Rewarding Staff Quotes

If you run now, without a moment's rest, you will still be in time to warn King Lune." Shasta's heart fainted at these words for he felt he had no strength left. And he writhed inside at what seemed the cruelty and unfairness of the demand. He had not yet learned that if you do one good deed your reward usually is to be set to do another and harder and better one. But all he said out loud was: "Where is the King?" The Hermit turned and pointed with his staff. "Look," he said. "There is another gate, right opposite to the one you entered by. Open it and go straight ahead: always straight ahead, over level or steep, over smooth or rough, over dry or wet. I know by my art that you will find King Lune straight ahead. But run, run: always run.

Somewhere here I want to bring in a learning which has been most rewarding, because it makes me feel so deeply akin to others. I can word it this way. What is most personal is most general. There have been times when in talking with students or staff, or in my writing, I have expressed myself in ways so personal that I have felt I was expressing an attitude which it was probable no one else could understand, because it was so uniquely my own…. In these instances I have almost invariably found that the very feeling which has seemed to me most private, most personal, and hence most incomprehensible by others, has turned out to be an expression for which there is a resonance in many other people. It has led me to believe that what is most personal and unique in each one of us is probably the very element which would, if it were shared or expressed, speak most deeply to others. This has helped me to understand artists and poets as people who have dared to express the unique in themselves.

What makes demographics such a rewarding opportunity for the entrepreneur is precisely its neglect by decision makers, whether businessmen, public-service staffs, or governmental policymakers. They still cling to the assumption that demographics do not change – or do not change fast. Indeed, they reject even the plainest evidence of demographic changes.

Nobody joins the NHS looking for plaudits or expecting a gold star or a biscuit every time they do a good job, but you'd think it might be basic psychology (and common sense) to occasionally acknowledge, if not reward, good behaviour to get the most out of your staff.

Jesus was the last prophet from this little band of Jews who were destined to deliver messages to all mankind. Against all odds, these men had the greatest impact on shaping our destiny. They took us from the Ice Age to the Space Age with little more than a rod, a staff, and true grit. They were beaten, enslaved, martyred, yet they remained steadfast for they were the chosen ones. Although reluctant messengers at times, the risks were often greater than the rewards.. They cursed. They wept. They suffered and sacrificed. But they didn't fail. And among them all, Jesus stands tall and proud. He has had the most profound influence upon all mankind.

Over the years I have read many, many books about the future, my ‘we’re all doomed’ books, as Connie liked to call them. ‘All the books you read are either about how grim the past was or how gruesome the future will be. It might not be that way, Douglas. Things might turn out all right.’ But these were well-researched, plausible studies, their conclusions highly persuasive, and I could become quite voluble on the subject. Take, for instance, the fate of the middle-class, into which Albie and I were born and to which Connie now belongs, albeit with some protest. In book after book I read that the middle-class are doomed. Globalisation and technology have already cut a swathe through previously secure professions, and 3D printing technology will soon wipe out the last of the manufacturing industries. The internet won’t replace those jobs, and what place for the middle-classes if twelve people can run a giant corporation? I’m no communist firebrand, but even the most rabid free-marketeer would concede that market-forces capitalism, instead of spreading wealth and security throughout the population, has grotesquely magnified the gulf between rich and poor, forcing a global workforce into dangerous, unregulated, insecure low-paid labour while rewarding only a tiny elite of businessmen and technocrats. So-called ‘secure’ professions seem less and less so; first it was the miners and the ship- and steel-workers, soon it will be the bank clerks, the librarians, the teachers, the shop-owners, the supermarket check-out staff. The scientists might survive if it’s the right type of science, but where do all the taxi-drivers in the world go when the taxis drive themselves? How do they feed their children or heat their homes and what happens when frustration turns to anger? Throw in terrorism, the seemingly insoluble problem of religious fundamentalism, the rise of the extreme right-wing, under-employed youth and the under-pensioned elderly, fragile and corrupt banking systems, the inadequacy of the health and care systems to cope with vast numbers of the sick and old, the environmental repercussions of unprecedented factory-farming, the battle for finite resources of food, water, gas and oil, the changing course of the Gulf Stream, destruction of the biosphere and the statistical probability of a global pandemic, and there really is no reason why anyone should sleep soundly ever again. By the time Albie is my age I will be long gone, or, best-case scenario, barricaded into my living module with enough rations to see out my days. But outside, I imagine vast, unregulated factories where workers count themselves lucky to toil through eighteen-hour days for less than a living wage before pulling on their gas masks to fight their way through the unemployed masses who are bartering with the mutated chickens and old tin-cans that they use for currency, those lucky workers returning to tiny, overcrowded shacks in a vast megalopolis where a tree is never seen, the air is thick with police drones, where car-bomb explosions, typhoons and freak hailstorms are so commonplace as to barely be remarked upon. Meanwhile, in literally gilded towers miles above the carcinogenic smog, the privileged 1 per cent of businessmen, celebrities and entrepreneurs look down through bullet-proof windows, accept cocktails in strange glasses from the robot waiters hovering nearby and laugh their tinkling laughs and somewhere, down there in that hellish, stewing mess of violence, poverty and desperation, is my son, Albie Petersen, a wandering minstrel with his guitar and his keen interest in photography, still refusing to wear a decent coat.

great. This is a good description of Rovio, which was around for six years and underwent layoffs before the “instant” success of the Angry Birds video game franchise. In the case of the Five Guys restaurant chain, the founders spent fifteen years tweaking their original handful of restaurants in Virginia, finding the right bun bakery, the right number of times to shake the french fries before serving, how best to assemble a burger, and where to source their potatoes before expanding nationwide. Most businesses require a complex network of relationships to function, and these relationships take time to build. In many instances you have to be around for a few years to receive consistent recognition. It takes time to develop connections with investors, suppliers, and vendors. And it takes time for staff and founders to gain effectiveness in their roles and become a strong team.* So, yes, the bar is high when you want to start a company. You’ll have the chance to work on something you own and care about from day to day. You’ll be 100 percent engaged and motivated, and doing something you believe in. You can lead an integrated life, as opposed to a compartmentalized one in which you play a role in an office and then try to forget about it when you get home. You can define an organization, not the other way around. But even if you quit your job, hunker down for years, work hard for uncertain reward, and ask everyone you know for help, there’s still a great chance that your new business will not succeed. Over 50 percent of companies fail within their first three years.2 There’s a quote I like from an unknown source: “Entrepreneurship is living a few years of your life like most people won’t, so that you can spend the rest of your life like most people can’t.

Executives and managers need to consider how introverts—at least half of their employees—produce. Employees require energy to produce and, conveniently, introverts come with their own generators. Instead of trying to entertain us, mute the chatter and give us some space. Instead of rewarding the introvert with a party, give her a gift certificate to a restaurant, spa, bookstore, or coffeehouse. Instead of requiring attendance at a staff retreat, give introverted employees their assignments and send them to private cabins. Instead of insisting that introverts attend meetings, give us the option to submit written ideas. Employers are learning that, for many employees, less is more: less discussion, fewer meetings, and less so-called fun.

CELEBRATE YOUR SUCCESS The more you praise and celebrate your life, the more there is in life to celebrate. —Oprah Winfrey How do you know if your scrappy effort was successful? There’s positive movement—cause to celebrate. It either moves your intention forward or you come closer to achieving your goal. You will know it worked because you feel the win, big or small. I’m a huge believer in champagne moments (or celebratory beer, ice cream, night on the town, whatever your preference). You have to celebrate! This journey is supposed to be fun. Stop and take the time to recognize and enjoy the big wins, little wins, and everything in between. Research shows there is bonus value to celebrating. In her article “Getting Results Through Others,” Loraine Kasprzak writes, quoting her coauthor Jean Oursler, “When others have worked hard to achieve the desired results, celebrate it! ‘It’s important to celebrate because our brains need a memorable reference point—also called a reward—to make the whole journey worthwhile.’” Celebrating creates a positive benchmark in your brain for future reference. According to an article in the Journal of Staff Development by Richard DuFour: Ritual and ceremony help us experience the unseen webs of significance that tie a community together. There may be grand ceremonies for special occasions, but organizations [and individuals] also need simple rituals that infuse meaning and purpose into daily routine. Without ritual and ceremony, transitions become incomplete, a clutter of comings and goings. Life becomes an endless set of Wednesdays. An endless set of Wednesdays? Yuck. Who needs that? Whether you are an individual, a small team, or a large organization, celebrate your scrappy wins as part of the experience and enjoy the ride.

(We rewarded staff for referrals—something I’ve since learned is one of the most terrible HR tactics ever invented if you want an intentionally joyful culture.)

For how far in the future are you optimizing your organization? Are you mentoring solely to instruct or also to learn? Will you know if you’ve accomplished your organizational and personal goals? Are you measuring the things you need to be? Have you assigned a team to write up the company’s goals three to five years out? What will it take to redesign your management team’s schedule so you can mentor one another? How can you reward staff members who attain their measurable goals?

At her work, Judy gives her staff a passage from Wendy Lustbader, the mental health counselor and writer, to help them understand the pitfalls of caregiving relationships. Lustbader writes: Receiving is much harder than giving, but this fact is seldom recognized in mainstream American society. Dependent people are often deprived of chances to give, finding that they must endure a state of almost constant relinquishment and passivity. Consequently, the person receiving help accumulates a debt to the other and must bear the weight of feeling beholden day in and day out. There are few means through which the person can pay back a caregiver for rides to the doctor, help with medical bill paperwork, handling loads of laundry, and check-up telephone calls—the list of favors owed can be immense. The dependent person may yearn for something useful to do, only to be admonished, “Don’t worry, we’ll take care of everything.” For family caregivers, Lustbader notes the hidden resentments that arise from the relationship’s asymmetry. Caring is mutual; caregiving can be all one way, a drain on both parties. But acknowledging the underlying dynamic can take away its sting. “The reward for recognizing resentment,” Lustbader writes, “is enjoying the ill person’s company again.

Let us give thanks to our father, leader, and creator for our happy lives!” “Stankovskaya, to hear your anti-Soviet talk, one can hardly believe that you were a member of a municipal committee!” “Yes, and to hear you people one can hardly believe that you’re not on the prison staff. Why don’t you call the guards now and report this conversation? You might get some clean underwear as a reward, and then you wouldn’t stink so much.

In 2017, two former Planned Parenthood employees appeared in a Live Action video, revealing that the organziation imposes abortion quotas on its clinics and incentivizes workers to convince women to choose abortion.70 Sue Thayer, former manager of the Planned Parenthood clinic in Storm Lake, Iowa, told Live Action that executives would reward clinics with pizza parties or extra paid time off if they met their abortion targets. Clinics that didn’t offer abortions were given quotas for abortion referrals made to other Planned Parenthood facilities. “I trained my staff the way that I was trained, which was to really encourage women to choose abortion and to have it at Planned Parenthood because it counts towards our goal,” Thayer said.71 Former Planned Parenthood nurse Marianne Anderson told Live Action, “I felt like I was more of a salesman sometimes, to sell abortions. We were constantly told we have quotas to meet to stay open.”72

foot soldiers with him, so he probably wasn’t bringing down a scale. When a scale came down the mountain, a captain would come himself and pick someone personally to bestow a “gift” in a display of yet another perverse power the army had over their lives. Caleb had seen the people around him throw themselves at the captains, any captains, to try to win their favor in case they found themselves in possession of a scale. He’d seen mothers send their daughters to flirt with captains; he’d seen children scrubbing boots; he’d seen old men with gnarled knuckles polishing armor. Caleb didn’t do that. He wasn’t clinging to his pride, no matter how many people accused him of holding himself higher than the rest of them. He didn’t believe in false hope; he’d seen the pattern too many times to think it made a difference. The captains would take all that adulation and desperation and use it all up, and then they’d choose whoever they wanted anyway. A few times, a favorite lover would win a scale, but the price wasn’t worth the reward. Besides, this time, the captain was clearly there looking for workers, not favors. He directed his men through the crowd, picking out a few kids (especially girls) for “kitchen staff,” according to the soldiers, though the worried looks on the faces of every mother in the camp had Caleb wondering which kitchen the girls would tend—the army’s or the dragons’. Caleb could see that the soldiers were looking for more than maids as they picked through the crowd, scrutinizing anyone who looked remotely able-bodied—though the refugees obviously offered slim pickings. Years

1 = Very important. Do this at once. 2 = Worth doing but takes more time. Start planning it. 3 = Yes and no. Depends on how it’s done. 4 = Not very important. May even be a waste of effort. 5 = No! Don’t do this. Fill in those numbers before you read further, and take your time. This is not a simple situation, and solving it is a complicated undertaking. Possible Actions to Take ____ Explain the changes again in a carefully written memo. ____ Figure out exactly how individuals’ behavior and attitudes will have to change to make teams work. ____ Analyze who stands to lose something under the new system. ____ Redo the compensation system to reward compliance with the changes. ____ “Sell” the problem that is the reason for the change. ____ Bring in a motivational speaker to give employees a powerful talk about teamwork. ____ Design temporary systems to contain the confusion during the cutover from the old way to the new. ____ Use the interim between the old system and the new to improve the way in which services are delivered by the unit—and, where appropriate, create new services. ____ Change the spatial arrangements so that the cubicles are separated only by glass or low partitions. ____ Put team members in contact with disgruntled clients, either by phone or in person. Let them see the problem firsthand. ____ Appoint a “change manager” to be responsible for seeing that the changes go smoothly. ____ Give everyone a badge with a new “teamwork” logo on it. ____ Break the change into smaller stages. Combine the firsts and seconds, then add the thirds later. Change the managers into coordinators last. ____ Talk to individuals. Ask what kinds of problems they have with “teaming.” ____ Change the spatial arrangements from individual cubicles to group spaces. ____ Pull the best people in the unit together as a model team to show everyone else how to do it. ____ Give everyone a training seminar on how to work as a team. ____ Reorganize the general manager’s staff as a team and reconceive the GM’s job as that of a coordinator. ____ Send team representatives to visit other organizations where service teams operate successfully. ____ Turn the whole thing over to the individual contributors as a group and ask them to come up with a plan to change over to teams. ____ Scrap the plan and find one that is less disruptive. If that one doesn’t work, try another. Even if it takes a dozen plans, don’t give up. ____ Tell them to stop dragging their feet or they’ll face disciplinary action. ____ Give bonuses to the first team to process 100 client calls in the new way. ____ Give everyone a copy of the new organization chart. ____ Start holding regular team meetings. ____ Change the annual individual targets to team targets, and adjust bonuses to reward team performance. ____ Talk about transition and what it does to people. Give coordinators a seminar on how to manage people in transition. There are no correct answers in this list, but over time I’ve

Lastly, for journalists, the challenge ahead is to be polymaths, able to study and work with audiences, manage active databases, curate other content, and work closely with digital engineers and designers to make it all sing. They will need to be more entrepreneurial in their work arrangements, allowing the collective agreements that once ensured jobs for life to morph into new deals that reward journalists for their output as well as their input, and allow their news organizations to move staff more quickly when the market changes.

Globalisation and technology have already cut a swathe through previously secure professions, and 3D printing technology will soon wipe out the last of the manufacturing industries. The internet won’t replace those jobs, and what place for the middle-classes if twelve people can run a giant corporation? I’m no communist firebrand, but even the most rabid free-marketeer would concede that market-forces capitalism, instead of spreading wealth and security throughout the population, has grotesquely magnified the gulf between rich and poor, forcing a global workforce into dangerous, unregulated, insecure low-paid labour while rewarding only a tiny elite of businessmen and technocrats. So-called ‘secure’ professions seem less and less so; first it was the miners and the ship- and steel-workers, soon it will be the bank clerks, the librarians, the teachers, the shop-owners, the supermarket check-out staff. The scientists might survive if it’s the right type of science, but where do all the taxi-drivers in the world go when the taxis drive themselves? How do they feed their children or heat their homes and what happens when frustration turns to anger? Throw in terrorism, the seemingly insoluble problem of religious fundamentalism, the rise of the extreme right-wing, under-employed youth and the under-pensioned elderly, fragile and corrupt banking systems, the inadequacy of the health and care systems to cope with vast numbers of the sick and old, the environmental repercussions of unprecedented factory-farming, the battle for finite resources of food, water, gas and oil, the changing course of the Gulf Stream, destruction of the biosphere and the statistical probability of a global pandemic, and there really is no reason why anyone should sleep soundly ever again.

Braves win! Braves win!" is a much appreciated validation of the principles and policies that I have adopted, nurtured, and implemented both with the uniformed personnel and the club's administration throughout my tenure as general manager. ... It rewards the leadership concept of supporting the staff, providing them with a vision and with clear goals, and infusing them with the self-confidence and pride to execute that blueprint at a championship level. It smoothes over the missteps, the disappointments, the crises that we overcome together.

When motivation flows, people see work as interesting as music. They enjoy it till they do more than they could have done. Leaders motivate people to do greater things.

For now, he wanted to help Ena escape the dragon fae king's wrath. As soon as Prince Grotto learned what she was about to do in the worst way. The reason she was in this mess was because Brett had helped take Princess Alicia prisoner. As Alicia's reward for saving the Princess, Alicia's grandfather had declared that Ena would wed Alicia's cousin. He was a dangerous dragon fae. Sure Ena would become a Princess if she were to wed Prince Grotto. Brett also knew that the fae intended to use her for her special skills and terminate her when she proved useless. Brett wasn't sure how to help Ena move her gold and staff to somewhere safe. Hopefully, in the Hawk Fae kingdom. They didn't have U-Haul trucks in the fae world. She was a dragon and that meant she wasn't leaving without her horde of treasure.

Dr. Tiller also experienced attacks and threats that, although they garnered less attention, nonetheless affected his day-to-day life. He was the subject of repeated death threats, as were members of his family and clinic staff. Old West–style “Wanted” posters with Dr. Tiller’s name, picture, and personal information appeared throughout Wichita. The signs offered a vague “reward” for Dr. Tiller. Anti-abortion demonstrators picketed Dr. Tiller’s home and stalked his wife. They also repeatedly showed up at Dr. Tiller’s church, harassing the congregants and interrupting services.11 Dr. Tiller significantly altered his life to deal with the constant harassment and threats.

Have you adopted any new ideas or practices generated by your staff and lawyers? Yes. In the pricing area, our policy is that if you come up with a new way to price with the customer, then do it. The young people have come up with ways to use Twitter, for example, to keep up with customers. That comes from the younger people, not from my generation. Over the past fifteen years, we’ve had lots of contributions from staff to keep our model and practices up to date and responsive. Everyone takes this seriously. A couple years ago, someone on staff was talking about a late-night brief or a big project, and two to three other legal assistants stayed until midnight to help this person out. They coined the phrase, “The Summit team runs toward the fire.” If I’m doing something that requires a late-night effort, I don’t have to go to anyone to get permission for help and work and support from others. Another person who doesn’t have anything on the case will run to the project to help out. That happens every single day. The staff sees a problem someone else has, and they run to the problem to help out. This stuff just happens. It’s one of the things I’m most proud of. Many years ago, someone sent an email thanking other people for helping. No one officially adopted the practice, but somebody did it, and it was rewarded, and now whenever someone does something they should be congratulated for, someone sends an email to everyone in the firm praising the efforts of that person to everyone else in the firm. Those emails fly around Summit on a daily basis. That has the impact of encouraging supportive behavior and making it part of the way Summit operates.

If a scientist uncovers troubling information that affects the lives of millions, that information will simply be locked away, while perpetrators of scientific fraud and crimes against humanity are rewarded with millions of dollars? It’s almost like 1934 in Los Angeles with the sick medical staff all over again.

Staff meal." The words are sweet relief, and I untie the apron Roberto gave me, hanging it up on the hook by the entrance. Sure, I ate here last night. But there were so many things on the menu I didn't order. The open-faced duck confit sandwich with red wine aioli, the almond-crusted salmon with zucchini puree, tempura vegetables, chipotle oil. I wonder how this works, if we get to choose whatever we want. Or maybe it's some new creation, some experimental dish that Chef tries out on the staff before adding it to the menu. To think that I might try one of her dishes before anyone else is all the reward I need for today's scrubbing, for the hot water that has splashed all over me throughout the day. What I find instead is a sheet tray of charred burger patties, most of them covered in toxic-yellow American cheese. There's another sheet tray with toasted buns and matchstick fries. Morris and Boris are leaning against the coffee station, taking huge bites in sync. I try to hide my disappointment, follow Elias's lead and grab a plate. I'm shocked that some people are eating it just like that, munching down as quickly as possible without bothering with the condiments. I'm starving too, but it's crazy to me that Chef Elise's food is at their fingertips and everyone's just letting it sit there. There's a whole line of deli containers right in front of us, and I can't even tell what's in them, but the mere thought is making my mouth water. Whispering so that no one can laugh and/or yell at me, I ask Elias if it's cool to use some of the mise to spruce up the burger. He shrugs. "Do your thing." It mellows the disappointment a little: pickled red jalapeños, cilantro aioli, Thai slaw.

As we close, I want to read a quote from Robert Chapman about the Bible. This book contains the mind of God, the state of man, the way of salvation, the doom of sinners, and the happiness of believers. Its doctrines are holy, its precepts binding, its histories are true and its decisions are immutable. Read it to be wise, believe it to be safe, and practice it to be holy. It contains light to direct you, food to support you, and comfort to cheer you. It is the traveler’s map, the pilgrim’s staff, the pilot’s compass, the soldier’s sword, and the Christians’ character. Here paradise is restored, heaven opened, and the gates of hell disclosed. Christ is its grand subject, our good its design, and the glory of God its end. It should fill the memory, test the heart, and guide the feet. Read it slowly, frequently, prayerfully. It is a mine of wealth, a paradise of glory and a river of pleasure. It is given you in life, it will be opened at the judgment, and be remembered forever. It involves the highest responsibility, rewards the greatest labor and condemns all who will trifle with its sacred contents. Lord, thank you for the Bible. In 2011, we recommit ourselves to this book. Amen.

The manifest world is telling us what to do, with increasingly obvious signals; we need only look at our codes. Symptoms are signals. We are becoming through technology increasingly adept at reading and responding to signals; alas, due to the perverse prevailing ideology, we are ignoring the most important messages. The people that currently have power are tuned in on the wrong side of Solzhenitsyn’s line, temporarily forgetting that they are divinely connected. Hence ecological meltdown. The obvious signals that we need to switch to different energy systems are being ignored because they’re watching another channel, where the moot, outdated signal of individualistic self-advancement is being bombastically broadcast. Now is the time to change channels. Where now can we feel this connection in our pre-packed and prescriptive lives? When are we supposed to have time amidst the deadening thud of our futile duties? “You’ll find God among the poor,” they say. Is that true anymore? Is the connection between poverty and divinity simply a panacea for the world’s destitute, an assurance that they’ll be rewarded in the hereafter? Or does a material deficit provide space for God? My love of God elevates the intention of this book beyond the dry and admirable establishment of collectivized communities. I am enraptured by the magnetic pull of evolution: What is this energy that heals the body and escalates one cell to two, that repairs and creates and calculates in harmony with environment, outside of time? Where is evolution trying to go? Evolutionary psychologists would likely say the imposition of an anthropocentric concept like “trying” or “intending” is naïve, but I’m not going to ask one, they get enough airtime, the killjoys. I remain uncharmed by the incessant rationalization that requires the spirit’s capitulation. The infusion of the scientific with the philosophical is materialism. The manifesto for our salvation is not in this sparse itinerary. This all encompassing realm, this consciousness beyond mind, cannot be captured with language any more than you can appreciate Caravaggio by licking the canvas or Mozart by sniffing the notes on a staff.

For evidence that social commitment works, you have only to look at our most popular and durable social institutions that help us behave as we aspire: marriage, religion, and education. To varying degrees, all involve a public display of commitment to that institution and its principles in return for some benefit along with social support and censure. While marriage and religion are not good models, I think we should treat exercise more like education. For children, we already do. Just as we compel children to attend school, we require them to exercise (although rarely enough). As with school, we try to make exercise fun by making it social. So why not do the same for adults by treating exercise like college? Going to college is essentially a highly social commitment contract for adults that includes carrots and sticks. Students in my university pay a fortune to have professors like me compel them to read, study, and work under penalty of getting bad grades or failing. My students compete for and agree to these conditions because they know they would not learn as much without the school’s nudges, shoves, and requirements. In return, they enjoy a social experience that is usually fun, involves support from fellow students and staff, and encourages them to participate in something larger than themselves. Can this kind of commitment contract model help promote exercise, especially among youth?

This troubles me not intellectually but spiritually. Spirituality ought not to be ethereal or insubstantial but pragmatic and active. The reason I feel optimistic in such a superficially gloomy and apocalyptic climate is I know that there are wonderful possibilities for our species that we are only just beginning to reconsider. When the physicist speaks of the expanding universe with atheistic wonder, he is feeling the same transcendent pull that Rumi describes: Do you know what you are? You are a manuscript of a divine letter. You are a mirror reflecting a noble face. This universe is not outside of you. Look inside yourself; everything that you want, you are already that. Rumi was a Sufi mystic, though I imagine if you don’t know who Rumi was, the addition of the definition “Sufi mystic” isn’t tremendously helpful. “Who is Alan Devonshire?” “He had a great left peg but dodgy knees.” “Oh. Thank you for clarifying.” The manifest world is telling us what to do, with increasingly obvious signals; we need only look at our codes. Symptoms are signals. We are becoming through technology increasingly adept at reading and responding to signals; alas, due to the perverse prevailing ideology, we are ignoring the most important messages. The people that currently have power are tuned in on the wrong side of Solzhenitsyn’s line, temporarily forgetting that they are divinely connected. Hence ecological meltdown. The obvious signals that we need to switch to different energy systems are being ignored because they’re watching another channel, where the moot, outdated signal of individualistic self-advancement is being bombastically broadcast. Now is the time to change channels. Where now can we feel this connection in our pre-packed and prescriptive lives? When are we supposed to have time amidst the deadening thud of our futile duties? “You’ll find God among the poor,” they say. Is that true anymore? Is the connection between poverty and divinity simply a panacea for the world’s destitute, an assurance that they’ll be rewarded in the hereafter? Or does a material deficit provide space for God? My love of God elevates the intention of this book beyond the dry and admirable establishment of collectivized communities. I am enraptured by the magnetic pull of evolution: What is this energy that heals the body and escalates one cell to two, that repairs and creates and calculates in harmony with environment, outside of time? Where is evolution trying to go? Evolutionary psychologists would likely say the imposition of an anthropocentric concept like “trying” or “intending” is naïve, but I’m not going to ask one, they get enough airtime, the killjoys. I remain uncharmed by the incessant rationalization that requires the spirit’s capitulation. The infusion of the scientific with the philosophical is materialism. The manifesto for our salvation is not in this sparse itinerary. This all encompassing realm, this consciousness beyond mind, cannot be captured with language any more than you can appreciate Caravaggio by licking the canvas or Mozart by sniffing the notes on a staff.

Attn: Service Corps, Imperial Army General Staff Office We guide him always, abandon him never, go where there is no path, never yielding, forever on the battlefield. Everything we do, we do for victory. We seek mages for the worst battlefields, the smallest rewards, days darkened by a forest of swords and hails of bullets, and constant danger with no guarantee of survival. To those who return go the glory and the honor. General Staff Office 601st Formation Committee

By operating in the institutional mainstream of short-horizon, uncontroversial opportunities, committee members and staff ensure unspectacular results, while missing potentially rewarding longer term contrarian plays.

shifting demand patterns that have so often provoked or worsened economic cycles and crises in capitalism. Inventors and innovators in a WSDE-based economic system would, like their counterparts in capitalist systems, face problems to solve and incentives to realize the production of new goods or services. Funds would have to be secured (from public agencies provided with surplus allocations from existing WSDEs and/or from private sources that could include individuals and other WSDEs) when the inventors and innovators did not have sufficient funds of their own. Workers would have to be gathered who would leave existing employments to help start and staff the new WSDE. Similarly, incentives would have to be established, such as tax considerations, temporarily higher personal incomes for the worker/directors in successful new WSDEs, social recognition and rewards, and so on. Interestingly, the WSDE-based system would not need a patent system (nor suffer its constraint on other people’s use of new inventions), since it could provide alternative incentives for innovation just as it

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