Resource Management Quotes

It is mainly the soluble fiber in the common natural foods that  lower cholesterol

After tail spinning into chaos, one needs a bolt-hole, to resource and ‘challenge’ oneself, break free from the haunting constrictions, squirrel back into bouncy and buoyant surroundings and enjoy the many laugh-out-loud-moments of the day. As soon as one manages to wobble out of one’s shell, everything may click into place again and the radiance and glare of the bright side of life might show again. ("Imbroglio")

Remember too that your time is your one finite resource, and when you say “yes” to one thing you are inevitably saying “no” to another.

We can only have a Permaculture Economy when we systematically begin to treat waste as a resource.

We are slaves in the sense that we depend for our daily survival upon an expand-or-expire agro-industrial empire—a crackpot machine—that the specialists cannot comprehend and the managers cannot manage. Which is, furthermore, devouring world resources at an exponential rate. We are, most of us, dependent employees. …Edward Abbey (1927-1989)

Light must be saved for those moments when the night is dark, when the moon doesn't appear in the sky.

Father, I declare that my decisions today will change the trajectory of my future and bring it into alignment with Your plans for me. Wherever I place my feet, I walk in Your authority and expand my territory for Your name’s sake. Increase my productivity and efficiency and give me the anointing of Solomon to wisely manage my resources today. In Jesus's name, amen.

As a business owner, you should be looking at data as a key resource to help you make more informed decisions that ultimately allow you to grow revenues and maximize profits.

Most people don't need to be babied through business processes. Most often, what they need is a clear understanding of the objective and access to available resources. From there, they'll leverage their own creative capacity and skillsets to ensure that the objective is accomplished.

Today's Arab crisis is not one of money, men, morale, land or resources ... The real crisis is rather one of leadership, management and perennial egotism.

All married couples should examine themselves periodically and ask, “What have we done with the resources God has given us? How are we handling His blessings? Are we spending our money wisely? Have we progressed over the past year? Are we moving in the direction God wants us to go? Are we obeying His will? Is He pleased with our management? What does He want us to do next?” These are important questions for growing in stewardship.

Children imitate their parents, employees their managers.

Energy, Not Time, Is Our Most Precious Resource

...while extraordinary products and unique services still afford a competitive advantage, the one advantage that stands the test of time...is people.

The value of a business is a function of how well the financial capital and the intellectual capital are managed by the human capital. You'd better get the human capital part right.

If we hope to become effective and successful in life, ministry, and especially marriage, we have to learn to be good managers. Stewardship means being accountable to God for every resource under our care. Effective managers do more than simply keep things running; they add value to everything they have responsibility over. Under a good manager, resources will appreciate in value.

3 people get stranded on a remote Island A Banker, a Daily Mail reader & an Asylum seeker All they have to eat is a box of 10 Mars bars The Banker says "Because of my expertise in asset management, I''ll look after our resources" The other 2 agree So the Banker opens the box, gobbles down 9 of the Mars bars and hands the last one to the Daily Mail reader He then says " I'd keep an eye on that Asylum seeker, he's after your Mars Bar

Three classes of factors affect what an organization can and cannot do: its resources, its processes, and its values.

Two things happen when your objectives are too broad—you don’t achieve the right results and you lose a lot of your resources. You want to avoid both of those.

If your objectives are too broad, they can dilute your project.

Discovering a cure for a disease is one thing, but making that cure available to everyone so it can actually be used to eradicate the problem is another thing.

The most important organizational resource is energy.

My men are my money.

Startups that succeed are those that manage to iterate enough times before running out of resources.

Employee values should align with company values.

Always there lurks the assumption that although the Western consumer belongs to a numerical minority, he is entitled either to own or to expend (or both) the majority of the world resources. Why? Because he, unlike the Oriental, is a true human being. No better instance exists today of what Anwar Abdel Malek calls “the hegemonism of possessing minorities” and anthropocentrism allied with Europocentrism: a white middle-class Westerner believes it his human prerogative not only to manage the nonwhite world but also to own it, just because by definition “it” is not quite as human as “we” are. There is no purer example than this of dehumanized thought.

Civilization began in the Fertile Crescent, not because it was an Edenic place overflowing with natural resources, but because it was so hostile to settlement that a village of any size needed careful management to survive.

I think Skyblock at its core is the ultimate challenge in resource management. You spawn on a tiny island in an empty universe. All you have is a tree, some supplies and some dirt to stand on. You have to treasure EVERY dirt block, because if one falls into the void, there's no way to replace it and as you carefully navigate your absurd circumstance, you gain a new appreciation for the few things you have as you meticulously use them to their fullest effect. With nothing but some ice, lava and saplings you slowly transform this empty expanse into a world of your very own. Skyblock teaches us that no matter how ridiculous the odds may seem, within us resides the power to overcome these challenges and achieve something beautiful. That one day, we'll look back at where we started and be amazed by how far we've come.

If the research is done for brand awareness and the results don't show any rosy picture, then maybe you want to share those results with your marketing head who can include more brand awareness strategies in her marketing plan.

In Venezuela Chavez has made the co-ops a top political priority, giving them first refusal on government contracts and offering them economic incentives to trade with one another. By 2006, there were roughly 100,000 co-operatives in the country, employing more than 700,000 workers. Many are pieces of state infrastructure – toll booths, highway maintenance, health clinics – handed over to the communities to run. It’s a reverse of the logic of government outsourcing – rather than auctioning off pieces of the state to large corporations and losing democratic control, the people who use the resources are given the power to manage them, creating, at least in theory, both jobs and more responsive public services. Chavez’s many critics have derided these initiatives as handouts and unfair subsidies, of course. Yet in an era when Halliburton treats the U.S. government as its personal ATM for six years, withdraws upward of $20 billion in Iraq contracts alone, refuses to hire local workers either on the Gulf coast or in Iraq, then expresses its gratitude to U.S. taxpayers by moving its corporate headquarters to Dubai (with all the attendant tax and legal benefits), Chavez’s direct subsidies to regular people look significantly less radical.

Employees aren't inanimate objects that can just be moved around like bricks. They're people with emotions and goals and comittments and more. They should be treated like stakeholders, because they are.

Self discipline, punctuality and time management are very important - for life is short, and every resource you have must be well utilized so that you find enlightenment and liberation - your ultimate goal.

Whether we accept it or not, this will likely be the century that determines what the optimal human population is for our planet. It will come about in one of two ways: Either we decide to manage our own numbers, to avoid a collision of every line on civilization's graph - or nature will do it for us, in the form of famines, thirst, climate chaos, crashing ecosystems, opportunistic disease, and wars over dwindling resources that finally cut us down to size.

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.

Profit is good. Profit compells people to be: (a) efficient - to do more with less, to consume fewer resources, to reduce and reuse waste. (b) productive - to allow for bigger profit margins. (c) Valuable - income, and therefore profit is only possible when we add value to our customers lives. When the value of our product or service is worth more to them than what it cost us to provide it, we profit. And there’s no scarcity of possible profits. Every business should be profiting. When every business is profiting, that’s a lot of increased value going around.

Human resource management begins in elementary school. You can’t expect to hire a 21 year old or a 40 year old or a 60 year old and magically with good training, replace the programming they received in K-12. This is why businesses should invest in early education.

Unleash the potential that is in another and you unleash the potential that is in you.

The job of human resources is to make sure that resources come to work with their hearts and go back to their homes with happiness.

Leveraging existing resources is innovation’s sweetest play.

In trying to explain this linkage, I was inspired by a traditional African tool that has three legs and a basin to sit on. To me the three legs represent three critical pillars of just and stable societies. The first leg stands for democratic space, where rights are respected, whether they are human rights, women's rights, children's rights, or environmental rights. The second represents sustainable and equitable management and resources. And the third stands for cultures of peace that are deliberately cultivated within communities and nations. The basin, or seat, represents society and its prospects for development. Unless all three legs are in place, supporting the seat, no society can thrive. Neither can its citizens develop their skills and creativity. When one leg is missing, the seat is unstable; when two legs are missing, it is impossible to keep any state alive; and when no legs are available, the state is as good as a failed state. No development can take place in such a state either. Instead, conflict ensues.

They are a testament not only to the Afghans' hunger for literacy, but also to their willingness to pour scarce resources into this effort, even during a time of war. I have seen children studying in classrooms set up inside animal sheds, windowless basements, garages, and even an abandoned public toilet. We ourselves have run schools out of refugee tents, shipping containers, and the shells of bombed-out Soviet armored personnel carriers. The thirst for education over there is limitless. The Afghans want their children to go to school because literacy represents what neither we not anyone else has so far managed to offer them: hope, progress, and the possibility of controlling their own destiny.

After putting economics aside, I found that there were two primary reasons why people quit:   They hated their manager; generally the employees were appalled by the lack of guidance, career development, and feedback they were receiving.   They weren’t learning anything: The company wasn’t investing resources in helping employees develop new skills.

You only ever have three things: 1) your self, wellbeing and mindset 2) Your life network, resources and resourcefulness 3) Your reputation and goodwill. Treasure and tend the first. Value, support and build the second. And mindfully, wisely ensure that the third (your life current and savings account) is always in credit.

Time is the single most important resource that we have. Every single minute we lose is never coming back.

Resume's are incapable of holistically communicating a candidates value.

Businesses are best equipped to educate young people, not governments.

In terms of the utilization of resources, the human resource is the most important resource.

When you care deeply about someone or something, repairs are worth your investment of time, energy, effort, heart, and resources. Whether it is to repair a broken trust or a damaged relationship, take the initiative to make it right and make it better.

Training good employees begins with the way we educate students in elementary school through high school. The way people are programmed in their youth directly affects the kind of employee they will be.

Every posting, message, or email creates an impression, a public persona, from which other people make judgments. We make judgments about others, but how often do we turn that critical analysis on ourselves?

Every innovation—technological, sociological, or otherwise—begins as a crusade, organizes itself into a practical business, and then, over time, degrades into common exploitation. This is simply the life cycle of how human ingenuity manifests in the material world. What goes forgotten, though, is that those who partake in this system undergo a similar transformation: people begin as comrades and fellow citizens, then become labor resources and assets, and then, as their utility shifts or degrades, transmute into liabilities, and thus must be appropriately managed.

That big glorious mountain. For one transitory moment, I think I may have actually seen it”. For one flash, the Mommy had seen the mountain without thinking of logging and ski resorts and avalanches, managed wildlife, plate tectonic geology, microclimates, rain shadow, or yin-yang locations. She’d seen the mountain without the framework of language. Without the cage of associations. She’d seen it without looking through the lens of everything she knew was true about mountains. What she’d seen in that flash wasn’t even a “mountain”. It wasn’t a natural resource. It had no name. “That’s the big goal”, she said. “To find a cure for knowledge”. For education. For living in our heads. Ever since the story of Adam and Eve in the bible, humanity had been a little too smart for its own good, the Mommy said. Ever since eating that apple. Her goal was to find, if not a cure, then at least a treatment that would give people back their innocence. “The cerebral cortex, the cerebellum”, she said, “that’s where your problem is”. If she could just get down to using only her brain stem, she’d be cured. This would be somewhere beyond happiness and sadness. You don’t see fish agonized by wild mood swings. Sponges never have a bad day.

When we are talking about cash flow - once again, nature is a great teacher. Cash is simply the base resource with which most activities predicate. In nature, cash is symbolized by water. Rarely is anything in nature ever lacking water. Even in the deserts, the life forms that live and grow there have figured out ‘cash flow’ or ‘water flow’…. They’ve figured out how to manage the flow of water relative to the tasks and objectives which require its use. If a cactus in the desert can figure out how to manage the flow of water relative to the tasks and objectives which require its use… then we can figure out how to manage the flow of cash relative to the tasks and objectives which require its use. If nature can invest wisely, so can we.

Subdue. Fruitfulness, increase, and filling lead naturally to the end result of subduing. To subdue means “to dominate or control,” not in the negative sense of oppression, but in the positive sense of administration. Using business terminology, to subdue means to dominate the market. As we learn to manage our resources, God expands those resources and enlarges our influence. He increases our “market share,” so to speak. There is no limit to what the Lord can do in and with and through any individual or any married couple who surrender themselves and their resources completely to His will and His way. He wants to cover the world with His “orchards” of human fruitfulness.

Everybody tries to protect this vulnerable two three four five six seven eight year old inside, and to acquire skills and aptitudes for dealing with the situations that threaten to overwhelm it... Usually, that child is a wretchedly isolated undeveloped little being. It’s been protected by the efficient armour, it’s never participated in life, it’s never been exposed to living and to managing the person’s affairs, it’s never been given responsibility for taking the brunt. And it’s never properly lived. That’s how it is in almost everybody. And that little creature is sitting there, behind the armour, peering through the slits. And in its own self, it is still unprotected, incapable, inexperienced... And in fact, that child is the only real thing in them. It’s their humanity, their real individuality, the one that can’t understand why it was born and that knows it will have to die, in no matter how crowded a place, quite on its own. That’s the carrier of all the living qualities. It’s the centre of all the possible magic and revelation. What doesn’t come out of that creature isn’t worth having, or it’s worth having only as a tool—for that creature to use and turn to account and make meaningful... And so, wherever life takes it by surprise, and suddenly the artificial self of adaptations proves inadequate, and fails to ward off the invasion of raw experience, that inner self is thrown into the front line—unprepared, with all its childhood terrors round its ears. And yet that’s the moment it wants. That’s where it comes alive—even if only to be overwhelmed and bewildered and hurt. And that’s where it calls up its own resources—not artificial aids, picked up outside, but real inner resources, real biological ability to cope, and to turn to account, and to enjoy. That’s the paradox: the only time most people feel alive is when they’re suffering, when something overwhelms their ordinary, careful armour, and the naked child is flung out onto the world. That’s why the things that are worst to undergo are best to remember. But when that child gets buried away under their adaptive and protective shells—he becomes one of the walking dead, a monster. So when you realise you’ve gone a few weeks and haven’t felt that awful struggle of your childish self—struggling to lift itself out of its inadequacy and incompetence—you’ll know you’ve gone some weeks without meeting new challenge, and without growing, and that you’ve gone some weeks towards losing touch with yourself.

Basic stewardship of resources for married couples who are believers centers around understanding and practicing two fundamental financial principles: tithing and budgeting. Herein lie the seeds of dominion—the secrets of fruitfulness, increase, and filling. Tithing recognizes God as the source of our resources while budgeting recognizes our responsibility to God to manage those resources wisely.

There are two social classes in Pakistan," Professor Superb said to his unsuspecting audience, gripping the podium with both hands as he spoke. "The first group, large and sweaty, contains those referred to as the masses. The second group is much smaller, but its members exercise vastly greater control over their immediate environment and are collectively termed the elite. The distinction between members of these two groups is made on the basis of control of an important resource:air-conditioning. You see, the elite have managed to re-create for themselves the living standards of say, Sweden without leaving the dusty plains of the subcontinent. They're a mixed lot - Punjabi and Pathans, Sindhis and Baluchis, smugglers , mullahs, soldiers, industrialists - united by their residence in an artificially cooled world. They wake up in air-conditioned houses, drive air-conditioned cars to air-conditioned offices, grab lunch in air-conditioned restaurants (rights of admission reserved), and at the end of the day go home to an air-conditioned lounges to relax in front of their wide-screen TVs. And if they should think about the rest of the people, the great uncooled, and become uneasy as they lie under their blankets in the middle of the summer, there is always prayer, five times a day, which they hope will gain them admittance to an air-conditioned heaven, or at the very least, a long, cool drink during a fiery day in hell.

The One Minute Manager by Ken Blanchard and Spencer Johnson. I still give The One Minute Manager to every person I promote. It’s an amazing resource, in particular on how to give feedback. My biggest takeaways were: Criticize the behavior, not the person. Praise in public; criticize in private. Praise with emotion, criticize without emotion.

Your energy is a valuable resource, distribute it wisely.

foundational principles—don’t criticize, condemn, or complain; talk about others’ interests; if you’re wrong, admit it; let others save face. Such principles don’t make you a clever conversationalist or a resourceful raconteur. They remind you to consider others’ needs before you speak. They encourage you to address difficult subjects honestly and graciously. They prod you to become a kinder, humbler manager, spouse, colleague, salesperson, and parent. Ultimately, they challenge you to gain influence in others’ lives not through showmanship or manipulation but through a genuine habit of expressing greater respect, empathy, and grace.

The husband and wife who open another delicatessen store or another Mexican restaurant in the American suburb surely take a risk. But are they entrepreneurs? All they do is what has been done many times before. They gamble on the increasing popularity of eating out in their area, but create neither a new satisfaction nor new consumer demand. Seen under this perspective they are surely not entrepreneurs even though theirs is a new venture. McDonald’s, however, was entrepreneurship. It did not invent anything, to be sure. Its final product was what any decent American restaurant had produced years ago. But by applying management concepts and management techniques (asking, What is “value” to the customer?), standardizing the “product,” designing process and tools, and by basing training on the analysis of the work to be done and then setting the standards it required, McDonald’s both drastically upgraded the yield from resources, and created a new market and a new customer. This is entrepreneurship.

Finally, it means creating a growth-mindset environment in which people can thrive. This involves: • Presenting skills as learnable • Conveying that the organization values learning and perseverance, not just ready-made genius or talent • Giving feedback in a way that promotes learning and future success • Presenting managers as resources for learning Without a belief in human development, many corporate training programs become exercises of limited value.

The book of Ruth can reveal how a good woman can find a good man. Husbandry is the careful management of resources. Do men still exist who realize that? How a man treats his wife matters to Yahweh. (1Pe 3:7) Michael Ben Zehabe, Ruth: a woman’s guide to husband material, Introduction

In the popular imagination, Asian Americans inhabit a vague purgatorial status: not white enough nor black enough; distrusted by African Americans, ignored by whites, unless we’re being used by whites to keep the black man down. We are the carpenter ants of the service industry, the apparatchiks of the corporate world, we are math-crunching middle managers who keep the corporate wheels greased but who never get promoted since we don’t have the right ‘face’ for leadership. We have a content problem. They think we have no inner resources. But while I may look impassive, I'm frantically paddling my feet underwater, always overcompensating to hide my devouring feelings of inadequacy. There's a ton of literature on the self-hating Jew and the self-hating African American, but not enough has been said about the self-hating Asian. Racial self hatred is seeing yourself whites see you, which turns you into your own worst enemy. Your only defence is to be hard on yourself, which becomes compulsive, and therefore a comfort: to peck yourself to death.

Since my symptoms began 13 years ago, I’ve tried every form of pain management I could access — NSAIDS, nonopioid analgesics, neurologic medications, acupuncture, laser therapy, physical therapy, prolotherapy, massage, and trigger-point injections. Most of these have been unhelpful; others provide temporary relief, often at great expense. At the end of the day, when my body is fully depleted of its resources and in the most pain, a single dose of Percocet is the only tool that silences the pain enough for me to fall asleep. I honestly don’t know what I’d do if Percocet became unavailable to me, and the very thought scares me. I’ve been taking it for five years. To avoid any chance of addiction, I only take it at night and have stayed on a consistently low dose.

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.

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

Does that mean that we should never hire or promote an inexperienced manager who had not already learned to do what needs to be done in this assignment? The answer: it depends. In a start-up company where there are no processes in place to get things done, then everything that is done must be done by individual people–resources. In this circumstance, it would be risky to draft someone with no experience to do the job–because in the absence of processes that can guide people, experienced people need to lead. But in established companies where much of the guidance to employees is provided by processes, and is less dependent upon managers with detailed, hands-on experience, then it makes sense to hire or promote someone who needs to learn from experience.

A man with a conviction is a hard man to change. Tell him you disagree and he turns away. Show him facts or figures and he questions your sources. Appeal to logic and he fails to see your point. We have all experienced the futility of trying to change a strong conviction, especially if the convinced person has some investment in his belief. We are familiar with the variety of ingenious defenses with which people protect their convictions, managing to keep them unscathed through the most devastating attacks. But man’s resourcefulness goes beyond simply protecting a belief. Suppose an individual believes something with his whole heart; suppose further that he has a commitment to this belief, that he has taken irrevocable actions because of it; finally, suppose that he is presented with evidence, unequivocal and undeniable evidence, that his belief is wrong: what will happen? The individual will frequently emerge, not only unshaken, but even more convinced of the truth of his beliefs than ever before. Indeed, he may even show a new fervor about convincing and converting other people to his view.

Carefree Scamps are unconventional to the extreme but they get better results, and frequently their employers, who were often in two minds about offering them the position in the first place, eventually realise they’ve found a diamond, yet not only are they unsure how to handle them, they can seldom work out how specifically they accomplish their objectives because in one way or another they’re always rocking the bloody boat. The Carefree Scamp takes quite a bit of ‘managing

Dense urban environments may do away with nature altogether—there are many vibrantly healthy neighborhoods in Paris or Manhattan that lack even a single tree—but they also perform the crucial service of reducing mankind’s environmental footprint. Compare the sewage system of a midsized city like Portland, Oregon, with the kind of waste management resources that would be required to support the same population dispersed across the countryside. Portland’s 500,000 inhabitants require two sewage treatment plants, connected by 2,000 miles of pipes. A rural population would require more than 100,000 septic tanks, and 7,000 miles of pipe. The rural waste system would be several times more expensive than the urban version.

Your tax dollars are paying the salary of an ATF manager who’s using taxpayer time and resources to direct his teams of taxpayer-supported public affairs officials to “push” propaganda in order to drown out an important, truthful story of public interest.

When we dedicate ourselves to a plan and it isn’t going as we hoped, our first instinct isn’t usually to rethink it. Instead, we tend to double down and sink more resources in the plan. This pattern is called escalation of commitment. Evidence shows that entrepreneurs persist with failing strategies when they should pivot, NBA general managers and coaches keep investing in new contracts and more playing time for draft busts, and politicians continue sending soldiers to wars that didn’t need to be fought in the first place.

It is this kind of resourcefulness, I think, that explains how this hardy band of Vikings managed to survive more than one thousand years on an island that is about as hospitable to human habitation as the planet Pluto—if Pluto were a planet, that is, which it’s not.

The present presses automatically on you. The future does not. To attend to the future requires bandwidth, which scarcity taxes. When scarcity taxes our bandwidth, we become even more focused on the here and now. We need cognitive resources to gauge future needs, and we need executive control to resist present temptations. As it taxes our bandwidth, scarcity focuses on the present, and leads us to borrow.

Increase. Being fruitful is a good and necessary start, but it should grow into the next phase, increase. Once again, even though the idea here is to multiply or reproduce, sexual procreation is only part of the meaning. The Hebrew word for increase also can mean “abundance,” “to be in authority,” “to enlarge,” and “to excel.” It carries the sense of refining your gift until it is completely unique. It is impossible to reproduce what you have not refined. In this context, then, to increase means not only to multiply or reproduce as in having children, but also to improve and excel, mastering your gift and becoming the very best you can possibly be at what you do. It also means learning how to manage the resources God has given you and developing a strategy for managing the increase that will come through refinement. By refining your gift, you make room for it in the world. The more refined your gift, the more in demand you will be. Proverbs 18:16 (KJV) says, “A man’s gift maketh room for him, and bringeth him before great men.” By refining your gift, you make room for it in the world. What is your fruit—your gift? What are you known for? What do you have that is reproducible? What quality or ability do you have that causes people to seek you out? What brings you joy? What are you passionate about? What do you have to offer the world, even just your little part of it? Fruit must be reproducible or else it is not genuine fruit. “Be fruitful” means to produce fruit; “increase” means to reproduce it.

A DIFFERENT KIND OF CHECKLIST If we want our kids to have a shot at making it in the world as eighteen-year-olds, without the umbilical cord of the cell phone being their go-to solution in all manner of things, they’re going to need a set of basic life skills. Based upon my observations as dean, and the advice of parents and educators around the country, here are some examples of practical things they’ll need to know how to do before they go to college—and here are the crutches that are currently hindering them from standing up on their own two feet: 1. An eighteen-year-old must be able to talk to strangers—faculty, deans, advisers, landlords, store clerks, human resource managers, coworkers, bank tellers, health care providers, bus drivers, mechanics—in the real world.

The value of land may be determined by how it can be used. For example, it may contain valuable resources such as water, minerals, tillable soil, timber or wildlife. There also may be commercial value in the natural attraction of land such as caves, lakes or trails. Land value can be reduced by erosion, flood, earthquake, fire or regulation.

write these pages, Japan and the U.S. are still practicing widespread selective denial of major problems. Japan currently acknowledges some problems (its large government debt and aging population), and incompletely acknowledges the issue of Japanese women’s role. But Japan still denies other problems: its lack of accepted alternatives to immigration for solving its demographic difficulties; the historical causes of Japan’s tense relations with China and Korea; and denial that Japan’s traditional policy of seeking to grab overseas natural resources rather than to help manage them sustainably is now outdated. The U.S., as I write, is still in widespread denial of our own major problems: political polarization, low voter turnout, obstacles to voter registration, inequality, limited socio-economic mobility, and decreasing government investment in public goods.

The concept of stewardship is especially relevant to peacemaking. Whenever you are involved in a conflict, God has given you a management opportunity. He has entrusted you with natural abilities and spiritual resources, and his Word clearly explains how he wants you to manage the situation. The more faithfully you follow his instructions, the more likely you are you are to see a proper solution and genuine reconciliation. Moreover, faithful stewarding will leave you with a clear conscience before God, regardless of what the other people do.

Why do we need so many people on Earth? I ask you. What are they good for? They live out ludicrous lives of pointless desperation. Ninety-nine percent of the human population is so much wasted resources. Stubborn vermin, we humans are. Granted, in the past, the unwashed masses were necessary. We needed them to till our fields and fight our wars. We needed them to labor in our factories making consumer crap that we flipped back at them at a handsome profit. Alas, those days are gone. We live in a boutique economy now. Energy is abundant and cheap. Mentars and robotic labor make and manage everything. So who needs people? People are so much dead white. They eat up our profits. They produce nothing but pollution and social unrest. They drive us crazy with their pissing and moaning. I think we can all agree that Corporation Earth is in need of a serious downsizing. ... The boutique economy has no need of the masses, so let's get rid of them. But how, you ask? Not with wars, surely, or disease, famine, or mass murder. Despots have tried all these methods through the millennia, and they're never a permanent solution. No, all we need to do is buy up the ground from under their feet -- and evict them. We're buying up the planet, Bishop, fair and square. We're turning it into the most exclusive gated community in history. Now, the question is, in two hundred years, will you be a member of the landowners club, or will you be living in some tin can in outer space drinking recycled piss?

He strode briskly away, to do whatever it was the managers did. Have meetings, I guess. Make phone calls. It was hard for us on the technical side to understand why the company required so many managers. Engineers built things. Salespeople sold things. Even Human Resources I could understand, kind of. But managers proliferated despite performing very few identifiable functions.

When we are stuck in fight/flight/freeze mode, we devote our resources to managing stress, and, to put it simply, our child brain suffers. Childhood is a time of great vulnerability. Unable to survive on our own, a parent-figure’s withholding of anything perceived to hinder our survival sends stress signals flooding through our bodies. The resulting ‘survival brain’, as I call it, is hyperfocused on perceived threats, sees the world in black and white, and is often obsessive, panic driven, and prone to circular reasoning. We can break down or shut down when faced with stress.

The index fund is a most unlikely hero for the typical investor. It is no more (nor less) than a broadly diversified portfolio, typically run at rock-bottom costs, without the putative benefit of a brilliant, resourceful, and highly skilled portfolio manager. The index fund simply buys and holds the securities in a particular index, in proportion to their weight in the index. The concept is simplicity writ large.

We’ve now established three things. First, we don’t need willpower when we don’t desire to do something, and it isn’t a thing some of us have in excess and some of us don’t have at all. It’s a cognitive function, like deciding what to eat or solving a math equation or remembering your dad’s birthday. Willpower is also a limited resource; we have more of it at the beginning of the day and lose it throughout the day as we use it to write emails or not eat cookies. When you automate some decisions or processes (through forming habits), you free up more brain power. Second, for us to make and change a habit, we need a cue, a routine, and a reward, and enough repetition must occur for the process to move from something we have to think about consciously (“I need to brush my teeth,” “I don’t want to drink wine”) to something we do naturally, automatically. Third, throughout the day, we must manage our energy so that we don’t blow out and end up in the place of no return—a hyperaroused state where the only thing that can bring us down is a glass (or a bottle) of wine. Maybe

Trichloroethane. All my extensive testing has shown this to be the best treatment for a dangerous excess of human knowledge... For one flash, mommy had seen the mountain without thinking of logging and ski resorts and avalanches, managed wildlife, plate tectonic geology, microclimates, rain shadow, or yin-yang locations. She'd seen the mountain without the framework of language. Without the cage of associations. She'd seen it without looking through the lens of everything she knew was true about mountains. What shed seen wasn't even a "mountain." It wasn't a natural resource. It had no name. "that's the big goal. To find a cure for knowledge.

Li Fang is relieved that she found a husband just in the nick of time. The parents of the university graduate and former human resources manager in Beijing feared that their only daughter was getting old and might never be able to marry. Li worried that she would pass the 'best child-bearing age' and might no longer be able to give birth. She is 26." -Leta Hong Fincher, "Leftover Women: The Resurgence of Gender Inequality in China

I consider myself a “social ecologist,” concerned with man’s man-made environment the way the natural ecologist studies the biological environment.....the discipline itself boasts an old and distinguished lineage. Its greatest document is Alexis de Tocqueville’s Democracy in America. But no one is as close to me in temperament, concepts, and approach as the mid-Victorian Englishman Walter Bagehot. Living (as I have) in an age of great social change, Bagehot first saw the emergence of new institutions: civil service and cabinet government, as cores of a functioning democracy, and banking as the center of a functioning economy. A hundred years after Bagehot, I was first to identify management as the new social institution of the emerging society of organizations and, a little later, to spot the emergence of knowledge as the new central resource, and knowledge workers as the new ruling class of a society that is not only “postindustrial” but postsocialist and, increasingly, post-capitalist. As it had been for Bagehot, for me too the tension between the need for continuity and the need for innovation and change was central to society and civilization.

When a man is happy enough to win the affections of a sweet girl, who can soothe his cares with crochet, and respond to all his most cherished ideas with beaded urn-rugs and chair-covers in German wool, he has, at least, a guarantee of domestic comfort, whatever trials may await him out of doors. What a resource it is under fatigue and irritation to have your drawing-room well supplied with small mats, which would always be ready if you ever wanted to set anything on them ! And what styptic for a bleeding heart can equal copious squares of crochet, which are useful for slipping down the moment you touch them ? How our fathers managed without crochet is the wonder; but I believe some small and feeble substitute existed in their time under the name of 'tatting'.

Position B: Wolves, as top predators, are a natural part of healthy, complex, self-regulating ecosystems, and removing most of them (the plans call for 80, even 100 percent reduction in certain management units) is only bound to screw things up. Without wolves, deer and moose numbers explode in unsustainable numbers, then crash, over and over. Wolves, too, are a valued resource on which trappers and subsistence hunters depend, and a multimillion-dollar cash cow attracting throngs of ecotourists and photographers. Their presence also offers inestimable aesthetic value to many residents, even if they never manage to see one. Besides that, shooting wolves from airplanes is just plain wrong and reflects horribly on the state’s image. Anyone who doesn’t see things that way is a nearsighted, beetle-browed, knuckle-dragging redneck.

A land ethic of course cannot prevent the alteration, management, and use of these resources, but it does affirm their right to continued existence, and at least in spots, their continued existence in a natural state. In short, a land ethic changes the role of Homo Sapiens from conqueror of the land-community to plain member and citizen of it. If the land mechanism as a whole is good, then every part is good, whether we understand it or not. If the biota, in the course of eons, has built something we like but do not understand, then who but a fool would discard seemingly useless parts? To keep every cog and wheel is the first precaution of intelligent tinkering. A system of conservation based solely on economic self-interest is hopelessly lopsided. It tends to ignore, and thus eventually to eliminate, many elements in the land community that lack commercial value but that are essential to its healthy functioning. It assumes, falsely, I think, that the economic parts of the biotic clock will function without the uneconomic parts.

New York City manages expertly, and with marvelous predictability, whatever it considers humanly important. Fax machines, computers, automated telephones and even messengers on bikes convey a million bits of data through Manhattan every day to guarantee that Wall Street brokers get their orders placed, confirmed, delivered, at the moment they demand. But leaking roofs cannot be fixed and books cannot be gotten into Morris High in time to meet the fall enrollment. Efficiency in educational provision for low-income children, as in health care and most other elementals of existence, is secreted and doled out by our municipalities as if it were a scarce resource. Like kindness, cleanliness and promptness of provision, it is not secured by gravity of need but by the cash, skin color and class status of the applicant.

1. Recruit the smallest group of people who can accomplish what must be done quickly and with high quality. Comparative Advantage means that some people will be better than others at accomplishing certain tasks, so it pays to invest time and resources in recruiting the best team for the job. Don’t make that team too large, however—Communication Overhead makes each additional team member beyond a core of three to eight people a drag on performance. Small, elite teams are best. 2. Clearly communicate the desired End Result, who is responsible for what, and the current status. Everyone on the team must know the Commander’s Intent of the project, the Reason Why it’s important, and must clearly know the specific parts of the project they’re individually responsible for completing—otherwise, you’re risking Bystander Apathy. 3. Treat people with respect. Consistently using the Golden Trifecta—appreciation, courtesy, and respect—is the best way to make the individuals on your team feel Important and is also the best way to ensure that they respect you as a leader and manager. The more your team works together under mutually supportive conditions, the more Clanning will naturally occur, and the more cohesive the team will become. 4. Create an Environment where everyone can be as productive as possible, then let people do their work. The best working Environment takes full advantage of Guiding Structure—provide the best equipment and tools possible and ensure that the Environment reinforces the work the team is doing. To avoid having energy sapped by the Cognitive Switching Penalty, shield your team from as many distractions as possible, which includes nonessential bureaucracy and meetings. 5. Refrain from having unrealistic expectations regarding certainty and prediction. Create an aggressive plan to complete the project, but be aware in advance that Uncertainty and the Planning Fallacy mean your initial plan will almost certainly be incomplete or inaccurate in a few important respects. Update your plan as you go along, using what you learn along the way, and continually reapply Parkinson’s Law to find the shortest feasible path to completion that works, given the necessary Trade-offs required by the work. 6. Measure to see if what you’re doing is working—if not, try another approach. One of the primary fallacies of effective Management is that it makes learning unnecessary. This mind-set assumes your initial plan should be 100 percent perfect and followed to the letter. The exact opposite is true: effective Management means planning for learning, which requires constant adjustments along the way. Constantly Measure your performance across a small set of Key Performance Indicators (discussed later)—if what you’re doing doesn’t appear to be working, Experiment with another approach.

Gustav Aschenbach was the writer who spoke for all those who work on the brink of exhaustion, who labor and are heavy-laden, who are worn out already but still stand upright, all those moralists of achievement who are slight of stature and scanty of resources, but who yet, by some ecstasy of the will and by wise husbandry, manage at least for a time to force their work into a semblance of greatness. There are many such, they are the heroes of our age. And they all recognized themselves in his work, they found that it confirmed them and raised them on high and celebrated them; they were grateful for this, and they spread his name far and wide. He had been young and raw with the times: ill advised by fashion, he had publicly stumbled, blundered, made himself look foolish, offended in speech and writing against tact and balanced civility. But he had achieved dignity, that goal toward which, as he declared, every great talent is innately driven and spurred; indeed it can be said that the conscious and defiant purpose of his entire development had been, leaving all the inhibitions of skepticism and irony behind him, an ascent to dignity. Lively, clear-outlined, intellectually

Fifteen years ago, a business manager from the United States came to Plum Village to visit me. His conscience was troubled because he was the head of a firm that designed atomic bombs. I listened as he expressed his concerns. I knew if I advised him to quit his job, another person would only replace him. If he were to quit, he might help himself, but he would not help his company, society, or country. I urged him to remain the director of his firm, to bring mindfulness into his daily work, and to use his position to communicate his concerns and doubts about the production of atomic bombs. In the Sutra on Happiness, the Buddha says it is great fortune to have an occupation that allows us to be happy, to help others, and to generate compassion and understanding in this world. Those in the helping professions have occupations that give them this wonderful opportunity. Yet many social workers, physicians, and therapists work in a way that does not cultivate their compassion, instead doing their job only to earn money. If the bomb designer practises and does his work with mindfulness, his job can still nourish his compassion and in some way allow him to help others. He can still influence his government and fellow citizens by bringing greater awareness to the situation. He can give the whole nation an opportunity to question the necessity of bomb production. Many people who are wealthy, powerful, and important in business, politics, and entertainment are not happy. They are seeking empty things - wealth, fame, power, sex - and in the process they are destroying themselves and those around them. In Plum Village, we have organised retreats for businesspeople. We see that they have many problems and suffer just as others do, sometimes even more. We see that their wealth allows them to live in comfortable conditions, yet they still suffer a great deal. Some businesspeople, even those who have persuaded themselves that their work is very important, feel empty in their occupation. They provide employment to many people in their factories, newspapers, insurance firms, and supermarket chains, yet their financial success is an empty happiness because it is not motivated by understanding or compassion. Caught up in their small world of profit and loss, they are unaware of the suffering and poverty in the world. When we are not int ouch with this larger reality, we will lack the compassion we need to nourish and guide us to happiness. Once you begin to realise your interconnectedness with others, your interbeing, you begin to see how your actions affect you and all other life. You begin to question your way of living, to look with new eyes at the quality of your relationships and the way you work. You begin to see, 'I have to earn a living, yes, but I want to earn a living mindfully. I want to try to select a vocation not harmful to others and to the natural world, one that does not misuse resources.' Entire companies can also adopt this way of thinking. Companies have the right to pursue economic growth, but not at the expense of other life. They should respect the life and integrity of people, animals, plants and minerals. Do not invest your time or money in companies that deprive others of their lives, that operate in a way that exploits people or animals, and destroys nature. Businesspeople who visit Plum Village often find that getting in touch with the suffering of others and cultivating understanding brings them happiness. They practise like Anathapindika, a successful businessman who lived at the time of the Buddha, who with the practise of mindfulness throughout his life did everything he could to help the poor and sick people in his homeland.

Examine each question in terms of what is ethically and esthetically right, as well as what is economically expedient. A thing is right when it tends to preserve the integrity, stability, and beauty of the biotic community. It is wrong when it tends otherwise. A land ethic of course cannot prevent the alteration, management, and use of these resources, but it does affirm their right to continued existence, and at least in spots, their continued existence in a natural state. In short, a land ethic changes the role of Homo Sapiens from conqueror of the land-community to plain member and citizen of it. If the land mechanism as a whole is good, then every part is good, whether we understand it or not. If the biota, in the course of eons, has built something we like but do not understand, then who but a fool would discard seemingly useless parts? To keep every cog and wheel is the first precaution of intelligent tinkering. A system of conservation based solely on economic self-interest is hopelessly lopsided. It tends to ignore, and thus eventually to eliminate, many elements in the land community that lack commercial value but that are essential to its healthy functioning. It assumes, falsely, I think, that the economic parts of the biotic clock will function without the uneconomic parts.

The “United States” does not exist as a nation, because the ruling class of the U.S./Europe exploits the world without regard to borders and nationality.  For instance, multinational or global corporations rule the world.  They make their own laws by buying politicians– Democrats and Republicans, and white politicians in England and in the rest of Europe.  We are ruled by a European power which disregards even the hypocritical U.S. Constitution.  If it doesn’t like the laws of the U.S., as they are created, interpreted and enforced, the European power simply moves its base of management and labor to some other part of the world.   Today the European power most often rules through neocolonial regimes in the so-called “Third World.”  Through political leaders who are loyal only to the European power, not to their people and the interests of their nation, the European power sets up shop in Africa, Asia, and Latin America.  By further exploiting the people and stealing the resources of these nations on every continent outside Europe, the European power enhances its domination.  Every institution and organization within the European power has the purpose of adding to its global domination: NATO, the IMF, the World Bank, the military, and the police.   The European power lies to the people within each “nation” about national pride or patriotism.  We foolishly stand with our hands over our hearts during the “National Anthem” at football games while the somber servicemen in their uniforms hold the red, white and blue flag, then a military jet flies over and we cheer.  This show obscures the real purpose of the military, which is to increase European power through intimidation and the ongoing invasion of the globe.  We are cheering for imperialist forces.  We are standing on Native land celebrating the symbols of de-humanizing terrorism.  Why would we do this unless we were being lied to?   The European imperialist power lies to us about its imperialism.  It’s safe to say, most “Americans” do not recognize that we are part of an empire.  When we think of an empire we think of ancient Rome or the British Empire.  Yet the ongoing attack against the Native peoples of “North America” is imperialism.  When we made the “Louisiana Purchase” (somehow the French thought Native land was theirs to sell, and the U.S. thought it was ours to buy) this was imperialism.  When we stole the land from Mexico, this was imperialism (the Mexican people having been previously invaded by the European imperialist power).  Imperialism is everywhere.  Only the lies of capitalism could so effectively lead us to believe that we are not part of an empire.

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.

There are hundreds of examples of highly functioning commons around the world today. Some have been around for centuries, others have risen in response to economic and environmental crises, and still others have been inspired by the distributive bias of digital networks. From the seed-sharing commons of India to the Potato Park of Peru, indigenous populations have been maintaining their lands and managing biodiversity through a highly articulated set of rules about sharing and preservation. From informal rationing of parking spaces in Boston to Richard Stallman’s General Public License (GPL) for software, new commons are serving to reinstate the value of land and labor, as well as the ability of people to manage them better than markets can. In the 1990s, Elinor Ostrom, the American political scientist most responsible for reviving serious thought about commoning, studied what specifically makes a commons successful. She concluded that a commons must have an evolving set of rules about access and usage and that it must have a way of punishing transgressions. It must also respect the particular character of the resource being managed and the people who have worked with that resource the longest. Managing a fixed supply of minerals is different from managing a replenishing supply of timber. Finally, size and place matter. It’s easier for a town to manage its water supply than for the planet to establish water-sharing rules.78 In short, a commons must be bound by people, place, and rules. Contrary to prevailing wisdom, it’s not an anything-goes race to the bottom. It is simply a recognition of boundaries and limits. It’s pooled, multifaceted investment in pursuit of sustainable production. It is also an affront to the limitless expansion sought by pure capital. If anything, the notion of a commons’ becoming “enclosed” by privatization is a misnomer: privatizing a commons breaks the boundaries that protected its land and labor from pure market forces. For instance, the open-source seed-sharing networks of India promote biodiversity and fertilizer-free practices among farmers who can’t afford Western pesticides.79 They have sustained themselves over many generations by developing and adhering to a complex set of rules about how seed species are preserved, as well as how to mix crops on soil to recycle its nutrients over centuries of growing. Today, they are in battle with corporations claiming patents on these heirloom seeds and indigenous plants. So it’s not the seed commons that have been enclosed by the market at all; rather, the many-generations-old boundaries have been penetrated and dissolved by disingenuously argued free-market principles.

How I Got That Name Marilyn Chin an essay on assimilation I am Marilyn Mei Ling Chin Oh, how I love the resoluteness of that first person singular followed by that stalwart indicative of “be," without the uncertain i-n-g of “becoming.” Of course, the name had been changed somewhere between Angel Island and the sea, when my father the paperson in the late 1950s obsessed with a bombshell blond transliterated “Mei Ling” to “Marilyn.” And nobody dared question his initial impulse—for we all know lust drove men to greatness, not goodness, not decency. And there I was, a wayward pink baby, named after some tragic white woman swollen with gin and Nembutal. My mother couldn’t pronounce the “r.” She dubbed me “Numba one female offshoot” for brevity: henceforth, she will live and die in sublime ignorance, flanked by loving children and the “kitchen deity.” While my father dithers, a tomcat in Hong Kong trash— a gambler, a petty thug, who bought a chain of chopsuey joints in Piss River, Oregon, with bootlegged Gucci cash. Nobody dared question his integrity given his nice, devout daughters and his bright, industrious sons as if filial piety were the standard by which all earthly men are measured. * Oh, how trustworthy our daughters, how thrifty our sons! How we’ve managed to fool the experts in education, statistic and demography— We’re not very creative but not adverse to rote-learning. Indeed, they can use us. But the “Model Minority” is a tease. We know you are watching now, so we refuse to give you any! Oh, bamboo shoots, bamboo shoots! The further west we go, we’ll hit east; the deeper down we dig, we’ll find China. History has turned its stomach on a black polluted beach— where life doesn’t hinge on that red, red wheelbarrow, but whether or not our new lover in the final episode of “Santa Barbara” will lean over a scented candle and call us a “bitch.” Oh God, where have we gone wrong? We have no inner resources! * Then, one redolent spring morning the Great Patriarch Chin peered down from his kiosk in heaven and saw that his descendants were ugly. One had a squarish head and a nose without a bridge Another’s profile—long and knobbed as a gourd. A third, the sad, brutish one may never, never marry. And I, his least favorite— “not quite boiled, not quite cooked," a plump pomfret simmering in my juices— too listless to fight for my people’s destiny. “To kill without resistance is not slaughter” says the proverb. So, I wait for imminent death. The fact that this death is also metaphorical is testament to my lethargy. * So here lies Marilyn Mei Ling Chin, married once, twice to so-and-so, a Lee and a Wong, granddaughter of Jack “the patriarch” and the brooding Suilin Fong, daughter of the virtuous Yuet Kuen Wong and G.G. Chin the infamous, sister of a dozen, cousin of a million, survived by everbody and forgotten by all. She was neither black nor white, neither cherished nor vanquished, just another squatter in her own bamboo grove minding her poetry— when one day heaven was unmerciful, and a chasm opened where she stood. Like the jowls of a mighty white whale, or the jaws of a metaphysical Godzilla, it swallowed her whole. She did not flinch nor writhe, nor fret about the afterlife, but stayed! Solid as wood, happily a little gnawed, tattered, mesmerized by all that was lavished upon her and all that was taken away!