Rewards Program Quotes

The capacity for love that makes dogs such rewarding companions has a flip-side: They find it difficult to cope without us. Since we humans programmed this vulnerability, it's our responsibility to ensure that our dogs do not suffer as a result.

For certain fortunate people there is something which transcends all classifications of behaviour, and that is awareness; something which rises above the programming of the past, and that is spontaneity; and something that is more rewarding than games, and that is intimacy.

The choice is not working or not working, but which type of work; even feeling guilty because of procrastinating takes some effort. When you commit to a goal, you're committing to a form of work that brings ongoing rewards. When you procrastinate, you're choosing a self-punishing form of work.

Government programs didn’t arise because the people demanded them or because the free market was unable to provide needed services. They arose because the politicians found them to be a convenient way to buy votes with other people’s money, a convenient way to enlarge their own power, a convenient way to reward their political cronies, and a convenient way to keep people dependent on government.

I just can't get with this idea that literature is a 12-step program. If someone wants to read a book to see good people get rewarded and the bad people get punished, essentially what they want is a fairy tale.

When rewards come from an external source instead of an internal source, they’re unreliable, which means they’re dangerous if you grow to depend on them.

Careful now: even a financially rewarding, intellectually stimulating work environment isn’t the same as living your own values.

Just like we need food and water, humans need each other. A brain study revealed that when placed in an MRI, a patient's reward center lit up when another person sat in the room. Neurons fire when talk to someone, think about someone, and they go haywire when we hold someone's hand. Our brains and bodies are actually programmed to seek each other out and connect. So then why do so many people prefer being alone? Why do we often run for the hills when we feel the slightest connection? Why we do we feel compelled to fight what we're hardwired to do? Maybe it's because when we find someone or something to hold on to, that feeling becomes like air. And we're terrified we're going to lose it. And trust me, you can get pretty good at the alone thing. But most things are better when they're shared with someone else.

That’s why you never hear politicians talking about ‘citizens,’ it’s all ‘taxpayers,’ as though the salient fact of your relationship to the state is how much you pay. Like the state was a business and citizenship was a loyalty program that rewarded you for your custom with roads and health care. Zottas cooked the process so they get all the money and own the political process, pay as much or as little tax as they want. Sure, they pay most of the tax, because they’ve built a set of rules that gives them most of the money. Talking about ‘taxpayers’ means that the state’s debt is to rich dudes, and anything it gives to kids or old people or sick people or disabled people is charity we should be grateful for, since none of those people are paying tax that justifies their rewards from Government Inc.

Mind control that uses torture turns the situations around and makes relief of pain, a reward. If a person is hurting you physically in an extreme and painful way, they say to you, "The pain will stop if you do what I tell you," which works to establish the type of disciplined response.

you see it.” Gurdjieff, a great spiritual teacher who taught in Europe and America in the early decades of the twentieth century, noted that if you think you’re free and you don’t know you are in prison, you can’t escape. Gurdjieff saw us as being in a prison of our own habits of mind. Unless we understand how we are conditioned by our desires, we remain stuck in the reality they create, like a television program with an ad that keeps repeating over and over, implanting a subliminal message while we watch the show. BEYOND THOUGHT In the West we get rewarded for rational knowledge and learning. But only when you see that the assumptions you’ve been working under are not valid,

Readers who have owned animals will appreciate how difficult it would be to train a dog to play exclusively in his own yard, to fetch his sweater whenever he sees it is raining outside, or to be generous in sharing his dog biscuits with other dogs. Yet these same people would not even question the feasibility of trying to use reward and punishment to teach their children the same behaviors.

Privileged groups routinely assume that all deserving Americans live in decent housing, attend safe schools with caring teachers, and will be rewarded for their hard work with college opportunities and good jobs. They believe that undeserving Blacks and Latinos who remain locked up in deteriorating inner cities get what they deserve and do not merit social programs that will show them a future. This closing door of opportunity associated with hyper-segregation creates a situation of shrinking opportunities and neglect. This is the exact climate that breeds a culture of violence that is a growing component of "street culture" in working-class and poor Black neighborhoods.

Strategies that relax and replenish can restore one’s reservoir of willpower and are thus helpful in ADHD. These strategies include: times of relaxation such as meditation, positive emotions, self-talk that is encouraging, time of play, physical exercise, adequate breaks, or even having a snack that increases blood glucose. Motivational strategies such imagery, or physical reminders of or talking about future rewards can also help.

That’s why you never hear politicians talking about ‘citizens,’ it’s all ‘taxpayers,’ as though the salient fact of your relationship to the state is how much you pay. Like the state was a business and citizenship was a loyalty program that rewarded you for your custom with roads and health care.

God’s program is grace, not scorekeeping; free gift, not reward and punishment in this world.

A thoroughly socialized person is one who desires only the rewards that others around him have agreed he should long for—rewards often grafted onto genetically programmed desires.

The inability to resist risky behaviors, coupled with the heightened sensitivity to stress, results in impulsive actions with immediate reward—an inherent teenage pathology.

In the tee-vee programs, males who saved the lives of females were frequently rewarded with adoration and affection. The tee-vee misrepresented many things.

constitutionally programmed to downplay reward—to kill their buzz, you might say—and scan for problems.

As part of the animal sentinel program, going back to 1999, scientists had been making great progress training honeybees to locate bombs. Bees have sensing capabilities that outperform the dog’s nose by a trillion parts per second. Using Pavlovian techniques, scientists cooled down groups of bees in a refrigerator, then strapped them into tiny boxes using masking tape, leaving their heads, and most of their antennae, poking out the top. Using a sugar water reward system, the scientists trained the bees to use their tongues to “sniff out” explosives, resulting in a reaction the scientists call a “purr.” After training, when the scientists exposed the bees to a six-second burst of explosives, some had learned to “purr.

Why is it that we reward programmers who work all night to remove the errors they put into their programs, or managers who make drastic organizational changes to resolve the crises their poor management has created? Why not reward the programmers who design so well that they don’t have dramatic errors, and managers whose organizations stay out of crisis mode? Organizing

Kids who are good at traditional school—repeating rote concepts and facts on a test—can fall apart in a situation where that isn’t enough. Programming rewards the experimental, curious mind.

I want my students to learn what life readers know: reading is its own reward. Reading is a university course in life; it makes us smarter by increasing our vocabulary and background knowledge of countless topics. Reading allows us to travel to destinations that we will never experience outside of the pages of a book. Reading is a way to find friends who have the same problems we do and who can give advice on solving those problems. Through reading, we can witness all that is noble, beautiful, or horrifying about other human beings. From a book’s characters, we can learn how to conduct ourselves. And most of all, reading is a communal act that connects you to other readers, comrades who have traveled to the same remarkable places that you have and been changed by them, too. Rewarding reading with prizes cheapens it, and undermines students’ chance to appreciate the experience of reading for the possibilities that it brings to their life. For students who read a lot, these programs are neither an incentive, nor a challenge. Yes, my classes participate in the schoolwide incentive programs when they are offered; after all, they would blaze past the requirements anyway. But I never let my students lose sight of what the true prize is; an appreciation of reading will add more to their life than a hundred days at Six Flags ever could.

Introverts, in contrast, are constitutionally programmed to downplay reward—to kill their buzz, you might say—and scan for problems. “As soon they get excited,” says Newman, “they’ll put the brakes on and think about peripheral issues that may be more important. Introverts seem to be specifically wired or trained so when they catch themselves getting excited and focused on a goal, their vigilance increases.

Having a fear of failure means you believe that even the smallest error could be evidence that you are a worthless and awful person. Having a fear of being imperfect means that it is difficult for you to accept yourself as you are—imperfect and, therefore, perfectly human—and so you interpret any criticism, rejection, or judgment by others as a threat to your very tenuous grasp on perfection. Having a fear of impossible expectations means fearing that even after you’ve worked hard and achieved the goals set for you, your only reward will be continually higher and more difficult goals to achieve, with no rest and no time to savor your achievements.

The paradox of being a professional artist. How we spend our lives trying to express ourselves well, but we have nothing to tell. We want creativity to be a system of cause and effect. Results. Marketable product. We want dedication and discipline to equal recognition and reward. We get on our art school treadmill, our graduate program for a master's in fine arts, and practice, practice, practice. With all our excellent skills, we have nothing special to document. .... Nothing pisses us off more than when some strung-out drug addict, a lazy bum, or a slobbering pervert creates a masterpiece. As if by accident. Some idiot who's not afraid to say what they really love.

Writing programs (or programming) is a very creative and rewarding activity. You can write programs for many reasons ranging from making your living to solving a difficult data analysis problem to having fun to helping someone else solve a problem.

The main reason we learn any habit, as Drs. Frederick Kanfer and Jeanne Phillips tell us in Learning Foundations of Behavior Therapy, is that even a seemingly counterproductive habit like procrastination is immediately followed by some reward. Procrastination reduces tension by taking us away from something we view as painful or threatening. The more painful work is for you, the more you will try to seek relief through avoidance or through involvement in more pleasurable activities. The more you feel that endless work deprives you of the pleasure of leisure time, the more you will avoid work.

I'm proud of it. Apart from marking the first occasion when I used my talent on behalf of other people without being asked and without caring whether I was rewarded--which was a major breakthrough in itself--the job was a pure masterpiece. Working on it, I realized in my guts how an artist or an author can get high on the creative act. The poker who wrote Precipice's original tapeworm was pretty good, but you could theoretically have killed it without shutting down the net--that is, at the cost of losing thirty or forty billion bits of data. Which I gather they were just about prepared to do when I showed up. But mine...Ho, no! That, I cross my heart, cannot be killed without DISMANTLING the net.

Lastly, since the greatest room for each person's growth lies in his areas of greatest strength, you should devise ways to help each person grow his career without necessarily promoting him up the corporate ladder and out of his areas of strength. In this organization 'promotion' will mean finding ways to give prestige, respect, and financial reward to anyone who has achieved word-class performance in any role, no matter where that role is in the hierarchy. By doing so you will overcome the remaining two obstacles to building a strengths-based organization: the 'even though I'm now in the wrong role, it was the only way to grow my career' problem and the 'I'm in a pass-through role that no one respects' problem.

What was shocking were the rewards my father's cousins had gathered in the intervening couple of decades. They farmed now on thousands of acres, not hundreds. They drove fancy pickup trucks, owned lakefront property and second homes. A simple Internet search offered the truth of where their riches had come from: good ol' Uncle Sam. Recently I clicked again on a database of farm subsidy payments, and found that five of my father's first cousins had been paid, all told, $3 million between 1995 and 2005 - and that on top of whatever they'd earned outright for the sale of their corn and soybeans. They worked hard, certainly. They'd saved and scrimped through the lean years. They were good and honorable yeoman, and now they'd come through to their great reward: a prime place at the trough of the welfare state. All that corn syrup guzzled down the gullets of America's overweight children, all that beef inefficiently fattened on cheap feed, all that ethanol being distilled in heartland refineries: all of it underwritten by as wasteful a government program as now exists this side of the defense industry. In the last ten years, the federal government has paid $131 million in subsidies and disaster insurance in just the county [in Minnesota] where I grew up. Corn is subsidized to keep it cheap, and the subsidies encourage overproduction, which encourages a scramble for ever more ways to use corn, and thus bigger subsidies - the perfect feedback loop of government welfare.

Currying favor with special interests at the expense of the public good is a way for politicians to fund their campaigns and secure their future for when they leave government. It has been firmly enshrined as the primary source of money for politics since the Sherman Act did away with patronage. So long as politicians are able to tap special interests for these purposes, they will find ways to reward them with public policy—and they will do whatever it takes to protect the programs they have already put in place. What reformers really need to do first is attack the way the business of politics is conducted, rather than focusing on the products of that business. Then, and only then , will the cancer of cronyism be removed from the body politic.

When I tried to access one of the other entertainment libraries, Vintage Movies, the system informed me that I wouldn't be granted access to a wider selection of entertainment options until I had received an above-average rating in three consecutive employee performance reviews. Then the system asked me if I wanted more information on the Indentured Employee Entertainment Reward Program. I didn't.

He learned from the Greek poets "not to expect too much from life; not to dream of a chimerical bliss, ... but to do his duty, without expecting to be rewarded ..., to cultivate his friends and love his country even to the point of self sacrifice." From ancient writers he learned the possibility of courageous resignation, and under their inspiration he worked out for himself a program which was little short of the heroic.

Standing for decentralized autonomous organization, The DAO was a complex dApp that programmed a decentralized venture capital fund to run on Ethereum. Holders of The DAO would be able to vote on what projects they wanted to support, and if developers raised enough funding from The DAO holders, they would receive the funds necessary to build their projects. Over time, investors in these projects would be rewarded through dividends or appreciation of the service provided.

Eating mindfully doesn’t mean eating perfectly. You might eat for pleasure, convenience, or a special occasion like a birthday party, even if you aren’t hungry. You might choose comfort foods when you feel stressed or go out to dinner to reward yourself. You might even overeat sometimes because the food tastes so good that you decide it’s worth feeling uncomfortable afterward. All these are part of balanced eating when you’re mindful and in charge of the decisions you make.

Eliciting peak performance means going up against something or somebody. Let me give you a simple example. For years the performance of the Intel facilities maintenance group, which is responsible for keeping our buildings clean and neat, was mediocre, and no amount of pressure or inducement seemed to do any good. We then initiated a program in which each building’s upkeep was periodically scored by a resident senior manager, dubbed a “building czar.” The score was then compared with those given the other buildings. The condition of all of them dramatically improved almost immediately. Nothing else was done; people did not get more money or other rewards. What they did get was a racetrack, an arena of competition. If your work is facilities maintenance, having your building receive the top score is a powerful source of motivation. This is key to the manager’s approach and involvement: he has to see the work as it is seen by the people who do that work every day and then create indicators so that his subordinates can watch their “racetrack” take shape.

Whenever a goal is achieved, something funny happens: the character in the animation eats the answer, gets indigestion, gets a funny look on its face, or makes some slapstick move that is unexpected enough to keep the child attentive. This “reward” is a crucial feature of the program, because each time the child is rewarded, his brain secretes such neurotransmitters as dopamine and acetylcholine, which help consolidate the map changes he has just made. (Dopamine reinforces the reward, and acetylcholine helps the brain “tune in” and sharpen memories.)

In other words, FDR understood that to be effective, governance couldn't be so antiseptic that it set aside the basic stuff of politics: You had to sell your program, reward supporters, punch back against opponents, and amplify the facts that helped your cause while fudging the details that didn't. I found myself wondering whether we'd somehow turned a virtue into a vice; whether, trapped in my own high-mindedness, I'd failed to tell the American people a story they could believe in; and whether having ceded the political narrative to my critics, I was going to be able to wrest it back.

Only years later—as an investigative journalist writing about poor scientific research—did I realize that I had committed statistical malpractice in one section of the thesis that earned me a master’s degree from Columbia University. Like many a grad student, I had a big database and hit a computer button to run a common statistical analysis, never having been taught to think deeply (or at all) about how that statistical analysis even worked. The stat program spit out a number summarily deemed “statistically significant.” Unfortunately, it was almost certainly a false positive, because I did not understand the limitations of the statistical test in the context in which I applied it. Nor did the scientists who reviewed the work. As statistician Doug Altman put it, “Everyone is so busy doing research they don’t have time to stop and think about the way they’re doing it.” I rushed into extremely specialized scientific research without having learned scientific reasoning. (And then I was rewarded for it, with a master’s degree, which made for a very wicked learning environment.) As backward as it sounds, I only began to think broadly about how science should work years after I left it.

When people ponder further about what makes their lives rewarding, they tend to move beyond pleasant memories and begin to remember other events, other experiences that overlap with pleasurable ones but fall into a category that deserves a separate name: enjoyment. Enjoyable events occur when a person has not only met some prior expectation or satisfied a need or a desire but also gone beyond what he or she has been programmed to do and achieved something unexpected, perhaps something even unimagined before. Enjoyment is characterized by this forward movement: by a sense of novelty, of accomplishment.

The word “mining” is somewhat misleading. By evoking the extraction of precious metals, it focuses our attention on the reward for mining, the new bitcoin created in each block. Although mining is incentivized by this reward, the primary purpose of mining is not the reward or the generation of new coins. If you view mining only as the process by which coins are created, you are mistaking the means (incentives) as the goal of the process. Mining is the mechanism that underpins the decentralized clearinghouse, by which transactions are validated and cleared. Mining is the invention that makes bitcoin special, a decentralized security mechanism that is the basis for P2P digital cash.

Currying favor with special interests at the expense of the public good is a way for politicians to fund their campaigns and secure their future for when they leave government. It has been firmly enshrined as the primary source of money for politics since the Sherman Act did away with patronage. So long as politicians are able to tap special interests for these purposes, they will find ways to reward them with public policy—and they will do whatever it takes to protect the programs they have already put in place. What reformers really need to do first is attack the way the business of politics is conducted, rather than focusing on the products of that business. Then, and only then , will the cancer of cronyism

In fact, the average programming manager would prefer that a project be estimated at twelve months and take twelve than that the same project be estimated at six months and take nine. This is an area where some psychological study could be rewarding, but there are indications from other situations that it is not the mean length of estimated time that annoys people but, rather, the standard deviation in the actual time taken. Thus, most people would prefer to wait a fixed ten minutes for the bus each morning than to wait one minute on four days and twenty-six minutes once a week-. Even though the average wait is six minutes in the second case, the derangement caused by one long and unexpected delay more than compensates for this disadvantage. If

Why is programming fun? What delights may its practitioner expect as his reward? First is the sheer joy of making things. As the child delights in his first mud pie, so the adult enjoys building things, especially things of his own design. I think this delight must be an image of God’s delight in making things, a delight shown in the distinctness and newness of each leaf and each snowflake. Second is the pleasure of making things that are useful to other people. Deep within, we want others to use our work and to find it helpful. In this respect the programming system is not essentially different from the child’s first clay pencil holder “for Daddy’s office.” Third is the fascination of fashioning complex puzzle-like objects of interlocking moving parts and watching them work in subtle cycles, playing out the consequences of principles built in from the beginning. The programmed computer has all the fascination of the pinball machine or the jukebox mechanism, carried to the ultimate. Fourth is the joy of always learning, which springs from the nonrepeating nature of the task. In one way or another the problem is ever new, and its solver learns something; sometimes practical, sometimes theoretical, and sometimes both. Finally, there is the delight of working in such a tractable medium. The programmer, like the poet, works only slightly removed from pure thought-stuff. He builds his castles in the air, from air, creating by exertion of the imagination. Few media of creation are so flexible, so easy to polish and rework, so readily capable of realizing grand conceptual structures. (As we shall see later, this very tractability has its own problems.) Yet the program construct, unlike the poet’s words, is real in the sense that it moves and works, producing visible outputs separate from the construct itself. It prints results, draws pictures, produces sounds, moves arms. The magic of myth and legend has come true in our time. One types the correct incantation on a keyboard and a display screen comes to life, showing things that never were nor could be. Programming then is fun because it gratifies creative longings built deep within us and delights sensibilities we have in common with all men.

Globalization has shipped products at a faster rate than anything else; it’s moved English into schools all over the world so that now there is Dutch English and Filipino English and Japanese English. But the ideologies stay in their places. They do not spread like the swine flu, or through sexual contact. They spread through books and films and things of that nature. The dictatorships of Latin America used to ban books, they used to burn them, just like Franco did, like Pope Gregory IX and Emperor Qin Shi Huang. Now they don’t have to because the best place to hide ideologies is in books. The dictatorships are mostly gone—Brazil, Argentina, Uruguay. The military juntas. Our ideologies are not secrets. Even the Ku Klux Klan holds open meetings in Alabama like a church. None of the Communists are still in jail. You can buy Mao’s red book at the gift shop at the Museum of Communism. I will die soon, in the next five to ten years. I have not seen progress during my lifetime. Our lives are too short and disposable. If we had longer life expectancies, if we lived to 200, would we work harder to preserve life or, do you think that when Borges said, ‘Jews, Christians, and Muslims all profess belief in immortality, but the veneration paid to the first century of life is proof that they truly believe in only those hundred years, for they destine all the rest, throughout eternity, to rewarding or punishing what one did when alive,’ we would simply alter it to say ‘first two centuries’? I have heard people say we are living in a golden age, but the golden age has passed—I’ve seen it in the churches all over Latin America where the gold is like glue. The Middle Ages are called the Dark Ages but only because they are forgotten, because the past is shrouded in darkness, because as we lay one century of life on top of the next, everything that has come before seems old and dark—technological advances provide the illusion of progress. The most horrendous tortures carried out in the past are still carried out today, only today the soldiers don’t meet face to face, no one is drawn and quartered, they take a pill and silently hope a heart attack doesn’t strike them first. We are living in the age of dissociation, speaking a government-patented language of innocence—technology is neither good nor evil, neither progress nor regress, but the more advanced it becomes, the more we will define this era as the one of transparent secrets, of people living in a world of open, agile knowledge, oceans unpoliced—all blank faces, blank minds, blank computers, filled with our native programming, using electronic appliances with enough memory to store everything ever written invented at precisely the same moment we no longer have the desire to read a word of it.

In fact, the fourteen programs submitted in the first round of the tournament embodied a variety of complex strategies. But much to the astonishment of Axelrod and everyone else, the crown went to the simplest strategy of all: TIT FOR TAT. Submitted by psychologist Anatol Rapoport of the University of Toronto, TIT FOR TAT would start out by cooperating on the first move, and from there on out would do exactly what the other program had done on the move before. That is, the TIT FOR TAT strategy incorporated the essence of the carrot and the stick. It was "nice" in the sense that it would never defect first. It was "forgiving" in the sense that it would reward good behavior by cooperating the next time. And yet it was "tough" in the sense that it would punish uncooperative behavior by defecting the next time. Moreover, it was "clear" in the sense that its strategy was so simple that the opposing programs could easily figure out what they were dealing with. Of course, with only a handful of programs entered in the tournament, there was always the possibility that TIT FOR TAT's success was a fluke. But maybe not. Of the fourteen programs submitted, eight were "nice" and would never defect first. And every one of them easily outperformed the six not-nice rules. So to settle the question Axelrod held a second round of the tournament, specifically inviting people to try to knock TIT FOR TAT off its throne. Sixty-two entrants tried-and TIT FOR TAT won again. The conclusion was inescapable. Nice guys-or more precisely, nice, forgiving, tough, and clear guys-can indeed finish first.

If administration actions are not to mock its own rhetoric, the President must now take the lead in mobilizing public opinion behind a new resolve to meet the crisis in our cities. He should now put before Congress a National Emergency Public Works and Reconstruction bill aimed at building housing for homeless victims of the riot-torn ghettos, repairing damaged public facilities, and in the process generating maximum employment opportunities for unskilled and semiskilled workers. Such a bill should be the first step in the imperative reconstruction of all our decaying center cities. Admittedly, the prospects for passage of such a bill in the present Congress are dismal. Congressmen will cry out that the rioters must not be re-warded, thereby further penalizing the very victims of the riots. This, after all, is a Congress capable of defeating a meager $40 million rat extermination program the same week it votes $10 million for an aquarium in the District of Columbia! But the vindictive racial meanness that has descended upon this Congress, already dominated by the revived coalition of Republicans and Dixiecrats, must be challenged—not accommodated. The President must go directly to the people, as Harry Truman did in 1948. He must go to them, not with slogans, but with a timetable for tearing down every slum in the country. There can be no further delay. The daydreamers and utopians are not those of us who have prepared massive Freedom Budgets and similar programs. They are the smugly "practical" and myopic philistines in the Congress, the state legislatures, and the city halls who thought they could sit it out. The very practical choice now before them and the American people is whether we shall have a conscious and authentic democratic social revolution or more tragic and futile riots that tear our nation to shreds.

One of the issues that animated the Tea Party in South Carolina and nationally during my campaign for governor was bailouts. The debate started with the Troubled Asset Relief Program (TARP) passed by Congress in 2008 and signed by President Bush. The TARP bailout was a perfect example of government not understanding the value of a dollar. It was a quick fix to get everyone to calm down. But what did it actually do? The banks that received the money didn’t expand lending to businesses. They used the cash to help their own books, and the taxpayers were put on the hook as loan guarantors. No one—not the politicians who encouraged the recklessness, not the quasi-governmental entities like Fannie Mae that got rich off it, and certainly not the Wall Street firms that got bailed out—was ever held accountable. And the American people ended up worse off than they were before. As a small businessperson, I found the message government was sending incredibly offensive. In my version of capitalism, if a company succeeds, you don’t punish it by raising its taxes; and if a company fails, you don’t reward it by having the taxpayers bail it out. TARP opened the floodgates for a wave of unaccountable spending that flowed out of Washington. Soon afterward, President Obama bailed out the auto industry to rescue big labor. His allies in Congress passed the $787 billion stimulus bill, most of them without having read it. And he forced through a trillion-dollar health-care takeover. With each bailout, more and more of us felt we were getting further and further from what America was meant to be: a free and striving people with a limited and accountable government. Instead, Washington was revealing itself to be an inside game, with the rules fixed to benefit the establishment. The rules favor the well connected, while the rest of us in flyover country pay the bills.

Creating “Correct” Children in the Classroom One of the most popular discipline programs in American schools is called Assertive Discipline. It teaches teachers to inflict the old “obey or suffer” method of control on students. Here you disguise the threat of punishment by calling it a choice the child is making. As in, “You have a choice, you can either finish your homework or miss the outing this weekend.” Then when the child chooses to try to protect his dignity against this form of terrorism, by refusing to do his homework, you tell him he has chosen his logical, natural consequence of being excluded from the outing. Putting it this way helps the parent or teacher mitigate against the bad feelings and guilt that would otherwise arise to tell the adult that they are operating outside the principles of compassionate relating. This insidious method is even worse than outand-out punishing, where you can at least rebel against your punisher. The use of this mind game teaches the child the false, crazy-making belief that they wanted something bad or painful to happen to them. These programs also have the stated intention of getting the child to be angry with himself for making a poor choice. In this smoke and mirrors game, the children are “causing” everything to happen and the teachers are the puppets of the children’s choices. The only ones who are not taking responsibility for their actions are the adults. Another popular coercive strategy is to use “peer pressure” to create compliance. For instance, a teacher tells her class that if anyone misbehaves then they all won’t get their pizza party. What a great way to turn children against each other. All this is done to help (translation: compel) children to behave themselves. But of course they are not behaving themselves: they are being “behaved” by the adults. Well-meaning teachers and parents try to teach children to be motivated (translation: do boring or aversive stuff without questioning why), responsible (translation: thoughtless conformity to the house rules) people. When surveys are conducted in which fourth-graders are asked what being good means, over 90% answer “being quiet.” And when teachers are asked what happens in a successful classroom, the answer is, “the teacher is able to keep the students on task” (translation: in line, doing what they are told). Consulting firms measuring teacher competence consider this a major criterion of teacher effectiveness. In other words if the students are quietly doing what they were told the teacher is evaluated as good. However my understanding of ‘real learning’ with twenty to forty children is that it is quite naturally a bit noisy and messy. Otherwise children are just playing a nice game of school, based on indoctrination and little integrated retained education. Both punishments and rewards foster a preoccupation with a narrow egocentric self-interest that undermines good values. All little Johnny is thinking about is “How much will you give me if I do X? How can I avoid getting punished if I do Y? What do they want me to do and what happens to me if I don’t do it?” Instead we could teach him to ask, “What kind of person do I want to be and what kind of community do I want to help make?” And Mom is thinking “You didn’t do what I wanted, so now I’m going to make something unpleasant happen to you, for your own good to help you fit into our (dominance/submission based) society.” This contributes to a culture of coercion and prevents a community of compassion. And as we are learning on the global level with our war on terrorism, as you use your energy and resources to punish people you run out of energy and resources to protect people. And even if children look well-behaved, they are not behaving themselves They are being behaved by controlling parents and teachers.

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Why, he asked, do all of our policing efforts have to be so reactive, so negative, and so after the fact? What if, instead of just focusing on catching criminals—and serving up ever harsher punishments—after they committed the crime, the police devoted significant resources and effort to eliminating criminal behavior before it happens? To quote Tony Blair, what if they could be tough on crime but also tough on the causes of crime?3 Out of these questions came the novel idea for Positive Tickets, a program whereby police, instead of focusing on catching young people perpetrating crimes, would focus on catching youth doing something good—something as simple as throwing litter away in a bin rather than on the ground, wearing a helmet while riding their bike, skateboarding in the designated area, or getting to school on time—and would give them a ticket for positive behavior. The ticket, of course, wouldn’t carry a fine like a parking ticket but instead would be redeemable for some kind of small reward, like free entry to the movies or to an event at a local youth center—wholesome activities that also had the bonus of keeping the young people off the streets and out of trouble. So how well did Richmond’s unconventional effort to reimagine policing work? Amazingly well, as it turned out. It took some time, but they invested in the approach as a long-term strategy, and after a decade the Positive Tickets system had reduced recidivism from 60 percent to 8 percent. You might not think of a police department as a place where you would expect to see Essentialism at work, but in fact Ward’s system of Positive Tickets is a lesson in the practice of effortless execution. The way of the Nonessentialist is to go big on everything: to try to do it all, have it all, fit it all in. The Nonessentialist operates under the false logic that the more he strives, the more he will achieve, but the reality is, the more we reach for the stars, the harder it is to get ourselves off the ground. The way of the Essentialist is different. Instead of trying to accomplish it all—and all at once—and flaring out, the Essentialist starts small and celebrates progress. Instead of going for the big, flashy wins that don’t really matter, the Essentialist pursues small and simple wins in areas that are essential.

Globalization has shipped products at a faster rate than anything else; it’s moved English into schools all over the world so that now there is Dutch English and Filipino English and Japanese English. But the ideologies stay in their places. They do not spread like the swine flu, or through sexual contact. They spread through books and films and things of that nature. The dictatorships of Latin America used to ban books, they used to burn them, just like Franco did, like Pope Gregory IX and Emperor Qin Shi Huang. Now they don’t have to because the best place to hide ideologies is in books. The dictatorships are mostly gone—Brazil, Argentina, Uruguay. The military juntas. Our ideologies are not secrets. Even the Ku Klux Klan holds open meetings in Alabama like a church. None of the Communists are still in jail. You can buy Mao’s red book at the gift shop at the Museum of Communism. I will die soon, in the next five to ten years. I have not seen progress during my lifetime. Our lives are too short and disposable. If we had longer life expectancies, if we lived to 200, would we work harder to preserve life or, do you think that when Borges said, ‘Jews, Christians, and Muslims all profess belief in immortality, but the veneration paid to the first century of life is proof that they truly believe in only those hundred years, for they destine all the rest, throughout eternity, to rewarding or punishing what one did when alive,’ we would simply alter it to say ‘first two centuries’? I have heard people say we are living in a golden age, but the golden age has passed—I’ve seen it in the churches all over Latin America where the gold is like glue. The Middle Ages are called the Dark Ages but only because they are forgotten, because the past is shrouded in darkness, because as we lay one century of life on top of the next, everything that has come before seems old and dark—technological advances provide the illusion of progress. The most horrendous tortures carried out in the past are still carried out today, only today the soldiers don’t meet face to face, no one is drawn and quartered, they take a pill and silently hope a heart attack doesn’t strike them first. We are living in the age of dissociation, speaking a government-patented language of innocence—technology is neither good nor evil, neither progress nor regress, but the more advanced it becomes, the more we will define this era as the one of transparent secrets, of people living in a world of open, agile knowledge, oceans unpoliced—all blank faces, blank minds, blank computers, filled with our native programming, using electronic appliances with enough memory to store everything ever written invented at precisely the same moment we no longer have the desire to read a word of it.” ― John M. Keller, Abracadabrantesque

Thirty-Nine Ways to Lower Your Cortisol 1 Meditate. 2 Do yoga. 3 Stretch. 4 Practice tai chi. 5 Take a Pilates class. 6 Go for a labyrinth walk. 7 Get a massage. 8 Garden (lightly). 9 Dance to soothing, positive music. 10 Take up a hobby that is quiet and rewarding. 11 Color for pleasure. 12 Spend five minutes focusing on your breathing. 13 Follow a consistent sleep schedule. 14 Listen to relaxing music. 15 Spend time laughing and having fun with someone. (No food or drink involved.) 16 Interact with a pet. (It also lowers their cortisol level.) 17 Learn to recognize stressful thinking and begin to: Train yourself to be aware of your thoughts, breathing, heart rate, and other signs of tension to recognize stress when it begins. Focus on being aware of your mental and physical states, so that you can become an objective observer of your stressful thoughts instead of a victim of them. Recognize stressful thoughts so that you can formulate a conscious and deliberate reaction to them. A study of forty-three women in a mindfulness-based program showed that the ability to describe and articulate stress was linked to a lower cortisol response.28 18 Develop faith and participate in prayer. 19 Perform acts of kindness. 20 Forgive someone. Even (or especially?) yourself. 21 Practice mindfulness, especially when you eat. 22 Drink black and green tea. 23 Eat probiotic and prebiotic foods. Probiotics are friendly, symbiotic bacteria in foods such as yogurt, sauerkraut, and kimchi. Prebiotics, such as soluble fiber, provide food for these bacteria. (Be sure they are sugar-free!) 24 Take fish or krill oil. 25 Make a gratitude list. 26 Take magnesium. 27 Try ashwagandha, an Asian herbal supplement used in traditional medicine to treat anxiety and help people adapt to stress. 28 Get bright sunlight or exposure to a lightbox within an hour of waking up (great for fighting seasonal affective disorder as well). 29 Avoid blue light at night by wearing orange or amber glasses if using electronics after dark. (Some sunglasses work.) Use lamps with orange bulbs (such as salt lamps) in each room, instead of turning on bright overhead lights, after dark. 30 Maintain healthy relationships. 31 Let go of guilt. 32 Drink water! Stay hydrated! Dehydration increases cortisol. 33 Try emotional freedom technique, a tapping strategy meant to reduce stress and activate the parasympathetic nervous system (our rest-and-digest system). 34 Have an acupuncture treatment. 35 Go forest bathing (shinrin-yoku): visit a forest and breathe its air. 36 Listen to binaural beats. 37 Use a grounding mat, or go out into the garden barefoot. 38 Sit in a rocking chair; the soothing motion is similar to the movement in utero. 39 To make your cortisol fluctuate (which is what you want it to do), end your shower or bath with a minute (or three) under cold water.

The centre of the conception of wisdom in the Bible is the Book of Ecclesiastes, whose author, or rather, chief editor, is sometimes called Koheleth, the teacher or preacher. Koheleth transforms the conservatism of popular wisdom into a program of continuous mental energy. Those who have unconsciously identified a religious attitude either with illusion or with mental indolence are not safe guides to this book, although their tradition is a long one. Some editor with a “you’d better watch out” attitude seems to have tacked a few verses on the end suggesting that God trusts only the anti-intellectual, but the main author’s courage and honesty are not to be defused in this way. He is “disillusioned” only in the sense that he has realized that an illusion is a self-constructed prison. He is not a weary pessimist tired of life: he is a vigorous realist determined to smash his way through every locked door of repression in his mind. Being tired of life is in fact the only mental handicap for which he has no remedy to suggest. Like other wise men, he is a collector of proverbs, but he applies to all of them his touchstone and key word, translated in the AV [the Authorized Version] as “vanity.” This word (hebel) has a metaphorical kernel of fog, mist, or vapour, a metaphor that recurs in the New Testament (James 4:14). It this acquires a derived sense of “emptiness,” the root meaning of the Vulgate’s vanitas. To put Koheleth’s central intuition into the form of its essential paradox: all things are full of emptiness. We should not apply a ready-made disapproving moral ambience to this word “vanity,” much less associate it with conceit. It is a conception more like the shunyata or “void” of Buddhist though: the world as everything within nothingness. As nothing is certain or permanent in the world, nothing either real or unreal, the secret of wisdom is detachment without withdrawal. All goals and aims may cheat us, but if we run away from them we shall find ourselves bumping into them. We may feel that saint is a “better” man than a sinner, and that all of our religious and moral standards would crumble into dust if we did not think so; but the saint himself is most unlikely to take such a view. Similarly Koheleth went through a stage in which he saw that wisdom was “better” than folly, then a stage in which he saw that there was really no difference between them as death lies in wait for both and finally realized that both views were equally “vanity”. As soon as we renounce the expectation of reward, in however, refined a guise, for virtue or wisdom, we relax and our real energies begin to flow into the soul. Even the great elegy at the end over the failing bodily powers of old age ceases to become “pessimistic” when we see it as part of the detachment with which the wise man sees his life in the context of vanity. We take what comes: there is no choice in the matter, hence no point in saying “we should take what comes.” We soon realize by doing so that there is a cyclical rhythm in nature. But, like other wheels, this is a machine to be understood and used by man. If it is true that the sun, the seasons, the waters, and human life itself go in cycles, the inference is that “there is a time for all things,” something different to be done at each stage of the cycle. The statement “There is nothing new under the sun” applies to wisdom but not to experience , to theory but not to practice. Only when we realize that nothing is new can we live with an intensity in which everything becomes new.

HR can and should serve as advisors to organizational leadership to develop strategic workforce plans that link to the organization’s strategic plan to ensure that the right people are on board so that the firm can meet its objectives and fulfill its mission. HR partners with line management to provide development opportunities to maximize the potential of each and every employee. HR advises management on total rewards programs (compensation and benefits) and rewards and recognition programs designed to minimize costly employee turnover and to maximize employee engagement and retention.

In 2005 joblessness would peak at 10.6 percent. To combat this scourge, between 2003 and 2005 the Schroeder government announced a national restructuring program titled Agenda 2010. Its main thrust was a multiphase program of labor market liberalization and benefit cuts, designed by a committee headed by VW’s head of human resources, Peter Hartz. The fourth and final phase of cuts, Hartz IV, became synonymous with a new German “reform” narrative. The unemployed were returned to work. Wage restraint restored German competitiveness. The reward came already in 2003 when Germany could boast of being the world export champion (Exportweltmeister). Agenda 2010 would come to define a new bipartisan self-understanding of Germany’s political class. Having accomplished the enormous task of reunification, Germany had overcome its internal difficulties and “reformed” its way back to economic health. It is a narrative that is superficially compelling and it would have significant implications for how Berlin approached the crisis of the eurozone, but it does not withstand close scrutiny. Hartz IV certainly drove millions of people more or less willingly off long-term unemployment benefits into a range of insecure jobs. This helped to hold down wages for unskilled workers, such as cashiers and cleaning workers. In the first ten years of the euro, despite soaring productivity, half of German households experienced no wage growth at all. This shortened unemployment rolls. It also increased pretax inequality and lowered Germany’s wages relative to its European neighbors. But as to the competitiveness of German exporters, the significance of Hartz IV is far less obvious. German companies do not win export orders by shaving the wages of unskilled workers. A far more important source of competitive advantage came from outsourcing production to Eastern Europe and Southern Europe. Added to which there was the boost from the global recovery of the early 2000s. While its economic impact has been exaggerated, what Hartz IV did transform was German politics. The blue-collar electorate and the left wing of the SPD never forgave Schroeder for Hartz IV.

Moving away from traditional hotel loyalty programs' model and offering a good mix of instant gratifications and long-term rewards based on the guest type is crucial to creating sustainable and scalable programs. And if it is unlikely that the industry will ever entirely move away from the points-for-stay model, most hotel brands are already integrating guest experience, recognition and service personalization as part of their loyalty programs, realizing that the in-house financial value of their guests is as important as their stay frequency.

In nineteenth-century India, under British colonial rule, authorities decided there were too many venomous cobras in the streets of Delhi, making life uncomfortable for the British residents and their families. To solve this they offered a reward for every dead cobra residents would bring in. Soon enterprising locals began to breed cobras in order to make a living from the bounty. The government caught on to this and canceled the program. The breeders, resentful of the rulers and angered by their actions, decided to release their cobras back on the streets, thereby tripling the population from before the government program.

Welch and Conaty had implemented a 20-70-10 performance ranking system, where GE employees were sorted into three groups: the top 20 percent, the middle 70 percent, and the bottom 10 percent. The top workers were lionized and rewarded with choice assignments, leadership training programs, and stock options. The bottom 10 percent were fired. Under Immelt, the forced distribution was softened and the crisp labels of “top 20 percent,” “middle 70 percent,” and “bottom 10 percent” were replaced with euphemisms: “top talent,” “highly valued,” and “needs improvement.

The UBS banker received US$ 104 million reward, the highest in US History, under the whistleblower program.

After he returned to London, we talked on the phone almost every day, and he got busy tinkering with the software. After I took a look at the finished version, I agreed to take the tracking system off his hands for $30,000. I sat down and wrote a simple agreement in which I outlined the general terms and conditions. I am not a lawyer, of course, but I thought I’d done a pretty good job of writing my first contract. And the way I did it was simplicity itself. I went online and did my homework. I looked at dozens of sample contracts, to try to get a handle on the way these things were written, and found everything I needed on the Web. (It’s even easier today; you can get a variety of contracts from various sites, at no charge.) The agreement stipulated that I would pay him in ninety days, once I had tested the program, but I already knew that it was working fine. The fact is, I needed those ninety days to generate enough income to pay him—though he didn’t need to know that. I also told him that if things worked out, I might want to hire him to run the software for me, on a month-to-month basis, when the company was up and running, and I mentioned the possibility of paying him $10,000 a month. I know that sounds like a huge number, and it was certainly a huge number to me, but I had been looking closely at my competition and at the staggering amounts of money that were being generated, and I knew that all I needed was one little deal to get my business off the ground.

Suddenly I was in business. I didn’t know anything about computers—not about programming, not about security, nothing—but I didn’t have to. I was a salesman, remember? A broker. I had the software; all I had to do now was make it work for me; all I needed were the advertisers and the publishers. If I could get an advertiser to commit to one ad, and if I could get a Web site owner to put up that ad, there’d be no stopping me. The

lack drama. Why is it that we reward programmers who work all night to remove the errors they put into their programs, or managers who make drastic organizational changes to resolve the crises their poor management has created? Why not reward the programmers who design so well that they don’t have dramatic errors, and managers whose organizations stay out of crisis mode? Organizing

Anxiety does not exist to control you. You exist to control it. It is, as I said, a simple fact of life that can be managed. In fact, used properly, it can actually give you an extra boost by heightening your energy and awareness. If you have social anxiety about such things as giving a presentation, speaking up at a meeting, attending a social gathering, initiating plans, developing intimacy in friendships and dating, then learning to manage your anxiety will help. This book will teach you how to channel your anxiety—not how to eliminate it. The twelve chapters delineate a five-step program that essentially works like this: Step I: Identify your anxiety symptoms and recognize the ways in which they interfere with your life. Your social fears prevent you from doing things you would like to do (pursue friendships, date, achieve career success). Pinpointing your stress responses and noting what causes them give you the information you need to move on to Step 2. Step 2: Set short- and long-term social goals. Having identified the situations you have trouble confronting, you can identify immediate goals to work toward, and start to form a vision of your ideal social self. Goal-setting is a valuable way of letting your imagination offer a reward for your hard work. Next, you will begin to learn skills that can make your dream a reality. Step 3: Learn stress management and self-awareness. The techniques outlined in this book will allow you to control your anxiety response and tune in to your own desires and strong points, giving you more to share as you become more comfortable interacting. With your anxiety in check and your self-awareness guiding you toward fulfillment, anxiety becomes positive energy and will be the base of your self-empowerment. Now you are ready to polish your social skills. Step 4: Learn or refine social skills. Your fear has diminished, making it possible to refine social skills and enhance your interactive productivity, which will make the difference between social success and failure. Good conversation, active listening, an awareness of what behavior is appropriate—all of these skills will add to your overall social ability and self-empowerment. Step 5: Expand and refine your social network. At this point, you are ready to roll. You understand your anxiety, your stress is manageable, and you have learned the finer points of interacting in a positive, productive manner. The final step is to use your community’s resources to create, expand, or refine your social network to best meet your interactive goals. No matter who you are, you can improve your social network to better suit your needs. From here, anything is possible!

The point is, you are capable of change! Life is what you make of it! Use this self-help program to make it all you want it to be. Don’t spend your life waiting for your luck to change. Make your own good luck by changing the way you respond. Go for it! The rewards are immeasurable.

Focus on choosing whole foods. Eliminate all processed and refined foods and follow my “90/10 rule”—eat clean 90% of the time, and have a little fun 10% of the time. So that means 1 out of every 10 meals can be whatever you choose, it’s your reward meal. Eat and enjoy guilt-free, you earned it, and it’s built into the blueprint.

A Constant Search for Knowledge The consistent, disciplined, purposeful, constant search for knowledge: it’s where the life-changing ideas are. Pursue knowledge with high expectations. Spend the money, time, and effort. They are all investments, but the payoff is so great it’s hard to compare the cost to the reward. First is the money. I have a great suggestion. Set up an educational fund for the programs, the books, the lectures, the seminars, and the videos you need for a constant flow of ideas and inspiration. Take a portion of your income each month and set it aside to invest in the search for knowledge. Remember, the best money spent is the money spent to cultivate the genius of your own mind and spirit. Make sure you don’t spend more for frivolous comforts and conveniences than you do for education. The money is a small price. The promise is unlimited potential. The next investment is time, which is an extremely valuable expenditure. It’s one thing to ask someone for their money, but to ask them for their time is a much more significant request. Knowledge takes time, precious time. The time you spend is irreplaceable. You can get more money, but you can’t get more time. However, life has a unique way of rewarding high investment with high return. The major investment of time you’re making now could be that small fine-tuning you need for major accomplishment. Last is the investment of effort. There is a great deal of difference between casual learning and serious learning. Learning that opens up the whole mental and spiritual process is truly an investment in effort. And this effort is the investment that opens the floodgates of ideas that can work their magic for you in the marketplace. So I don’t hesitate to ask you to spend—in a deliberate and consistent fashion—the money, time, and effort required to reach your goals. These are the investments that turn on the lights, sharpen the focus, and start turning your wishes of wealth and happiness into reality.

This simple idea provides a chemical explanation for an age-old question: Why does love fade? Our brains are programmed to crave the unexpected and thus to look to the future, where every exciting possibility begins. But when anything, including love, becomes familiar, that excitement slips away, and new things draw our attention. The scientists who studied this phenomenon named the buzz we get from novelty reward prediction error, and it means just what the name says.

By contrast, highly defection-prone programs did on occasion defeat their opponents, particularly when paired with others that were excessively forgiving. But when highly aggressive programs encountered each other, the outcome wasn’t pretty: Each got caught up in a string of retaliatory defections so that they both ended up with low, punishing payoffs (mutual P). TIT-FOR-TAT, meanwhile, just kept moving along, defending itself against meanies while rewarding kindlies, and, of course, rewarding itself at the same time (via the comparatively high payoff, R). “Joint undertakings stand a better chance,” we learn from the ancient Greek playwright Euripedes, “when they benefit both sides.”9

Your Last Will and Testament • Estate Plan • Name and Contact Information of Executor • Contact Information for Attorney and Accountant • Deeds and Titles for all Assets • Life Insurance Account Numbers and Contact Information • Bank Account Numbers and Contact Information • Retirement Accounts and Contact Information • Credit Card Accounts and Contact Information • List of Regular Bills, especially those on autopay • List of Mileage Accounts and Other Loyalty/Reward Programs • Comprehensive List of Passwords

I was often in a bad mood because I wanted coffee with half-and-half, because I wanted sugar, because at the end of each day I was not rewarded with alcohol for the intolerable task of living a life and working a job. But I was mad at the program, too. I didn’t feel like

Next, be sure to limit indulgence and over-petting. It’s tough to train a dog using food rewards if the dog gets unlimited free-feeding all day. Similarly, constant affection can lower a dog’s motivation to interact during the training process. Try to reserve some of your praise and enthusiastic attention for training sessions, as it will mean even more to your dog when it’s earned.

When you decide on the award in advance of achieving your dream, you are programming your mind to believe I’m willing to pay a price because this reward is going to happen.

What gets rewarded gets reinforced, what gets ignored disappears

Intention is a subtle concept. The immediate intention is not to get rid of pain—it is to focus the mind, in order to change the brain. Thinking that the immediate reward will be pain reduction will make it hard to get there, because that reward comes slowly. In the early stages what counts is the mental effort to change. These mental efforts help build new circuits and weaken the pain networks. The initial reward, after an episode, is being able to say, “I got a pain attack and used it as an opportunity to exercise mental effort and develop new connections in my brain, which will help in the long run,” rather than “I got a pain attack, I tried to get rid of it, but am still in pain.” Moskowitz writes, in his patient handout: “If focus is merely on immediate pain control, positive results will be fleeting and frustrating. Immediate pain control is definitely part of the program, but the real reward is to disconnect excessively wired pain networks and to restore more balanced brain function in these pain processing regions of the brain.

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Managing the Neutral Zone: A Checklist Yes No   ___ ___ Have I done my best to normalize the neutral zone by explaining it as an uncomfortable time that (with careful attention) can be turned to everyone’s advantage? ___ ___ Have I redefined the neutral zone by choosing a new and more affirmative metaphor with which to describe it? ___ ___ Have I reinforced that metaphor with training programs, policy changes, and financial rewards for people to keep doing their jobs during the neutral zone? ___ ___ Am I protecting people adequately from inessential further changes? ___ ___ If I can’t protect them, am I clustering those changes meaningfully? ___ ___ Have I created the temporary policies and procedures that we need to get us through the neutral zone? ___ ___ Have I created the temporary roles, reporting relationships, and organizational groupings that we need to get us through the neutral zone? ___ ___ Have I set short-range goals and checkpoints? ___ ___ Have I set realistic output objectives? ___ ___ Have I found the special training programs we need to deal successfully with the neutral zone? ___ ___ Have I found ways to keep people feeling that they still belong to the organization and are valued by our part of it? And have I taken care that perks and other forms of “privilege” are not undermining the solidarity of the group? ___ ___ Have I set up one or more Transition Monitoring Teams to keep realistic feedback flowing upward during the time in the neutral zone? ___ ___ Are my people willing to experiment and take risks in intelligently conceived ventures—or are we punishing all failures? ___ ___ Have I stepped back and taken stock of how things are being done in my part of the organization? (This is worth doing both for its own sake and as a visible model for others’ similar efforts.) ___ ___ Have I provided others with opportunities to do the same thing? Have I provided them with the resources—facilitators, survey instruments, and so on—that will help them do that? ___ ___ Have I seen to it that people build their skills in creative thinking and innovation? ___ ___ Have I encouraged experimentation and seen to it that people are not punished for failing in intelligent efforts that do not pan out? ___ ___ Have I worked to transform the losses of our organization into opportunities to try doing things a new way? ___ ___ Have I set an example by brainstorming many answers to old problems—the ones that people say we just have to live with? Am I encouraging others to do the same? ___ ___ Am I regularly checking to see that I am not pushing for certainty and closure when it would be more conducive to creativity to live a little longer with uncertainty and questions? ___ ___ Am I using my time in the neutral zone as an opportunity to replace bucket brigades with integrated systems throughout the organization?

A good example of ill-conceived (and premature) training approaches is seen in the many calls I get to conduct training programs to help people become better managers. I put my callers through a standard set of questions: •Did you choose people for managerial roles because they were the type of people who could get their fulfillment and satisfaction out of helping other people shine rather than having the ego-need to shine themselves? (No!) •Did you select them because they had a prior history of being able to give a critique to someone in such a way that the other person responds: "Wow, that was really helpful, I'm glad you helped me see all that." (No!) •Do you reward these people for how well their group has done, or do you reward them for their own personal accomplishments in generating business and serving clients? (Both, but with an emphasis on their personal numbers!) People can detect immediately a lack of alignment between what they are being trained in and how they are being managed. When they do detect it, little of what has been discussed or "trained" ever gets implemented. "So, let's summarize;' I say. "You've chosen people who don't want to do the job, who haven't demonstrated any prior aptitude for the job, and you are rewarding them for things other than doing the job?" Thanks, but I'll pass on the wonderful privilege of training them! Here's a good test for the timing of training: If the training was entirely optional and elective, and only available in a remote village accessible only by a mule, but your people still came to the training because they were saying to themselves, "I have got to learn this-it's going to be critical for my future; then, and only then, you will know you have timed your training well. Anything less than that, and you are doing the training too soon.

With such theories, economists developed a very elaborate toolkit for analyzing markets, measuring the "variance" and "betas" of different securities and classifying investment portfolios by their probability of risk. According to the theory, a fund manager can build an "efficient" portfolio to target a specific return, with a desired level of risk. It is the financial equivalent of alchemy. Want to earn more without risking too much more? Use the modern finance toolkit to alter the mix of volatile and stable stocks, or to change the ratio of stocks, bonds, and cash. Want to reward employees more without paying more? Use the toolkit to devise an employee stock-option program, with a tunable probability that the option grants will be "in the money." Indeed, the Internet bubble, fueled in part by lavish executive stock options, may not have happened without Bachelier and his heirs.

In the late 1990s, when President Bill Clinton said he intended to “end welfare as we know it,” he proposed an increase in the Job Corps budget. So a program that had been a total failure for three decades, with very little to show for the billions it had squandered, was to be rewarded with a bigger budget.

By contrast, training and goal-setting programs had a far greater impact on productivity than did anything involving payment.32

BY THE SWEAT OF THEIR BROW YOU SHALL TAX THEM? This is also why you pay taxes, for the authorities are God’s servants, who give their full time to governing. Romans 13:6 Onerous taxes hurt hard workers, slam job creators, and make us less competitive against other nations. High government spending is unsustainable and leads to national bankruptcy. Printing more dollars only leads to inflation and squeezes out private borrowing. High taxes, excessive regulation, and an ever-expanding welfare state discourage enterprise and undermine our nation’s work ethic. Politicians and bureaucrats always want to expand the size of government, and they will take inaction on our part—our failing to protest against taxes, regulations, and unnecessary government programs—as not only a sign of approval, but a signal to expand government’s reach even further. Only when a law contradicts God’s higher authority can we disobey it, and our obligation to pay taxes doesn’t rise to that level, doggone it. But what we can do is elect politicians willing to support freedom, reward hard work, and honor savings and investment by rolling back unnecessary taxes, government programs, and regulations. To do that, we need to do more than vote; we need to volunteer on campaigns, and we need to help educate our neighbors, friends, and community about the consequences we all suffer when government plays fast and loose with our tax dollars. We need to show how big government is unjust government, robbing hardworking Peters to pay bureaucrat-preferred Pauls.

Greetings, mate. I am Ander, your second; it is my duty and privilege to destroy your enemies. Then I will come to you. Your pleasure shall be the only reward I seek for tearing their heads from their bodies.” When had my second become a poet? I

Today, there aren’t any doors. You don’t need permission from anyone. You just need an internet connection and a computer. Here’s the new paradigm: It’s no longer what you know, or who you know. It’s what you create. This fundamental shift has been brought on by technologies (mainly the internet) that have made it insanely easy to create all kinds of awesome stuff. Want to become a published author? Go for it. You don’t need a publisher. Just write your book and publish it on Amazon. I did this, and now I’m a bestselling author, selling more books than most authors would have dreamed of twenty years ago. Want to sell a product? Go for it. You don’t need a warehouse, or manufacturing equipment, or a storefront, or a bank to finance everything. Raise money on KickStarter, use Google to find a cheap manufacturer in China, and ship your product to customers all over the world on Amazon, or through your own ecommerce store. Want to learn how to start a company? You don’t need to spend hundreds of thousands of dollars getting an MBA. Take a course on Udemy. Or, join a startup accelerator program―and they’ll pay you. Here’s the thing. Even if you’re not doing this stuff, other hustlers are. The trend is happening whether you like it or not. When new resources become readily available, a sliver of society inevitably flocks to those resources and uses them to their advantage, often reaping astronomically high rewards in the process. The competitive advantage has shifted from connections to creations. Knowing important people is still important, but the means of meeting them has changed. The order is now reversed. You don’t connect and then create. You create and then connect.

note on saying your dog’s name: Use your dog’s name only in the course of praise and reward. Never say your dog’s name when you’re trying to correct her behavior, such as when you tell her to get off the couch, to stop mouthing your hand, or to drop some contraband. For example,

you have reached that 80 percent automatic threshold for sit, meaning that your dog sits on cue 8 out of 10 times, stop rewarding him with a treat at the end of every success. An interesting thing happens when you begin withdrawing treats that your dog has come to expect: He tries harder to get the treat, which keeps him interested in training.

important component of this technique is a reward called jackpots—a virtual puppy bonanza. Instead of rewarding your dog with one treat, you give him 7 to 10, one at a time. (This will feel like a much bigger reward than if he eats them all in one gulp.) Be sure to say “good” with extra enthusiasm each time you dole out a treat in the jackpot. Awarding

but if he starts to lose focus and begins to fail trials, go back to a behavior that he already knows well and enjoys. Reward him for that and end the training session on a positive note, and go log it.

Behaviorists have discovered that once a dog first acquires a skill (learning stage #1), the most effective way to reinforce that skill so that it becomes an “always” behavior (learning stage #4) is by using unpredictable and random rewards. It’s

As your dog continues to master each cue, you will withdraw treats. When your dog achieves total mastery for a cue (which may take a number of weeks, so be patient), you will have withdrawn treat rewards altogether for that cue. We’ve introduced

As you withdraw treats for one cue, it is important to begin another cue with treat rewards so that your dog stays interested in training. This technique builds his desire for lifelong learning.

also use tug toys and retrieving toys as training rewards. And then I always have a very special toy in reserve to trade with my dog when he has taken contraband, such as a shoe, or to stop unwanted chase behavior. For contraband trades, I recommend a plush toy that has lots of squeaky and crinkly features, and that can’t easily be shredded. Avoid toys that would get chewed up if left with your dog for more than a minute.

The crate needs to be respected as your dog’s safe haven, not his jail, and should be associated with reward, not punishment. Although

Some dogs will whine or bark in their crates when you disappear from their view. If this happens, do not reappear when she’s making noise, as you do not want to teach her that whining brings a reward (your return). Instead, wait until she settles down and stops whining, and then reappear quietly. Make notes in your logbook about how much time elapsed before she started whining, so that the next time you do this exercise, you can be sure to return more quickly, before she has a chance to get going. If your dog barks or whines for a very long time, you may need to bring in a trainer or behaviorist to determine if it’s the beginning of true separation anxiety, or simply part of your dog getting used to her new home. It’s

Repeating a cue can cause what behaviorists call learned irrelevance: When we repeat a cue (to sit, for example), our dog learns that the first time we say “sit” is irrelevant, and that he needs to wait until we say the word five times in a row and with a certain tone before he is supposed to sit. Don’t accidentally teach your dog to think that the sounds coming out of your mouth are irrelevant. This is why it’s very important to pay attention to your verbal cues, consistently offering them only once and always in the same tone of voice. If your dog doesn’t get the cue, simply turn around and start over again with the lure. When he succeeds, remember to mark and reward.

For dogs, withholding a reward is punishment enough and is, in fact, more effective than physical punishment. Let me use a real-life story to illustrate how

A punishment can also be a withheld reward, as long as it reduces the immediately preceding behavior so that it’s less likely to occur in the future.

positive reinforcement training holds at its core that dogs learn good behavior by being rewarded for doing well, and that punishment doesn’t have to come in the form of a reprimand or, worse, physical force. In