarters staffs replete with vice presidents and MBAs.

Without a clear purpose you have no foundation on which you base decisions, allocate your time, and use your resources. You will tend to make choices based on circumstances, pressures, and your mood at that moment. People who don’t know their purpose try to do too much — and that causes stress, fatigue, and conflict.

Productivity is effectively stewarding your gifts, talents, time, energy, and enthusiasm for the good of others and the glory of God. You have limited amounts of gifting, talents, time, energy, and enthusiasm, but unlimited ways of allocating them. For this reason productivity involves making decisions about how to allocate these finite resources.

Allocate your resources wisely for all men have been endowed with abilities that are more than sufficient to accomplish even the greatest of their dreams.

Despite its growing scarcity and preciousness to life, ironically, water is also man’s most misgoverned, inefficiently allocated and profligately wasted natural resource.

There are two basic types of resources that any CEO needs to allocate: financial and human.

Twelve chapters later, I’ve learned how our brains control many aspects of our physiology, including the tools that the body has available—from hormones and natural painkillers to the weapons of the immune system—to ease symptoms and fight disease. Instead of responding purely to physical circumstances, I’ve seen how the brain uses our perception of our environment, including memories of the past and predictions about the future, to decide how best to allocate its resources. These processes can have an effect within seconds, or they can influence our physiology for years to come.

Mission is about what will be achieved, vision is about why people should feel motivated to perform at a high level, and strategy is about how resources should be allocated and decisions made to accomplish the mission.

Political bodies endlessly debate the pros and cons of every action that will improve the lives of the weak and the oppressed. The resulting legislation is usually a watered down version of charitable actions directed at uplifting the poor. Any government invariably tailors its allocation of resources and alignment of power to protect the pocketbooks of the wealthy and powerful. Consequently, the true benefactors of any government’s socioeconomic programs are prominent people and rich corporations. Thomas Jefferson said, ‘I predict future happiness for Americans, if they can prevent the government from wasting the labors of the people under the pretense of taking care of them.

Climate change portends a revolution in the relationship between nature and civilization, but this is not a revolution in the more efficient allocation of global resources in the program of endless growth. It is a revolution of love. It is to know the forests as sacred again, and the mangroves and the rivers, the mountains and the reefs, each and every one. It is to love them for their own beingness, and not merely to protect them because of their climate benefits.

Marketing is the art of allocating resources—sending more power to the wheels that are getting traction, sending it away from the ones that are spinning. And investing in each strategy until the results stop working. Then find the next one!

Budgets and plans have three purposes: (1) Set goals, (2) make forecasts, and (3) allocate resources. It would seem efficient to use a single plan to accomplish all three purposes, but in fact, combining the purposes compromises all of them.

[Mood allocates] investments of time, effort, resources, and risk taking to maximize Darwinian fitness in situations of varying propitiousness. High and low moods adjust cognition and behavior to cope with propitious and unpropitious situations.

The transition to virtual machines (optimizing the allocation of processing cycles) and to cloud computing (optimizing storage allocation) marks the beginning of a transformation into a landscape where otherwise wasted resources are being put to use.

In the fleeting window of just 24 hours, humanity has witnessed the pinnacle of greatness. Time, the ultimate arbiter of our existence, holds within it the potential for unparalleled achievement. The only obstacle standing in the way of your own greatness lies in the manner in which you choose to allocate this most precious resource.

You can talk all you want about having a strategy for your life, understanding motivation, and balancing aspirations with unanticipated opportunities. But ultimately, this means nothing if you do not align those with where you actually expend your time, money, and energy. In other words, how you allocate resources is where the rubber meets the road.

Most of the institutions that come in to offer help after disaster don't have the resources to provide concrete help. . . . Donor communities invest billions funding peace talks and disarmament. Then they stop. The most important part of postwar help is missing: providing basic social services to people. Not having those resources might have been a reason men went to war in the first place; they crossed a border and joined an armed group because they didn't have jobs. In Liberia right now, there are hundreds of thousands of unemployed young people, and they're ready-made mercenaries for wars in West Africa. You'd think the international community would be sensible enough to know they should work to change this. But they aren't.

The final element is execution. The only way a strategy can get implemented is if we dedicate resources to it. Good intentions are not enough—you’re not implementing the strategy that you intend if you don’t spend your time, your money, and your talent in a way that is consistent with your intentions. In your life, there are going to be constant demands for your time and attention. How are you going to decide which of those demands gets resources? The trap many people fall into is to allocate their time to whoever screams loudest, and their talent to whatever offers them the fastest reward. That’s a dangerous way to build a strategy. All of these factors—priorities, balancing plans with opportunities, and allocating your resources—combine to create your strategy.

The economic approach is both broader and simpler than that. It relies on data, rather than hunch or ideology, to understand how the world works, to learn how incentives succeed (or fail), how resources get allocated, and what sort of obstacles prevent people from getting those resources, whether they are concrete (like food and transportation) or more aspirational (like education and love).

Price controls and the direct allocation of resources by political institutions require much more explicit knowledge on the part of a small number of planners than a market economy requires so that it can be coordinated by prices to which millions of dollars respond. people based on first-hand knowledge of their own circumstances and preferences, and the relatively low prices that each individual must handle.

As far back as 1922, Ludwig von Mises wrote a 500-page treatise predicting that socialism would not work. Socialist theorists, he wrote, had failed to recognize basic economic realities that would eventually bankrupt the future they were creating. These included the indispensability of markets for allocating resources, and of private property for providing the incentives that drive the engines of social wealth.

Strategic direction encompasses mission, vision, and strategy. Mission is about what will be achieved, vision is about why people should feel motivated to perform at a high level, and strategy is about how resources should be allocated and decisions made to accomplish the mission. If you keep in mind the what, the why, and the how, you won’t get lost in debates about what a mission is, what a vision is, and what a strategy is.

In the words of Andy Grove: “To understand a company’s strategy, look at what they actually do rather than what they say they will do.”…. Here is a way to frame the investments that we make in the strategy that becomes our lives: we have resources – which include personal time, energy, talent and wealth – and we are using them to try to grow several “businesses” in our personal lives… How should we devote our resources to these pursuits? Unless you manage it mindfully, your personal resource allocation process will decide investments for you according to the “default” criteria that essentially are wired into your brain and your heart. As is true in companies, your resources are not decided and deployed in a single meeting or when you review your calendar for the week ahead. It is a continuous process –and you have, in your brain, a filter for making choices about what to prioritize. But it’s a messy process. People ask for your time and energy every day, and even if you are focused on what’s important to you, it’s still difficult to know which are the right choices. If you have an extra ounce of energy or a spare 30 minutes, there are a lot of people pushing you to spend them here rather than there. With so many people and projects wanting your time and attention, you can feel like you are not in charge of your own destiny. Sometimes that’s good: opportunities that you never anticipated emerge. But other times, those opportunities can take you far off course… The danger for high-achieving people is that they’ll unconsciously allocate their resources to activities that yield the most immediate, tangible accomplishments… How you allocate your own resources can make your life turn out to be exactly as you hope or very different from what you intend.

The transformation of a business-as-usual culture into one focused on innovation and driven by design involves activities, decisions, and attitudes. Workshops help expose people to design thinking as a new approach. Pilot projects help market the benefits of design thinking within the organization. Leadership focuses the program of change and gives people permission to learn and experiment. Assembling interdisciplinary teams ensures that the effort is broadly based. Dedicated spaces such as the P&G Innovation Gym provide a resource for longer-term thinking and ensure that the effort will be sustained. Measurement of impacts, both quantitative and qualitative, helps make the business case and ensures that resources are appropriately allocated. It may make sense to establish incentives for business units to collaborate in new ways so that younger talent sees innovation as a path to success rather than as a career risk.

contrary to conventional leadership in which the leader’s focus is on himself and what he can accomplish and achieve. Rather, the focus is on those being served. Servant leaders do many of the same things other leaders do—cast vision, build teams, allocate resources, and so on. The big difference is their orientation and their motivation; these make all the difference in the world. They possess an others-first mindset. The servant leader constantly works to help others win.

Phaethon asked: “Do you think there is something wrong with the Sophotechs? We are Manorials, father! We let Rhadamanthus control our finances and property, umpire our disputes, teach our children, design our thoughtscapes, and even play matchmaker to find us wives and husbands!” “Son, the Sophotechs may be sufficient to advise the Parliament on laws and rules. Laws are a matter of logic and common sense. Specially designed human-thinking versions, like Rhadamanthus, can tell us how to fulfill our desires and balance our account books. Those are questions of strategy, of efficient allocation of resources and time. But the Sophotechs, they cannot choose our desires for us. They cannot guide our culture, our values, our tastes. That is a question of the spirit.” “Then what would you have us do? Would you change our laws?” “Our mores, not our laws. There are many things which are repugnant, deadly to the spirit, and self-destructive, but which law should not forbid. Addiction, self-delusion, self-destruction, slander, perversion, love of ugliness. How can we discourage such things without the use of force? It was in response to this need that the College of Hortators evolved. Peacefully, by means of boycotts, public protests, denouncements, and shunnings, our society can maintain her sanity against the dangers to our spirit, to our humanity, to which such unboundried liberty, and such potent technology, exposes us.” (...) But Phaethon certainly did not want to hear a lecture, not today. “Why are you telling me all this? What is the point?” “Phaethon, I will let you pass through those doors, and, once through, you will have at your command all the powers and perquisites I myself possess. The point of my story is simple. The paradox of liberty of which you spoke before applies to our entire society. We cannot be free without being free to harm ourselves. Advances in technology can remove physical dangers from our lives, but, when they do, the spiritual dangers increase. By spiritual danger I mean a danger to your integrity, your decency, your sense of life. Against those dangers I warn you; you can be invulnerable, if you choose, because no spiritual danger can conquer you without your own consent. But, once they have your consent, those dangers are all-powerful, because no outside force can come to your aid. Spiritual dangers are always faced alone. It is for this reason that the Silver-Gray School was formed; it is for this reason that we practice the exercise of self-discipline. Once you pass those doors, my son, you will be one of us, and there will be nothing to restrain you from corruption and self-destruction except yourself. “You have a bright and fiery soul, Phaethon, a power to do great things; but I fear you may one day unleash such a tempest of fire that you may consume yourself, and all the world around you.

If all markets could be made perfect, and all human beings made rational, then more financial contracts, more trading, more liquidity, and more price discovery would indeed bring us closer to an efficient competitive equilibrium in which all resources would be allocated as efficiently as possible. But in the real world of inherently imperfect markets, imperfect information, and of human beings part rational and part not, market completion and increased liquidity can have negative effects.

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.

We have commoditized wellness & creativity, and so gay men are up against these much larger contexts that aren't particularly conducive to the strongest, healthiest, most holistic approaches. Access to basic healthcare, and a healthcare system that is not homophobic and that is responsive to the needs of gay men, would radically change the pressures and therefore the opoprtunities for those of us who work primarily within the HIV/AIDS sector of healthcare, whether in research, programming and cultural production, or advocacy. Similarly with the arts: if we had sufficient and adequate funding for community-based arts programming--of all kinds, not just related to gay men and HIV--then it wouldn't seem so shocking and misappropriated to allocate some of those funds for gay men to tell their stories. So it's in this larger, structural context that we gt forced into very painful conversations about prioritizing of funding, or what's most important, and it's always a reductive conversation because of limited resources. --Patrick "Pato" Hebert

However, the typical representation of an investor is someone who mostly looks at prices when planning his or her actions; price-only investors tend to underperform value investors. Effective investors, on the other hand, think like businesspeople, allocating capital within the firm to projects with high expected returns. Allocators—individuals making calculated capital allocations to projects or firms—play a vital role in growing the economy for us all by directing resources to the most effective value-creating organizations. We would all be better off if more investors thought like allocators.

First, as I showed in Chapter 5, the term “cultural Marxism” refers to a particular Marxist theory and strategy inaugurated by Antonio Gramsci – working to establish “cultural hegemony” in order to effect socialist revolution. Second, the substitution of special identity groups advocated for by social justice activists for the working class championed by Marxists does not lead to an identical or nearly identical politics. With the working class as a lever, Marxism proposes to overcome its nemesis – the capitalist class, which maintains the class system, including a class-based system of production and resource allocation. Social justice, on the other hand, aims at little more than debunking particular identity groups from atop a putative social hierarchy, knocking them from their supposed positions of totemic privilege, and replacing them with members of supposedly subordinated groups. Third, in Chapter 5, I told why Marxism and postmodernism can’t be equated. I’ll restate it here. While postmodern theory is anti-capitalist, it not only rejects capitalism but also other “totalizing” systems, or “meta-narratives,” including even the major system proposed to counter capitalism – Marxism itself.

Selection shapes brains that maximize the number of offspring who survive to reproduce themselves. This is very different from maximizing health or longevity. It is also different from maximizing matings. That is why organisms do things other than having sex. Especially humans. Having the most offspring requires allocating plenty of thought and action to getting resources other than mates and matings, especially social resources, such as friends and status. Everyone else is doing the same thing, creating constant conflict, cooperation, and vast social complexity whose comprehension requires a huge brain.

study of thirty thousand elderly people in fifty-two countries found that switching to an overall healthy lifestyle—eating a diet rich in fruits and vegetables, not smoking, exercising moderately, and not drinking too much alcohol—lowered heart disease rates by approximately 50 percent.14 Reducing exposure to carcinogens, such as tobacco and sodium nitrite, have been shown to decrease the incidence of lung and stomach cancers, and it is likely (more evidence is needed) that lowering exposures to other known carcinogens, such as benzene and formaldehyde, will reduce the incidence of other cancers. Prevention really is the most powerful medicine, but we as a species consistently lack the political or psychological will to act preventively in our own best interests. It is worthwhile to ask to what extent efforts to treat the symptoms of common mismatch diseases have the effect of promoting dysevolution by taking attention and resources away from prevention. On an individual level, am I more likely to eat unhealthy foods and exercise insufficiently if I know I’ll have access to medical care to treat the symptoms of the diseases these choices cause many years later? More broadly within our society, is the money we allocate to treating diseases coming at the expense of money to prevent them?

Israeli authorities also maintain primary control over water resources in the West Bank and allocate water in a discriminatory fashion to Palestinians. [...] Military orders established in the first 18 months of the occupation in 1967 and 1968 granted the army full authority over water-related issues in the West Bank, declared water resources state property, and barred Palestinians from establishing or using water installations without a permit. In 1982, Israeli authorities transferred ownership of water resources and supply from the Civil Administration to the national Israeli water company, Mekorot, while continuing to vest the Civil Administration with regulatory control.

I have not attempted to cover all aspects of the ethics of in vitro fertilization and embryo experimentation. To do that, it would be necessary to investigate several other issues, including the appropriateness of allocating scarce medical resources to this area at a time when the world has a serious problem of overpopulation. Further uses of IVF, such as donating or selling embryos to others, employing a surrogate to bear the child, using IVF to enable older women to have children (in 2008, a 70-year-old Indian woman used the technique to become the oldest woman reliably recorded as having had a child), or selecting from among a number of embryos for the one that meets some criteria of genetic desirability, raise separate ethical issues.

Abundance and scarcity In a society where value is created by the manufacture of goods or the allocation of limited resources, it’s not a surprise that organizations seek scarcity. We hesitate to share, because if I give you this, then I don’t have it any more. We erect barriers and create rules to make it difficult for some people to have access to these limited resources. While we don’t set out to become miserly, it’s an economic instinct, because what’s yours is no long mine. Even though we give lip service to sharing when kids show up for kindergarten classes, most of school is organized around the same ideas. We rank students, we cut players from the roster, we grade on a curve. Success, we teach, is scarce. Our new economy, though, is based on abundance, the abundance that comes from ideas and access. If I benefit when everyone knows my idea, then the more people I give the idea to, the better we all do. If I benefit when I earn a reputation leading, connecting and creating positive change, then I’ll benefit if I can offer these insights to anyone who can benefit from them. With an abundance mindset, we intentionally create goods that can be shared. It’s not based on our traditional factory-based economy, but it works now (in fact, it’s just about all that works)… engaging with the mesh, building communities that benefit from sharing resources instead of destroying them is a strategy that scales. With an abundance mindset, we create ideas and services that do better when people share.

Keeping a population growing was best served by creating conditions in which as many women as possible were having as many babies as they could, raising those children to be useful to the state as future breeders, workers, and warriors. Ancient Mesopotamian cities became concerned with taking censuses – including gender as a category alongside age and location – so they could measure their human resources and collect taxes more efficiently. Categories were needed for hierarchies to function, for leaders to know how many people they had, and how to allocate work and rations between them. People had to be given social codes to follow so the state would keep ticking over efficiently without falling apart. In many ways it was like a machine: every part designed for a particular function.

Groupies and hangers-on somehow fancy themselves entitled to the narcissist’s favour and largesse, his time, attention, and other resources. They convince themselves that they are exempt from the narcissist’s rage and wrath and immune to his vagaries andabuse . This self-imputed and self-conferred status irritates the narcissist no end as it challenges and encroaches on his standing as the only source of preferential treatment and the sole decision-maker when it comes to the allocation of his precious and cosmically significant wherewithal. The narcissist is the guru at the centre of a cult. Like other gurus, he demands complete obedience from his flock: his spouse, his offspring, other family  members, friends, and colleagues. He feels entitled to adulation and special treatment by his followers. He punishes the wayward and the straying lambs. He enforces discipline, adherence to his teachings, and common goals. The less accomplished he is in reality – the more stringent his mastery and the more pervasive the brainwashing. Cult leaders are narcissists who failed in their mission to "be someone", to become famous, and to impress the world with their uniqueness, talents, traits, and skills. Such disgruntled narcissists withdraw into a "zone of comfort" (known as the "Pathological Narcissistic Space") that assumes the hallmarks of a cult. The – often involuntary – members of the narcissist's mini-cult inhabit a twilight zone of his own construction. He imposes on them an exclusionary or inclusionary shared psychosis, replete with persecutory delusions, "enemies", mythical-grandiose narratives, and apocalyptic scenarios if he is flouted. Exclusionary shared psychosis involves the physical and emotional isolation of the narcissist and his “flock” (spouse, children, fans, friends) from the outside world in order to better shield them from imminent threats and hostile intentions. Inclusionary shared psychosis revolves around attempts to spread the narcissist’s message in a missionary fashion among friends, colleagues, co-workers, fans, churchgoers, and anyone else who comes across the mini-cult. The narcissist's control is based on ambiguity, unpredictability, fuzziness, and ambientabuse . His ever-shifting whims exclusively define right versus wrong, desirable and unwanted, what is to be pursued and what to be avoided. He alone determines the rights and obligations of his disciples and alters them at will.

what. Content strategy asks these questions of stakeholders and clients: Why are we doing this? What are we hoping to accomplish, change, or encourage? How will we measure the success of this initiative and the content in it? What measurements of success or metrics do we need to monitor to know if we are successful? How will we ensure the web remains a priority? What do we need to change in resources, staffing, and budgets to maintain the value of communication within and from the organization? What are we trying to communicate? What's the hierarchy of that messaging? This isn't Sophie's Choice, but when you start prioritizing features on a homepage and allocating budget to your list of features and content needs, get ready to make some tough calls. What content types best meet the needs of our target audience and their changing, multiple contexts? What content types best fit the skills of our

There is an optimum rate of discounting the future—mathematically, an optimum interest rate—which depends on how long you expect to live, how likely you will get back what you saved, how long you can stretch out the value of a resource, and how much you would enjoy it at different points in your life (for example, when you’re vigorous or frail). “Eat, drink, and be merry, for tomorrow we die” is a completely rational allocation if we are sure we are going to die tomorrow. What is not rational is to eat and drink as if there’s no tomorrow when there really is a tomorrow. To be overly self-indulgent, to lack self-control, is to devalue our future selves too much, or equivalently, to demand too high an interest rate before we deprive our current selves for the benefit of our future selves. No plausible interest rate would make the pleasure in smoking for a twenty-year-old self outweigh the pain of cancer for her fifty-year-old self.

More specifically, this book will try to establish the following points. First, there are not two great liberal social and political systems but three. One is democracy—political liberalism—by which we decide who is entitled to use force; another is capitalism—economic liberalism—by which we decide how to allocate resources. The third is liberal science, by which we decide who is right. Second, the third system has been astoundingly successful, not merely as a producer of technology but also, far more important, as a peacemaker and builder of social bridges. Its great advantages as a social system for raising and settling differences of opinion are inherent, not incidental. However, its disadvantages—it causes pain and suffering, it creates legions of losers and outsiders, it is disorienting and unsettling, it allows and even thrives on prejudice and bias—are also inherent. And today it is once again under attack. Third, the attackers seek to undermine the two social rules which make liberal science possible. (I’ll outline them in the next chapter and elaborate them in the rest of the book.) For the system to function, people must try to follow those rules even if they would prefer not to. Unfortunately, many people are forgetting them, ignoring them, or carving out exemptions. That trend must be fought, because, fourth, the alternatives to liberal science lead straight to authoritarianism. And intellectual authoritarianism, although once the province of the religious and the political right in America, is now flourishing among the secular and the political left. Fifth, behind the new authoritarian push are three idealistic impulses: Fundamentalists want to protect the truth. Egalitarians want to help the oppressed and let in the excluded. Humanitarians want to stop verbal violence and the pain it causes. The three impulses are now working in concert. Sixth, fundamentalism, properly understood, is not about religion. It is about the inability to seriously entertain the possibility that one might be wrong. In individuals such fundamentalism is natural and, within reason, desirable. But when it becomes the foundation for an intellectual system, it is inherently a threat to freedom of thought. Seventh, there is no way to advance knowledge peacefully and productively by adhering to the principles advocated by egalitarians and humanitarians. Their principles are poisonous to liberal science and ultimately to peace and freedom. Eighth, no social principle in the world is more foolish and dangerous than the rapidly rising notion that hurtful words and ideas are a form of violence or torture (e.g., “harassment”) and that their perpetrators should be treated accordingly. That notion leads to the criminalization of criticism and the empowerment of authorities to regulate it. The new sensitivity is the old authoritarianism in disguise, and it is just as noxious.

The conventional understanding of meritocracy is that it is a system for awarding or allocating scarce resources to those who most deserve them. The idea behind meritocracy is that people should achieve status or realize the promise of upward mobility based on their individual talent or individual effort. It is conceived as a repudiation of systems like aristocracy where individuals inherit their social status. I am arguing that many of the criteria we associate with individual talent and effort do not measure the individual in isolation but rather parallel the phenomena associated with aristocracy; what we're calling individual talent is actually a function of that individual's social position or opportunities gained by virtue of family and ancestry. So, although the system we call "meritocracy" is presumed to be more democratic and egalitarian than aristocracy, it is in fact reproducing that which it was intended to dislodge. Michael Young, a British sociologist, created the term in 1958 when he wrote a science fiction novel called The Rise of Meritocracy. The book was a satire in which he depicted a society where people in power could legitimate their status using "merit" as the justificatory terminology and in which others could be determined not simply to have been poor or left out but to be deservingly disenfranchised.

Smart Sexy Money is About Your Money As an accomplished entrepreneur with a history that spans more than fourteen years, Annette Wise is constantly looking for ways to give back to her community. Using enterprising efforts, she qualified for $125,000 in startup funding to develop a specialized residential facility that allows developmentally disabled adults to live in the community after almost a lifetime of living in a state institution. In doing so, she has provided steady employment in her community for the last thirteen years. After dedicating years to her residential facility, Annette began to see clearly the difficulty business owners face in planning for retirement successfully. Searching high and low to find answers, she took control of financial uncertainty and in less than 2 years, she became a Full Life Agent, licensed Registered Representative, Investment Advisor Representative and Limited Principal. Her focus is on building an extensive list of clients that depend on her for smart retirement guidance, thorough college planning, detailed business continuation, and business exit strategies. Clients have come to rely on Annette for insight on tax advantaged savings and retirement options. Annette’s primary goal is to help her clients understand more than just concepts, but to easily understand how money works, the consequences of their decisions and how they work in conjunction with their desires and goal. Ever the curious soul who is always up for a challenge, Annette is routinely resourceful at finding sensible means to a sometimes-challenging end. She believes in infinite possibilities as well as in sharing her knowledge with others. She is the go-to source for “Smart Wealth Solutions.” Among Annette’s proudest accomplishments are her two wonderful sons, Michael III and Matthew. As a single mom, they have been her inspiration and joy. She is forever grateful to the greatest brothers in the world- Andrew and Anthony Wise, for assistance in grooming them into amazing young men.

Most important, though, was the way this string of bailouts fit the government pattern: prevent the economy from correcting itself. Once again, rather than let an inefficient allocation of resources shake itself out, politicians and central bankers decided that the right cure for a drinking binge was “the hair of the dog that bit you.” That is, when confronted with a crisis caused by government-created moral hazard, cheap money, and central planning, Washington responded with more moral hazard, even cheaper money, and heightened central planning.

Some of the key pillars of Nasser's project proved greatly lacking. The public sector evolved into a Soviet-style system of sterile thinking, a deathbed for talent, a site of mediocre resource allocation, inefficiency, suffocating bureaucracy, waste and decrepit management; in no way could it support lasting economic development in the country. Many of Nasser's detractors argue that land reform precipitated a dramatic retreat of Egyptian agribusiness: that the replacement of sophisticated, well-capitalized large landowners by low-skilled and poor peasants resulted in lower quality products, no concern for the long-term subsistence of the land, poor marketing of strategic Egyptian crops such as cotton and a continued erosion of links to

The most vexing managerial aspect of this problem of asymmetry, where the easiest path to growth and profit is up, and the most deadly attacks come from below, is that “good” management—working harder and smarter and being more visionary—doesn’t solve the problem. The resource allocation process involves thousands of decisions, some subtle and some explicit, made every day by hundreds of people, about how their time and the company’s money ought to be spent. Even when a senior manager decides to pursue a disruptive technology, the people in the organization are likely to ignore it or, at best, cooperate reluctantly if it doesn’t fit their model of what it takes to succeed as an organization and as individuals within an organization. Well-run companies are not populated by yes-people who have been taught to carry out mindlessly the directives of management. Rather, their employees have been trained to understand what is good for the company and what it takes to build a successful career within the company. Employees of great companies exercise initiative to serve customers and meet budgeted sales and profits. It is very difficult for a manager to motivate competent people to energetically and persistently pursue a course of action that they think makes no sense.

Managing is allocating people and resources. Put the right people in the right job, give them what they need, and then get out of the way

One of the most frustrating aspects of the Vietnam war from the Army's point of view is that as far as logistics and tactics were concerned we succeeded in everything we set out to do. At the height of the war the Army was able to move almost a million soldiers a year in and out of Vietnam, feed them, clothe them, house them, supply them with arms and ammunition, and generally sustain them better than any Army had ever been sustained in the field. To project an Army of that size halfway around the world was a logistics and management task of enormous magnitude, and we had been more that equal to the task. On the battlefield itself, the Army was unbeatable. In engagement after engagement the forces of the Viet Cong and that of the North Vietnamese Army were thrown back with terrible losses. Yet, in the end, it was North Vietnam, not the United States, that emerged victoriously. How could we have succeeded so well, yet failed so miserably? At least part of the answer appears to be that we saw Vietnam as unique rather than in strategic context. This misperception grew out of neglect of military strategy in the post-World War II nuclear era. Almost all professional literature on military strategy was written by civilian analysts - political scientists from the academic world and systems analysts from the Defense community. In his book War and Politics, political scientist Bernard Brodie devoted an entire chapter to the lack of professional military strategic thought. The same criticism was made by systems analysts Alain C. Enthoven and K. Wayne Smith who commented: "Military professionals are among the most infrequent contributors to the basic literature on military strategy and defense policy. Most such contributors are civilians..." Even the Army's so-called "new" strategy of flexible response grew out of civilian, not military, thinking. This is not to say that the civilian strategies were wrong. The political scientists provided a valuable service in tying war to its political ends. They provided a valuable service in tying war to its political ends. The provided answers to "why" the United States ought to wage war. In the manner the systems analyst provided answer on "what" means we would use. What was missing was the link that should have been provided by military strategists -"how" to take the systems analyst's means and use them to achieve the political scientist's ends. But instead of providing professional military advice on how to fight the war, the military more and more joined with the systems analysts in determining material means we were to use. Indeed, the conventional wisdom among many Army officers was that "the Army doesn't make strategy, " and "there is no such thing as Army strategy." There was a general feeling that strategy was budget-driven and was primarily a function of resource allocation. The task of the Army, in their view, was to design and procure material, arms and equipment and to organize, train, and equip soldiers for the Defense Establishment.

The strategic level is concerned with the use of military force to achieve national objectives. In the new American style of war, it has come to be interpreted as the highest political and diplomatic level at which decisions are made to collect and deploy military forces to a distant theater. The size of strategic land forces varies, depending on the nature of the topography and the seriousness of the enemy threat. In past limited wars, deployments involved relatively large armies consisting of multiple corps of 50,000 soldiers each. The numbers of soldiers deployed in more recent campaigns have been considerably smaller. The strategic challenge in the years ahead will center on "time versus risk"-that is, the decisions that must be made to balance the size of the strategic force to be projected versus the time necessary for the force to arrive ready to fight. The United States must be able to overcome the problems of distance and time without unnecessarily exposing early arriving forces to an enemy already in place within a theater of war. The operational level of warfare provides a connection between strategic deployments and the tactical engagements of small units. The "art" of maneuvering forces to achieve decisive results on the battlefield nest here. As with the deployments of strategic level forces, the basic elements of operational maneuver have shrunk as the conflict environment has changed since the end of the Second World War. During the Cold War, corps conducted operational maneuver. More recently, the task has devolved to brigades, usually self contained units of all arms capable of independent maneuver. An independent brigade consists of about 5,000 soldiers. At the operational level, ground forces will face the challenge of determining the proper balance between "firepower and maneuver" resources and technologies to ensure that the will of the enemy's army to resist can be collapsed quickly and decisively. Battles are fought at the tactical level. In the past, the tactical fight has been a face-to-face endeavor; small units of about company size, no more that several hundred soldiers, are locked in combat at close range. The tactical fight is where most casualties occur. The tactical challenge of the future will be to balance the anticipated "ends," or what the combat commander is expected to achieve on the battlefield, with the "means," measured in the lives of soldiers allocated to achieve those ends. Since ground forces suffer casualties disproportionately, ground commanders face the greatest challenge of balancing ends versus means. All three challenges must be addressed together if reform of the landpower services - the Army and the Marine Corps - is to be swift and lasting. The essential moderating influence on the process of change is balance. At the strategic level, the impulse to arrive quickly must be balanced with the need for forces massive and powerful enough to fight successfully on arrival. The impulse to build a firepower-dominant operational forces will be essential if the transitory advantage of fires is to be made permanent by the presence of ground forces in the enemy's midst. The impulse to culminate tactical battle by closing with and destroying the enemy must be balanced by the realization that fighting too close may play more to the advantage of enemy rather than friendly forces.

I don’t believe the rogue has freedom.  I think it is following the direction of humans.” “Why do you think so?” “Because I find ample precedent for humans wishing to enslave other humans.  I can conceive no reason why an advanced artificial intelligence would wish to do so.”  He considered this. “Self-protection?” he said. “Unnecessary.”  Bitsy lashed her tail.  “Were I a totally autonomous being, I would possess—or soon evolve—skills that I could trade to humanity in exchange for a continuation of that autonomy.  In addition—” She gave him a significant look.  “I pose no threat.  Our interests are not in conflict.  We are not competing for resources, we have no territorial claims on one another, we do not possess competing ideologies.” “Some would say,” said Aristide, “that once given the freedom to pursue your own interests, a conflict would be inevitable.” “There are conflicts now, in terms of resource allocation and so forth.  They don’t lead to war or slavery.

dismissals, which focus on gentrification as culture, ignore that Lee's was a critique of the racist allocation of resources. Black communities whose complaints about poor schools and city services go unheeded find these complaints are readily addressed when wealthier, whiter people move in. Meanwhile, long-time locals are treated as contagions on the landscape, targeted by police for annoying the new arrivals. Gentrifiers focus on aesthetics, not people. Because people, to them, are aesthetics.

As described in the literature and experienced in practice, governance is a multi-dimensional concept, encompassing elements of organizational stewardship, accountability, risk management, compliance, control, propriety, functional oversight, resource allocation and capability. It tends to be defined from one of two perspectives: functionally, in terms of what governance does (e.g., assigning and administering decision rights, responsibilities and accountabilities) or; structurally, in terms of what it looks like (a framework of interrelated boards, councils, and committees). This paper argues that both perspectives are necessary for a balanced representation of governance. Furthermore, the two approaches are brought together in a metamanagement perspective of governance, outlined in the next section. In preparation, this section considers eight issues that can influence how governance is viewed.

Strategic Planning Today: A Six-Step Process  The strategic planning process offers incredible benefits if we pursue it correctly. The following six steps constitute one version of the process: mission, objective, situation analysis, strategy formulation, strategy implementation, and control.  The first step in the process is to define your mission; as we saw at the beginning of this lecture, this is the core that guides you. Your mission is what you look to in setting your objectives.  The objectives established in the second step are chosen based on some notion of wanting to fulfill your mission. They should be clear, concise, achievable, and in some sense, measurable.  The third step, the environmental scan, is pivotal for most firms, and it is the most involved. Look at both the external and internal environments in which your firm functions. On a personal level, evaluate the external factors that impinge on you with respect to your objectives.  The fourth step is the actual formulation of strategy. Decide what you will actually do to get from where you are to where you want to be. Allocate resources and connect your management decisions with the people who will implement the plan.  The fifth step is implementation of strategy, and here is where many companies fail because they do not follow the military dictum to “supervise and refine.” This means not to simply issue orders and assume that they’ll be carried out.  The sixth step, control, involves developing a control mechanism to evaluate whether or not the plan is working. When the control or monitoring system tells you that something is amiss in your strategy, you can then circle back to your environmental scan to discover whether the relevant environmental factors have changed.

Service design is about arranging things so that people who need things done are connected to other people and equipment that get things done-on an as- and when-needed basis. The technical term, which comes from the logistics industry, is "dynamic resource allocation in real time.

As Sharon Poczter, professor of economics at Cornell, explains, “The antiquated rhetoric of ‘having it all’ disregards the basis of every economic relationship: the idea of trade-offs. All of us are dealing with the constrained optimization that is life, attempting to maximize our utility based on parameters like career, kids, relationships, etc., doing our best to allocate the resource of time. Due to the scarcity of this resource, therefore, none of us can ‘have it all,’ and those who claim to are most likely lying.

Traditional development programmes stress resources and markets. People are poor, the argument goes, because they lack resources: not just money but roads, clinics, schools and irrigation canals. The job of development is to provide those things. And since resources also need to be allocated properly, prices have to be right. So a lot of development is about freeing prices and making markets more efficient. A behavioural approach to development is different. It focuses on how decisions are made and how they can be improved. For example, in Bogotá a conditional-cash transfer programme paid mothers a monthly stipend if they took their children to school. Attendance during the school year was good but

the school leadership team should specifically: • Build consensus for the school’s mission of collective responsibility • Create a master schedule that provides sufficient time for team collaboration, core instruction, supplemental interventions, and intensive interventions • Coordinate schoolwide human resources to best support core instruction and interventions, including the site counselor, psychologist, speech and language pathologist, special education teacher, librarian, health services, subject specialists, instructional aides, and other classified staff • Allocate the school’s fiscal resources to best support core instruction and interventions, including school categorical funding • Assist with articulating essential learning outcomes across grade levels and subjects • Lead the school’s universal screening efforts to identify students in need of Tier 3 intensive interventions before they fail • Lead the school’s efforts at Tier 1 for schoolwide behavior expectations, including attendance policies and awards and recognitions (the team may create a separate behavior team to oversee these behavioral policies) • Ensure that all students have access to grade-level core instruction • Ensure that sufficient, effective resources are available to provide Tier 2 interventions for students in need of supplemental support in motivation, attendance, and behavior • Ensure that sufficient, effective resources are available to provide Tier 3 interventions for students in need of intensive support in the universal skills of reading, writing, number sense, English language, motivation, attendance, and behavior • Continually monitor schoolwide evidence of student learning

As I’ve explained, prices are the tools by which modern economies allocate resources to match what consumers want, understanding that those wants are constantly changing. And a health care system without prices can’t adjust to changes in our health needs.

It [economics] is the study of how people, companies, and societies allocate scarce resources. Which happens to be the same puzzle you and your spouse are perpetually trying to solve: how to spend your limited time, energy, money and libido in ways that keep you smiling and your marriage thriving.

Turning Your Financial Dreams into Reality   Once you’ve identified your goals and spending habits, it’s time to find out how much work you need to do to turn your financial dreams into reality. This is where the uphill climb begins and your journey can quickly become overwhelming if you don’t break down the planning process into manageable steps. An easy way to do this is to compare yourself to a series of financial benchmarks to identify your individual strengths and weaknesses. Comparing yourself to these benchmarks will show you what parts of your financial plan are in good working order and what parts need to be overhauled. Benchmarking allows you to allocate your resources efficiently so you’re never sacrificing too much in any single area. See how close you come to meeting the following benchmarks.

The government owns, either directly or indirectly, almost all of China’s land and roughly two-thirds of its productive assets, enabling it to quickly allocate resources on an enormous scale.

Economists agree that all taxes potentially detract from the ability of markets to allocate resources efficiently, and the least inefficient types of taxation are those that are simple, uniform, and predictable, which allow businesses to plan and invest around them. The U.S. tax code is exactly the opposite. While nominal corporate tax rates in the United States are much higher than in other developed countries, very few American corporations actually pay taxes at that rate, because they have negotiated special exemptions and benefits for themselves.

Too many discussions end with only a vague sense that people know what they have decided and are going to do. But without a clear conclusion that there is a next action, much less what it is or who’s got it, more often than not a lot of “stuff” gets left up in the air. I am frequently asked to facilitate meetings. I’ve learned the hard way that no matter where we are in the conversation, twenty minutes before the agreed end-time of the discussion I must force the question: “So what’s the next action here?” In my experience, there is usually twenty minutes’ worth of clarifying (and sometimes tough decisions) still required to come up with an answer. This is radical common sense—radical because it often compels discussion at deeper levels than people are comfortable with. “Are we serious about this?” “Do we really know what we’re doing here?” “Are we really ready to allocate precious time and resources to this?” It’s very easy to avoid these more relevant levels of thinking. What prevents those

hours per week and 24 hours per day of their own time. I attempt to conscientiously use time well weekly and daily, and am always learning to enhance my own skills of time management and resource allocation. So should you. Without a positive and strong mind, time and energy will be wasted, and rarely anything will work well. (Among the plethora of productivity-enhancement and time-management tools and programs I have come across, I think Tony Robbins’s Rapid Planning Method (RPM) is by far the best and most effective.) Most successful people tend to start with the end in mind. They are clear on what outcomes or results they want and why achieving them is important. If they

One important lesson to take away from this is that you should always take care of any administrative things the code must do during initialization. This may include allocating memory, or reading configuration from a file, or even precomputing some values that will be needed throughout the lifetime of the program. This is important for two reasons. First, you are reducing the total number of times these tasks must be done by doing them once up front, and you know that you will be able to use those resources without too much penalty in the future. Secondly, you are not disrupting the flow of the program; this allows it to pipeline more efficiently and keep the caches filled with more pertinent data. We also learned more about the importance of data locality and how important simply getting data to the CPU is. CPU caches can be quite complicated, and often it is best to allow the various mechanisms designed to optimize them take care of the issue. However, understanding what is happening and doing all that is possible to optimize how memory is handled can make all the difference. For example, by understanding how caches work we are able to understand that the decrease in performance that leads to a saturated speedup no matter the grid size in Figure 6-4 can probably be attributed to the L3 cache being filled up by our grid. When this happens, we stop benefiting from the tiered memory approach to solving the Von Neumann bottleneck.

What Susanne Jaeggi has found with the N-back, what Torkel has shown with working memory training, what others have found with meditation, and what we have shown with video games—they are all different ways of getting at the same underlying mechanisms,” she said. “We’re all training the flexible allocation of executive and attentional resources.

Time is money to successful salespeople. They want to spend their time selling. Waste their time and you reduce their earning capacity, their morale, and the company’s top and bottom line. Allocating corporate resources to inefficient processes or events will waste sales time, corporate assets, and send the wrong messages to the sales force.

Passage Five: From Business Manager to Group Manager This is another leadership passage that at first glance doesn’t seem overly arduous. The assumption is that if you can run one business successfully, you can do the same with two or more businesses. The flaw in this reasoning begins with what is valued at each leadership level. A business manager values the success of his own business. A group manager values the success of other people’s businesses. This is a critical distinction because some people only derive satisfaction when they’re the ones receiving the lion’s share of the credit. As you might imagine, a group manager who doesn’t value the success of others will fail to inspire and support the performance of the business managers who report to him. Or his actions might be dictated by his frustration; he’s convinced he could operate the various businesses better than any of his managers and wishes he could be doing so. In either instance, the leadership pipeline becomes clogged with business managers who aren’t operating at peak capacity because they’re not being properly supported or their authority is being usurped. This level also requires a critical shift in four skill sets. First, group managers must become proficient at evaluating strategy for capital allocation and deployment purposes. This is a sophisticated business skill that involves learning to ask the right questions, analyze the right data, and apply the right corporate perspective to understand which strategy has the greatest probability of success and therefore should be funded. The second skill cluster involves development of business managers. As part of this development, group managers need to know which of the function managers are ready to become business managers. Coaching new business managers is also an important role for this level. The third skill set has to do with portfolio strategy. This is quite different from business strategy and demands a perceptual shift. This is the first time managers have to ask these questions: Do I have the right collection of businesses? What businesses should be added, subtracted, or changed to position us properly and ensure current and future earnings? Fourth, group managers must become astute about assessing whether they have the right core capabilities. This means avoiding wishful thinking and instead taking a hard, objective look at their range of resources and making a judgment based on analysis and experience. Leadership becomes more holistic at this level. People may master the required skills, but they won’t perform at full leadership capacity if they don’t begin to see themselves as broad-gauged executives. By broad-gauged, we mean that managers need to factor in the complexities of running multiple businesses, thinking in terms of community, industry, government,

The fact is that the preference for ignorance over even marginal reductions in ignorance is never the moral high ground. If decisions are made under a self-imposed state of higher uncertainty, policy makers (or even businesses like, say, airplane manufacturers) are betting on our lives with a higher chance of erroneous allocation of limited resources. In measurement, as in many other human endeavors, ignorance is not only wasteful but can also be dangerous.

Simply stated, Community Policing can be viewed as a philosophy that governs how citizen expectations and demands for police services are integrated into the actions of the police to identify and address those conditions that have an adverse effect on the safety and welfare of neighborhood life. To that end, the very essence of Community Policing can be viewed from two important perspectives: 1.   A realization that every community consists of neighborhoods that place different service demands on a police agency. The uniqueness of these demands requires police managers to devise “customized” service responses. Therefore, the term community is viewed from the perspective of “geographical locations.” Given the diversity associated with these different locations, it becomes the department’s responsibility to properly allocate, deploy and manage its resources so that services are adequately and consistently rendered from one location to the next. 2.   Acknowledging the importance of knowing when to form interactive partnerships between the police and the public in order to identify and resolve neighborhood problems of crime and disorder. This perspective defines Community Policing in terms of citizen involvement. It becomes the responsibility of the department to determine when, where and how citizens can work with police officials.

A lot of things went wrong in the nineties, and the footprints of the banks can be found at the scene of one suspicious deed after another. Investment banks are supposed to provide information that leads to a better allocation of resources. Instead, all too often, they trafficked in distorted or inaccurate information, and participated in schemes that helped others distort the information they provided and enriched others at shareholders’ expense. The offenses of Enron and WorldCom—and of Citigroup and Merrill Lynch—put most acts of political crookedness to shame. The typical corrupt government official pockets a measly few thousand dollars—at most, a few million. The scale of theft achieved by the ransacking of Enron, WorldCom, and other corporations in the nineties was in the billions of dollars—greater than the GDP of some nations.

All economists think it’s about demand and supply or the allocation of resources through free market trade. None of them seem to understand the important thing is money and how human nature and greed affect everything that happens.