Rigid Team Quotes

In the United States, the two-party system works as a way to manufacture an artificial group identity, akin to an ethnic or national one or an allegiance to a sports team. Part of the identity seems to consist in allegiance to certain conclusions on a range of “hot button” political issues. On those issues, political party affiliation does seem to result in rigidly held belief and loyalty in the voting booth. Allegiance to the group identity forged by political party affiliation renders Americans blind to the essential similarities between the agendas of the two parties, similarities that can be expected to be exactly the ones that run counter to public interest, in other words, those interests of the deep-pocketed backers of elections to which any politician must be subservient in order to raise the kind of money necessary to run for national office. Satisfaction at having one’s group “win” seems to override the clearly present fundamental dissatisfaction with the lack of genuine policy options.33 If the function of the two parties is to hide the fact that the basic agenda of both is shared, and irrational adherence to one of the two parties is used propagandistically to mask their fundamental overlap, then we can see how Burnham’s prediction may have come to pass, despite the existence of two distinct political parties.

The Nazis were tedious in their self-righteousness and triumphalism. They were like a winning soccer team at the after-match party, getting drunker and more boring and refusing to go home. He was sick of them. Some people might say that the USSR was similar, with its secret police, its rigid orthodoxy, and its puritan attitudes to such pleasures as abstract painting and fashion. They were wrong. Communism was a work in progress, with mistakes being made on the road to a fair society. The NKVD with its torture chambers was an aberration, a cancer in the body of Communism. One day it would be surgically removed. But probably not in wartime.

The agent carrying the team’s nonlethal rifle raised it and fired. The projectile that launched down the aisle and wrapped itself around Bellamy’s legs was nicknamed Silly String, but there was nothing silly about it. A military technology invented at Sandia National Laboratories, this nonlethal “incapacitant” was a thread of gooey polyurethane that turned rock hard on contact, creating a rigid web of plastic across the back of the fugitive’s knees. The effect on a running target was that of jamming a stick into the spokes of a moving bike. The man’s legs seized midstride, and he pitched forward, crashing to the floor. Bellamy slid another ten feet down a darkened aisle before coming to a stop, the lights above him flickering unceremoniously to life.

I don’t want to fight you. But perhaps there’s another way I could win your favor.” The way he said it made her hearts pound and her body heat up. But even if her hormones were moved, her ambitions remained unswayed. “I’m only going to say this one time, so hear me well. If you want me, don’t let some bounty come between us,” she finally said. “I’m not playing games anymore. Either it’s real, or it’s nothing. I will not be seduced away from my own success.” She waited a long moment as he thought about it. “You win this one fair and square,” he finally said. “I suppose I wouldn’t want to try lying to the Grand Inquisitor, anyway. I can prove myself on my own.” A brief pause. “And we’ll see how you might be seduced.” The comlink went silent. As she and Sixty-Seven walked back to her ship, she watched Tualon’s ship take off from just a few klicks away and zip into the sky. Now, this was a version of Tualon she could respect. Honest with himself and others, ambitious and confident. She looked forward to seeing where the seduction might come in. For all that she’d been drawn to him since they were children, he’d always been neutral toward her, never felt that same tug. But now, freed from the rigidity of the Jedi ways, perhaps he was finally realizing how powerful a partner she might be. They would make a good team, but not if he thought he was in charge. No one could rule Iskat Akaris.

A RIB is a rigid inflatable boat, and this has an engine at the rear which pushes the nose up and out of the water as it bounces along at a great speed. This was a good-sized one and I realised that it must have an antigrav component because it never sank in the water though the team of Neptunians got on with us. The marine engineer steering it took us out to the dive boat, a large – to our eyes – vessel over a mile offshore. We sat back and gripped the rope lacings along the sides and breathed in salt spray air, grinning foolishly at our friends and each other. The RIB engine was so noisy that we couldn’t really talk but we were relishing being right down at water level, streaking across the Thames estuary, heading for the most dangerous boat in the world.

Gerard van der Lem, Van Gaal’s right-hand man at Ajax and Barcelona, explains: ‘The main principle was possession of the ball. We trained on this endlessly. In some European Cup and Dutch League games we had seventy per cent ball possession. Seventy per cent! You need a lot of technical skills to do that. We almost always had the ball and we were always trying to find solutions. People think our system was rigid, but it was not. It could not be rigid. We could play with three strikers, or with three in midfield, with or without a shadow spits [striker]; whatever you like. The thing was to understand what consequences these formations have for the team. The players must be tactically very skilful and they have to be thinking spatially in advance. When we won the European Cup, everything fitted. Everything fell like a puzzle. Every player knew the qualities of his fellow players. Each player knew how to play a ball to his fellow players. In defence, they knew exactly how to press. They all knew the distances… Yeah, it was like solving a puzzle.

In 2015, we see a rigid dichotomy between the traditional mindset of school district technology leaders and those leaders and teams who have shifted to a mindset that puts students - not technology - at the center of organizational decision-making.

If his devotion were determined by his lack of “faith in ceremonials and forms,” or by his failure “to observe the Sabath very scrupulously,” Swett added, “he would fall far short of the standard.” However, if he were judged “by the higher rule of purity of conduct, of honesty of motive, of unyielding fidelity to the right,” or by his powerful belief “in the great laws of truth, the rigid discharge of duty, his accountability to God,” then he was undoubtedly “full of natural religion,” for “he believed in God as much as the most approved Church member.

If your primary objective is to bring the team into a state of harmony and oneness, it doesn’t make sense for you to rigidly impose your authority.

Lyla felt his body go rigid a moment before his fist flashed out. Blade deflected Gavin’s punch before it connected with Carmen’s face. The air around them went electric as Gavin went apeshit and launched himself at Carmen. Guards went flying and blood sprayed the luxurious carpet as Gavin’s security team tried to restrain him. Flight attendants screamed and ran off the jet. Lyla caught a glimpse of Gavin's face, contorted with blind rage. It made her hands clammy with fear. It took nearly ten minutes for his men to pin him down.

When the recruiting team gathered in a conference room in Chicago with a pile of student résumés to review, I objected anytime a student was automatically dismissed for having a B on a transcript or for having gone to a less prestigious undergraduate program. If we were serious about bringing in minority lawyers, I asserted, we’d have to look more holistically at candidates. We’d need to think about how they’d used whatever opportunities life had afforded them rather than measuring them simply by how far they’d made it up an elitist academic ladder. The point wasn’t to lower the firm’s high standards: It was to realize that by sticking with the most rigid and old-school way of evaluating a new lawyer’s potential, we were overlooking all sorts of people who could contribute to the firm’s success. We needed to interview more students, in other words, before writing them off.

used to say, “Steve, if you don’t warm up, your body will become rigid and you will become slow. Never miss out on your warm-ups.” Jeffery was their football coach. He asked them to make a kick inside the goalpost. He himself became the goalkeeper. Everyone started trying to make a goal but did not succeed. Jeffery was a very good goalkeeper. After a while, it was Paul’s turn. Paul was a good soccer player. He was better than Steve. He was in their school football team. Paul tried to hit as fast as he could, but Jeffery deflected the ball, just in time. It was a close call, but Jeffery, somehow managed to save the goal. Now, it was Steve’s turn. Steve walked towards the ball and thought for a second. He figured out that if he had to beat Jeffery, he had to confuse him. His training in the Minecraft world had taught him to confuse his opponent.

Go with the flow. Don't be demanding and rigid about what life should look like. Go with the flow of life's seasons. Don’t fight them. Work with them. Work as a team with all the forces that are there to help you.

Fae of the match,” she said and I flinched in surprise as her voice rang out over the whole stadium. “Goes to Geraldine Grus.” I could finally let my smile free as I looked around to see Geraldine leaping out of her spot in the line up, her eyes glimmering with emotion. “Oh sweet onion balls!” she gasped as she rushed towards us. “Congratulations!” I said enthusiastically as I placed the medal over her head. She crushed me in an embrace, lifting me clean off of my feet as she celebrated. Darcy wrapped her arms around us too and we laughed as Geraldine descended into happy tears. “And congratulations to the winners of the match: Starlight Academy!” Nova added loudly when we didn’t seem likely to break free of Geraldine any time soon. The crowd from Starlight went crazy, their applause deafening as the team jumped up and down in ecstatic celebration. A low growl caught my attention and I glanced to my right where Darius stood almost close enough to touch. His jaw was locked tight, his spine rigid and his eyes burning with rage. I looked away from him quickly, though I couldn’t help but feel glad that this was upsetting him. Poor little Darius lost his favourite game. Imagine how bad you’d feel if someone tried to drown you though? Not that I’m bitter at all... Nova passed Darcy a bunch of flowers and gave me a medal on a green ribbon as the Starlight Airstriker stepped up to claim them. The guy pulled both of us into an exuberant hug as he claimed his prizes and I couldn’t help but feel a bit pleased for the team as we worked our way through the line, handing over flowers and medals to each of them as they approached. I imagined beating a team filled with the Celestial Heirs was something that none of them would ever forget. I could feel heat radiating off of Darius beside me as he fought to maintain his composure while the line worked its way past us but I didn’t look his way again. The last Starlight player to approach us was the Captain, Quentin. He smiled widely as he accepted the flowers from Darcy, tossing her a wink. As I placed the medal around his neck he pulled me into a tight hug, his hand skimming my ass less than accidentally. I pushed him off with a laugh, his excitement infectious in a way that made me think he was a Siren but it didn’t feel invasive like the way it always did with Max. Maybe because he wasn’t trying to force any emotions onto me, just sharing his own. “Why don’t you two girls come back and party with us at Starlight tonight?” he offered and I didn’t miss his suggestive tone. “Why don’t you fuck off while you’ve still got some teeth left?” Darius said before we could respond. I frowned at him but his gaze was locked on Quentin. To my surprise, Quentin laughed tauntingly. “And to think, we were worried about facing off against the Celestial Heirs,” he said, aiming his comments at me and Darcy. “Turns out they really aren’t that impressive after all. It would be a shame if Solaria ended up in their loser hands. Maybe the two of you should reconsider the idea of taking up your crown?” I laughed at his brazen behaviour, wondering how much more it would take for Darius to snap. “Yeah,” I replied jokingly. “Maybe we should take our crowns back after all.” Darcy laughed too, flicking her long hair. “Oh yeah,” she agreed. “I think a crown would suit me actually.” Quentin yelled out in surprise as a shot of heated energy slammed into him like a freight train and he was catapulted halfway across the pitch before falling into a heap on the ground. Before I could react in any way, I found a severely pissed off Dragon Shifter snarling in my face. My breath caught in my lungs and I blinked up at him as he growled at me. Seth moved in on Darcy beside me, his face set with the same enraged scowl while the other two drew close behind them. “Do you want to say that again?” Darius asked, his voice low, the threat in it sending a tremor right through my core. (tory)

Inflexibility is one of the worst human failings. You can learn to check impetuosity, overcome fear with confidence, and laziness with discipline. But for rigidity of mind there is no antidote. It carries the seeds of its own destruction. —Anonymous

Many of us spend hours filling out forms on computers—forms that require names, dates, addresses, telephone numbers, monetary sums, and other information in a fixed, rigid format. Worse, often we are not even told the correct format until we get it wrong. Why not figure out the variety of ways a person might fill out a form and accommodate all of them? Some companies have done excellent jobs at this, so let us celebrate their actions. Consider Microsoft’s calendar program. Here, it is possible to specify dates any way you like: “November 23, 2015,” “23 Nov. 15,” or “11.23.15.” It even accepts phrases such as “a week from Thursday,” “tomorrow,” “a week from tomorrow,” or “yesterday.” Same with time. You can enter the time any way you want: “3:45 PM,” “15.35,” “an hour,” “two and one-half hours.” Same with telephone numbers: Want to start with a + sign (to indicate the code for international dialing)? No problem. Like to separate the number fields with spaces, dashes, parentheses, slashes, periods? No problem. As long as the program can decipher the date, time, or telephone number into a legal format, it is accepted. I hope the team that worked on this got bonuses and promotions.

Finally, being kind to ourselves invites us to relax. Not just to kick back and light up a cigar or have a cocktail, though this could be fine at the right place and time. Relax in the sense that we can drop the burden of maintaining our point of view. At times of pressure, we can find ourselves being defensive or rigid—maybe taking ourselves a bit too seriously. Maybe we have to hold our ground on changing a critical deadline or one of our project team members is throwing a tantrum and blaming us for a deskful of problems. Being kind to ourselves suggests that we can lay down the heavy burden of taking a stand. We can afford to lighten up and listen and adjust—to be with the situation even if it is sticky and unpleasant. Being kind to ourselves invites us to appreciate that whenever work—and life in general—does not go the way we want it to, we can pause, put our heavy bags down, give ourselves a “cup of tea,” and remember that we are not just doing a job but are being awake at work.

In battle, refusal or hesitation to follow orders can spell disaster. But at the same time, the rigid hierarchy and absolute power of officers slows down execution and stifles rapid adaptation by the soldiers closest to the fight.

Our Task Force’s rigid top-to-bottom structure was a product of military history and military culture, and finding ways to reverse the information flow—to ensure that when the bottom spoke the top listened—was

Johan Cruyff, although he never played in Italy, had an enormous impact on the Italian game. Ajax’s three European Cup victories in the 1970s revealed a new type of football to the world – ‘total football’ – based on movement, flexibility and a swift, short-passing game. As David Winner has written, ‘total football was built on a new theory of flexible space’. In attack, teams ‘aimed to make the pitch as large as possible’, in defence, they collapsed space.20 This was supposedly the complete opposite of catenaccio, which was based around rigid man-marking, discipline and a mixture of long passing and counter-attacks.

The first purchase order from the army for 900 canvas-topped Gypsies came in January 1991 and the vehicles were to be delivered before 31 March of that year. Maruti manufactured the vehicles and they were parked for inspection in the factory. Army rules required that each vehicle be inspected by their own inspectors. The inspecting team would check only seven or eight vehicles in a day. It was obviously impossible to complete inspection of 900 vehicles in the time available. The inspection agency would not accept our submission that the vehicles were mass produced, following a well-documented system for quality control, and that sample checking should be adequate. They would also generally not accept Maruti’s explanation that what were being pointed out as defects were not really defects. As was foreseen, the delivery date expired before the bulk of the vehicles had been inspected. Once that happened, inspections stopped. The purchase order had to be revalidated before the remaining vehicles could be inspected. The process of revalidation took another nine to ten months. In the meantime, the vehicles were standing in the open in the factory, braving the elements. The system was not concerned about the consequences. K. Kumar made several visits to the army headquarters and met officers at various levels, to explain the Maruti-SMC system for ensuring uniformity of quality and adherence to specifications. He pleaded for expediting the process of inspection, but in vain. Kumar and I then met Lt. Gen. M.S. Bhullar, who was director general quality assurance in the army, and pointed out that exposure to the sun and rain would damage the vehicles and neither Maruti nor the army was gaining by rigidly following tortuous government procedures. Quality, I argued, was produced, not inspected and suggested that the army work out some less cumbersome methods of inspection. But the army was not willing to accept this point of view.

The Winning Cycle The ideal situation for teams would be to search for that often elusive cycle of winning. The good news is that it exists maybe more like Boyle’s Law, with conditions attached, than like the basic laws of mathematics that are rigid and therefore, more universal! Many teams around the world seem able to create such a cycle and keep it going.

I remember once in the Arctic, when we were attempting to cross the frozen North Atlantic in a small, open rigid inflatable boat (RIB), that I heard that voice very clearly. We had been caught out in a monster, sub-zero, gale-force 8 storm, 400 miles off the coast of Greenland - and we were struggling. We were reduced to a crawl as we battled up and down huge, freezing waves and crashing white water. It felt like only a matter of time before we would be capsized to our deaths in the black and icy sea during this longest of nights. Each time one of us handed over the control of the little boat to another crew member to do their shift at the wheel, we had an especially frightening few minutes as the new helmsman fought to become accustomed to the pitch and character of those freak waves. If ever we were going to be capsized, it was during these change-over times. We got lucky once. We were all thrown off our seats after the RIB had been tossed up and landed on the side of her tubes, only to topple back, by luck, the right way up. We then got lucky a second time in a similar incident. Instinct told me we wouldn’t get so lucky a third time. ‘No more mistakes. Helm this yourself,’ I felt the voice saying to me. As I prepared to hand over to Mick, my old buddy, something deep inside me kept repeating, ‘Just keep helming for a bit longer - see this team through the storm yourself.’ But we had a rota and I also knew we should stick to it. That was the rule. Yet the voice persisted. Eventually I shouted over the wind and spray to Mick that I was going to keep helming. ‘Trust me,’ I told him. Mick then helped me all through that night, pouring Red Bull down my throat as we got thrown left and right, fighting to cling on to the wheel and our seats. By dawn, the seas were easing and by the next evening we could see the distant coast of Iceland ahead. Finally. Afterwards, two of the crew said to me quietly that they had been so terrified to helm that they were praying someone else would do it. I had been exhausted, and logic had said to hand over, but instinct had told me I should keep steering. Deep down I knew that I had been beginning to master how to control the small boat in the chaos of the waves and ice - and that voice told me we might not get a third lucky escape. It was the right call - not an easy one, but a right one. Instinct doesn’t always tell us to choose the easier path, but it will guide you towards the right one.

To keep things moving up and to the right, Charles Koch had an unwavering philosophy about debt. He was rigid in his belief that debt should be kept as low as possible so that interest payments didn’t eat up Koch’s cash. The reasons for this were strategic. Every downturn brought opportunities for companies that were prepared. Downturns weakened competitors and made them ripe for takeover. Downturns made assets cheaper to buy. For this reason, Markel and his team were discouraged from borrowing large sums even if banks were more than willing to lend it. “It was really based upon kind of looking forward to opportunities,” Markel recalled. “The reason you like to build up cash and not have a lot of debt is so that you can capture opportunities that you couldn’t capture if you were fully loaded in debt and had no cash.