Sap Implementation Quotes

They mounted, pistols in hand, saps of rawhide and riverrock looped about their wrists like the implements of some primitive equestrian game. Glanton looked back at them and then nudged forth his horse.

Few people have physically and emotionally survived more than one SAP implementation project.42

Good bosses also know the wrong times to fight. Tearing apart a newborn idea can kill it before it develops enough to be judged. That is why skilled group brainstorming leaders forbid premature criticism. Argument and criticism are equally destructive once a team has decided which ideas to discard and which to keep and use. After a decision is made, whining on and on that your brilliant idea was superior to the idiotic final choice is risky because it saps everyone’s energy for developing and implementing the winning ideas.

Repetition until Your Learning Becomes Unconscious (Outsourced to Environment) While I implemented what I learned, my teacher would watch me from a distance. He let me struggle as I tried to remember what he had just shown me. The first time, applying what he taught took a lot of time and effort. So we did it again, and again, and again. Over time, I became competent and thus confident. Learning something new is all about memory and how you use it. At first, your prefrontal cortex—which stores your working (or short-term) memory—is really busy figuring out how the task is done. But once you’re proficient, the prefrontal cortex gets a break. In fact, it’s freed up by as much as 90 percent. Once this happens, you can perform that skill automatically, leaving your conscious mind to focus on other things. This level of performance is called automaticity, and reaching it depends on what psychologists call overlearning or overtraining. The process of getting a skill to automaticity involves four steps, or stages: Repeated learning of a small set of information. If you’re playing basketball, for instance, that might mean shooting the same shot over and over. The key here is to go beyond the initial point of mastery. Make your training progressively more difficult. You want to make the task harder and harder until it’s too hard. Then you bring the difficulty back down slightly, in order to stay near the upper limit of your current ability. Add time constraints. For example, some math teachers ask students to work on difficult problems with increasingly shortened timelines. Adding the component of time challenges you in two ways. First, it forces you to work quickly, and second, it saps a portion of your working memory by forcing it to remain conscious of the ticking clock. Practice with increasing memory load—that is, trying to do a mental task with other things on your mind. Put simply, it’s purposefully adding distractions to your training regimen.

Polemics: Moral and ideological argumentation intended to reassure the populace of one's own state of the justice of their cause and to sow doubt among the people of hostile or neutral states about the justice of the opposing cause, thereby dividing them, undermining their will to resist, and sapping their morale. Policy and bureaucracy: "The spirit of policy and that of bureaucracy are diametrically opposed. The essence of policy is its contingency; its success depends on the correctness of an estimate which is in part conjectural. The essence of bureaucracy is its quest for safety; its success is calculability. Profound policy thrives on perpetual creation, on a constant redefinition of goals. Good administration thrives on routine, the definition of relationships which can survive mediocrity. Policy involves an adjustment of risks; administration an avoidance of deviation. Policy justifies itself by the relationship of its measures and its sense of proportion; administration by the rationality of each action in terms of a given goal. The attempt to conduct policy bureaucratically leads to a quest of calculability which tends to become a prisoner of events. The effort to administer politically leads to total irresponsibility, because bureaucracies are designed to execute, not to conceive. "The temptation to conduct policy administratively is ever present, because most governments are organized primarily for the conduct of domestic policy, whose chief problem is the implementation of social decisions, a task which is limited only by its technical feasibility. But the concern with technical problems in foreign affairs leads to a standard which evaluates by mistakes avoided rather than by goals achieved, and to a belief that activity is more likely to be judged by the pre-vision of catastrophes than the discovery of opportunities." — Henry A. Kissinger, 1964 Policy, defensive: "Limited policies inevitably are defensive policies, and defensive policies inevitably are losing policies." — John Foster Dulles, 1950 Policy, national security: Diplomacy is the form which national security policy takes in normal times; it is the silent, bloodless stuff of strategy.

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