Scenario Planning Quotes

Another way to be prepared is to think negatively. Yes, I'm a great optimist. but, when trying to make a decision, I often think of the worst case scenario. I call it 'the eaten by wolves factor.' If I do something, what's the most terrible thing that could happen? Would I be eaten by wolves? One thing that makes it possible to be an optimist, is if you have a contingency plan for when all hell breaks loose. There are a lot of things I don't worry about, because I have a plan in place if they do.

In the business world, the rearview mirror is always clearer than the windshield.

An investor should act as though he had a lifetime decision card with just twenty punches on it.

Although the future is indiscernible, we often feel the need to plan for what cannot be planned, and attempt to react to things that never happened. Our overemphasis in the future is a mere illusion, which often makes us foolishly blind to the beauty of the present moment, and is the root of creating the worst case scenarios and the what- if situations that plague the mind.

The board should consider different future scenarios, such as economic downturns or technological disruptions, and develop contingency plans to navigate them.

Boards should encourage management to develop scenario planning exercises that model various potential global events and their impact on the company.

Scenarios help solve problems differently because they can illuminate new possibilities and ignite hope.

Women have been trained to notice micro movements. To scan and anticipate all subsequent actions, constantly measuring how far threatening words are from realities. We are tasked with defending ourselves in every imaginable scenario, planning escape routes, walking with keys between knuckles, a natural instinct in our day to day routines.

Self-compassion is like a muscle. The more we practice flexing it, especially when life doesn’t go exactly according to plan (a frequent scenario for most of us), the stronger and more resilient our compassion muscle becomes.

Planning is worrying, only in a productive, proactive form. Worry has to be a large element of planning, or else how could you project different possible scenarios, situations, outcomes, and probabilities, and then plot a course of action? A worry-free man is not a plotter.

U.S. officials wanted to pull out but feared the Afghan state would collapse if they did. Bin Laden had hoped for this exact scenario when he planned 9/11: to lure the U.S. superpower into an unwinnable guerrilla conflict that would deplete its national treasury and diminish its global influence.

Lord grant me the serenity to accept the things I cannot change, the courage to change the things I can, and the wisdom to know the difference.

Don’t waste time trying to predict an unknowable future—construct the most likely scenarios and plan what you’ll do if they occur, and you’ll be prepared for whatever actually happens.

this making up stories and conspiracy theories is something we all do. Gottschall writes, “Conspiracy is not limited to the stupid, the ignorant, or the crazy. It is a reflex of the storytelling mind’s compulsive need for meaningful experience.” The problem is that rather than rumbling with vulnerability and staying in uncertainty, we start to fill in the blanks with our fears and worst-case-scenario planning. I love this line from Gottschall: “To the conspiratorial mind, shit never just happens.

Build what you need as you need it, aggressively refactoring as you go along; don't spend a lot of time planning for grandiose, unknown future scenarios. Good software can evolve into what it will ultimately become.

reality usually delivers results a little worse than the 'worst-case scenario'. It's called the planning fallacy, and the best way to fix it is to ask how long things took the last time you tried them. That's called using the outside view instead of the inside view. But when you're doing something new and can't do that, you just have to be really, really, really pessimistic. Like, so pessimistic that reality actually comes out better than you expected around as often and as much as it comes out worse. It's actually really hard to be so pessimistic that you stand a decent chance of undershooting real life.

A good leader knows action plan and backup; a great leader, worst-case scenario.

Plans are best-case scenarios. Let’s avoid anchoring on plans when we forecast actual outcomes. Thinking about ways the plan could go wrong is one way to do it.

When forecasting the outcomes of risky projects, executives too easily fall victim to the planning fallacy. In its grip, they make decisions based on delusional optimism rather than on a rational weighting of gains, losses, and probabilities. They overestimate benefits and underestimate costs. They spin scenarios of success while overlooking the potential for mistakes and miscalculations. As a result, they pursue initiatives that are unlikely to come in on budget or on time or to deliver the expected returns—or even to be completed. In this view, people often (but not always) take on risky projects because they are overly optimistic about the odds they face. I will return to this idea several times in this book—it probably contributes to an explanation of why people litigate, why they start wars, and why they open small businesses.

Amos and I coined the term planning fallacy to describe plans and forecasts that are unrealistically close to best-case scenarios could be improved by consulting the statistics of similar cases

There is no perfect plan and no perfect scenario, because life happens. As helpful it is to be able to plan, it’s equally important to adapt to changing circumstances and problems. It’s important to understand that you will be significantly and continually impacted by imperfection—from yourself, the world, and others.

The Law of Attraction takes into account all of your doubts. So, if you say you practice the Law of Attraction yet always carry an extra parachute with a Plan B, C, & D for those ‘just in case’ scenarios… you may be tricking yourself into believing that you believe when, in actuality, you are quite insecure. If you always have a backup plan ready – though it may come off as ‘prepared’ and ‘smart’ – it also implies that you do not fully trust that Spirit will always provide.

We’ve survived it. It’s a known quantity. I have a binder with nine hundred pages of analysis and contingency plans for conflict with Mars, including fourteen different scenarios about what we do if they develop an unexpected new technology. The binder for what we do if something comes up from Venus? It’s three pages long, and it begins Step One: Find God.” Errinwright

The first start toward success is to be glad you are yourself, and know that the ground you are on is holy ground and that you expand into the Divine Plan of your life. In the Divine Plan, every righteous desire of the heart is satisfied. You are the leading lady in your life's scenario. You never take a backseat in the fourth dimension. The Divine Plan unfolds through following intuition.

This should not come as a surprise: overly optimistic forecasts of the outcome of projects are found everywhere. Amos and I coined the term planning fallacy to describe plans and forecasts that are unrealistically close to best-case scenarios could be improved by consulting the statistics of similar cases Examples of the planning fallacy abound in the experiences of individuals, governments, and businesses.

The second I get into a car and we start driving, I imagine a fatal crash to the last detail. When I’m in the liquor store, I imagine a robbery by the time the cashier tells me the total. Every plane ride is an 8-hour movie in my head of me planning what I would say to the stranger on my right if the pilot announced the plane was crashing. I always imagine these scenarios. Family dying. Earthquakes. The earth suddenly falling because gravity left the party. It’s exhausting. Yesterday someone was afraid of me. I was bicycling with Austin and we saw a dead deer on the road. It was so large. Austin nearly fell off his bike when he saw it. Then he looked over at me confused. He asked why I didn't react to it. I told him it was because I’d already imagined one six miles back. There are always two worlds playing in my head at once: what’s in front of me and what could be.

That plans, however well-intentioned, were ultimately irrelevant? That we had to learn to adapt, and the best-case scenario was finding a partner who was willing to adapt alongside us?

It’s Simple: Always consider the worst-case scenario and plan accordingly. Test the plan to ensure everyone in the organization knows how to react when things go poorly. Be prepared. Murphy was an optimist.

For individuals and small businesses, scenarios are a way to help develop their own gut feeling and assure that they have been comprehensive, both realistic and imaginative, in covering all the important bases.

if you hear the click of a lock when a man closes a door behind you, your body tenses. Women have been trained to notice micromovements, to scan and anticipate all subsequent action, constantly measuring how far threatening words are from realities. We are tasked with defending ourselves in every imaginable scenario, planning escape routes, walking with keys between knuckles, a natural instinct in our day-to-day routines.

On a different front, everybody said that casinos in South Africa would create jobs. They’ve had precisely the opposite effect. Wherever they’ve been erected, they’ve drained the local economy of money as poor people – seduced by the dream of becoming instant millionaires – have frittered away their hard-earned, meagre incomes on the slot machines. Consequently, local businesses and shops have suffered and have had to lay off

If it’s a Bolt out of the Blue attack,” says Fugate, “population protection planning is a different animal. With a Bolt out of the Blue attack, population protection planning won’t happen because everyone will be dead.

Our family was starting. We kept on moving with our young lives, shortly afterward and took Ben Young with us everywhere. But pretty soon Pegi started noticing that Ben was not doing the things some other babies were doing. Pegi was wondering if something was wrong. She was young, and nothing had ever gone wrong in her life. People told us kids grow at different rates and do things at different times. But as Ben reached six months old, we found ourselves sitting in a doctor's office. He glanced at us and offhandedly said, "Of course. Ben has cerebral palsy." I was in shock. I walked around in a for for weeks. I couldn't fathom how I had fathered two children with a rare condition that was not supposed to be hereditary, with tow different mothers. I was so angry and confused inside, projecting scenarios in my mind where people said something bad about Ben or Zeke and I would just attack them, going wild. Luckily that never did happen, but there was a root of instability inside me for a while. Although it mellowed with time, I carried that feeling around for years. Eventually Pegi and I, wanting to have another child after Ben, went to se an expert of the subject. That was Pegi's idea. Always organized and methodical in her approach to problems, Pegi planned an approach to our dilemma with her very high intelligence. We both loved children but were a little gun-shy about having another, to say the least. After evaluating our situation and our children, the doctor told us that probably Zeke dis not actually have CP-he likely had suffered a stroke in utero. The symptoms are very similar. Pegi and I weighed this information. To know someone like her and to make a decision about a subject as important as this with her was a gift beyond anything I have ever experienced. It was her idea, and she had guided us to this point. We made a decision together to go forward and have another child.

My best-case scenario for the future is that China’s government will recognize that its environmental problems pose an even graver threat that did its problem of population growth. It may then conclude that China’s interests require environmental policies as bold, and as effectively carried out, as its family planning policies.

Every year, measure the overall health of your early retirement plan by plugging your current assets and expected spending back into FIRECalc (“Perpetual Re-retirement”). This makes the Trinity study valid for retirements longer than thirty years since each time you do this, you are creating a new thirty-year retirement scenario.

This embarrassing episode remains one of the most instructive experiences of my professional life. I eventually learned three lessons from it. The first was immediately apparent: I had stumbled onto a distinction between two profoundly different approaches to forecasting, which Amos and I later labeled the inside view and the outside view. The second lesson was that our initial forecasts of about two years for the completion of the project exhibited a planning fallacy. Our estimates were closer to a best-case scenario than to a realistic assessment. I was slower to accept the third lesson, which I call irrational perseverance: the folly we displayed that day in failing to abandon the project. Facing a choice, we gave up rationality rather than give up the enterprise.

When forecasting the outcomes of risky projects, executives too easily fall victim to the planning fallacy. In its grip, they make decisions based on delusional optimism rather than on a rational weighting of gains, losses, and probabilities. They overestimate benefits and underestimate costs. They spin scenarios of success while overlooking the potential for mistakes and miscalculations.

For Villanelle, language is fluid. Most of the time she thinks in French, but every so often she awakes and knows that she’s been dreaming in Russian. At times, close to sleep, the blood roars in her ears, an unstoppable tide shot through with polyglot screams. On such occasions, alone in the Paris apartment, she anaesthetises herself with hours of web-surfing, usually in English. And now, she notes, she is mentally playing out scenarios in Sicilian-inflected Italian. She hasn’t sought out the language, but her head echoes with it. Is there any part of her that is still Oxana Vorontsova? Does she still exist, that little girl who lay night after night in urine-sodden sheets at the orphanage, planning her revenge? Or was there only ever Villanelle, evolution’s chosen instrument?

It also enables us to fill in the blanks of our future self. The way we fill in those blanks is an important element in our overall outlook on life. Fearful, anxious people see troubles ahead and lead their lives dwelling on worst-case scenarios that often do not come to pass. They believe that worrying gave them the power to execute plans that prevented the bad things from happening in the past. But

When people consider the trolley problem, here’s what brain imaging reveals: In the footbridge scenario, areas involved in motor planning and emotion become active. In contrast, in the track-switch scenario, only lateral areas involved in rational thinking become active. People register emotionally when they have to push someone; when they only have to tip a lever, their brain behaves like Star Trek’s Mr. Spock.

When forecasting the outcomes of risky projects, executives too easily fall victim to the planning fallacy. In its grip, they make decisions based on delusional optimism rather than on a rational weighting of gains, losses, and probabilities. They overestimate benefits and underestimate costs. They spin scenarios of success while overlooking the potential for mistakes and miscalculations. As a result, they pursue initiatives that are unlikely to come in on budget or on time or to deliver the expected returns—or even to be completed.

Christian apologists who argue that a story about an empty tomb is convincing evidence of a resurrected body are likely unfamiliar with Occam’s razor, which states that among competing hypotheses, the hypothesis with the fewest assumptions should be selected. They assume that the most likely explanation is miraculous resurrection through some unproven divine connection, but more likely scenarios include a stolen body, a mismarked grave, a planned removal, faulty reports, creative storytelling, edited scriptures, etc. No magic required.

Every prayer request (and every scenario that triggers a prayer request) is actually an opportunity for us to witness His glory firsthand. Because when He answers, that’s what He’s doing. He’s wanting us to see what He is like. Our Provider. Our Healer (2 Kings 20:5). Our Sustainer (Ps. 54:4). The One who is wiser than our own wisdom (1 Cor. 1:25). He wants you to know Him as your Creator, Savior, Lord, Provider, Protector, Friend, Counselor . . . and for you to worship Him as such with full appreciation. Not just generally, but personally.

His fury peaked in that moment. He refused to die because of something so random, without cause or purpose. He had to know the reason. There had to be an answer to it. He would not die now, ended by a bullet from a nameless assassin. He saw the killer shift his stance, moving to line up his shot. He was heavy-set and broad across the shoulders, easily Marc’s superior in terms of muscle and power, even without the matter of the semi-automatic pistol in his hand. He didn’t have a plan. There wasn’t any training he had gone through for a scenario such as this one. But he had no other choice

Though not true in all cases, people with ADHD often have trouble planning ahead. Planning means organizing a number of different options into a workable game plan and anticipating what will happen in various scenarios. Executive function differences in the ADHD brain often don’t accommodate these common skills. One upside of not being natural planners is that people with ADHD can be really good at going with the flow, making things work in real time. It’s not unusual for a person with ADHD to be attracted to a partner who is a good planner. In courtship, her ability to organize and plan helps to make things happen, and his easygoing nature provides liveliness and spontaneity. They both benefit and thrive. After kids, though, the ADHD partner’s inability to plan becomes a real negative as the organizational demands imposed by taking care of children require that both pitch in to keep life from becoming overwhelming.

Imagine the following. Three groups of ten individuals are in a park at lunchtime with a rainstorm threatening. In the first group, someone says: “Get up and follow me.” When he starts walking and only a few others join in, he yells to those still seated: “Up, I said, and now!” In the second group, someone says: “We’re going to have to move. Here’s the plan. Each of us stands up and marches in the direction of the apple tree. Please stay at least two feet away from other group members and do not run. Do not leave any personal belongings on the ground here and be sure to stop at the base of the tree. When we are all there . . .” In the third group, someone tells the others: “It’s going to rain in a few minutes. Why don’t we go over there and sit under that huge apple tree. We’ll stay dry, and we can have fresh apples for lunch.” I am sometimes amazed at how many people try to transform organizations using methods that look like the first two scenarios: authoritarian decree and micromanagement. Both approaches have been applied widely in enterprises over the last century, but mostly for maintaining existing systems, not transforming those systems into something better. When the goal is behavior change, unless the boss is extremely powerful, authoritarian decree often works poorly even in simple situations, like the apple tree case. Increasingly, in complex organizations, this approach doesn’t work at all. Without the power of kings and queens behind it, authoritarianism is unlikely to break through all the forces of resistance. People will ignore you or pretend to cooperate while doing everything possible to undermine your efforts. Micromanagement tries to get around this problem by specifying what employees should do in detail and then monitoring compliance. This tactic can break through some of the barriers to change, but in an increasingly unacceptable amount of time. Because the creation and communication of detailed plans is deadly slow, the change produced this way tends to be highly incremental. Only the approach used in the third scenario above has the potential to break through all the forces that support the status quo and to encourage the kind of dramatic shifts found in successful transformations. (See figure 5–1.) This approach is based on vision—a central component of all great leadership.

See? If you would have gotten a dog like I told you to, you'd be one of the cool kids around here." "And I told I work too much to have a dog. If you want a dog, you get a dog." "I did suggest that at one point, but you said no." "As I recall, your plan was to get a dog and keep it at my house. That would still be me getting a dog except in that scenario you would get to pick the dog. For some strange reason, that seems lose/lose to me." "Well, obviously I'd come over whenever it needed to go out." "How is that going to work? The club is almost an hour's drive from my house even at the best of times." He sighed, leading the way into the great room. "You'd need to let me live in your pool house, of course." "I don't have a pool house, or even a pool, dipshit." He followed her inside, enjoying this conversation far too much to leave now. "Obviously, the first part of the plan would be for you to get a pool installed, and then build a pool house for me to live in." She frowned at him and punched him in the chest. "Your imaginary dog is already costing me an imaginary fortune." "The upside is that imaginary dogs aren't big eaters. You're already saving a fortune on dog food.

It was during this period of work that Varda began to conceive a more theoretical approach to her art. She says, “[My work] deals with this question, ‘What is cinema?’ through how I found specific cinematic ways of telling what I was telling. I could have told you the same things that are in the film by just talking to you for six hours. But instead I found shapes” (Warwick). To give a name to her very particular and personal search for a cinematic language, Varda coined the term cinécriture. As she explains to Jean Decock: “When you write a musical score, someone else can play it, it’s a sign. When an architect draws up a detailed floor plan, anyone can build his house. But for me, there’s no way I could write a scenario that someone else could shoot, since the scenario doesn’t represent the writing of the film.” Later she would clarify, “The cutting, the movement, the points-of-view, the rhythm of filming and editing have been felt and considered in the way a writer chooses the depth of meaning of sentences, the type of words, number of adverbs, paragraphs, asides, chapters which advance the story or break its flow, etc. In writing its called style. In the cinema, style is cinécriture.” (Varda par Agnès [1994], 14).

hated Nick for being surprised when I became me. I hated him for not knowing it had to end, for truly believing he had married this creature, this figment of the imagination of a million masturbatory men, semen-fingered and self-satisfied. He truly seemed astonished when I asked him to listen to me. He couldn’t believe I didn’t love wax-stripping my pussy raw and blowing him on request. That I did mind when he didn’t show up for drinks with my friends. That ludicrous diary entry? I don’t need pathetic dancing-monkey scenarios to repeat to my friends, I am content with letting him be himself. That was pure, dumb Cool Girl bullshit. What a cunt. Again, I don’t get it: If you let a man cancel plans or decline to do things for you, you lose. You don’t get what you want. It’s pretty clear. Sure, he may be happy, he may say you’re the coolest girl ever, but he’s saying it because he got his way. He’s calling you a Cool Girl to fool you! That’s what men do: They try to make it sound like you are the Cool Girl so you will bow to their wishes. Like a car salesman saying, How much do you want to pay for this beauty? when you didn’t agree to buy it yet. That awful phrase men use: “I mean, I know you wouldn’t mind if I…” Yes, I do mind. Just say it. Don’t lose, you dumb little twat.

Despite Imbry's demurrals, Ghyll never missed an opportunity to expound on his creed, and was now again launched upon a lecture. "Life, after all," he said, "is but a succession of greater and lesser probabilities—a melange of maybes, as the Grand Prognosticator so aptly put it. Look at you, here in the supposed security of Bolly's Snug, supping and swilling with nary a care. Yet can you deny that a fragment of some asteroid, shattered in a collision far out in thither space back when humankind was still adrip with the primordial slime, having spent millions of years looming toward us, might now, its moment come, lance down through the atmosphere at immense speed and obliterate you where you stand?" "I do not deny the possibility," said Imbry. "I say that the likelihood is remote." "Yet still it exists! And if we couple that existence to a divine appetite for upsetting mortal plans—" "I can think of other, less far-fetched scenarios that might lead to the obliteration of someone in this room," said the thief. He accompanied the remark with an unwinking stare that ought to have caused Ghyll to stop to consider that, though Imbry was so corpulent as to be almost spherical, he was capable of sudden and conclusive acts of violence. And that consideration would have led, in turn, to a change of subject. But the Computant was too deeply set in his philosophy to take note of how others responded to it, and continued to discourse on abstruse concerns.

Target killing of Palestinian leaders, including moderate ones, was not a new phenomenon in the conflict. Israel began this policy with the assassination of Ghassan Kanafani in 1972, a poet and writer, who could have led his people to reconciliation. The fact that he was targeted, a secular and leftist activist, is symbolic of the role Israel played in killing those Palestinians it ‘regretted’ later for not being there as partners for peace. In May 2001 President George Bush Jr appointed Senator George J. Mitchell as a special envoy to the Middle East conflict. Mitchell produced a report about the causes for the second Intifada. He concluded: ‘We have no basis on which to conclude that there was a deliberate plan by the PA to initiate a campaign of violence at the first opportunity; or to conclude that there was a deliberate plan by the [Government of Israel] to respond with lethal force.’13 On the other hand, he blamed Ariel Sharon for provoking unrest by visiting and violating the sacredness of the al-Aqsa mosque and the holy places of Islam. In short, even the disempowered Arafat realized that the Israeli interpretation of Oslo in 2000 meant the end of any hope for normal Palestinian life and doomed the Palestinians to more suffering in the future. This scenario was not only morally wrong in his eyes, but also would have strengthened, as he knew too well, those who regarded the armed struggle against Israel as the exclusive way to liberate Palestine.

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Life is cruel. It plays with you while you spend your time thinking you're the one playing it. You plan, overthink, try to prepare for every possible worst-case scenario, but life still finds a way to hit you from where you least expect. You give everything your time, your love, your soul to people. You make homes out of your friends, your family, your partner. But in the end, you’re just alone. People can walk away. And when they do, you’re left wondering, should we even love at all? Should we just be selfish, chase our own happiness, run before we get hurt? Or should we stay, give everything we have, even when we know it could break us? No one tells you what’s right. You can be the wisest person in the room, a genius even, and still life will humble you through pain. It doesn’t matter how much you know, pain teaches in a language no book ever could. So who do we trust? Who do we love? People say love yourself, don’t rely on anyone. But what’s the point of loving yourself if there’s no one to share that love with? What’s the point if you can’t open your heart, take risks, live fully without holding back? Then you hear others say, always prioritize yourself, set boundaries, don’t be weak. And yet some say be kind, help others, see their pain, love them anyway. But that path hurts too. So what’s right, selfishness or selflessness? Maybe the answer is to be selfless without expecting anything in return. But that’s easier said than done. We’re human, we expect. We break when what we give isn’t returned. So how do you reach that place where you expect nothing? How many times do you have to die inside before you stop expecting? How much pain does it take? No one teaches us these things. Life does. And it teaches through pain. So maybe pain isn’t the enemy, it’s our ally. It’s the one thing that leaves a mark deep enough to make us remember. Still, we run from it. We spend our lives chasing happiness, but maybe happiness is the real illusion, because it’s fleeting, it gives false hope, and disappears when you need it most. Maybe pain is the only thing that stays. Perhaps it’s the only thing that’s honest.

Looking back from a safe distance on those long days spent alone, I can just about frame it as a funny anecdote, but the reality was far more painful. I recently found my journal from that time and I had written, ‘I’m so lonely that I actually think about dying.’ Not so funny. I wasn’t suicidal. I’ve never self-harmed. I was still going to work, eating food, getting through the day. There are a lot of people who have felt far worse. But still, I was inside my own head all day, every day, and I went days without feeling like a single interaction made me feel seen or understood. There were moments when I felt this darkness, this stillness from being so totally alone, descend. It was a feeling that I didn’t know how to shake; when it seized me, I wanted it to go away so much that when I imagined drifting off to sleep and never waking up again just to escape it, I felt calm. I remember it happening most often when I’d wake up on a Saturday morning, the full weekend stretching out ahead of me, no plans, no one to see, no one waiting for me. Loneliness seemed to hit me hardest when I felt aimless, not gripped by any initiative or purpose. It also struck hard because I lived abroad, away from close friends or family. These days, a weekend with no plans is my dream scenario. There are weekends in London that I set aside for this very purpose and they bring me great joy. But life is different when it is fundamentally lonely. During that spell in Beijing, I made an effort to make friends at work. I asked people to dinner. I moved to a new flat, waved (an arm’s-length) goodbye to Louis and found a new roommate, a gregarious Irishman, who ushered me into his friendship group. I had to work hard to dispel it, and on some days it felt like an uphill battle that I might not win, but eventually it worked. The loneliness abated. It’s taken me a long time to really believe, to know, that loneliness is circumstantial. We move to a new city. We start a new job. We travel alone. Our families move away. We don’t know how to connect with loved ones any more. We lose touch with friends. It is not a damning indictment of how lovable we are.

Regret can improve decisions. To begin understanding regret’s ameliorative properties, imagine the following scenario. During the pandemic of 2020–21, you hastily purchased a guitar, but you never got around to playing it. Now it’s taking up space in your apartment—and you could use a little cash. So, you decide to sell it. As luck would have it, your neighbor Maria is in the market for a used guitar. She asks how much you want for your instrument. Suppose you bought the guitar for $500. (It’s acoustic.) No way you can charge Maria that much for a used item. It would be great to get $300, but that seems steep. So, you suggest $225 with the plan to settle for $200. When Maria hears your $225 price, she accepts instantly, then hands you your money. Are you feeling regret? Probably. Many people do, even more so in situations with stakes greater than the sale of a used guitar. When others accept our first offer without hesitation or pushback, we often kick ourselves for not asking for more.[2] However, acknowledging one’s regrets in such situations—inviting, rather than repelling, this aversive emotion—can improve our decisions in the future. For example, in 2002, Adam Galinsky, now at Columbia University, and three other social psychologists studied negotiators who’d had their first offer accepted. They asked these negotiators to rate how much better they could have done if only they’d made a higher offer. The more they regretted their decision, the more time they spent preparing for a subsequent negotiation.[3] A related study by Galinsky, University of California, Berkeley’s, Laura Kray, and Ohio University’s Keith Markman found that when people look back at previous negotiations and think about what they regretted not doing—for example, not extending a strong first offer—they made better decisions in later negotiations. What’s more, these regret-enhanced decisions spread the benefits widely. During their subsequent encounters, regretful negotiators expanded the size of the pie and secured themselves a larger slice. The very act of contemplating what they hadn’t done previously widened the possibilities of what they could do next and provided a script for future interactions.[4]

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I've always been a pantser when I write. Planning detail with what happens at every turn isn't me. I'm not a plotter. I like to make the characters and turn them loose in the scenario and the world I create for them.

In 2018, there were 867 cars for every thousand people in the United States, 520 in the European Union. Compare that to the 339 in Russia, the 208 in Brazil, the 160 in China—and just 37 in India. In other words, the world’s auto population will grow substantially as incomes rise and the number of people increases from today’s 7.8 billion to 9.5 or 10 billion. In “Rivalry,” IHS Markit’s planning scenario, the world’s auto fleet grows from its current level of just over 1.4 billion to over 2 billion by 2050. Of that 2 billion, about 610 million are electric vehicles—almost a third of the total. The fleet simply does not turn over quickly. Annual new-car sales represent only about 6–7 percent of the total fleet. Most of the fleet is composed of vehicles that have been purchased over the preceding dozen years—in the United States, cars on average remain on the road for 11.8 years. But EVs catch up. By 2050, in this scenario, some 51 percent of total new car sales are EVs.

By keeping an accurate representation of what could have happened (and not a version edited by hindsight), memorializing the scenario plans and decision trees we create through good planning process, we can be better calibrators going forward. We can also be happier by recognizing and getting comfortable with the uncertainty of the world. Instead of living at extremes, we can find contentment with doing our best under uncertain circumstances, and being committed to improving from our experience.

Would you rather be an Architect, who plans, designs and reviews the construction of buildings, or a Zoologist, who studies

Tactical Consideration in Strikes and Kicks Used in Attack and Defense When you have enough time to identify a dangerous scenario before it starts, the primary attacks are kicks and secondary attacks are punches. In the short range it is faster to reach with a punch than to shift the body’s weight up for a kick. In the long range it is faster to leap one step and lift the leg for a kick instead of leaping two steps. Therefore in the long range, kicks are considered to be primary attacks. If you block a fake kick, attack at the same time. If your opponent tries to punch you, he would not succeed since he would have closed a two-step gap before reaching you while you were moving to block his kick as he started to move. Since he initially planned to lunge two steps forward to close the gap, he would not expect you to meet him halfway and it would break his train of thought. Another tactical move would be to move forward and close the gap without immediately attacking, and waiting for the opponent to attack first so that you could follow with a block and counterattack. However, your opponent could preemptively kick as you try to move in. Krav Maga defense techniques are designed to automatically counter a kick with a follow-up hand strike. First, the right hand goes to the left shoulder before it strikes, therefore catching the outside of the forearm in any such possible attack. During training and practice of that particular defense, the student should practice the defense with all the possible follow-up scenarios as well. Reaction Time Consideration Remember that you are a human being and your skeleton is designed for use in a unique way. If you try to crawl like a snake, or walk like a monkey, you will never reach the speed and balance of your natural movement. Therefore as a Krav Maga fighter you have the upper hand. If a martial artist attempts to get into a particular stance, or makes an opening statement with a few threatening moves and screams, or tries to fake an attack, you should know by now that he is wasting his energy and attacks and you should really react to his initial standing position when he is about to close the range, or preemptively attack if you think he is serious about hurting you. At times ignoring a person at the right time but yet being ready to counter him with the right timing will discourage a bully through the messages your body and actions deliver. From a distance, you can see that his closest limb, according to the striking distance, is what you should be concerned about. Follow your training and counterattack by blocking only the closest limb. If he fakes his first move, it should not be a great concern. While he is doing this, you should block the fake attack and counterattack him at the same time. He should never be able to get to his second planned attack.

This is not good, Alex was worried about something like this. But he has a back up plan for this kind of scenario.” Julie blinked up at him in surprise. “Um...what’s the back up plan?” She asked nervously. Reggie made a big show of dusting off his jacket sleeves and straightening his collar before answering with a worryingly enthusiastic tone. “Come on, we’ve got to go!” He started tugging her towards the door, her resistance not seeming to phase him. “Reggie! Hold on! What’s the back up plan?” He turned and gave her a smirk that did not inspire confidence. “Me.

Moments of doubt are unavoidable when we take on any strenuous task. I've used the One-Second Decision to regain my composure and win hundreds of small battles during ultra races, on the pull-up bar, and in stressful work situations. And the first step is to mentally take a knee. The best person in any combat scenario is the one who is composed enough to take a knee when the bullets are flying at them. They know they need to evaluate the situation and the landscape to find a way forward and that it's impossible to make a conscious decision if they or their team is running around like fire ants. Taking a knee in battle is not as easy as it sounds, but it's the only way to give yourself time to breathe through the panic and rein in your spinning mind so you are able to operate. The battle hasn't stopped. Gunfire is still lighting up the night, and you dont have any time to waste. In that one second, you must take a breath and decide to bring the fight. When you are in the grip of life and in danger of losing your shit, just think, It's time to take a knee. Get a couple of breaths and flash to your future. If you fold, what will happen next? What's your plan B? This is not some deep contemplation. There is no time to order a pizza and hash it out with your people. This must happen in seconds! p90

It helps to remind yourself of what you're good at and where you excel so when you have to engage in something that is hard for you, it doesn't become overwhelming. Tell yourself, I'm good here. I'm great there. This sucks, but it will be over in twenty minutes. Maybe it's twenty miles or twenty days or twenty weeks, but it doesn't matter. Every experience on earth is finite. It will end someday, and that makes it doable, but the outcome hinges on those crucial seconds you must win! There are consequences to this shit. Quitting on a dream stays with you. It can color how you see yourself and the decisions you make going forward. Several men have taken their own lives after quitting SEAL training. Others marry the first person who comes around because they are so desperate for validation. Of course, the reverse is also true. If you can withstand the suffering, take a knee, and make a conscious One-second Decision in a critical juncture, you will learn perseverance and gain strength by winning the moment. You will know what it takes and how it feels to overcome all that loud doubt, and that will stay with you too. It will become a powerful skill you can use again and again to find success, no matter what scenario you're in or where life takes you. It's not always the wrong move to quit. Even in battle, sometimes we must retreat. You might not be ready for whatever it is you've taken on. Perhaps your preparation wasn't as thorough as you'd thought. Maybe other priorities in life need your attention. It happens, but make sure that it is a conscious decision you're making, not a reaction. Never quit when your pain and insecurity are at their peak. If you must retreat, quit when it's easy, not when it's hard. Control your thought process and get through the most difficult test first. That way, if you do bow out, you'll know it wasn't a reaction based on reason and had time to devise your plan B. p91

The uncontestable truth was that the regime had meticulously planned the assault on Hama in 1982, completely subdued a few hundred Islamist fighters in about ten days, then vengefully massacred thousands of civilians, raped women, looted homes, and razed neighborhoods, and then at the end wanted victims to believe that “terrorists” had done it to them. It was a scenario repeating itself in 2011

By 1937, with Japan gaining military strength and using it to invade China, American war planners devised a worst-case scenario in the event of an attack on the Philippines. It called for a withdrawal to a defensive Alaska–Oahu–Panama line in the eastern Pacific—a strategic triangle—and an economic boycott to constrain Japan while sufficient forces were mobilized. As war clouds again loomed in Europe, Plan Orange and other singular-foe plans evolved into “Rainbow” war plans that anticipated simultaneous operations against multiple foes. In effect, this meant a two-ocean war and operations in both the Atlantic and Pacific.

Understanding Financial Risks and Companies Mitigate them? Financial risks are the possible threats, losses and debts corporations face during setting up policies and seeking new business opportunities. Financial risks lead to negative implications for the corporations that can lead to loss of financial assets, liabilities and capital. Mitigation of risks and their avoidance in the early stages of product deployment, strategy-planning and other vital phases is top-priority for financial advisors and managers. Here's how to mitigate risks in financial corporates:- ● Keeping track of Business Operations Evaluating existing business operations in the corporations will provide a holistic view of the movement of cash-flows, utilisation of financial assets, and avoiding debts and losses. ● Stocking up Emergency Funds Just as families maintain an emergency fund for dealing with uncertainties, the same goes for large corporates. Coping with uncertainty such as the ongoing pandemic is a valuable lesson that has taught businesses to maintain emergency funds to avoid economic lapses. ● Taking Data-Backed Decisions Senior financial advisors and managers must take well-reformed decisions backed by data insights. Data-based technologies such as data analytics, science, and others provide resourceful insights about various economic activities and help single out the anomalies and avoid risks. Enrolling for a course in finance through a reputed university can help young aspiring financial risk advisors understand different ways of mitigating risks and threats. The IIM risk management course provides meaningful insights into the other risks involved in corporations. What are the Financial Risks Involved in Corporations? Amongst the several roles and responsibilities undertaken by the financial management sector, identifying and analysing the volatile financial risks. Financial risk management is the pinnacle of the financial world and incorporates the following risks:- ● Market Risk Market risk refers to the threats that emerge due to corporational work-flows, operational setup and work-systems. Various financial risks include- an economic recession, interest rate fluctuations, natural calamities and others. Market risks are also known as "systematic risk" and need to be dealt with appropriately. When there are significant changes in market rates, these risks emerge and lead to economic losses. ● Credit Risk Credit risk is amongst the common threats that organisations face in the current financial scenarios. This risk emerges when a corporation provides credit to its borrower, and there are lapses while receiving owned principal and interest. Credit risk arises when a borrower falters to make the payment owed to them. ● Liquidity Risk Liquidity risk crops up when investors, business ventures and large organisations cannot meet their debt compulsions in the short run. Liquidity risk emerges when a particular financial asset, security or economic proposition can't be traded in the market. ● Operational Risk Operational risk arises due to financial losses resulting from employee's mistakes, failures in implementing policies, reforms and other procedures. Key Takeaway The various financial risks discussed above help professionals learn the different risks, threats and losses. Enrolling for a course in finance assists learners understand the different risks. Moreover, pursuing the IIM risk management course can expose professionals to the scope of international financial management in India and other key concepts.

Women have been trained to notice micromovements, to scan and anticipate all subsequent action, constantly measuring how far threatening words are from realities. We are tasked with defending ourselves in every imaginable scenario, planning escape routes, walking with keys between knuckles, a natural instinct in our day-to-day routines.

Observe your wandering mind It is likely, sooner or later, that we learn that the mind has a life of its own. A very active, energetic, inquisitive, and sometimes obsessed life. And so even with the best intentions to hold our focus on the breath and keep it breath by breath, after a while it's hard not to notice the purpose may get sidetracked, stolen, distracted, and we get involved in some other mind operation. The many infinite scenarios and storylines played out in the mind: perhaps it's dreaming and thinking about future events, or planning or fantasizing about some possibility. Or perhaps it's about recollecting past events and getting carried away by past memories and emotions. Or perhaps it's talking about this or that with ourselves, or with someone else for that matter, and objecting to this or that. It could be practically anything, and this very air will quickly disappear from our consciousness in the process of the breath that we were paying attention to, even though it is always flowing in and out of the body, of course. Note when your mind has wandered And although we made the commitment to just be with a healthy sense. But in any moment you realize the focus is no longer with the air, or on the breath, not making that into a question, or blaming yourself for this lack in concentration in any way. Clearly, and freely and affectionately remember what is in your mind at this moment. If the breath in the field of consciousness is no longer center stage, what is it? In the note, see, hear, smell what's in your head. Clearly, and freely and affectionately mention what is in your mind at this moment. If the breath in the field of consciousness is no longer center stage, what is it? Allow yourself to be aware of the breath again And then encouraging the air to be part of it right now, because it's here right now and just allowing wherever the consciousness is pushed to be, however it is, and returning the primacy of concentration once more to the heart, to the nostrils, to the flood of breath stimuli in the body, right now. So when you realize that the mind has slipped or diverted, it is already back to understanding purpose. That is consciousness, which is life itself. They just pick up on what the wind is like at this moment. Ride the waves of the breath So focusing, if you will, the concentration on the body, and then as well you can maintain the focus on the breath by floating on the waves of the air sensations, and when you know that the mind has wandered and is no longer breathing again and again, softly, compassionately only realizing what the mind is up to now. Allowing it to be just as it is, and just in reconnecting with the spirit that is also already here, once again presenting it as the center stage in the area of consciousness and thus exercising with the consistency of open and affectionate devotion to the unfolding of your life as it unfolds right here, breath by breath and moment by moment.

when you’re estimating the amount of time a task is going to take, balance your brain’s natural optimism by imagining a scenario where things don’t go entirely your way. Then plan for something close to that.

This plan would be the fulfillment of the words of Henry Kissinger recorded in Chapter 1, that are worth repeating here. “Today, Americans would be outraged if UN troops entered Los Angeles to restore order; tomorrow, they will be grateful. This is especially true if they were told there was an outside threat from beyond, whether real or promulgated, that threatened our very existence. It is then that all people of the world will plead with world leaders to deliver them from this evil. The one thing that every man fears is the unknown. When presented with this scenario, individual rights will be willingly relinquished for the guarantee of their well-being granted to them by their world government.

I always have a plan, and a backup plan, and a way to execute both. I can daydream five hundred scenarios for how something could play out before most people have thought of one.

Courtney hasn’t come in.’ Shrill with stress, Emilien was balancing four fried breakfasts on his arms. ‘She’s not at home and she’s not answering her mobile.’ ‘But …’ Courtney hadn’t even been drinking last night at Ben’s. Unless she had abandoned that plan and was currently sleeping off a hangover in a bed other than her own? And that was the least-worst scenario. ‘Let me see what I can find out.’ I grabbed three muffins and hurried upstairs to the bridal suite. Last night after I’d slunk, devastated, out of

Loyalty is a paramount consideration in deciding to keep an employee. Startups are yeasty places that breed ambition. You must be watchful that a highly self-regarding employee doesn’t attempt to run away with your idea, customers, co-workers, or investors. Any seasoned investor, myself included, has seen a variation of this scenario enough times to know that honest dealing does not always pertain in startups.

That’s the argument. He wants all of our choices to be based on the worst-case scenario. I can see the wisdom in that kind of planning for lots of situations. It would make a wedding feel like a funeral. It would turn every dream into a cruel joke.

Research actually shows that all childhood trauma, even bullying by our peers, can cause structural change in our amygdala,15 the part of our brain that detects threats in our environment, as well as in our prefrontal cortex,16 the region responsible for our “executive functions,” like our ability to plan, make decisions, and manage our social behavior. These structural changes as a result of childhood trauma create a state of hypervigilance whenever our nervous system is on alert. When this state becomes chronic or consistent over time it can manifest itself as social anxiety or complex post-traumatic stress disorder (C-PTSD), with related difficulties managing emotions, exercising inhibition, and, ultimately, having relationships.17 When our nervous system remains on high alert, we constantly scan our environment, engage in worst-case scenario thinking, and often become overwhelmed with racing thoughts while we anxiously wait for the other shoe to drop.

The following rules are the fundamental differentiators to keep in mind throughout this book. 1. Retirement Is Worst-Case-Scenario Insurance. Retirement planning is like life insurance. It should be viewed as nothing more than a hedge against the absolute worst-case scenario: in this case, becoming physically incapable of working and needing a reservoir of capital to survive. Retirement as a goal or final redemption is flawed for at least three solid reasons: a. It is predicated on the assumption that you dislike what you are doing during the most physically capable years of your life. This is a nonstarter—nothing can justify that sacrifice. b. Most people will never be able to retire and maintain even a hotdogs-for-dinner standard of living. Even one million is chump change in a world where traditional retirement could span 30 years and inflation lowers your purchasing power 2–4% per year. The math doesn’t work.3 The golden years become lower-middle-class life revisited. That’s a bittersweet ending. c. If the math does work, it means that you are one ambitious, hardworking machine. If that’s the case, guess what? One week into retirement, you’ll be so damn bored that you’ll want to stick bicycle spokes in your eyes. You’ll probably opt to look for a new job or start another company. Kinda defeats the purpose of waiting, doesn’t it? I’m not saying don’t plan for the worst case—I have maxed out 401(k)s and IRAs I use primarily for tax purposes—but don’t mistake retirement for the goal.

Visualization As you hone and create your identity and new narrative, being able to picture yourself moving through this new life actually helps it become your reality. As you use imagery as a tool, be aware that there is a huge difference between fantasizing and visualizing. It’s like the saying “If you write it down, it’s a plan; if you don’t, it’s a wish.” Fantasizing is the activity of imagining scenarios that satisfy your desire for gratification and vengeance. Fantasizing is wishing, which is not a bad place to start. Fantasy often uses a third-person POV, like watching yourself in the best movie ever, starring you. It might be fun to fantasize, but as a psychological tool that enables you to get what you want in life, it’s more or less useless. Fantasy is usually about outcome. You imagine yourself being respected or thin, in a sexual or romantic relationship, or on the beach, but you are no closer to realizing those dreams than you were before you fantasized about them. Visualizing is like writing it down to make a plan; more specifically, it is making a model in your mind of the process leading to the desired result. Visualizing is a scientific methodology for rehearsing different reality-based scenarios in your head before an important event or interaction. If you learn to visualize effectively, you can condition yourself to succeed, even in stressful, anxious situations. To visualize for success: First, use the third-person POV to see yourself showing up as required in your life, on task, and with the performance you desire. Next, use the first-person POV, where you enter into the scene and you see and feel the experience. Go over the specifics of a job interview and see yourself being assertive. Feel your steady heart rate. Smell the confidence. Train your brain to associate walking into that interview with assurance and calm. Visualize every sensation and step. The coldness of the doorknob, the plush carpet under your shoes, the overhead lighting, the sound of the copy machine down the hall. Immerse yourself in detail. Script the scene with positive, powerful phrases, like I can and I am. I can get the job done. I am the person you’re looking for. Repeat the scenario. During the week before the specific event or interaction is to take place, practice daily. Later on, when it’s all over, examine how close your visualization was to reality. Even if the two look completely different, you’ll be glad you did all you could to be prepared and to succeed. This is a tried-and-true method of practicing for success. Athletic coaches on the sports field and personal life coaches advocate and outright require this kind of thorough mental preparation. There is no substitute except to rely on luck, which is not really a plan. Prepare, prepare, prepare, and remember what Louis Pasteur said: “Chance seems to favor the prepared mind.

for all these years, since the end of World War II, the U.S. government has been preparing for, and rehearsing plans for, a General Nuclear War. A nuclear World War III that is guaranteed to leave, at minimum, 2 billion dead.

When you take a moment to focus on and think about the best-case scenario, your mind doesn’t have time to stress over what is irrational and is most likely not going to happen.

For someone who could often barely function without considering (and planning for) every worst-case scenario, she could also be oddly compulsive.

FEMA is the government entity assigned to prepare for nuclear war. Its special access programs are highly classified. They also hide, or obscure, a misperception. The truth is, there is no federal agency to help citizens survive a nuclear war per se. What FEMA does is focus on how to save specific government officials in the event of a nuclear attack. This is part of a classified FEMA program built upon classified information called the Continuity of Operations Plan, or COOP.

A reality of personal productivity is that humans are not great at estimating the time required for cognitive endeavors. We’re wired to understand the demands of tangible efforts, like crafting a hand ax, or gathering edible plants. When it comes to planning pursuits for which we lack physical intuition, however, we’re guessing more than we realize, leading us to gravitate toward best-case scenarios for how long things might take. We seem to seek the thrill that comes from imagining a wildly ambitious timeline during our planning: “Wow, if I could finish four chapters this fall, I’d really be ahead of schedule!” It feels good in the moment but sets us up for scrambling and disappointment in the days that follow. By deploying a blanket policy of doubling these initial estimates, you can counter this instinct toward unjustified optimism. The result: plans that can be completed at a more leisurely pace. The fear here, of course, is that by doubling these timelines, you’ll drastically reduce what you accomplish. But your original plans were never realistic or sustainable in the first place.

Instead of planning for the worst case scenario and feeding your anxiety, how about expecting the best case scenario and restoring your peace.

Horizon 2: Areas of focus and accountability—The segments of our life and work that we need to maintain, to ensure stability and health of ourselves and our enterprises (e.g., health, finances, customer service, strategic planning, family, career) Horizon 3: Goals and objectives—The mid- to longer-term outcomes to accomplish (usually within three to twenty-four months); e.g., “Finalize acquisition of Acme Consulting,” “Establish profitable online version of our leadership training course,” “Get Maria’s college plans finalized” Horizon 4: Vision—Long-term desired outcomes; ideal scenarios of wild success (e.g., “Publish my memoir,” “Take the company public,” “Have a vacation home in Provence”) Horizon 5: Purpose, principles—Ultimate intention, raison d’être, and core values of a person or enterprise (e.g., “To serve the growth of our community in ways that sustainably provide the greatest good for the greatest number of our citizens”)

Neither past nor present, but the FUTURE has become the key to y’our existence, today. As without a future there is no meaning to life.

Neither past nor present, but the FUTURE has become the key to y’our existence, today. As without a future there is no meaning to life.

In my experience, people who study climate change are planning for this last scenario in their own daily lives. At work, they write about the RCP2.6 path and how to get on it. At home, in their free time, they fight to get their communities on the RCP2.6 path. But when their day is over and they are sitting on the couch, they make choices that reflect their worry that we are probably on the RCP8.5 path. They look online at properties in, say, Canada or Sweden. They talk to real estate agents and ask questions like, "Does it have year-round flowing water?" They have conversations with their partners about which countries have stable governance and won't have malaria. With insider information and disposable income, they are preparing in advance to flee.

Lately, though I wouldn't admit it to anyone, much less Emma, I plan out dates. I don't let my mind skip ahead to a predictably sexy ending but rather linger on the details of each step. Meeting her at her door, the exact way I'd greet her. A kiss on the cheek, my lips on her skin. A picnic on that hill she loves, fireflies illuminating our grilled cheese sandwiches (roasted vegetables inside, three artisanal cheeses, thyme butter).

It may not feel so good during the planning process to include this focus on the negative space. Over the long run, however, seeing the world more objectively and making better decisions will feel better than turning a blind eye to negative scenarios. In a way, backcasting without premortems is a form of temporal discounting: if we imagine a positive future, we feel better now, but we’ll more than compensate for giving up that immediate gratification through the benefits of seeing the world more accurately, making better initial decisions, and being nimbler about what the world throws our way.

It’s hard to capture and explain the fog and friction of war,” Colonel John Brunderman says of his experiences in the bunker beneath the Pentagon on 9/11. A command post that “functions as the top of the pyramid for all U.S. command posts around the world.” A classified facility that ensures “connectivity for the Single Integrated Operational Plan execution, worldwide situation monitoring, and crisis management.

One cannot go charging headfirst into battle; heart alone will not win the day; the warrior who does not plan, plans to fail. Trite missives of glory won, and all but useless in this grim scenario.

The skies would not fall and you were not tempting the gods of misfortune if you did not plan for contingencies and worst-case scenarios.

He stopped at the exit, tried his phone one more time - nothing - and then he turned out of the car park and onto the road and sped up as he left a plethora of spreadsheets and mind-numbing conference calls behind him. All those figures, all those forecasts, what-if scenarios, plans, revisions and condescending douchebags were finally where they belonged: in the rear view.

All those figures, all those forecasts, what-if scenarios, plans, revisions and condescending douchebags were finally where they belonged: in the rear view.

The essence of business consulting Business consulting is becoming a well-liked hit everywhere in the world. Consultation providers are important to business folks since they help them in making informative choices. That is solely potential after serving to them understand the workforce within the enterprise world. Managers who analyze the functionality of their businesses are bound to make higher earnings than those that don’t consult an expert for surveillance. They should perceive the risks concerned, weaknesses and strengths in order for their businesses to survive competition. It is with enterprise consulting that companies are capable of analyze as well as improve upon their strategic operations. This turns into attainable because of the experience across assorted fields translating into a spectrum of new ideas. Any effective enterprise consulting will allow you to faucet into their varied sources, capabilities as well as services. Your online business will take pleasure in proven approaches, ideas and even methods. Because of this you would not have to reinvent the wheel again. You make use of confirmed strategies and construct upon them. In spite of everything, this can ultimately translate into increased productiveness in addition to more sales for your online business. As a Richmond Business Help way to grow to be more productive in addition to worthwhile, the companies of a enterprise consulting cannot be ignored. Simply just remember to are on the same page as them. It's highly vital for a business to be on the identical wavelength as their enterprise consulting team. The enterprise states its wishes whereas the enterprise consultants rework it into an achievable aim. The business states its desires and the enterprise consultants define whether or not it's practical and the simplest method to turn dreams into reality. Involving a professional guide will information you in making crucial choices. They usually present you with different scenarios that are more likely to happen in the market in the present day. Additionally they explain how your decisions are prone to impression on what you are promoting in the future. In addition they present strategies on find out how to diversify the product line rather than relying on a single product. They are going to guide you to ensure that there's utmost progress and competition is at per. Enterprise consultants enhance the information stage of a business. Their data is effective. They've been involved in varied tasks earlier than and understand all of the facets involved in the planning process. Additionally they have a clear understanding of the dangers concerned in each enterprise growth step. You possibly can due to this fact depend upon them for the event of your enterprise.

That I did mind when he didn’t show up for drinks with my friends. That ludicrous diary entry? I don’t need pathetic dancing-monkey scenarios to repeat to my friends, I am content with letting him be himself. That was pure, dumb Cool Girl bullshit. What a cunt. Again, I don’t get it: If you let a man cancel plans or decline to do things for you, you lose. You don’t get what you want. It’s pretty clear. Sure, he may be happy, he may say you’re the coolest girl ever, but he’s saying it because he got his way. He’s calling you a Cool Girl to fool you! That’s what men do: They try to make it sound like you are the cool girl so you will bow to their wishes.