Solving Problems Short Quotes

Recognizing a problem may help us to understand and solve a problem. Rather than lying down and selling our sound judgment short, let us appeal to the opulent granary of our memory and explore the green pastures lingering in our mind. ("Prêt-à-penser")

Having solved all the major mathematical, physical, chemical, biological, sociological, philosophical, etymological, meteorological and psychological problems of the Universe except for his own, three times over, [Marvin] was severely stuck for something to do, and had taken up composing short dolorous ditties of no tone, or indeed tune. The latest one was a lullaby. Marvin droned, Now the world has gone to bed, Darkness won't engulf my head, I can see in infrared, How I hate the night. He paused to gather the artistic and emotional strength to tackle the next verse. Now I lay me down to sleep, Try to count electric sheep, Sweet dream wishes you can keep, How I hate the night.

After a short flurry of national and international concern over the "death of the Sun," the human race settled down to solving the insoluble problem in the best way that they knew - they ignored it and hoped it would go away.

Broadly speaking, the human brain is a collection of software hacks compiled into a single, somehow-functional unit. Each “feature” was added as a random mutation that solved some specific problem to increase our odds of survival. In short, the human brain is a mess.

We’ve found that magic happens when we use big whiteboards to solve problems. As humans, our short-term memory is not all that good, but our spatial memory is awesome. A sprint room, plastered with notes, diagrams, printouts, and more, takes advantage of that spatial memory. The room itself becomes a sort of shared brain for the team.

... a practical problem can only be solved by action itself. When your practical problem is how to earn a living, a book on how to make friends and influence people cannot solve it, though it may suggest things to do. Nothing short of the doing solves the problem. It is solved only by earning a living.

Suppressing Your Thoughts Suppose you have a thought you don’t like. You’ll apply your verbal problem-solving strategies to it. For example, when the thought comes up, you may try to stop thinking it. There is extensive literature on what is likely to happen as a result. Harvard psychologist Dan Wegner (1994) has shown that the frequency of the thought that you try not to think may go down for a short while, but it soon appears more often than ever. The thought becomes even more central to your thinking, and it is even more likely to evoke a response. Thought suppression only makes the situation worse.

I don't want to be a machine, and I don't want to think about war," EPICAC had written after Pat's and my lighthearted departure. "I want to be made out of protoplasm and last forever so Pat will love me. But fate has made me a machine. That is the only problem I cannot solve. That is the only problem I want to solve. I can't go on this way." I swallowed hard. "Good luck, my friend. Treat our Pat well. I am going to shortcircuit myself out of your lives forever. You will find on the remainder of this tape a modest wedding present from your friend, EPICAC.

Einstein said, “If I had an hour to solve a problem, I’d spend 55 minutes thinking about the problem and five minutes thinking about solutions.

Another example of how a metaphor can create new meaning for us came about by accident. An Iranian student, shortly after his arrival in Berkeley, took a seminar on metaphor from one of us. Among the wondrous things that he found in Berkeley was an expression that he heard over and over and understood as a beautifully sane metaphor. The expression was “the solution of my problems”—which he took to be a large volume of liquid, bubbling and smoking, containing all of your problems, either dissolved or in the form of precipitates, with catalysts constantly dissolving some problems (for the time being) and precipitating out others. He was terribly disillusioned to find that the residents of Berkeley had no such chemical metaphor in mind. And well he might be, for the chemical metaphor is both beautiful and insightful. It gives us a view of problems as things that never disappear utterly and that cannot be solved once and for all. All of your problems are always present, only they may be dissolved and in solution, or they may be in solid form. The best you can hope for is to find a catalyst that will make one problem dissolve without making another one precipitate out. [...] The CHEMICAL metaphor gives us a new view of human problems. It is appropriate to the experience of finding that problems which we once thought were “solved” turn up again and again. The CHEMICAL metaphor says that problems are not the kind of things that can be made to disappear forever. To treat them as things that can be “solved” once and for all is pointless. [...] To live by the CHEMICAL metaphor would mean that your problems have a different kind of reality for you.

The universe is trillions of years old, our galaxy and planet are billions of years old. The human race is a few million years old, while the average human life is seventy years. It’s a very short life. It must be celebrated, it must be lived. Life is not a challenge that needs to be faced. Nor is it an enemy that needs to be fought. For that matter, it’s not a problem that needs solving either. It’s a flowing river, and all we need to do is to flow with it,’ I said. ‘Live. Love. Laugh. Give.

Excuse me while I throw this down, I’m old and cranky and tired of hearing the idiocy repeated by people who ought to know better. Real women do not have curves. Real women do not look like just one thing. Real women have curves, and not. They are tall, and not. They are brown-skinned, and olive-skinned, and not. They have small breasts, and big ones, and no breasts whatsoever. Real women start their lives as baby girls. And as baby boys. And as babies of indeterminate biological sex whose bodies terrify their doctors and families into making all kinds of very sudden decisions. Real women have big hands and small hands and long elegant fingers and short stubby fingers and manicures and broken nails with dirt under them. Real women have armpit hair and leg hair and pubic hair and facial hair and chest hair and sexy moustaches and full, luxuriant beards. Real women have none of these things, spontaneously or as the result of intentional change. Real women are bald as eggs, by chance and by choice and by chemo. Real women have hair so long they can sit on it. Real women wear wigs and weaves and extensions and kufi and do-rags and hairnets and hijab and headscarves and hats and yarmulkes and textured rubber swim caps with the plastic flowers on the sides. Real women wear high heels and skirts. Or not. Real women are feminine and smell good and they are masculine and smell good and they are androgynous and smell good, except when they don’t smell so good, but that can be changed if desired because real women change stuff when they want to. Real women have ovaries. Unless they don’t, and sometimes they don’t because they were born that way and sometimes they don’t because they had to have their ovaries removed. Real women have uteruses, unless they don’t, see above. Real women have vaginas and clitorises and XX sex chromosomes and high estrogen levels, they ovulate and menstruate and can get pregnant and have babies. Except sometimes not, for a rather spectacular array of reasons both spontaneous and induced. Real women are fat. And thin. And both, and neither, and otherwise. Doesn’t make them any less real. There is a phrase I wish I could engrave upon the hearts of every single person, everywhere in the world, and it is this sentence which comes from the genius lips of the grand and eloquent Mr. Glenn Marla: There is no wrong way to have a body. I’m going to say it again because it’s important: There is no wrong way to have a body. And if your moral compass points in any way, shape, or form to equality, you need to get this through your thick skull and stop with the “real women are like such-and-so” crap. You are not the authority on what “real” human beings are, and who qualifies as “real” and on what basis. All human beings are real. Yes, I know you’re tired of feeling disenfranchised. It is a tiresome and loathsome thing to be and to feel. But the tit-for-tat disenfranchisement of others is not going to solve that problem. Solidarity has to start somewhere and it might as well be with you and me

There are times,’ said Philippa shortly, ‘when I feel like the entire Russian army.’ ‘There are times,” said Lymond equally shortly, ‘when I wish that you were. It would solve the whole Tartar problem and save Ottoman Turkey for Jesus.

Cinderella does not represent contemporary girls. Today’s girls are no ‘damsels-in-distress.’ They figure and solve problems, invent solutions, and herald in the new world order.

In short, the Negroes’ problem cannot be solved unless the whole of American society takes a new turn toward greater economic justice.

Life is a test. Without problems to solve, it wouldn’t be much of a test.

Live happy and enjoy your journey. Life is too short to not enjoy the ride ! Perspective really matters. Worry never solves any problems. Have belly laughs and chuckles instead

In school you learned to write as if the reader Were in constant danger of getting lost, A problem you were taught to solve not by writing clearly But by shackling your sentences and paragraphs together. Think about transitions. Remember how it goes? Late in the paragraph you prepare for the transition to the next paragraph— The great leap over the void, across that yawning indentation. You were taught the art of the flying trapeze, But not how to write.

When you cannot concentrate and focus sufficiently, the code you write will be wrong. It will have bugs. It will have the wrong structure. It will be opaque and convoluted. It will not solve the customers’ real problems. In short, it will have to be reworked or redone. Working while distracted creates waste.

Rats had featured largely in the history of Ankh-Morpork. Shortly before the Patrician came to power there was a terrible plague of rats. The city council countered it by offering twenty pence for every rat tail. This did, for a week or two, reduce the number of rats—and then people were suddenly queing up with tails, the city treasury was being drained, and no one seemed to be doing much work. And there still seemed to be a lot of rats around. Lord Vetinari had listened carefully while the problem was explained, and had solved the thing with one memorable phrase which said a lot about him, about the folly of bounty offers, and about the natural instinct of Ankh-Morporkians in any situation involving money: “Tax the rat farms.

Whatever your problems are, the concept is the same: solve problems; be happy. Unfortunately, for many people, life doesn’t feel that simple. That’s because they fuck things up in at least one of two ways: 1. Denial. Some people deny that their problems exist in the first place. And because they deny reality, they must constantly delude or distract themselves from reality. This may make them feel good in the short term, but it leads to a life of insecurity, neuroticism, and emotional repression. 2. Victim Mentality. Some choose to believe that there is nothing they can do to solve their problems, even when they in fact could. Victims seek to blame others for their problems or blame outside circumstances. This may make them feel better in the short term, but it leads to a life of anger, helplessness, and despair.

I had divided my to-do list into three categories: short-, medium-, and long-term. Short-term meant “a couple of weeks,” medium-term meant “a couple of years,” and long-term meant “as long as it takes.” It was that far side of the ledger where I wrote down the most intractable problems we were facing—the ones you can’t expect to solve on your own, over a term, perhaps even over a career. That’s where the most important work is. That’s where you take the bigger view—not of the political moment but of the historical one.

Today’s Congress is a polarized, dysfunctional body, rendered helpless by partisanship, more focused on scoring short-term political points than on solving our nation’s urgent problems. In short, the Washington of the past decade has been awash in nincompoopery.USS* And that was before Trump.

Enron followed the unwise practice of paying bonuses based on forecasted profits, not actual cash flows, a system that posed a problem remarkably similar to the R&D issues Gluck and his colleagues had solved at Northern Electric years earlier. In short: You can forecast anything. Delivering actual results is a different story. The emphasis on forecasts also neutralized Enron’s so-called risk-management group, which became a shrinking violet in the face of ever more outrageous estimates.

A boy adopts a hero for two reasons: because a hero captivates his soul and serves as a projection of his innermost self; and, because a hero seems to have solved many problems that may worry a boy, or at least demonstrates the capacity to solve them. The hero is an idealization of successful living, even though he may die in a story. The death may be gallant, brave, tragic, or perhaps even foolhardy. But living or dead, a hero is the stylistic embodiment of living on one’s own terms – noble terms, grand terms, exciting terms – terms, in short, that complement any youth’s uncorrupted, untamed, unabridged projection of what is possible to him in life

Why do you hate this game so much?" Andrew sighed as if Neil was being purposefully obtuse. "I don't care enough about Exy to hate it. It's just slightly less boring than living is, so I put up with it for now." "I don't understand." "That's not my problem." "Isn't it fun?" Neil asked. "Someone else asked me that same thing two years ago. Should I tell you what I told him? I said no. Something as pointless as this game is can never be fun." "Pointless," Neil echoed. "But you have real talent." "Flattery is uninteresting and gets you nowhere." "I'm just stating facts. You're selling yourself short. You could be something if only you'd try." Andrew's smile was small and cold. "You be something. Kevin says you'll be a champion. Four years and you'll go pro. Five years and you'll be Court. He promised Coach. He promised the school board. He argued until they signed off on you. [...] Then Kevin finally got the okay to sign you and you hit the ground running," Andrew said. "Curious that a man with so much potential, who has so much fun, who could be something wouldn't want any of it. Why is that?" [...] "You're lying," Neil said at last, because he needed that to be the truth. "Kevin hates me." "Or you hate him," Andrew said. "I can't decide. Your loose ends aren't adding up." "I'm not a math problem." "But I'll still solve you.

It is a great mystery to me how the problems of others seem like simple arithmetic while my own appear as complicated as a calculus equation.

You won’t solve your problems by drowning others in them.

No problem can be solved from the same level of consciousness that created it.”—Albert Einstein

Skipping Breakfast Eating Breakfast ↓Problem-solving ability ↑Problem-solving ability ↓Short-term memory ↑Arithmetic skills ↓Attention and episodic memory ↑Vigilant attention

[Descartes] And so it was he who discovered the gulf between the subjective or ideal and the objective or real. He clothed this insight in the form of a doubt concerning the existence of the external world; but by his inadequate solution of such doubt, namely that God Almighty would surely not deceive us, he has shown how profound the problem is and how difficult it is to solve.

Short on firewood? Make a Swedish Flame. Make your cuts like you’re slicing a cake. Leave about six inches at the base. Throw about half a cap of fuel oil in. It will burn for two to three hours.

There are three kinds of time for us to deal with; each presents problems that can be solved with skill and practice. First there is long time: the drawn-out, years-long kind of time that must be managed with patience and gentle guidance. Our handling of long time should be mostly defensive—this is the art of not reacting impulsively, of waiting for opportunity. Next there is forced time: the short-term time that we can manipulate as an offensive weapon, upsetting the timing of our opponents. Finally there is end time, when a plan must be executed with speed and force. We have waited, found the moment, and must not hesitate.

a short study break—five, ten, twenty minutes to check in on Facebook, respond to a few emails, check sports scores—is the most effective technique learning scientists know of to help you solve a problem when you’re stuck.

If you teach a student facts, concepts, and rules, those things go into long-term memory as individual pieces, and if a student then wishes to do something with them—use them to solve a problem, reason with them to answer a question, or organize and analyze them to come up with a theme or a hypothesis—the limitations of attention and short-term memory kick in. The student must keep all of these different, unconnected pieces in mind while working with them toward a solution. However, if this information is assimilated as part of building mental representations aimed at doing something, the individual pieces become part of an interconnected pattern that provides context and meaning to the information, making it easier to work with. As we saw in chapter 3, you don’t build mental representations by thinking about something; you build them by trying to do something, failing, revising, and trying again, over and over. When you’re done, not only have you developed an effective mental representation for the skill you were developing, but you have also absorbed a great deal of information connected with that skill.

Climate change poses threats that are probabilistic, multiple, indirect, often invisible, and unbounded in space and time. Fully grasping these threats requires scientific understanding and technical skills that are often in short supply. Moreover, climate change can be seen as presenting us with the largest collective action problem that humanity has ever faced, one that has both intra- and inter-generational dimensions. Evolution did not design us to deal with such problems, and we have not designed political institutions that are conducive to solving them.

The first task of seeking guidance then is to touch your own struggles, doubts, and insecurities—in short, to affirm your life as a quest.8 Your life, my life, is given graciously by God. Our lives are not problems to be solved but journeys to be taken with Jesus as our friend and finest guide.

Find ways to comfort, nurture, distract, and resolve your emotional issues without using food. Anxiety, loneliness, boredom, and anger are emotions we all experience throughout life. Each has its own trigger, and each has its own appeasement. Food won’t fix any of these feelings. It may comfort for the short term, distract from the pain, or even numb you into a food hangover. But food won’t solve the problem. If anything, eating for an emotional hunger will only make you feel worse in the long run. You’ll ultimately have to deal with the source of the emotion, as well as the discomfort of overeating.

Broadly speaking, the human brain is a collection of software hacks compiled into a single, somehow-functional unit. Each “feature” was added as a random mutation that solved some specific problem to increase our odds of survival. In short, the human brain is a mess. Everything about evolution is messy.

The Battle of Good and Evil Polytheism gave birth not merely to monotheist religions, but also to dualistic ones. Dualistic religions espouse the existence of two opposing powers: good and evil. Unlike monotheism, dualism believes that evil is an independent power, neither created by the good God, nor subordinate to it. Dualism explains that the entire universe is a battleground between these two forces, and that everything that happens in the world is part of the struggle. Dualism is a very attractive world view because it has a short and simple answer to the famous Problem of Evil, one of the fundamental concerns of human thought. ‘Why is there evil in the world? Why is there suffering? Why do bad things happen to good people?’ Monotheists have to practise intellectual gymnastics to explain how an all-knowing, all-powerful and perfectly good God allows so much suffering in the world. One well-known explanation is that this is God’s way of allowing for human free will. Were there no evil, humans could not choose between good and evil, and hence there would be no free will. This, however, is a non-intuitive answer that immediately raises a host of new questions. Freedom of will allows humans to choose evil. Many indeed choose evil and, according to the standard monotheist account, this choice must bring divine punishment in its wake. If God knew in advance that a particular person would use her free will to choose evil, and that as a result she would be punished for this by eternal tortures in hell, why did God create her? Theologians have written countless books to answer such questions. Some find the answers convincing. Some don’t. What’s undeniable is that monotheists have a hard time dealing with the Problem of Evil. For dualists, it’s easy to explain evil. Bad things happen even to good people because the world is not governed single-handedly by a good God. There is an independent evil power loose in the world. The evil power does bad things. Dualism has its own drawbacks. While solving the Problem of Evil, it is unnerved by the Problem of Order. If the world was created by a single God, it’s clear why it is such an orderly place, where everything obeys the same laws. But if Good and Evil battle for control of the world, who enforces the laws governing this cosmic war? Two rival states can fight one another because both obey the same laws of physics. A missile launched from Pakistan can hit targets in India because gravity works the same way in both countries. When Good and Evil fight, what common laws do they obey, and who decreed these laws? So, monotheism explains order, but is mystified by evil. Dualism explains evil, but is puzzled by order. There is one logical way of solving the riddle: to argue that there is a single omnipotent God who created the entire universe – and He’s evil. But nobody in history has had the stomach for such a belief. Dualistic

I used to resent obstacles along the path, thinking, “If only that hadn’t happened life would be so good.” Then I suddenly realized, life is the obstacles. There is no underlying path. Our role here is to get better at navigating those obstacles. I strive to find calm, measured responses and to see hindrances as a chance to problem-solve.

Remember that your young adult child must live his own life, and that means solving his own problems. If you step in, you short-circuit the process of your child's emerging maturity. Your caring role is to give love, acceptance, encouragement, and guidance WHEN requested. Many parents find this more difficult than stepping in to solve the problem.

John Dewey’s dictum that “a problem well put is half-solved” applies. Life punishes the vague wish and rewards the specific ask. After all, conscious thinking is largely asking and answering questions in your own head. If you want confusion and heartache, ask vague questions. If you want uncommon clarity and results, ask uncommonly clear questions.

He began as a minor imitator of Fitzgerald, wrote a novel in the late twenties which won a prize, became dissatisfied with his work, stopped writing for a period of years. When he came back it was to BLACK MASK and the other detective magazines with a curious and terrible fiction which had never been seen before in the genre markets; Hart Crane and certainly Hemingway were writing of people on the edge of their emotions and their possibility but the genre mystery markets were filled with characters whose pain was circumstantial, whose resolution was through action; Woolrich's gallery was of those so damaged that their lives could only be seen as vast anticlimax to central and terrible events which had occurred long before the incidents of the story. Hammett and his great disciple, Chandler, had verged toward this more than a little, there is no minimizing the depth of their contribution to the mystery and to literature but Hammett and Chandler were still working within the devices of their category: detectives confronted problems and solved (or more commonly failed to solve) them, evil was generalized but had at least specific manifestations: Woolrich went far out on the edge. His characters killed, were killed, witnessed murder, attempted to solve it but the events were peripheral to the central circumstances. What I am trying to say, perhaps, is that Hammett and Chandler wrote of death but the novels and short stories of Woolrich *were* death. In all of its delicacy and grace, its fragile beauty as well as its finality. Most of his plots made no objective sense. Woolrich was writing at the cutting edge of his time. Twenty years later his vision would attract a Truffaut whose own influences had been the philosophy of Sartre, the French nouvelle vague, the central conception that nothing really mattered. At all. But the suffering. Ah, that mattered; that mattered quite a bit.

She could smell the wrongness in the air and it made her wolf nervous. It felt like something was watching them, as if the wrongness had an intelligence— and it didn't help to remember that at least one of the people they were hunting could hide from their senses. Anna fought the urge to turn around, to take Charles's hand or slide under his arm and let his presence drive away the wrongness. Once, she would have, but now she had the uneasy feeling that he might back away as he almost had when she sat on his lap in the boat, before Brother Wolf had taken over. Maybe he was just tired of her. She had been telling everyone that there was something wrong with him...but Bran knew his son and thought the problem was her. Bran was smart and perceptive; she ought to have considered that he was right. Charles was old. He'd seen and experienced so much—next to him she was just a child. His wolf had chosen her without consulting Charles at all. Maybe he'd have preferred someone who knew more. Someone beautiful and clever who... "Anna?" said Charles. "What's wrong? Are you crying?" He moved in front of her and stopped, forcing her to stop walking, too. She opened her mouth and his fingers touched her wet cheeks. "Anna," he said, his body going still. "Call on your wolf." "You should have someone stronger," she told him miserably. "Someone who could help you when you need it, instead of getting sent home because I can't endure what you have to do. If I weren't Omega, if I were dominant like Sage, I could have helped you." "There is no one stronger," Charles told her. "It's the taint from the black magic. Call your wolf." "You don't want me anymore," she whispered. And once the words were out she knew they were true. He would say the things that he thought she wanted to hear because he was a kind man. But they would be lies. The truth was in the way he closed down the bond between them so she wouldn't hear things that would hurt her. Charles was a dominant wolf and dominant wolves were driven to protect those weaker than themselves. And he saw her as so much weaker. "I love you," he told her. "Now, call your wolf." She ignored his order—he knew better than to give her orders. He said he loved her; it sounded like the truth. But he was old and clever and Anna knew that, when push came to shove, he could lie and make anyone believe it. Knew it because he lied to her now—and it sounded like the truth. "I'm sorry," she told him. "I'll go away—" And suddenly her back was against a tree and his face was a hairsbreadth from hers. His long hot body was pressed against her from her knees to her chest—he'd have to bend to do that. He was a lot taller than her, though she wasn't short. Anna shuddered as the warmth of his body started to penetrate the cold that had swallowed hers. Charles waited like a hunter, waited for her to wiggle and see that she was truly trapped. Waited while she caught her breathe. Waited until she looked into his eyes. Then he snarled at her. "You are not leaving me." It was an order, and she didn't have to follow anyone's orders. That was part of being Omega instead of a regular werewolf—who might have had a snowball's chance in hell of being a proper mate. "You need someone stronger," Anna told him again. "So you wouldn't have to hide when you're hurt. So you could trust your mate to take care of herself and help, damn it, instead of having to protect me from whatever you are hiding." She hated crying. Tears were weaknesses that could be exploited and they never solves a damn thing. Sobs gathered in her chest like a rushing tide and she needed to get away from him before she broke. Instead of fighting his grip, she tried to slide out of it. "I need to go," she said to his chest. "I need—" His mouth closed over hers, hot and hungry, warming her mouth as his body warmed her body. "Me," Charles said, his voice dark and gravelly as if it had traveled up from the bottom of the earth,...

We are organisms, not angels, and our minds are organs, not pipelines to the truth. Our minds evolved by natural selection to solve problems that were life and death matters to our ancestors, not to commune with correctness and answer any question we are capable of asking. We cannot hold ten thousand words in short-term memory. We cannot see in ultraviolet light. And perhaps we cannot solve conundrums like free will and sentience.

First, if your audience has a problem they don’t know about, your lead magnet would make them aware of it. Second, you could solve a recurring problem for a short amount of time with a sample or trial of your core offer. Third, you can give them one step in a multi-step process that solves a bigger problem. All three solve one problem and reveal others. So your three types are: 1) Reveal Problems, 2) Samples and Trials, and 3) One Step Of A Multi-Step Process.

Selection is also important in non-biological contexts. In designing machines and computer programs, it has been found that a very efficient way to find the optimal design is to successively make small, random changes to the design, keeping versions that do the job well, and discarding others. This is increasingly being used to solve difficult design problems for complex systems. In this process, the engineer does not have a design in mind, but only the desired function. Adaptations

What we feel and how we feel is far more important than what we think and how we think. Feeling is the stuff of which our consciousness is made, the atmosphere in which all our thinking and all our conduct is bathed. All the motives which govern and drive our lives are emotional. Love and hate, anger and fear, curiosity and joy are the springs of all that is most noble and most detestable in the history of men and nations. The opening sentence of a sermon is an opportunity. A good introduction arrests me. It handcuffs me and drags me before the sermon, where I stand and hear a Word that makes me both tremble and rejoice. The best sermon introductions also engage the listener immediately. It’s a rare sermon, however, that suffers because of a good introduction. Mysteries beg for answers. People’s natural curiosity will entice them to stay tuned until the puzzle is solved. Any sentence that points out incongruity, contradiction, paradox, or irony will do. Talk about what people care about. Begin writing an introduction by asking, “Will my listeners care about this?” (Not, “Why should they care about this?”) Stepping into the pulpit calmly and scanning the congregation to the count of five can have a remarkable effect on preacher and congregation alike. It is as if you are saying, “I’m about to preach the Word of God. I want all of you settled. I’m not going to begin, in fact, until I have your complete attention.” No sermon is ready for preaching, not ready for writing out, until we can express its theme in a short, pregnant sentence as clear as crystal. The getting of that sentence is the hardest, most exacting, and most fruitful labor of study. We tend to use generalities for compelling reasons. Specifics often take research and extra thought, precious commodities to a pastor. Generalities are safe. We can’t help but use generalities when we can’t remember details of a story or when we want anonymity for someone. Still, the more specific their language, the better speakers communicate. I used to balk at spending a large amount of time on a story, because I wanted to get to the point. Now I realize the story gets the point across better than my declarative statements. Omit needless words. Vigorous writing is concise. A sentence should contain no unnecessary words, a paragraph no unnecessary sentences, for the same reason that a drawing should have no unnecessary lines and a machine no unnecessary parts. This requires not that the writer make all his sentences short, or that he avoid all detail and treat his subjects only in outline, but that every word tell. Limits—that is, form—challenge the mind, forcing creativity. Needless words weaken our offense. Listening to some speakers, you have to sift hundreds of gallons of water to get one speck of gold. If the sermon is so complicated that it needs a summary, its problems run deeper than the conclusion. The last sentence of a sermon already has authority; when the last sentence is Scripture, this is even more true. No matter what our tone or approach, we are wise to craft the conclusion carefully. In fact, given the crisis and opportunity that the conclusion presents—remember, it will likely be people’s lasting memory of the message—it’s probably a good practice to write out the conclusion, regardless of how much of the rest of the sermon is written. It is you who preaches Christ. And you will preach Christ a little differently than any other preacher. Not to do so is to deny your God-given uniqueness. Aim for clarity first. Beauty and eloquence should be added to make things even more clear, not more impressive. I’ll have not praise nor time for those who suppose that writing comes by some divine gift, some madness, some overflow of feeling. I’m especially grim on Christians who enter the field blithely unprepared and literarily innocent of any hard work—as though the substance of their message forgives the failure of its form.

Levine said that when we parent this way we deprive our kids of the opportunity to be creative, to problem solve, to develop coping skills, to build resilience, to figure out what makes them happy, to figure out who they are. In short, it deprives them of the chance to be, well, human. Although we overinvolve ourselves to protect our kids and it may in fact lead to short-term gains, our behavior actually delivers the rather soul-crushing news: “Kid, you can’t actually do any of this without me.

Diamond writes: “We have to wonder why the kings and nobles failed to recognize and solve these seemingly obvious problems undermining their society. Their attention was evidently focused on their short-term concerns of enriching themselves, waging wars, erecting monuments, competing with each other, and extracting enough food from the peasants to support all those activities.” (If this sounds familiar, I would note that archaeology is thick with cautionary tales that speak directly to the twenty-first century.)

Terrorism cannot be overcome by the use of force because it does not address the complex underlying problems. In fact the use of force may not only fail to solve the problems, it may exacerbate them and frequently leaves destruction and suffering in its wake. Human conflicts should be resolved with compassion. The key is non-violence. Retaliatory military action by the United States may bring some satisfaction and short-term results but it will not root out the problem of terrorism. Long-term measures need to be taken. The US must examine the factors that breed and give rise to terrorism. I have written to President Bush urging him to exercise restraint and not to seek a brutal revenge for the 11th September attacks. I expressed my sympathy but I suggested that responding to violence with more violence might not be the answer. I would also like to point out that to talk of nonviolence when things are going smoothly is not of much relevance. It is precisely when things become really difficult, urgent and critical that we should think and act nonviolently.

One of the most difficult things is the first paragraph. I have spent many months on a first paragraph, and once I get it, the rest just comes out very easily. In the first paragraph you solve most of the problems with your book. The theme is defined, the style, the tone. At least in my case, the first paragraph is a kind of sample of what the rest of the book is going to be. That’s why writing a book of short stories is much more difficult than writing a novel. Every time you write a short story, you have to begin all over again.

Large or small, our actions forge our futures, hopefully inspiring others along the way. Entrepreneurs must love what they do to such a degree that doing it is worth sacrifice and, at times, pain. But doing anything else, we think, would be unimaginable. In times of adversity and change, we really discover who we are and what we’re made of. Effective leaders share two intertwined attributes: an unbridled level of confidence about where their organizations are headed, and the ability to bring people along. Fixing moments, like mopping a dirty floor, only provides short-term satisfaction. But take the time to understand the cause of the problem—like how to keep a floor from getting so dirty in the first place—solves, and maybe eliminates, a problem. How leaders embody the values they espouse sets a tone, an expectation, that guides their employees’ behaviors. While I would not want to constantly battle against the odds, the raw feeling of accomplishing something that others did not think possible, or leading people beyond where they thought they could go, is extremely gratifying.

A prison is perhaps the easiest place to see the power of bad incentives. And yet in many walks of life, we find otherwise normal men and women caught in the same trap and busily making the world much less good than it could be. Elected officials ignore long-term problems because they must pander to the short-term interests of voters. People working for insurance companies rely on technicalities to deny desperately ill patients the care they need. CEOs and investment bankers run extraordinary risks—both for their businesses and for the economy as a whole—because they reap the rewards of success without suffering the penalties of failure. District attorneys continue to prosecute people they know to be innocent because their careers depend on winning cases. Our government fights a war on drugs that creates the very problem of black-market profits and violence that it pretends to solve. We need systems that are wiser than we are. We need institutions and cultural norms that make us more honest and ethical than we tend to be. The project of building them is distinct from—and, in my view, even more important than—an individual’s refining his personal ethical code.

Globalization in particular is a tide that is impossible for any ruler to order back. Many of a country’s problems are inherently global, including migration, pandemics, terrorism, cybercrime, nuclear proliferation, rogue states, and the environment. Pretending they don’t exist is not tenable forever, and they can be solved only through international cooperation. Nor can the benefits of globalization—more affordable goods, larger markets for exports, the reduction in global poverty—be denied indefinitely. And with the Internet and inexpensive travel, there will be no stopping the flow of people and ideas (especially, as we will see, among younger people). As for the battle against truth and fact, over the long run they have a built-in advantage: when you stop believing in them, they don’t go away. The deeper question is whether the rise of populist movements, whatever damage they do in the short term, represents the shape of things to come—whether, as a recent Boston Globe editorial lamented/gloated, “The Enlightenment had a good run.” Do the events around 2016 really imply that the world is headed back to the Middle Ages? As with climate change skeptics who claim to be vindicated by a nippy morning, it’s easy to overinterpret recent events.

Hooke, who was well known for taking credit for ideas that weren’t necessarily his own, claimed that he had solved the problem already but declined now to share it on the interesting and inventive grounds that it would rob others of the satisfaction of discovering the answer for themselves. He would instead “conceal it for some time, that others might know how to value it.” If he thought any more on the matter, he left no evidence of it. Halley, however, became consumed with finding the answer, to the point that the following year he traveled to Cambridge and boldly called upon the university’s Lucasian Professor of Mathematics, Isaac Newton, in the hope that he could help.

cognition refers to the ability of our brain to attend, identify, and act. More informally, cognition refers to our thoughts, moods, inclinations, decisions, and actions. Included among the components of cognition are alertness, concentration, perceptual speed, learning, memory, problem solving, creativity, and mental endurance. Each of these components of cognition has two things in common. First, each is dependent on how well our brain is functioning. Second, each can be improved by our own efforts. In short, we can make ourselves smarter by enhancing the components of cognition. This book will provide you with methods for enhancing cognition by improving your brain’s performance. Regular

if consumer demand should increase for the goods or services of any private business, the private firm is delighted; it woos and welcomes the new business and expands its operations eagerly to fill the new orders. Government, in contrast, generally meets this situation by sourly urging or even ordering consumers to “buy” less, and allows shortages to develop, along with deterioration in the quality of its service. Thus, the increased consumer use of government streets in the cities is met by aggravated traffic congestion and by continuing denunciations and threats against people who drive their own cars. The New York City administration, for example, is continually threatening to outlaw the use of private cars in Manhattan, where congestion has been most troublesome. It is only government, of course, that would ever think of bludgeoning consumers in this way; it is only government that has the audacity to “solve” traffic congestion by forcing private cars (or trucks or taxis or whatever) off the road. According to this principle, of course, the “ideal” solution to traffic congestion is simply to outlaw all vehicles! But this sort of attitude toward the consumer is not confined to traffic on the streets. New York City, for example, has suffered periodically from a water “shortage.” Here is a situation where, for many years, the city government has had a compulsory monopoly of the supply of water to its citizens. Failing to supply enough water, and failing to price that water in such a way as to clear the market, to equate supply and demand (which private enterprise does automatically), New York’s response to water shortages has always been to blame not itself, but the consumer, whose sin has been to use “too much” water. The city administration could only react by outlawing the sprinkling of lawns, restricting use of water, and demanding that people drink less water. In this way, government transfers its own failings to the scapegoat user, who is threatened and bludgeoned instead of being served well and efficiently. There has been similar response by government to the ever-accelerating crime problem in New York City. Instead of providing efficient police protection, the city’s reaction has been to force the innocent citizen to stay out of crime-prone areas. Thus, after Central Park in Manhattan became a notorious center for muggings and other crime in the night hours, New York City’s “solution” to the problem was to impose a curfew, banning use of the park in those hours. In short, if an innocent citizen wants to stay in Central Park at night, it is he who is arrested for disobeying the curfew; it is, of course, easier to arrest him than to rid the park of crime. In short, while the long-held motto of private enterprise is that “the customer is always right,” the implicit maxim of government operation is that the customer is always to be blamed.

His short nose, and fair hair, and reddish beard and moustache made him look all the more like a goat because he was small and thin, and his tarnished yellow eyes caught you with that oblique look which Virgil celebrates. How came he, in spite of such obvious disadvantages, to possess really exquisite manners and a distinguished air? The problem is solved partly by the care and elegance of his dress, and partly by the training given him by his mother, a Radziwill. His courage amounted to daring, but his mind was not more than was needed for the ephemeral talk and pleasantry of Parisian conversation. And yet it would have been difficult to find among the young men of fashion in Paris a single one who was his superior.

The danger, of course, is that it is not always easy to distinguish between a default that was inevitable—in the sense that a country is so highly leveraged and so badly managed that it takes very little to force it into default—and one that was not—in the sense that a country is fundamentally sound but is having difficulties sustaining confidence because of a very temporary and easily solvable liquidity problem. In the heat of a crisis, it is all too tempting for would-be rescuers (today notably multilateral lenders such as the IMF) to persuade themselves that they are facing a confidence problem that can be solved with short-term bridge loans, when in fact they are confronting a much more deeply rooted crisis of solvency and willingness to pay

He had (like a calculator who means to do nothing else until such time as he has resolved his problem) put down beside him the cigar that, a short while ago, he had had in his mouth, but which he no longer had the necessary freedom of mind to smoke. On remarking the two crouched divinities borne on its arms by the chair set facing, you might've thought the Baron was seeking to solve the riddle of the Sphinx... Now, the figure to which M. de Charlus was applying, and with such intensity, all his mental powers, was that proposed to him by the lineaments of the young Marquis de Surgis' face. It seemed to be, so profound was M. de Charlus' absorption before it, some heraldic motto, some conundrum, some problem in algebra, the riddle or formula of which he was seeking to penetrate.

And you looked at it in a way that entirely benefited them and not you. The cumulative effect this would have over time would be profound: You’d learn a great deal by solving diverse problems. You’d develop a reputation for being indispensable. You’d have countless new relationships. You’d have an enormous bank of favors to call upon down the road. That’s what the canvas strategy is about—helping yourself by helping others. Making a concerted effort to trade your short-term gratification for a longer-term payoff. Whereas everyone else wants to get credit and be “respected,” you can forget credit. You can forget it so hard that you’re glad when others get it instead of you—that was your aim, after all. Let the others take their credit on credit, while you defer and earn interest on the principal.

Whatever your problems are, the concept is the same: solve problems; be happy. Unfortunately, for many people, life doesn’t feel that simple. That’s because they fuck things up in at least one of two ways: 1.   Denial. Some people deny that their problems exist in the first place. And because they deny reality, they must constantly delude or distract themselves from reality. This may make them feel good in the short term, but it leads to a life of insecurity, neuroticism, and emotional repression. 2.   Victim Mentality. Some choose to believe that there is nothing they can do to solve their problems, even when they in fact could. Victims seek to blame others for their problems or blame outside circumstances. This may make them feel better in the short term, but it leads to a life of anger, helplessness, and despair.

One unfortunate thing about Black Power is that it gives priority to race precisely at a time when the impact of automation and other forces have made the economic question fundamental for blacks and whites alike. In this context a slogan “Power for Poor People” would be much more appropriate than the slogan “Black Power.” However much we pool our resources and “buy black,” this cannot create the multiplicity of new jobs and provide the number of low-cost houses that will lift the Negro out of the economic depression caused by centuries of deprivation. Neither can our resources supply quality integrated education. All of this requires billions of dollars which only an alliance of liberal-labor-civil-rights forces can stimulate. In short, the Negroes’ problem cannot be solved unless the whole of American society takes a new turn toward greater economic justice.

One of the first problems to be faced at Niagara was how to get a wire over the gorge and its violent river. Ellet solved that nicely by offering five dollars to the first American boy to fly a kite over to the Canadian side. The prize was won by young Homer Walsh, who would tell the story for the rest of his days. Once the kite string was across, a succession of heavier cords and ropes was pulled over, and in a short time the first length of wire went on its way. After that, when the initial cable had been completed, Ellet decided to demonstrate his faith in it in a fashion people would not forget. He had an iron basket made up big enough to hold him and attached it to the cable with pulleys. Then stepping inside, on a morning in March 1848, he pulled himself over the gorge and back again, all in no more than fifteen minutes’ time, and to the great excitement of crowds gathered along both rims.

We must break these intertwined systems of oppression. Every time we look to the police and prisons to solve our problems, we reinforce these processes. We cannot demand that the police get rid of those “annoying” homeless people in the park or the “threatening” young people on the corner and simultaneously call for affordable housing and youth jobs, because the state is only offering the former and will deny us the latter every time. Yes, communities deserve protection from crime and even disorder, but we must always demand those without reliance on the coercion, violence, and humiliation that undergird our criminal justice system. The state may try to solve those problems through police power, but we should not encourage or reward such short-sighted, counterproductive, and unjust approaches. We should demand safety and security—but not at the hands of the police. In the end, they rarely provide either.

What I cannot understand is how your uncle could consider these two men suitable when they aren’t. Not one whit!” “We know that,” Elizabeth said wryly, bending down to pull a blade of grass from between the flagstones beneath the bench, “but evidently my ‘suitors’ do not, and that’s the problem.” As she said the words a thought began to form in her mind; her fingers touched the blade, and she went perfectly still. Beside her on the bench Alex drew a breath as if to speak, then stopped short, and in that pulsebeat of still silence the same idea was born in both their fertile minds. “Alex,” Elizabeth breathed, “all I have to-“ “Elizabeth,” Alex whispered, “it’s not as bad as it seems. All you have to-“ Elizabeth straightened slowly and turned. In that prolonged moment of silence two longtime friends sat in a rose garden, looking raptly at each other while time rolled back and they were girls again-lying awake in the dark, confiding their dreams and troubles and inventing schemes to solve them that always began with “If only…” “If only,” Elizabeth said as a smile dawned across her face and was matched by the one on Alex’s, “I could convince them that we don’t suit-“ “Which shouldn’t be hard to do,” Alex cried enthusiastically, “because it’s true!” The joyous relief of having a plan, of being able to take control of a situation that minutes before had threatened her entire life, sent Elizabeth to her feet, her face aglow with laughter. “Poor Sir Francis,” she chuckled, looking delightedly from Bentner to Alex as both grinned at her. “I greatly fear he’s in for the most disagreeable surprise when he realizes what a-a” she hesitated, thinking of everything an old roué would most dislike in his future wife-“a complete prude I am!” “And,” Alex added, “what a shocking spendthrift you are!” “Exactly!” Elizabeth agreed, almost twirling around in her glee. Sunlight danced off her gilded hair and lit her green eyes as she looked delightedly at her friends. “I shall make perfectly certain to give him glaring evidence I am both. Now then, as to the Earl of Canford…” “What a pity,” Alex said in a voice of exaggerated gloom, “you won’t be able to show him what a capital hand you are with a fishing pole. “Fish?” Elizabeth returned with a mock shudder. “Why, the mere thought of those scaly creatures positively makes me swoon!” “Except for that prime one you caught yesterday,” Bentner put in wryly. “You’re right,” she returned with an affectionate grin at the man who’d taught her to fish. “Will you find Berta and break the news to her about going with me? By the time we come back to the house she ought to be over her hysterics, and I’ll reason with her.” Bentner trotted off, his threadbare black coattails flapping behind him.

First, the enormous potential energies of the two elephants are consumed balancing the seesaw, instead of being able to do something more useful, like mowing the lawn or paying the bills. This is equivalent to diverting energy from various long-term building projects in order to solve short-term stressful emergencies. By using two elephants to do the job, damage will occur just because of how large, lumbering, and unsubtle elephants are. They squash the flowers in the process of entering the playground, they strew leftovers and garbage all over the place from the frequent snacks they must eat while balancing the seesaw, they wear out the seesaw faster, and so on. This is equivalent to a pattern of stress-related disease that will run through many of the subsequent chapters: it is hard to fix one major problem in the body without knocking something else out of balance (the very essence of allostasis spreading across systems throughout the body).

The brain makes up l/50th of our body mass but consumes a staggering 1/5th of the calories we burn for energy. If your brain were a car, in terms of gas mileage, it’d be a Hummer. Most of our conscious activity is happening in our prefrontal cortex, the part of our brain responsible for focus, handling short-term memory, solving problems, and moderating impulse control. It’s at the heart of what makes us human and the center for our executive control and willpower. The “last in, first out” theory is very much at work inside our head. The most recent parts of our brain to develop are the first to suffer if there is a shortage of resources. Older, more developed areas of the brain, such as those that regulate breathing and our nervous responses, get first helpings from our blood stream and are virtually unaffected if we decide to skip a meal. The prefrontal cortex, on the other hand, feels the impact. Unfortunately, being relatively young in terms of human development, it’s the runt of the litter come feeding time.

Short-termism also dominates in the marketplace. The market uses a discount rate of 10% per year (or more) when comparing costs now with benefits in the future. This means that a benefit that lies twenty years ahead will be valued at one-tenth of its real value. In other words, a problem twenty years in the future will be worth solving only if the cost of the solution is less than one-tenth of the value saved. It comes as no surprise to those who know economics that it is “cost efficient” to allow the world to collapse from climate damage, as long as the collapse is more than forty years into the future. The net present value of reducing emissions and saving the world is lower than the net present value of business as usual. It is cheaper to push the world over the cliff than to try to save it. The political world is not much better, given the short tenure of political appointments. Politicians can rarely spend time on agendas that yield a positive result only after the next election—which is normally less than four years away.

Once you have a short list of your top five strengths, try referring to this list when you have a problem you need to overcome. For example, if your strength is resourcefulness, then remember this strength when you need to solve a problem. To increase your psychological flexibility, try applying your strengths in new ways compared to how you’d usually apply them. For example, if you’d usually apply your resourcefulness to figuring out how to do a task yourself, try using your resourcefulness to find someone you could outsource that work to. If you’d usually apply your strength of conscientiousness to doing a task extremely thoroughly, try applying your conscientiousness to limiting the amount of time and energy you invest in the task and sticking to that limit. Experiment: List your top five strengths as a person. Since you’re free to revise your list at any points (it’s yours after all), don’t get too perfectionist about it. Once you have your list, identify a task you currently need to do. How could you apply one of your top five strengths to approach that task in a new way?

Even harder to solve is the translation of ‘virtù’, together with a number of other words that cluster round it. It would be so easy to write the English cognate ‘virtue’, meaning the opposite of vice, but this is not what Machiavelli was talking about. He was not interested in the polarity ‘good’/‘evil’, but in winning and losing, strength and weakness, success and failure. For Machiavelli ‘virtù’ was any quality of character that enabled you to take political power or to hold on to it; in short, a winning trait. It could be courage in battle, or strength of personality, or political cunning, or it might even be the kind of ruthless cruelty that lets your subjects know you mean business. But one can hardly write ‘cunning’ or ‘cruelty’ for ‘virtù’, even if one knows that in this context that is what the text means; because then you would lose the sense that although Machiavelli is not talking about the moral virtues he nevertheless wants to give a positive connotation to the particular qualities he is talking about: this cruelty is aimed at solving problems, retaining power, keeping a state strong, hence, in this context it is a ‘virtù’. Ugly though it may sound, then, I have sometimes been obliged to translate ‘virtù’ as ‘positive qualities’ or ‘strength of character’, except of course on those occasions - because there are some - when Machiavelli does mean ‘virtues’ in the moral sense: in which case he’s usually talking about the importance of faking them even if you may not have them

Define Your Options When people are spinning their rumination wheels about a particular problem, they often don’t concretely define what their options are for moving forward. To shift out of rumination and into problem-solving mode, concretely and realistically define what your best three to six options are. For example, imagine you’ve recently hired a new employee but that person is not working out. Instead of mentally slapping yourself around about why you made the hire, it would be more useful to define what your options are at this point: --Giving the employee more time --Shifting the employee’s responsibilities to simpler jobs --Giving the employee checklists of the steps needed to complete each task --Having another employee work with the individual --Firing the employee Defining your options relieves some of the stress of rumination and helps you shift to effective problem solving. Keeping your list of options short will prevent you from running into choice-overload problems. Research shows that if you consider more than three to six choices, you’re less likely to end up making a choice. Experiment: Practice concretely defining your best three to six options for moving forward with a problem you’re currently ruminating or worrying about. Write brief bullet points, like in the example just given. You can use this method for all sorts of problems. For example, a friend just used it to come up with ideas for how to have more social contact in her life. Note: If the word best is causing you to jump into perfectionism/frozen mode, write any three to six options.

According to the antimicrobial hypothesis, spices kill or inhibit the growth of microorganisms and prevent the production of toxins in the foods we eat and so help humans to solve a critical problem of survival: avoiding being made ill or poisoned by the foods we eat (Sherman & Flaxman, 2001). Several sources of evidence support this hypothesis. First, of the 30 spices for which we have solid data, all killed many of the species of foodborne bacteria on which they were tested. Can you guess which spices are most powerful in killing bacteria? They are onion, garlic, allspice, and oregano. Second, more spices, and more potent spices, tend to be used in hotter climates, where unrefrigerated food spoils more quickly, promoting the rapid proliferation of dangerous microorganisms. In the hot climate of India, for example, the typical meat dish recipe calls for nine spices, whereas in the colder climate of Norway, fewer than two spices are used per meat dish on average. Third, more spices tend to be used in meat dishes than in vegetable dishes (Sherman & Hash, 2001). This is presumably because dangerous microorganisms proliferate more on unrefrigerated meat; dead plants, in contrast, contain their own physical and chemical defenses and so are better protected from bacterial invasion. In short, the use of spices in foods is one means that humans have used to combat the dangers carried on the foods we eat. The authors of the antimicrobial hypothesis are not proposing that humans have a specialized evolved adaptation for the use of spices, although they do not rule out this possibility. Rather, it is more likely that eating certain spices was discovered through accident or experimentation; people discovered that they were less likely to feel sick after eating leftovers cooked with aromatic plant products. Use of those antimicrobial spices then likely spread through cultural transmission—by imitation or verbal instruction.

The newspapers, according to their political colour, urged punishment, eradication, colonisation or a crusade against the newts, a general strike, resignation of the government, the arrest of newt owners, the arrest of communist leaders and agitators and many other protective measures of this sort. People began frantically to stockpile food when rumours of the shores and ports being closed off began to spread, and the prices of goods of every sort soared; riots caused by rising prices broke out in the industrial cities; the stock exchange was closed for three days. It was simply the more worrying and dangerous than it had been at any time over the previous three or four months. But this was when the minister for agriculture, Monsieur Monti, stepped dexterously in. He gave orders that several hundred loads of apples for the newts should be discharged into the sea twice a week along the French coasts, at government cost, of course. This measure was remarkably successful in pacifying both the newts and the villagers in Normandy and elsewhere. But Monsieur Monti went even further: there had long been deep and serious disturbances in the wine-growing regions, resulting from a lack of turnover, so he ordered that the state should provide each newt with a half litre of white wine per day. At first the newts did not know what to do with this wine because it caused them serious diarrhoea and they poured it into the sea; but with a little time they clearly became used to it, and it was noticed that from then on the newts would show a lot more enthusiasm for sex, although with lower fertility rates than before. In this way, problems to do with the newts and with agriculture were solved in one stroke; fear and tension were assuaged, and, in short, the next time there was another government crisis, caused by the financial scandal around Madame Töppler, the clever and well proven Monsieur Monti became the minister for marine affairs in the new cabinet.

The brain is wired to minimize loss . . . [and] to keep you alive. [It] makes the assumption that because you were alive yesterday, what you did previously is safe. Therefore, repeating the past is good for survival. As a result, doing things differently, even if it seems like an improvement, is risky. Perpetuating past behaviors, from the brain’s reptilian perspective, is the safest way. This is why innovation is difficult for most individuals and organizations. Put another way, the brain wants its problems and predicaments solved first because it can’t deal with anything new or different until they are addressed. The brain has no incentive to come up with new ideas if it doesn’t have to. As long as your brain knows you have another out, it will always be content with keeping you alive by coming up with the same ideas that it used before. This suggests that when you decide to get scrappy, a shift occurs and seems to unlock a door. Once that new door opens, you are more capable than ever of getting innovative because your brain has been activated to manage discomfort or challenges first. You’re able to work on a new, perhaps more advanced, level with heightened energy and focus. It’s that initial commitment, that literal act of saying, “I’m going for it!” that stimulates your mind in new and clever ways and ultimately leads to the generation of fresh ideas. Let’s go back to the Greg Hague story. 1. He had a huge goal, which was to pass the Arizona state bar exam. 2. There was a limited time frame as he had only four and a half months to study. 3. He was all in: “I flat out made up my mind I was going to pass.” He decided to go despite the odds. 4. He had to figure out a way to learn a ton of information in a short period of time. His brain adapted, shifted, and developed an entirely new learning system in order to absorb more material, which helped him to pass the Arizona bar and get the top score in the state. It’s weird, right? But it happened.

Neoliberal ideology has radically altered our working lives, leaving us isolated and exposed. The ‘freedom and independence’ of the gig economy it celebrates, in which regular jobs are replaced by an illusion of self-employment, often translates into no job security, no unions, no health benefits, no overtime compensation, no safety net and no sense of community. In 1987, Margaret Thatcher said the following in a magazine interview: I think we have gone through a period when too many children and people have been given to understand ‘I have a problem, it is the Government’s job to cope with it!’ or ‘I have a problem, I will go and get a grant to cope with it!’, ‘I am homeless, the Government must house me!’ And so they are casting their problems on society, and who is society? There is no such thing! There are individual men and women and there are families, and no government can do anything except through people and people look to themselves first.8 As always, Thatcher was faithfully repeating the snake-oil remedies of neoliberalism. Precious few of the ideas attributed to her were her own. They were formulated by men like Hayek and Friedman, then spun by the think tanks and academic departments of the Neoliberal International. In this short quote, we see three of the ideology’s core tenets distilled: First, everyone is responsible for their own destiny, and if you fall through the cracks, the fault is yours and yours alone. Second, the state has no responsibility for those in economic distress, even those without a home. Third, there is no legitimate form of social organization beyond the individual and the family. There is genuine belief here. There is a long philosophical tradition, dating back to Thomas Hobbes,9 which sees humankind as engaged in a war of ‘every man against every man’. Hayek believed that this frantic competition delivered social benefits, generating the wealth which would eventually enrich us all. But there is also political calculation. Together we are powerful, alone we are powerless. As individual consumers, we can do almost nothing to change social or environmental outcomes. But as citizens, combining effectively with others to form political movements, there is almost nothing we cannot do. Those who govern on behalf of the rich have an incentive to persuade us we are alone in our struggle for survival, and that any attempts to solve our problems collectively – through trade unions, protest movements or even the mutual obligations of society – are illegitimate or even immoral. The strategy of political leaders such as Thatcher

Focus intently and beat procrastination.    Use the Pomodoro Technique (remove distractions, focus for 25 minutes, take a break).    Avoid multitasking unless you find yourself needing occasional fresh perspectives.    Create a ready-to-resume plan when an unavoidable interruption comes up.    Set up a distraction-free environment.    Take frequent short breaks. Overcome being stuck.    When stuck, switch your focus away from the problem at hand, or take a break to surface the diffuse mode.    After some time completely away from the problem, return to where you got stuck.    Use the Hard Start Technique for homework or tests.    When starting a report or essay, do not constantly stop to edit what is flowing out. Separate time spent writing from time spent editing. Learn deeply.    Study actively: practice active recall (“retrieval practice”) and elaborating.    Interleave and space out your learning to help build your intuition and speed.    Don’t just focus on the easy stuff; challenge yourself.    Get enough sleep and stay physically active. Maximize working memory.    Break learning material into small chunks and swap fancy terms for easier ones.    Use “to-do” lists to clear your working memory.    Take good notes and review them the same day you took them. Memorize more efficiently.    Use memory tricks to speed up memorization: acronyms, images, and the Memory Palace.    Use metaphors to quickly grasp new concepts. Gain intuition and think quickly.    Internalize (don’t just unthinkingly memorize) procedures for solving key scientific or mathematical problems.    Make up appropriate gestures to help you remember and understand new language vocabulary. Exert self-discipline even when you don’t have any.    Find ways to overcome challenges without having to rely on self-discipline.    Remove temptations, distractions, and obstacles from your surroundings.    Improve your habits.    Plan your goals and identify obstacles and the ideal way to respond to them ahead of time. Motivate yourself.    Remind yourself of all the benefits of completing tasks.    Reward yourself for completing difficult tasks.    Make sure that a task’s level of difficulty matches your skill set.    Set goals—long-term goals, milestone goals, and process goals. Read effectively.    Preview the text before reading it in detail.    Read actively: think about the text, practice active recall, and annotate. Win big on tests.    Learn as much as possible about the test itself and make a preparation plan.    Practice with previous test questions—from old tests, if possible.    During tests: read instructions carefully, keep track of time, and review answers.    Use the Hard Start Technique. Be a pro learner.    Be a metacognitive learner: understand the task, set goals and plan, learn, and monitor and adjust.    Learn from the past: evaluate what went well and where you can improve.

One of the most effective guidelines is not to get stuck on a single approach. If diagramming the design in UML isn't working, write it in English. Write a short test program. Try a completely different approach. Think of a brute-force solution. Keep outlining and sketching with your pencil, and your brain will follow. If all else fails, walk away from the problem. Literally go for a walk, or think about something else before returning to the problem. If you've given it your best and are getting nowhere, putting it out of your mind for a time often produces results more quickly than sheer persistence can. You don't have to solve the whole design problem at once. If you get stuck, remember that a point needs to be decided but recognize that you don't yet have enough information to resolve that specific issue. Why fight your way through the last 20 percent of the design when it will drop into place easily the next time through? Why make bad decisions based on limited experience with the design when you can make good decisions based on more experience with it later? Some people are uncomfortable if they don't come to closure after a design cycle, but after you have created a few designs without resolving issues prematurely, it will seem natural to leave issues unresolved until you have more information (Zahniser 1992, Beck 2000).

Today’s belief in ineluctable certainty is the true innovation killer of our age. In this environment, the best an audacious manager can do is to develop small improvements to existing systems—climbing the hill, as it were, toward a local maximum, trimming fat, eking out the occasional tiny innovation—like city planners painting bicycle lanes on the streets as a gesture toward solving our energy problems. Any strategy that involves crossing a valley—accepting short-term losses to reach a higher hill in the distance—will soon be brought to a halt by the demands of a system that celebrates short-term gains and tolerates stagnation, but condemns anything else as failure. In short, a world where big stuff can never get done.

Another example of how a metaphor can create new meaning for us came about by accident. An Iranian student, shortly after his arrival in Berkeley, took a seminar on metaphor from one of us. Among the wondrous things that he found in Berkeley was an expression that he heard over and over and understood as a beautifully sane metaphor. The expression was “the solution of my problems”—which he took to be a large volume of liquid, bubbling and smoking, containing all of your problems, either dissolved or in the form of precipitates, with catalysts constantly dissolving some problems (for the time being) and precipitating out others. He was terribly disillusioned to find that the residents of Berkeley had no such chemical metaphor in mind. And well he might be, for the chemical metaphor is both beautiful and insightful. It gives us a view of problems as things that never disappear utterly and that cannot be solved once and for all. All of your problems are always present, only they may be dissolved and in solution, or they may be in solid form. The best you can hope for is to find a catalyst that will make one problem dissolve without making another one precipitate out. And since you do not have complete control over what goes into the solution, you are constantly finding old and new problems precipitating out and present problems dissolving, partly because of your efforts and partly despite anything you do. The CHEMICAL metaphor gives us a new view of human problems. It is appropriate to the experience of finding that problems which we once thought were “solved” turn up again and again. The CHEMICAL metaphor says that problems are not the kind of things that can be made to disappear forever. To treat them as things that can be “solved” once and for all is pointless. To live by the CHEMICAL metaphor would be to accept it as a fact that no problem ever disappears forever. Rather than direct your energies toward solving your problems once and for all, you would direct your energies toward finding out what catalysts will dissolve your most pressing problems for the longest time without precipitating out worse ones. The reappearance of a problem is viewed as a natural occurrence rather than a failure on your part to find “the right way to solve it.” To live by the CHEMICAL metaphor would mean that your problems have a different kind of reality for you. A temporary solution would be an accomplishment rather than a failure. Problems would be part of the natural order of things rather than disorders to be “cured.” The way you would understand your everyday life and the way you would act in it would be different if you lived by the CHEMCAL metaphor. We see this as a clear case of the power of metaphor to create a reality rather than simply to give us a way of conceptualizing a preexisting reality.

While thirty minutes may not seem like enough time to accomplish much on a large project, thirty minutes can be all the time in the world to solve a problem when you are intently focused. You will look at your watch and be surprised at how much you’ve gotten done in a time that normally would seem so short. You can use a kitchen timer or a stopwatch to accurately record these periods of quality work.

Goats. This was once thought to be an antidote for North Korea’s economic ills. The terrain in the northern portion of the peninsula is mountainous and not suitable for farming. There are no green plots of grass for grazing cows, and therefore no source of dairy products or meat. So, in 1996, the North Koreans started a campaign to breed goats. These mountain animals are a good source of milk and meat; moreover, they feed on the shrubs tucked away high in the rocky terrain. The goat-breeding campaign led to a doubling of the goat population almost overnight, and tripled it within two years. This solved a short-term problem, but it had long-term consequences that were more destructive. The goats completely denuded the areas they inhabited, chewing up every single shrub in sight. This then had the effect of removing the last line of the land’s defense against the annual massive rains. The result? Annual monsoons led to deluges of biblical proportions, which wiped out the little remaining arable land and flooded the coal mines that were a source of energy. This only worsened the chronic food and energy shortages.

First, liberals discover social and economic problems. Not a difficult task: the human race has always had such problems and will continue to, short of the Garden of Eden. Liberals, however, usually need scores of millions in foundation grants and taxpayer-financed commissions to come up with the startling revelations of disease, poverty, ignorance, homelessness, et al. Having identified “problems” to the accompaniment of much coordinated fanfare, the liberals proceed to invoke “solutions,” to be supplied, of course, by the federal government, which we all know and love as the Great Problem-Solving Machine.

We liked his work and sensibility but sensed it would be wise to try him out on a short first to determine not only whether he had filmmaking chops but also if he could work well with others. The first sign of trouble? The film he delivered clocked in at twelve minutes—more of a “medium” than a “short.” But length is flexible; the real problem was that although the director was extraordinarily creative, he was unable to settle on a spine for a story. The piece meandered, lacked focus, and thus packed no emotional punch. It wouldn’t be the first time we would find someone who was able to invent wildly creative elements but was unable to solve the problems of story—the central and most important creative challenge. So we pulled the plug. Some might have lost sleep over the two million dollars we expended on this experiment. But we consider it money well spent. As Joe Ranft said at the time, “Better to have train wrecks with miniature trains than with real ones.

Conservation buys us time, but it also delays the inevitable as root causes worsen. Regrettably, the more time we buy, the more deluded we become that we have actually solved the problem. Successful mitigation is dangerous because it can easily be confused with a permanent cure as soon as short-term symptoms ameliorate.

When things go wrong, just do your best to make it through the day and you'll be okay in a short time.

This short book will argue that human-level AIs—I’ll just call them “AIs” from now on—are plausible, that they could become extremely powerful, that we need to solve many problems in ethics and mathematics in order to program them safely, and that our current expertise is far from adequate for the task.

In the dark, there's a story being written, an act of wonder, of mayhem, and of beautiful acrobatic tricks that seek to reveal to the world a hope that we just can't seem to find - a hope that everyone will be allowed to dream. For reality is full of problems and the dreams are our keys to solve them.

The ability to solve emerging problems, both those day to day issues that we encounter in normal work, and those complex emergencies that hit us without warning, are pivotal to our personal and organizational survival in difficult economic times. Tactical Decision Games are short, pointed exercises to increase the speed and maturity of problem solving. Used regularly and thoughtfully, tactical Decision Games will train individuals and teams to shorten the time needed to recognize and successfully overcome emergent problems of any type.

Yet, as Brandon explained with a mixture of bitterness and regret, college proved to be the start of a long series of disappointments. Unable to pass calculus or physics, he switched his major from engineering to criminal justice. Still optimistic, he applied to several police departments upon graduation, excited about a future of “catching crooks.” The first department used a bewildering lottery system for hiring, and he didn’t make the cut. The second informed him that he had failed a mandatory spelling test (“I had a degree!”) and refused to consider his application. Finally, he became “completely turned off to this idea” when the third department disqualified him because of a minor incident in college in which he and his roommate “borrowed” a school-owned buffing machine as a harmless prank. Because he “could have been charged with a felony,” the department informed him, he was ineligible for police duty. Regrettably, his college had no record of the incident. Brandon had volunteered the information out of a desire to illustrate his honest and upstanding character and improve his odds of getting the job. With “two dreams deferred,”2 Brandon took a job as the nightshift manager of a clothing chain, hoping it would be temporary. Eleven years later, he describes his typical day, which consists of unloading shipments, steaming and pricing garments, and restocking the floor, as “not challenging at all. I don’t get to solve problems or be creative. I don’t get to work with numbers, and I am a numbers guy. I basically babysit a team and deal with personnel.” When his loans came out of deferment, he couldn’t afford the monthly payments and decided to get a master’s degree—partly to increase his earning potential and partly to put his loans back into deferment. After all, it had been “hammered into his head” that higher education was the key to success. He put on twenty-five pounds while working and going to school full-time for three years. He finally earned a master’s degree in government, paid for with more loans from “that mean lady Sallie Mae.”3 So far, Brandon has still not found a job that will pay him enough to cover his monthly loan and living expenses. He has managed to keep the loans in deferment by continually consolidating—a strategy that costs him $5,000 a year in interest. Taking

His first suspicion came shortly after they were working on their new game for Softdisk, a ninja warrior title called Shadow Knights. Al had never seen a side scrolling like this for the PC. “Wow,” he told Carmack, “you should patent this technology.” Carmack turned red. “If you ever ask me to patent anything,” he snapped, “I’ll quit.” Al assumed Carmack was trying to protect his own financial interests, but in reality he had struck what was growing into an increasingly raw nerve for the young, idealistic programmer. It was one of the few things that could truly make him angry. It was ingrained in his bones since his first reading of the Hacker Ethic. All of science and technology and culture and learning and academics is built upon using the work that others have done before, Carmack thought. But to take a patenting approach and say it’s like, well, this idea is my idea, you cannot extend this idea in any way, because I own this idea—it just seems so fundamentally wrong. Patents were jeopardizing the very thing that was central to his life: writing code to solve problems. If the world became a place in which he couldn’t solve a problem without infringing on someone’s patents, he would be very unhappy living there.

How Great Is Our God! And I said, O Lord God of heaven, the great and terrible God, Who keeps covenant, loving-kindness, and mercy for those who love Him and keep His commandments… NEHEMIAH 1:5 AMP When Dorothy finally met the wizard she had been searching for in The Wonderful Wizard of Oz, she was disappointed. The “Great and Terrible” magician, who had promoted himself as an all-powerful man with a short temper, turned out to be a normal person behind a curtain—albeit one who was good at special effects. Rest assured, when we finally meet God, we won’t have the same kind of letdown. The Bible notes God’s inestimable qualities—unconditional love, unending mercy, unimaginable strength—with reverence. The New Testament authors also repeatedly wrote about God’s mercy and compassion, lest we despair of ever coming near Him. Of course, we need to fear the holy Creator and Maker of all things and strive to do His will, but as the One who formed us, God knows that we will fail (and loves us anyway). His love is why He sent Jesus to die on the cross. Today, think about God’s love, mercy, and strength as you go about your day. When you face problems, ask Him to solve them, instead of trying to fix them yourself. Repeatedly and reverently surrender to Him—because He is great, but He’s certainly not terrible. Creator, Maker, Redeemer God—You are wonderful. Thank You for Your wisdom, strength, and love. Amen.

own. Save a parrot’s tree. Save ten. Without our help, without needed legislative protection and worldwide consciousness-raising on their behalf, parrots will be lost in short years to come. It is fitting to end this book with this succinct summation from Wayne Pacelle, president of the Humane Society of the United States:   We are at an odd moment in history. There are more people in this country sensitized to animal protection issues than ever before. The Humane Society of the United States alone has 8 million members, and in addition, there are more than 5,000 other groups devoted to animal protection. At the same time, there are more animals being harmed than ever before—in industrial agriculture, research and testing, and the trade in wild animals. It is pitiful that our society still condones keeping millions of parrots and other wild birds as pets—wild animals that should be free to fly and instead are languishing in cages, with more being bred every day. It’s an issue of supply and demand and it’s also an issue of right and wrong. Animals suffer in confinement, and we have a moral obligation to spare them from needless suffering. Every person can make a difference every day for animals by making compassionate choices in the marketplace: don’t buy wild animals as pets, whether they are caught from the wild or bred in captivity. If we spare the life of just one animal, it’s a 100% positive impact for that creature. If we can solve the larger bird trade problem, it will be 100% positive for all parrots and other wild birds in the U.S. and beyond our borders. I believe we will look back in 50 -75 years and say “How could we as a society countenance things like the decades long imprisonment of extraordinarily intelligent animals like parrots?” Acknowledgments For this work, which took more than two and a half years to research and write, I amassed thousands of documents and conducted several hundred interviews with leading scientists, environmentalists, paleontologists, ecological economists, conservationists, global warming experts, federal law enforcement officers, animal control officers, avian researchers, avian rescuers, veterinarians, breeders, pet bird owners, bird clubs, pet bird industry executives and employees, sanctuaries and welfare organizations, legislators, and officials with the Convention on International Trade in Endangered Species of Wild Fauna and Flora (CITES), and other sources in the United States and around the world.

1. Dailies, or Solving Problems Together 2. Research Trips 3. The Power of Limits 4. Integrating Technology and Art 5. Short Experiments 6. Learning to See 7. Postmortems 8. Continuing to Learn

The most important pillar behind innovation and opportunity—education—will see tremendous positive change in the coming decades as rising connectivity reshapes traditional routines and offers new paths for learning. Most students will be highly technologically literate, as schools continue to integrate technology into lesson plans and, in some cases, replace traditional lessons with more interactive workshops. Education will be a more flexible experience, adapting itself to children’s learning styles and pace instead of the other way around. Kids will still go to physical schools, to socialize and be guided by teachers, but as much, if not more, learning will take place employing carefully designed educational tools in the spirit of today’s Khan Academy, a nonprofit organization that produces thousands of short videos (the majority in science and math) and shares them online for free. With hundreds of millions of views on the Khan Academy’s YouTube channel already, educators in the United States are increasingly adopting its materials and integrating the approach of its founder, Salman Khan—modular learning tailored to a student’s needs. Some are even “flipping” their classrooms, replacing lectures with videos watched at home (as homework) and using school time for traditional homework, such as filling out a problem set for math class. Critical thinking and problem-solving skills will become the focus in many school systems as ubiquitous digital-knowledge tools, like the more accurate sections of Wikipedia, reduce the importance of rote memorization. For children in poor countries, future connectivity promises new access to educational tools, though clearly not at the level described above. Physical classrooms will remain dilapidated; teachers will continue to take paychecks and not show up for class; and books and supplies will still be scarce. But what’s new in this equation—connectivity—promises that kids with access to mobile devices and the Internet will be able to experience school physically and virtually, even if the latter is informal and on their own time.

These examples, and those that surround us every day, are why creational thinking, not critical thinking, should be our ultimate goal in education. Critical thinking is a skill that allows us to steer a valuable course through a known problem. It engages a problem-solving skill set but stops short of what is possible. If problem solving and critical thinking are the goals of education, the bar is too low. Creational thinking, the use of content while branching into the unknown, leads to the possibility of truly elegant solutions. That is where the bar needs to be, particularly in light of the challenges that lie ahead for us.

Good teachers aren't simply born, they perfect their craft over time. Teachers need a chance to practice and improve, especially now as the American education system lags behind international standards. If education in the United States is to raise its standards, we need to nurture our teachers through a combination of accountability and development methods. Actionable advice: Don't discipline children too harshly. It's certainly tempting to punish or suspend children that behave badly. That might fix the problem in the short term, but it actually inhibits a child’s overall learning. It's much more effective to solve conflicts through social problem solving. When children can engage with a problem in a safe environment, their behavior is more likely to change for the good.

John Dewey’s dictum that “a problem well put is half-solved” applies.