Strategy Without Action Quotes

And here one of the most soul-crushing things about the Trump era reveals itself: to get through it with any psychological stability—to get through it without routinely descending into an emotional abyss—a person’s best strategy is to think mostly of himself, herself. As wealth continues to flow upward, as Americans are increasingly shut out of their own democracy, as political action is constrained into online spectacle, I have felt so many times that the choice of this era is to be destroyed or to morally compromise ourselves in order to be functional—to be wrecked, or to be functional for reasons that contribute to the wreck.

I have had the joy of seeing him constantly putting himself and his companions through countless drills and possible tactical situations, which will result in instant action by the warriors without the necessity of giving them orders because every man in his units will know what he must do and when he must do it.

Vision without action is a daydream, but action without vision is a nightmare.

The willingness to think what you think and feel what you feel—without necessarily believing that it is true, and without feeling compelled to act on it—is an effective strategy for treating anxiety, depression, food cravings, and addiction. As we consider the evidence for each, we’ll see that giving up control of our inner experiences gives us greater control over our outer actions.

Mainly, though, the Democratic Party has become the party of reaction. In reaction to a war that is ill conceived, we appear suspicious of all military action. In reaction to those who proclaim the market can cure all ills, we resist efforts to use market principles to tackle pressing problems. In reaction to religious overreach, we equate tolerance with secularism, and forfeit the moral language that would help infuse our policies with a larger meaning. We lose elections and hope for the courts to foil Republican plans. We lost the courts and wait for a White House scandal. And increasingly we feel the need to match the Republican right in stridency and hardball tactics. The accepted wisdom that drives many advocacy groups and Democratic activists these days goes like this: The Republican Party has been able to consistently win elections not by expanding its base but by vilifying Democrats, driving wedges into the electorate, energizing its right wing, and disciplining those who stray from the party line. If the Democrats ever want to get back into power, then they will have to take up the same approach. ...Ultimately, though, I believe any attempt by Democrats to pursue a more sharply partisan and ideological strategy misapprehends the moment we're in. I am convinced that whenever we exaggerate or demonize, oversimplify or overstate our case, we lose. Whenever we dumb down the political debate, we lose. For it's precisely the pursuit of ideological purity, the rigid orthodoxy and the sheer predictability of our current political debate, that keeps us from finding new ways to meet the challenges we face as a country. It's what keeps us locked in "either/or" thinking: the notion that we can have only big government or no government; the assumption that we must either tolerate forty-six million without health insurance or embrace "socialized medicine". It is such doctrinaire thinking and stark partisanship that have turned Americans off of politics.

What you want in warfare is room to maneuver. Tight corners spell death. Having enemies gives you options. You can play them off against each other, make one a friend as a way of attacking the other, on and on. Without enemies you will not know how or where to maneuver, and you will lose a sense of your limits, of how far you can go. Early on, Julius Caesar identified Pompey as his enemy. Measuring his actions and calculating carefully, he did only those things that left him in a solid position in relation to Pompey. When war finally broke out between the two men, Caesar was at his best. But once he defeated Pompey and had no more such rivals, he lost all sense of proportion—in fact, he fancied himself a god. His defeat of Pompey was his own undoing. Your enemies force on you a sense of realism and humility.

If Clausewitz is right, no one should develop a strategy without taking into account the effects of organizational friction. Yet we continue to be surprised and frustrated when it manifests itself. We tend to think everything has gone wrong when in fact everything has gone normally.

Without action, forecasts and decisions about the future are not worth the paper they are written on. A decision that does not result in action is a poor one. The pace of business demands timely as well as informed decision making.

Hope does not mean that our protests will suddenly awaken the dead consciences, the atrophied souls, of the plutocrats running Halliburton, Goldman Sachs, Exxon Mobil or the government. Hope does not mean we will reform Wall Street swindlers and speculators. Hope does not mean that the nation’s ministers and rabbis, who know the words of the great Hebrew prophets, will leave their houses of worship to practice the religious beliefs they preach. Most clerics like fine, abstract words about justice and full collection plates, but know little of real hope. Hope knows that unless we physically defy government control we are complicit in the violence of the state. All who resist keep hope alive. All who succumb to fear, despair and apathy become enemies of hope. Hope has a cost. Hope is not comfortable or easy. Hope requires personal risk. Hope does not come with the right attitude. Hope is not about peace of mind. Hope is an action. Hope is doing something. Hope, which is always nonviolent, exposes in its powerlessness the lies, fraud and coercion employed by the state. Hope does not believe in force. Hope knows that an injustice visited on our neighbor is an injustice visited on us all. Hope sees in our enemy our own face. Hope is not for the practical and the sophisticated, the cynics and the complacent, the defeated and the fearful. Hope is what the corporate state, which saturates our airwaves with lies, seeks to obliterate. Hope is what our corporate overlords are determined to crush. Be afraid, they tell us. Surrender your liberties to us so we can make the world safe from terror. Don’t resist. Embrace the alienation of our cheerful conformity. Buy our products. Without them you are worthless. Become our brands. Do not look up from your electronic hallucinations to think. No. Above all do not think. Obey. The powerful do not understand hope. Hope is not part of their vocabulary. They speak in the cold, dead words of national security, global markets, electoral strategy, staying on message, image and money. Those addicted to power, blinded by self-exaltation, cannot decipher the words of hope any more than most of us can decipher hieroglyphics. Hope to Wall Street bankers and politicians, to the masters of war and commerce, is not practical. It is gibberish. It means nothing. I cannot promise you fine weather or an easy time. I cannot pretend that being handcuffed is pleasant. If we resist and carry out acts, no matter how small, of open defiance, hope will not be extinguished. Any act of rebellion, any physical defiance of those who make war, of those who perpetuate corporate greed and are responsible for state crimes, anything that seeks to draw the good to the good, nourishes our souls and holds out the possibility that we can touch and transform the souls of others. Hope affirms that which we must affirm. And every act that imparts hope is a victory in itself.

When something is chance based, be stubbornly persistent. There’s no reason to quit a (free) chance-based venture. Ever. It’s irrational to quit unless it costs you something. It’s free to submit guest post articles, ask women to go to dinner with you, apply for dream jobs, or ask your boss for a raise. There can be many upsides if you get positive results, so take action without apologizing. Be the most aggressive person you know! When something fails, try a different approach. Concrete failure, as opposed to chance failure, gives you an opportunity to eliminate that way of doing things (Edison’s failed lightbulb prototypes are a popular example of this). When you suspect a negative result comes from a combination of chance and failure, be persistent, but try varying strategies to the degree that you think it’s failure.

Price Pritchett, author of The Quantum Leap Strategy, emphasizes that what often looks like failure is actually a work in progress: “Everything looks like a failure in the middle. You can’t bake a cake without getting the kitchen messy. Halfway through surgery it looks like there’s been a murder in the operating room.” If you measure your body fat after a week of work and there’s no change, you haven’t failed; you’ve simply produced a result. As long as you have a goal and you’re taking efficient daily action, then whatever result you produce is “performance feedback.” It may not be the result you want, but it’s still valuable feedback. You’ve learned one way that doesn’t work.

Actually, manipulation is just a continuation of their existing strategy. You can’t cheat on chumps without lying to or gaslighting them. Cheaters are not about to change tactics and go with unvarnished honesty now. Remain highly skeptical. Judge cheaters by their actions over time—a long time. Don’t assume friendship and mutuality where it doesn’t exist.

Humans are only one species of millions. To kill millions of species for the benefit of one is insane, just as killing millions of people for the benefit of one person would be insane. And since unimpeded ecological collapse would kill off humans anyway, those species will ultimately have died for nothing, and the planet will take millions of years to recover. Rapid collapse is ultimately good for humans because at least some people survive. And remember, the people who need the system to come down the most are the rural poor in the majority of the world: the faster the actionists can bring down industrial civilization, the better the prospects for those people and their landbases. Regardless, without immediate action, everyone dies.

Here's the thing about beliefs; we all have them and they drive our actions. We experience our beliefs as truths, and we can usually find evidence to support them. Subsequently, they create boundaries around what we think we can and can't do, what can and can't be done in the world. Some of our beliefs are tucked into our subconscious, where they operate without our awareness. Sometimes our beliefs contradict each other or our core values. Some of our beliefs make us strong, powerful people; some do not serve us. The good news is that beliefs can be updated or changed.

To make good choices, you need to make sense of the complexity of your environment. The strategy logic flow can point you to the key areas of analysis necessary to generate sustainable competitive advantage. First, look to understand the industry in which you play (or will play), its distinct segments and their relative attractiveness. Without this step, it is all too easy to assume that your map of the world is the only possible map, that the world is unchanging, and that no better possibilities exist. Next, turn to customers. What do channel and end consumers truly want, need, and value-and how do those needs fit with your current or potential offerings? To answer this question, you will have to dig deep-engaging in joint value creation with channel partners and seeking a new understanding of end consumers. After customers, the lens turns inward: what are your capabilities and costs relative to the competition? Can you be a differentiator or a cost leader? If not, you will need to rethink your choices. Finally, consider competition; what will your competitors do in the face of your actions? Throughout the thinking process, be open to recasting previous analyses in light of what you learn in a subsequent box. The basic direction of the process is from left to right, but it also has interdependencies that require a more flexible path through it.

Nature vs. nurture is part of this—and then there is what I think of as anti-nurturing—the ways we in a western/US context are socialized to work against respecting the emergent processes of the world and each other: We learn to disrespect Indigenous and direct ties to land. We learn to be quiet, polite, indirect, and submissive, not to disturb the status quo. We learn facts out of context of application in school. How will this history, science, math show up in our lives, in the work of growing community and home? We learn that tests and deadlines are the reasons to take action. This puts those with good short-term memories and a positive response to pressure in leadership positions, leading to urgency-based thinking, regardless of the circumstance. We learn to compete with each other in a scarcity-based economy that denies and destroys the abundant world we actually live in. We learn to deny our longings and our skills, and to do work that occupies our hours without inspiring our greatness. We learn to manipulate each other and sell things to each other, rather than learning to collaborate and evolve together. We learn that the natural world is to be manicured, controlled, or pillaged to support our consumerist lives. Even the natural lives of our bodies get medicated, pathologized, shaved or improved upon with cosmetic adjustments. We learn that factors beyond our control determine the quality of our lives—something as random as which skin, gender, sexuality, ability, nation, or belief system we are born into sets a path for survival and quality of life. In the United States specifically, though I see this most places I travel, we learn that we only have value if we can produce—only then do we earn food, home, health care, education. Similarly, we learn our organizations are only as successful as our fundraising results, whether the community impact is powerful or not. We learn as children to swallow our tears and any other inconvenient emotions, and as adults that translates into working through red flags, value differences, pain, and exhaustion. We learn to bond through gossip, venting, and destroying, rather than cultivating solutions together. Perhaps the most egregious thing we are taught is that we should just be really good at what’s already possible, to leave the impossible alone.

The Power of Patient Waiting Waiting is never easy. It drains your enthusiasm, making you restless to charge ahead, seize the moment, and pour your all into the fight. Only a fool would choose hesitation, and only the idle would welcome delay in the heat of action. Yet, waiting is the vulture’s strength. It watches, poised, biding its time for the perfect strike. To the untrained eye, the waiting vulture seems foolish—but its patience is not passivity. It is strategy and intentionality in motion, turning restraint into reward, trading haste for precision. Patience is not mere inconvenience—it is necessity. Though it may feel like time wasted, its true cost is only short-term. Waiting sharpens focus, hones skill, and prepares you for what lies ahead. It clears the mind of bias, aligns action with purpose, and leads to wiser choices. In patience, energy is preserved, and ability is refined. It is the cure for reckless impulse. No victory comes without patience. Only faith that is accompanied by patience inherit the promise of a desired end. For everyone that waits actively and purposely, triumph is inevitable.

To summarize the VWAP Reversal Strategy: After I build my watchlist in the morning, I closely monitor the shortlisted stocks in the first five minutes after the Open. I identify their opening range and their price action. The stocks will either move higher or below the VWAP. Depending on the price action, I may be able to take an Opening Range Breakout to the long or short side. I monitor the price when it moves away from the VWAP and look for a sign of weakness. If it is above the VWAP, failing to make a new high of the day may be a sign that the buyers are exhausted. If it is below the VWAP, failing to make a new low of the day or a new 5-minute low can be a sign that the sellers are gone, and the stock can be ready for a squeeze back to the VWAP. I take the trade only if I can get a good entry and a good risk/reward ratio. Remember, most of the time stocks move really fast without offering a good entry and a good risk/reward ratio. If I am short above the VWAP, I cover my short at the VWAP and bring my stop loss to break-even. If I am long below the VWAP, I sell part of my position at the VWAP, and keep the rest for a squeeze above the VWAP (or as some traders would call it, a VWAP Pop). Do ensure you bring your stop loss to break-even, because sometimes the stock can bounce back from the VWAP as well.

We have learned from Ludwig von Mises how to respond to the socialists’ evasion (immunization) strategy. As long as the defining characteristic— the essence—of socialism, i.e., the absence of the private ownership of the factors of production, remains in place, no reform will be of any help. The idea of a socialist economy is a contradictio in adjecto, and the claim that socialism represents a higher, more efficient mode of social production is absurd. In order to reach one’s own ends efficiently and without waste within the framework of an exchange economy based on division of labor, it is necessary that one engage in monetary calculation (cost-accounting). Everywhere outside the system of a primitive self-sufficient single household economy, monetary calculation is the sole tool of rational and efficient action. Only by being able to compare inputs and outputs arithmetically in terms of a common medium of exchange (money) can a person determine whether his actions are successful or not. In distinct contrast, socialism means to have no economy, no economizing, at all, because under these conditions monetary calculation and cost-accounting is impossible by definition. If no private property in the factors of production exists, then no prices for any production factor exist; hence, it is impossible to determine whether or not they are employed economically. Accordingly, socialism is not a higher mode of production but rather economic chaos and regression to primitivism.

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

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thepsychchic chips clips ii If you think of yourself instead as an almost-victor who thought correctly and did everything possible but was foiled by crap variance? No matter: you will have other opportunities, and if you keep thinking correctly, eventually it will even out. These are the seeds of resilience, of being able to overcome the bad beats that you can’t avoid and mentally position yourself to be prepared for the next time. People share things with you: if you’ve lost your job, your social network thinks of you when new jobs come up; if you’re recently divorced or separated or bereaved, and someone single who may be a good match pops up, you’re top of mind. This attitude is what I think of as a luck amplifier. … you will feel a whole lot happier … and your ready mindset will prepare you for the change in variance that will come … 134-135 W. H. Auden: “Choice of attention—to pay attention to this and ignore that—is to the inner life what choice of action is to the outer. In both cases man is responsible for his choice and must accept the consequences.” Pay attention, or accept the consequences of your failure. 142 Attention is a powerful mitigator to overconfidence: it forces you to constantly reevaluate your knowledge and your game plan, lest you become too tied to a certain course of action. And if you lose? Well, it allows you to admit when it’s actually your fault and not a bad beat. 147 Following up on Phil Galfond’s suggestion to be both a detective and a storyteller and figure out “what your opponent’s actions mean, and sometimes what they don’t mean.” [Like the dog that didn’t bark in the Sherlock Holmes “Silver Blaze” story.] 159 You don’t have to have studied the description-experience gap to understand, if you’re truly expert at something, that you need experience to balance out the descriptions. Otherwise, you’re left with the illusion of knowledge—knowledge without substance. You’re an armchair philosopher who thinks that just because she read an article about something she is a sudden expert. (David Dunning, a psychologist at the University of Michigan most famous for being one half of the Dunning-Kruger effect—the more incompetent you are, the less you’re aware of your incompetence—has found that people go quickly from being circumspect beginners, who are perfectly aware of their limitations, to “unconscious incompetents,” people who no longer realize how much they don’t know and instead fancy themselves quite proficient.) 161-162 Erik: Generally, the people who cash the most are actually losing players (Nassim Taleb’s Black Swan strategy, jp). You can’t be a winning player by min cashing. 190 The more you learn, the harder it gets; the better you get, the worse you are—because the flaws that you wouldn’t even think of looking at before are now visible and need to be addressed. 191 An edge, even a tiny one, is an edge worth pursuing if you have the time and energy. 208 Blake Eastman: “Before each action, stop, think about what you want to do, and execute.” … Streamlined decisions, no immediate actions, or reactions. A standard process. 217 John Boyd’s OODA: Observe, Orient, Decide, and Act. The way to outmaneuver your opponent is to get inside their OODA loop. 224 Here’s a free life lesson: seek out situations where you’re a favorite; avoid those where you’re an underdog. 237 [on folding] No matter how good your starting hand, you have to be willing to read the signs and let it go. One thing Erik has stressed, over and over, is to never feel committed to playing an event, ever. “See how you feel in the morning.” Tilt makes you revert to your worst self. 257 Jared Tindler, psychologist, “It all comes down to confidence, self-esteem, identity, what some people call ego.” 251 JT: “As far as hope in poker, f#¢k it. … You need to think in terms of preparation. Don’t worry about hoping. Just Do.” 252

10 Practical Strategies to Improve Your Critical Thinking Skills and Unleash Your Creativity In today's rapidly changing world, the ability to think critically and creatively has become more important than ever. Whether you're a student looking to excel academically, a professional striving for success in your career, or simply someone who wants to navigate life's challenges with confidence, developing strong critical thinking skills is crucial. In this blog post, we will explore ten practical strategies to help you improve your critical thinking abilities and unleash your creative potential. 1. Embrace open-mindedness: One of the cornerstones of critical thinking is being open to different viewpoints and perspectives. Cultivate a willingness to listen to others, consider alternative opinions, and challenge your own beliefs. This practice expands your thinking and encourages creative problem-solving. 2. Ask thought-provoking questions: Asking insightful questions is a powerful way to stimulate critical thinking. By questioning assumptions, seeking clarity, and exploring deeper meanings, you can uncover new insights and perspectives. Challenge yourself to ask thought-provoking questions regularly. 3. Practice active listening: Listening actively involves not just hearing, but also understanding, interpreting, and empathizing with the speaker. By honing your active listening skills, you can better grasp complex ideas, identify underlying assumptions, and engage in more meaningful discussions. 4. Seek diverse sources of information: Expand your knowledge base by seeking information from a wide range of sources. Engage with diverse perspectives, opinions, and ideas through books, articles, podcasts, and documentaries. This habit broadens your understanding and encourages critical thinking by exposing you to different viewpoints. 5. Develop analytical thinking skills: Analytical thinking involves breaking down complex problems into smaller components, examining relationships and patterns, and drawing logical conclusions. Enhance your analytical skills by practicing activities like puzzles, riddles, and brain teasers. This will sharpen your ability to analyze information and think critically. 6. Foster a growth mindset: A growth mindset is the belief that your abilities can be developed through dedication and hard work. Embracing this mindset encourages you to view challenges as opportunities for growth, rather than obstacles. By persisting through difficulties, you build resilience and enhance your critical thinking abilities. 7. Engage in collaborative problem-solving: Collaborating with others on problem-solving tasks can spark creativity and strengthen critical thinking skills. Seek out group projects, brainstorming sessions, or online forums where you can exchange ideas, challenge each other's thinking, and find innovative solutions together. 8. Practice reflective thinking: Taking time to reflect on your thoughts, actions, and experiences allows you to gain deeper insights and learn from past mistakes. Regularly engage in activities like journaling, meditation, or self-reflection exercises to develop your reflective thinking skills. This practice enhances your critical thinking abilities by promoting self-awareness and self-improvement. 9. Encourage creativity through experimentation: Creativity and critical thinking often go hand in hand. Give yourself permission to experiment and explore new ideas without fear of failure. Embrace a "what if" mindset and push the boundaries of your thinking. This willingness to take risks and think outside the box can lead to breakthroughs in critical thinking. 10. Continuously learn and adapt: Critical thinking is a skill that can be honed throughout your life. Commit to lifelong learning and seek opportunities to expand your knowledge and skills. Stay curious, be open to new experiences, and embrace change.

System knowledge alone tends to favor technocratic visions; transformation knowledge by itself may encourage blind activism; orientation knowledge without system and transformation knowledge is idle. But even the combination of these types of knowledge will be useless as long as they are not implemented within a suitable knowledge economy, comprising research, education, public discourse, and political action. Much of the needed knowledge is unavailable - either because it is inaccessible, suppressed, or unimplemented, or because it does not yet exist or has been lost. Even in the face of global challenges, there will not be just one way into the future, but various modes of bringing together the richness and diversity of human experiences. New form of knowledge, as well as new forms of individual and social life ready to meet the challenges of the Anthropocene (including new strategies for knowledge production and energy provision, for dealing with social justice and the flow of materials, for health care en traffic, etc) will not simply follow from a radical 'paradigm shift'. They will rather result from exploration processes that may eventually form a matrix. thus giving birth to new insights and forms of life that we could not have anticipated.

I feel good. And victorious. And the feeling lasts. A few weeks after my first poker win, I’m approached by a magazine to write an article. I look back through my old emails. I’ve played with this opponent before: she’s asked me to write in the past, multiple times. It was always a little too small a sum for the effort required, so I’d never actually written anything. Every time I mentioned money, she walked away. Part of me just wants to accept this assignment: it’s interesting, I’ve done a lot of work on the background already, and the money isn’t all that bad. I’ve been offered worse. It would actually be a nice and needed boost at this precise moment. But on some level, part of me must remember: you can’t play scared. You can’t be afraid of how you look. You can’t be afraid someone will walk away because of what you do or don’t do. You have to play smart. And so I decide to check back: I’m not really doing much freelance work these days, I respond. I’m working on my next book. Not a refusal, but something that leaves the action open. Turn the decision momentum so that the power of position is on my side. Do nothing without first gauging my opponent’s reaction. Reveal nothing about the strength of my hand until I have to. A day later, I receive another email: What if we paid you more than we’ve offered in the past? This is an opening, and old me would have jumped at it. New me decides I don’t actually have to jump at anything; the smarter strategy might lie in another direction. I’m not sure that would be enough, I counter, since I really need to be paid more than I am at my home magazine to make it worth my while given the constraints on my time. In effect, I’m calling the bet, but I don’t raise. I simply stay in the hand to see what will happen. Three dollars a word, comes the next email. Done. I’ve won the hand and extracted more value than I ever thought I could from it.

I am a force for good, and I can empathize with others without losing my position and well-being

Before getting started with daily goals, it is crucial to identify the ones you would like to set for the long term because without identifying what you are trying to achieve, you won’t have a clue as to where to start or what to do each day. To get your big picture into focus, think about what you would like to accomplish and then break it down into smaller action steps so you can create a road map to get there.

That attachment styles can vary based on type—for example, friendship or a romantic relationship. 2. That how a person behaves in one relationship—for example, with one specific friend—can spread to how they behave in other relationships of that same type—such as with other friends. This concept is important because it truly demonstrates the ability of the subconscious to store and replay beliefs based on repetition and emotion. Now that you understand the fluidity of attachment styles and why they lie along a spectrum, you can begin to discover your dominant attachment style in different areas of your life. Consider how you act and feel in your relationships, whether they are romantic, platonic, or familial. Examine the ratio of activating to deactivating strategies in your thoughts and behaviors. Recall that activating strategies are decisions that are made based on prior information and experiences. Deactivating strategies are actions that drive self-reliance and deny attachment needs altogether, pushing others away. If you have relatively more activating strategies, you may have a greater fear of abandonment and be on the Anxious side of the spectrum. More deactivating strategies may indicate a subconscious belief around complete autonomy, placing you more on the Dismissive-Avoidant side of the attachment scale. Keep in mind that this tool should be used in romantic relationships after the honeymoon phase is over, a phase that occurs during the first two years of the relationship. During the honeymoon phase, your brain has higher levels of dopamine in the caudate nucleus and ventral tegmental regions, according to Scientific American. These areas of the brain are responsible for, respectively, learning and memory and emotional processing. Consequently, your attachment style may be unclear to you in the early phases of your romantic relationship since your emotions, memory, and hormone regulation are atypical. Our experiences can also dramatically alter our attachment style. For example, if Sophie were to partake in certain forms of therapy and practices such as recurrent meditation, she may be able to better understand and re-equilibrate her subconscious beliefs. According to Science Daily, since meditation induces theta brain waves and activates areas of the frontal lobe associated with emotional regulation, Sophie could eventually bring herself into a more Secure attachment space without the help of a Secure partner. However, although it is common to express different attachment styles in different areas of life, the type of attachment you have in relationships ultimately tends to be the attachment style that you associate with the type of relationship. For example, you can be Dismissive-Avoidant in familial relationships because you experienced emotional neglect from parental figures, but you could also be Fearful-Avoidant in romantic relationships due to domestic abuse that has occurred. This illustrates that major events such as betrayal, loss, or abuse can alter our attachment style in different chapters of life, but that ultimately attachment styles are fluid and often dependent on the kind of relationships we are in. We tend to have a primary attachment style, most associated with how we show up in romantic relationships, that plays a large role in our personality structure. This essentially dictates how we give and receive love and what our subconscious expectations are of others.

Use food and drink to blur an unpleasant message. Aini told me, “If I have to provide criticism to someone on my staff, I am not going to call them into my office. If I do, I know that they are going to be listening to my message with all of their senses—and any message I provide will be greatly amplified in their minds. Instead, I might invite them out to lunch. Once we are relaxed, this is a good time to give feedback. We don’t make reference to it in the office the next day or the next week, but the feedback has been passed and the receiver is now able to take action without humiliation or breaking the harmony between the two parties. In Japan, Thailand, Korea, China, or Indonesia, the same strategy applies.

Some people are good at taking a Pause to put the strategy together, identify all the things there are to Think of, and make contingency plans. But when it comes to actually executing, there’s a block. Before I take this step, did I think through everything that could possibly go wrong? More Pausing. More Thinking. More analysis. They get paralyzed in the details. They Pause too long. They Think too much. And they never take any Action. Maybe you can relate to this? You want everything to be just right before you move forward. Or maybe you have the opposite problem—you Act hastily without Pausing or Thinking at all! That’s what one client told me recently: “Darcy, I realized that I do it backward. I Act, and then I Pause and Think, Ew, I shouldn’t have done that!

A person excels when he disciplines the senses with the mind and engages the organs of action in work without getting attached to sensations. -Bhagavad Gita

Where is the core of the truth? If the center of the truth is out of space and time, then we cannot think about it from the paradigm of space and time. First, we have to define, as much as possible, the meaning of the word (term) God. What do we mean when we use the term God in every situation? We also must ask why God must be what some people say in the religious books. Why the Creator cannot be One with his creation? Why can’t we assume that the World is God in action? The Source of everything is not only the Source but also the Materialization and Personification of itself through the world. Maker is the making and the creation of the making. Without making, the Maker is dead. Making and creating is the rejuvenation of the Maker. The world is another face of the Maker. The world is a way out. The World is God’s exit strategy. The world is the salvation of the maker. Creation is the salvation of the Creator through its creation. Since the world itself is the source, the world is also uncreated. The world did not come out of nothing, ex nihilo. The world is one of the manifestations of the Absolute. The world is proof that the Absolute exists.

You can shift the odds in your favor by differentiating yourself from others, because a good strategy seeks uniqueness. Rather than a plan, a strategy is a framework for decision making. It is an original choice about direction, which enables subsequent choices about action. It prepares the organization to make those choices. Without a strategy, the actions taken by an organization degenerate into arbitrary sets of activity. A strategy enables people to reflect on the activity and gives them a rationale for deciding what to do next. A robust strategy is not dependent on competitors doing any single thing. It does not seek to control an independent will. Instead, it should be a “system of expedients” – with the emphasis on system.

Theory without practice is pointless, practice without theory is mindless. Lenin

contained within is the solitary and utter responsibility of the recipient reader. Under no circumstances will any legal responsibility or blame be held against the publisher for any reparation, damages, or monetary loss due to the information herein, either directly or indirectly. Respective authors own all copyrights not held by the publisher. Legal Notice: This book is copyright protected. This is only for personal use. You cannot amend, distribute, sell, use, quote or paraphrase any part or the content within this book without the consent of the author or copyright owner. Legal action will be pursued if this is breached.

It is high time for American citizens and policymakers to recognize the American male’s postwar flight from work for what it is: a grave social ill. It is imperative for the future health of our nation that we make a determined and sustained commitment to bringing these detached men back—back into the workplace, back into their families, back into our civil society. I do not propose here to offer a comprehensive program to accomplish this great goal. This is not a “how to” book. America’s “men without work” problem is immense and complex and has been gathering fully for two generations. Reversing it will surely require action on many different fronts—and certainly not just governmental action. It will also require suggestions and strategies from voices across the political spectrum; only a broad and inclusive approach will develop and sustain the consensus needed to turn this tide. In

On one side of the argument is the perspective of the design school of strategy, which was discussed in Chapter 1 and which was heavily influenced by the technical rational period of thought prevalent in the early nineteenth century, which continues through to today. This perspective is anchored in principles of industrialism and reflects one of modernity’s key tenets—objective representationalism, the idea that the purpose of knowledge is to represent, without logical contradiction, the “way things really are,” or the linear, functional causes of actions.

Only 10 percent of most companies’ actions arise out of their strategic planning (i.e., realized strategy).4 The source of the other 90 percent of what companies do, Mintzberg calls “emergent strategy.” This is the accumulation of day-to-day decisions, disjointed initiatives, and actions taken by managers in response to everyday work demands, without any master plan or comprehensive strategic concept to guide them. When everything

The columnist James Reston quipped that Johnson was “getting everything through the Congress but the abolition of the Republican party, and he hasn’t tried that yet.” Members of Congress were so overwhelmed Johnson might well have slipped it past them. In a typical year the White House transmits one or two dozen presidential messages to Congress; between January and August 1965, LBJ delivered sixty-five expansive requests for action. “If you’re not doing it to them, they’re doing it to you,” he told an aide, and this was the heart of Johnson’s congressional strategy: keep them busy. Two or three big proposals were not enough to occupy potential troublemakers (and they were all potential troublemakers); Johnson consumed the agendas of even the smallest subcommittees. The president knew his political capital would not last and he acted quickly and relentlessly to spend it. “You’ve got to give it all you can, that first year,” he lectured Harry McPherson. “Doesn’t matter what kind of majority you come in with. You’ve got just one year when they treat you right, and before they start worrying about themselves.” It was as if, in the 1950s, Majority Leader Johnson had staged a coup, deposed President Eisenhower, and ruled both branches of government. LBJ was more prime minister than president, and many observers made reference to the parliamentary system in which both branches—executive and legislative—propose, and both dispose. “There is but one way for a President to deal with the Congress,” Johnson later explained,” and that is continuously, incessantly, and without interruption. If it’s really going to work, the relationship between the President and the Congress has got to be almost incestuous. He’s got to know them even better than they know themselves.

Ideas are useless without action and there are millions of business ideas that exist only in the ethereal world.

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Just Show Up. Guess what? Being in the right place at the right time can’t happen without your first showing up. Companies have been started, marriages made, friendships found, careers created, and opportunities seized by those people who just showed up. Whether through coincidence, serendipity, strategy, or fate, taking the initiative to show up will reward you in ways which never would have occurred if you hadn’t. Just by showing up, you have taken a proactive step to impress people by being there" in person” and demonstrating your willingness to be involved.

So small changes in the ambient temperature over relatively short periods of time that are not sufficiently long for adaptive processes to develop can lead to huge ecological and climatological effects. Some of these may be positive, but many will be catastrophic. Regardless, however, of the sign of the effect, significant changes are upon us, and we desperately need to understand their origins and consequences and forge strategies for adaptation and mitigation. The crucial question is not whether these effects are anthropogenic in origin because they almost certainly are, but rather to what extent they can be minimized without leading to rapid discontinuous changes in our physical and economic environment and ultimately to the potential collapse of the global socioeconomic fabric. Hence my bewilderment at those in the general public including political and corporate leaders who reject the cautionary exhortations of scientists, environmentalists, and others, and why I am continually baffled by their lack of action. Yes, we should all delight in and promote the huge successes and fruits of the free market system and of the role of human ingenuity and innovation, but we should also recognize the critical roles of energy and entropy and together act strategically to find

These strategies include: asking small questions to dispel fear and inspire creativity thinking small thoughts to develop new skills and habits—without moving a muscle taking small actions that guarantee success solving small problems, even when you’re faced with an overwhelming crisis bestowing small rewards to yourself or others to produce the best results recognizing the small but crucial moments that everyone else ignores

Strategy 1 is to rely on willpower. Make no mistake, willpower can work; we do not advocate giving in to passions without mounting efforts at restraint. For any real problem with which you continue to struggle, however, you have already likely tried willpower and not fared so well. Strategy 2 is to create an alternative option that is better than the behavior that is causing problems. Roller coasters are safer than cars. Nutrasweet has fewer calories than sugar. Strategy 3 is to remove (or reduce) your ability to engage in the bad activity. Lock the refrigerator overnight. Don’t take any credit cards to the casino. And don’t hang out with other smokers. Strategy 4 is to take an action that changes your desires before you reach a decision point. Take a nicotine vaccine so that you will not enjoy a cigarette. Eat a protein bar just before going to a barbecue with junk food. Arrange for automatic payroll deductions that lock up your money in savings accounts and reduce your access to discretionary cash. What

Remember that knowledge without action will amount to nothing. 

If the tactic of occupation, for example, is employed in order to create exemplars and temporary spaces of non-capitalist social relations, it will inevitably fail to achieve substantial change. If, on the other hand, it is understood as a mechanism to produce solidarity networks and mobilise them for further action, then it may still have use within broader counter-hegemonic strategies.

If the tactic of occupation, for example, is employed in order to create exemplars and temporary spaces of non-capitalist social relations, it will inevitably fail to achieve substantial change. If, on the other hand, it is understood as a mechanism to produce solidarity networks and mobilise them for further action, then it may still have use within broader counter-hegemonic strategies. But this sort of strategic reflection about the virtues and limits of any particular action is what is absent from too much of the left today. The numerous protests and marches and occupations typically operate without any sense of strategy, simply acting as dispersed and independent blips of resistance. There is far too little thought given to how to combine these various actions, and how they might function together to collectively build a better world. Instead we are left with actions that sometimes succeed but which rarely have an overarching eye to how this contributes to medium-and long-term goals.105

You must learn to accept that humans make mistakes, but when the same issue is repeated over and over without corrective strategies to plug the holes, then you must expect negative impact on your definition of success. It is normal to make a mistake, but learn, face the consequences, get back up and march on. If you want to be different or stand out as a brand, then your actions, habits, behaviours and decisions must reflect that 'you care about what people think or say about you.

Criteria for command and control He starts out with providing some guiding thoughts as the background for the rest of his argument, much as he had done in the first pages of Patterns of Conflict, effectively proposing a set of criteria around which a command and control philosophy must be designed. He asserts that we: Need insight and vision to unveil adversary plans and actions as well as ‘foresee’ own goals and appropriate plans and actions. Need focus and direction to achieve some goal or aim. Need adaptability, to cope with uncertain and ever-changing circumstances. Need security, to remain unpredictable.4 The rationale for these criteria is also offered and it is closely related to the two variants of the set of four elements he had introduced in Patterns of Conflict: variety/rapidity/harmony/initiative (Patterns of Conflict, p. 12); insight/initiative/adaptability/harmony (Patterns of Conflict, p. 185). As Boyd explains, without insight and vision there can be no orientation to deal with both present and future. Without focus and direction, implied or explicit, there can be neither harmony of effort nor initiative for vigorous effort. Adaptability implies variety and rapidity. Without variety and rapidity one can neither be unpredictable nor cope with changing and unforeseen circumstances. Without security one becomes predictable, hence one loses the benefits of the above.5

From this basis, Boyd sets out to develop a normative view on a design for command and control. As in Patterns of Conflict, he starts with some ‘samples from historical environment’, offering nine citations from nine practitioners, including from himself (see Box 6.1):6 Sun Tzu (around 400 BC) Probe enemy strength to unmask his strengths, weaknesses, patterns of movement and intentions. Shape enemy’s perception of world to manipulate/undermine his plans and actions. Employ Cheng/Ch’I maneuvers to quickly and unexpectedly hurl strength against weaknesses. Bourcet (1764–71) A plan ought to have several branches . . . One should . . . mislead the enemy and make him imagine that the main effort is coming at some other part. And . . . one must be ready to profit by a second or third branch of the plan without giving one’s enemy time to consider it. Napoleon (early 1800s) Strategy is the art of making use of time and space. I am less chary of the latter than the former. Space we can recover, time never. I may lose a battle, but I shall never lose a minute. The whole art of war consists in a well-reasoned and circumspect defensive, followed by rapid and audacious attack. Clausewitz (1832) Friction (which includes the interaction of many factors, such as uncertainty, psychological/moral forces and effects, etc.) impedes activity. Friction is the only concept that more or less corresponds to the factors that distinguish real war from war on paper. In this sense, friction represents the climate or atmosphere of war. Jomini (1836) By free and rapid movements carry bulk of the forces (successively) against fractions of the enemy. N.B. Forrest (1860s) Git thar the fustest with the mostest. Blumentritt (1947) The entire operational and tactical leadership method hinged upon . . . rapid concise assessment of situations, . . . and quick decision and quick execution, on the principle: each minute ahead of the enemy is an advantage. Balck (1980) Emphasis upon creation of implicit connections or bonds based upon trust, not mistrust, that permit wide freedom for subordinates to exercise imagination and initiative – yet harmonize within intent of superior commanders. Benefit: internal simplicity that permits rapid adaptability. Yours truly Operate inside adversary’s observation-orientation-decision-action loops to enmesh adversary in a world of uncertainty, doubt, mistrust, confusion, disorder, fear, panic, chaos . . . and/or fold adversary back inside himself so that he cannot cope with events/efforts as they unfold.

I know the strategy, I know the logic, I know the way but everything is on theory, but fuck me without action it's just a one peace which isn't assembled!

When we observe oppression, let us develop strategies that free not only the oppressed but also the oppressor. Let us remember that those who use their power to deny freedom to others are also imprisoned and are also worthy of care. Do not let their unjust actions inspire us to cruelty, or else we will soon become what we set out against. Here is our challenge: let us take up the miseducation of justice-making, by stripping our minds of the idea that equity can be manifested through condemnation, through humiliation, through shame and blame, and through righteous vindication. No, justice-making begins by marrying a just thought to insightful words, inviting us to collective action, by daring to free both the oppressed and the oppressor, for we know what it is like to be both. Stand we must, stand strong and bold. But let us choose a new way to balance the scales. Rather than shoving our foot on oppressors’ necks, let us instead reach out a hand, offer a seat, and show them, and even ourselves, a new way of justice-making by collectively experimenting with the moral imagination.

In business, your best is not enough without adequate knowledge of the industry, right strategies, expert advice and smart actions.

A society like the Italian, the very disorder of which renders the action of the State useless and ridiculous, is not without its charm and helps us to grasp this political truth: the principal task of the State today is to justify its own existence. To do so, it has to annihilate society's capacity to survive by itself. Surreptitiously undermining all forms of spontaneous regulation, deregulating, desocializing, breaking down the traditional mechanisms of bodies and antibodies, in order to substitute its artificial mechanisms - such is the strategy of a State locked in a subtle struggle with society - exactly like medicine, which lives off the destruction of natural defences and their replacement by artificial ones. In Rome, Niccolini manages to counter the obsessive fear of terrorism with a cultural revival. To the Romans who no longer dare go out in the evenings he offers festivals, performances, poetry galas. He brings culture down into the street. He combats the terrorist festival with the cultural, advertising festival. He will be criticized for wasteful expenditure, but the only way to fight terrorism is not to create 'solid' institutions, but to put upon the stage a culture that is as sacrificial, eccentric, and ephemeral as the terrorist acts themselves. One festival against the other. If terrorism is a sort of murderous advertising campaign which keeps our imagination on tenterhooks, it can be countered only by a piece of even more effective advertising.

A verse, or its half, or its half’s half, or just a letter, should be studied; for without charity, without study, without virtuous action, a day should not pass.

Faith without action is delusion. Faith without personal responsibility is escapism. Faith without suffering is meaningless. Faith looks at a challenge, looks at the facts, then looks inside and follows divine energy. Faith pushes through darkness and turns our emotionally charged ideas into reality. Faith plus action enacts Providence.

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There are five ways technology can boost marketing practices: Make more informed decisions based on big data. The greatest side product of digitalization is big data. In the digital context, every customer touchpoint—transaction, call center inquiry, and email exchange—is recorded. Moreover, customers leave footprints every time they browse the Internet and post something on social media. Privacy concerns aside, those are mountains of insights to extract. With such a rich source of information, marketers can now profile the customers at a granular and individual level, allowing one-to-one marketing at scale. Predict outcomes of marketing strategies and tactics. No marketing investment is a sure bet. But the idea of calculating the return on every marketing action makes marketing more accountable. With artificial intelligence–powered analytics, it is now possible for marketers to predict the outcome before launching new products or releasing new campaigns. The predictive model aims to discover patterns from previous marketing endeavors and understand what works, and based on the learning, recommend the optimized design for future campaigns. It allows marketers to stay ahead of the curve without jeopardizing the brands from possible failures. Bring the contextual digital experience to the physical world. The tracking of Internet users enables digital marketers to provide highly contextual experiences, such as personalized landing pages, relevant ads, and custom-made content. It gives digital-native companies a significant advantage over their brick-and-mortar counterparts. Today, the connected devices and sensors—the Internet of Things—empowers businesses to bring contextual touchpoints to the physical space, leveling the playing field while facilitating seamless omnichannel experience. Sensors enable marketers to identify who is coming to the stores and provide personalized treatment. Augment frontline marketers’ capacity to deliver value. Instead of being drawn into the machine-versus-human debate, marketers can focus on building an optimized symbiosis between themselves and digital technologies. AI, along with NLP, can improve the productivity of customer-facing operations by taking over lower-value tasks and empowering frontline personnel to tailor their approach. Chatbots can handle simple, high-volume conversations with an instant response. AR and VR help companies deliver engaging products with minimum human involvement. Thus, frontline marketers can concentrate on delivering highly coveted social interactions only when they need to. Speed up marketing execution. The preferences of always-on customers constantly change, putting pressure on businesses to profit from a shorter window of opportunity. To cope with such a challenge, companies can draw inspiration from the agile practices of lean startups. These startups rely heavily on technology to perform rapid market experiments and real-time validation.

But reasoning goes backward. Which is why most people don’t do it. Plus, reasoning backward is complex. It’s complicated. It’s unwieldy. It takes more effort. It takes more time. It takes practice to get it right. But reasoning backward is essential. Reasoning backward ties together imagination and action. Without reasoning backward, you’re shooting in the dark. You’re imagining and acting along a path that may not makes sense. You’re putting yourself at risk. Without reasoning backward, you’ll end up with a bad strategy.

Tactics are action. Tactics are what you do to make a strategy real. Without tactics, strategy doesn’t matter.

It is almost impossible to jump from "bad" to "best" without passing through "good." Also, as ignorance recedes, "good" is an infinitely more comfortable place to be than "bad." What we call "bad" is ignorance in action and, as a strategy for life, thrives only on darkness.

Even if the US gets its grand strategy and military strategy right it is of little use if there are not operational plans that translate that strategy into the mechanics of tactics – the domain of battles and engagements. Our nation has experienced the great difficulties that occur when this “bridge” from strategy to tactics is missing or poorly constructed. No better example comes to mind than the Vietnam War where US forces won every battle—often at great cost—only to see the nation lose the war. In Vietnam, US forces fought at every opportunity because they were without a realistic campaign plan. Knowing when to accept and refuse battle and at what time and place is the crux of operational art. Campaign plans, the fruit of operational art, must support a military strategy that in turn supports a national strategy designed to accomplish war aims. As one knowledgeable historian and retired officer maintains, “the American way of war tends to shy away from thinking about the complicated process of turning military triumphs, whether on the scale of major campaigns or small-unit actions, into strategic successes.”[xiii] He notes we have “an American way of battle,” not “an American way of war.”[xiv] [xiii] Antulio J. Echevarria II, Toward an American Way of War (Carlisle, Pennsylvania: Strategic Studies Institute, U.S. Army War College, March 2004), p. 1. [xiv] Ibid., p. vi. (Excerpt from article “From Grand Strategy to Operational Design: Getting it Right”)

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An Outrageous Farmyard Challenge If you're looking for a chaotic, hilarious, and action-packed arcade experience, Crazy Cattle is the game for you. Set in a rural farmyard turned battleground, this quirky game throws you into the middle of a full-blown cow stampede, where you must run, dodge, and survive as long as possible. With fast-paced gameplay, unpredictable cow behavior, and comic visuals, Crazy Cattle offers an addictive experience that keeps you on your toes from the very first second. This isn’t your average farm simulator—this is a high-speed test of reflexes and survival instincts where only the quickest players will come out on top. Gameplay Overview In Crazy Cattle, your main objective is simple: stay alive. The game starts calmly, but quickly turns into mayhem as angry, confused, and chaotic cows begin charging across the field. Your task is to maneuver through waves of stampeding cattle without getting trampled. The gameplay features: Simple tap or arrow controls to move and dodge Increasing difficulty with each wave of cows Dynamic movement patterns from the cattle Power-ups like speed boosts and shields Random obstacles such as hay bales, fences, and water troughs The longer you survive, the faster and wilder things get. Timing and reaction speed are critical to avoiding getting flattened. Fun and Accessible Design One of Crazy Cattle’s biggest strengths is its accessible design. Whether you're playing on desktop or mobile, the game runs smoothly with intuitive controls and quick restarts. The visual style is lighthearted and cartoonish, making it appealing to players of all ages. The cows are the real stars of the show—animated with exaggerated expressions and unpredictable movements. Some sprint, others zigzag, and a few even jump. Their erratic behavior adds humor and challenge to every run. Combined with upbeat country-style background music and goofy sound effects (moo!), Crazy Cattle creates a playful atmosphere that encourages players to keep coming back for “just one more try.” What Makes Crazy Cattle Addictive? Fast-paced action with no loading delays Funny animations and unpredictable cows Randomly generated patterns for unique runs every time No complex rules or menus—just press play and start dodging Great for quick sessions or long play streaks Unlike many arcade games that rely on high scores alone, Crazy Cattle adds layers of strategy through its item system. For example, grabbing a magnet may attract useful coins, while a shield gives you a brief period of invincibility to plow through danger. Tips to Stay Alive Longer Want to last more than 30 seconds? Here are a few survival tips: Stay near the center to give yourself room to dodge Watch for patterns in cow movement before committing to a direction Use power-ups wisely—especially shields during dense waves Don’t panic! Stay calm when things get hectic Practice makes perfect: every failed run helps you improve reflexes Perfect for All Ages and Devices Crazy Cattle is a browser-based game, so there’s no need to download or install anything. It runs directly on both mobile and desktop platforms, making it a great pick for casual players, kids, and anyone who loves quick and silly games. It’s also an excellent choice for short breaks, since matches are typically under a minute—unless you’re a dodging master, of course. Conclusion Crazy Cattle is a refreshingly fun and chaotic arcade game that blends fast reflex gameplay with comedic charm. With simple mechanics, humorous visuals, and endless replay value, it stands out as a must-try for fans of action-packed casual games. Whether you’re dodging for dear life or laughing as cows fly past, Crazy Cattle delivers pure entertainment in every round. Jump in now and prove that you can survive the stampede! From slope-ball.io

Rules of Jihad: 1)    Jihad is sanctioned by Allah. There is no higher authority; therefore it is always justified.   2)    Never abide by any rules or limitations. The ends justify ANY means no matter how shocking. Jihad can be any action which advances Islam or weakens the Kaffirs whether by a group or an individual. Even donating money to pay for someone else’s Jihad is a type of Jihad itself.   3)    ALWAYS play the victim. Mohammed twisted his situation around. Although he had attacked innocent people without provocation he blamed them. He said that they had “stopped others from becoming Muslims” and had worshiped idols. The attack was their fault and the Muslims were the victims, not the Kaffirs.   4)    Keep repeating this and people will eventually begin to believe it. If you can persuade the victim to accept the blame you have won, because retaliation requires a sense of injustice. If the victim accepts the blame they will turn their hatred towards themselves.   The Bible contains acts of war by the Jews against their enemies which were approved of by their God. This approval was applied only to specific battles and specific instances in history. It was not part of an ongoing strategy to take over the world. The God of the Bible did not give approval for relentless, unprovoked violence against unbelievers.

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Here’s how to use these complementary ways of thinking: Flare at the fringe: Keep an open mind as you cast a wide enough net and gather information without judgment. You’re brainstorming, making a fringe map, forcing yourself to think outside the box and consider radically different points of view. Focus to spot patterns: CIPHER helps narrow what you’ve learned and uncovered. Look for contradictions, inflections, practices, hacks, extremes, and rarities. Flare to ask the right questions: In order to get beyond your own belief bias, force yourself to disagree with all of your assertions. Brainstorm to create counterarguments and to poke holes in everything you think you know to be true. Focus to calculate timing: Where is the trend along its trajectory? What is your ETA equation? What are the internal tech developments and the external events worth paying attention to? Flare to create scenarios and strategies: What are the probable, plausible, and possible futures, given what you know to be true today of the trend? What outcomes are likely? What necessary strategies and ways of thinking will govern how your organization will respond to the trend? Focus to pressure-test your action: What outcomes will result in response to the action you take? Is your strategy extensible, and will it continue to address the trend as it evolves? In this final step, you are working to ensure that your desired future is achievable.

Kaizen is an effective, enjoyable way to achieve a specific goal, but it also extends a more profound challenge: to meet life’s constant demands for change by seeking out continual—but always small—improvement. Through decades of working with people of all stripes, with unique strengths and needs, I’ve developed a theory about why kaizen works when all else fails. I outline this theory in the first chapter. The succeeding chapters are devoted to the personal application of kaizen and encompass six different strategies. These strategies include: asking small questions to dispel fear and inspire creativity thinking small thoughts to develop new skills and habits—without moving a muscle taking small actions that guarantee success solving small problems, even when you’re faced with an overwhelming crisis bestowing small rewards to yourself or others to produce the best results recognizing the small but crucial moments that everyone else ignores

Her strategy for honoring the dead had always been to take action - solve the mystery, punish the criminal. But what did you do when there was no one to punish? When there were no answers to find? How do you assimilate that kind of loss without losing your mind?

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ACTION Explore the answers to these questions: What will be your main content channel? What will be your primary and secondary traffic platforms? What methods of building authority and credibility will you use?

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A smaller state situated between an enemy and oneself should be given immediate support when the enemy threatens to attack it. In this way, one will earn the trust of the smaller state, and may eventually exert one's influence on it. Words without action will not win the trust of the small state in a precarious situation.

The Russians call this maskirovka—the art of deception and confusion. It is as old as strategy itself. Undermine your enemy, Sun Tzu advised 2,500 years ago. “Subvert him, attack his morale, strike at his economy, corrupt him. Sow internal discord among his leaders; destroy him without fighting him.” Call down the fog of war, he was telling conspirators and generals and swordsmen, let it descend on your opponent until they cannot see what is right before them. Because “all warfare,” Sun Tzu reminds us, “is based on deception.” Not just keeping secrets—that’s the first part, the passive part, a refusal to reveal your true intentions—but active, outwardly focused deceit intended to disorient and weaken the enemy. The long-term strategic drive to a decisive legal action—the hope of taking a case against Gawker to a real jury of normal people outside the Manhattan media bubble—had been set by Peter Thiel early on. By 2012, not only was the ideal case found with which to execute this strategy, but a lawsuit was filed within days of discovery. As the case wound its way through the legal system in 2013, it had seen many setbacks, some expected and others not, but these setbacks were not without their upside. They had, in the end, created a scenario in which the case’s final home in Florida district court might spell a bankruptcy-level event for Gawker Media.

In 1 Thessalonians 5:17, we are encouraged to “pray without ceasing.” This means never being far from the attitude or action of talking and listening to God. Prayer should be a natural part of our thinking. Not just in our worship but in our work. Not just in our quiet moments but also in our chaos. We pray because He’s there. We pray because He’s God. We pray because He cares.

Behavioral Shifts to Overcome Excessive Hesitancy Important: So far we’ve been focusing on how tweaking your thinking can help shift your behavior. This is important, but it’s only half the story. People are usually quite good at identifying how changes in thoughts or feelings may lead to changes in behavior, such as “When I have more energy, I’ll do more exercise” or “When I have more ideas, I’ll take more action.” However, people tend to underestimate the impact of changing their behavior on their thoughts and feelings, such as “When I exercise more, l'll have more energy” or “When I take more actions, I’ll have more ideas.” Don’t make the mistake of thinking you need to wait for your thoughts to change before you try behavioral shifts. Mental and behavioral shifts go hand in hand. When you start making changes in your behavior (even subtle ones), you’ll notice that all kinds of thoughts, including your view of yourself, start to shift. Changing your behavior, without waiting for you thoughts to always shift first, is one of the best and fastest ways you can reduce your anxiety. That’s why a cognitive behavioral approach focuses on both thoughts and behaviors.

Practice Hesitating Less Look for small ways to practice hesitating a little less than you usually would. Over time, this will help increase your psychological flexibility: You’ll get better at choosing when you want to let a decision marinate vs. when you want to make a decision swiftly, take action, and move on. You’ll start to learn from experience that you can move out of thinking mode more quickly without disastrous consequences. For example, if you tend to put off buying things that, in reality, would be a good investment, give yourself some criteria for making quicker decisions. You might commit to making decisions about purchases that are under $50 in less than 48 hours. Choose the level that suits your situation and preferences.

THE LEWINSKY PROCEDURE: A STRATEGY GUIDE FOR MINIMIZING POLITICAL SCANDAL Deny -The necessary first stage, where you question the accuracy of the facts. It will take time for all the scandalous details to come out, and if you’re careful or lucky, they may never come out. Deny everything until the point that the facts against you can be substantiated. Delay -Take every action possible to stall, postpone, impede, procrastinate, and filibuster. The longer the time between the initial news of the scandal and the resolution of the scandal, the better. Diminish -Once the facts against you have been substantiated, either minimize the nature of the scandal or its impact against you. “At this point, what difference does it make?” Debunk -Have a helpful news organization or advocacy group develop a useful counter-narrative that explains away the scandal or contradicts the facts or generally does something to get progressives back on your side. “Explanatory journalism” is a great help here. Distract -Change the conversation by talking about something else. It doesn’t matter what that might be, because there’s always something else more important, even if it’s reminding people to drink more water. Suggest that the scandal itself is a distraction from the real issues. Deflect -When in doubt, blame the Republicans. All administrative failures can be blamed on the failures of the prior administration. All political failures can be blamed on Republican legislation or Republican intransigence in not passing progressive legislation which would have fixed the problem. All personal failures can be excused by either bringing up the example of a Republican who did something similar, or by pointing out that whatever was done wasn’t as bad as serving divorce papers on your wife when she’s in the hospital with cancer, or invading Iraq. Divide -Point out that the scandal is being driven by the most extreme Republicans, and that moderates aren’t to blame. This won’t help you with moderates that much, but it will give the moderates another reason not to like the extremists, and vice versa, and this can only be positive. Deploy -Get friends and allies to talk about your positive virtues in public, without reference to the scandal. If the scandal comes up, have them complain about the politics of personal destruction. Demonize -Attribute malign intentions to the conservatives trying to promote the scandal. This approach should also include special prosecutors, judges, and anyone else who is involved in the scandal to one degree or another. Defenestrate -When necessary, shove someone under the bus. Try not to make this a habit, or you won’t have anyone around to deploy. The target for defenestration can be small (rogue employees in the Cincinnati regional office) or large (Cabinet secretary) but it needs to be someone who won’t scream overly much as they sail out the window. ❄ ❄ ❄

2. Form a guiding coalition. Effectively leading change requires a community of people, a group aligned on mission and values and committed to the future of the organization. Nehemiah enlisted the wisdom and help of others. He invited others to participate in leading the effort to rebuild the wall. As you diagnose the culture in your church, do not lead alone. Change will not happen with one lone voice. It is foolish for leaders to attempt to lead alone, and insanity for leaders to attempt to lead change alone. 3. Develop a vision and strategy. Vision attracts people and drives action. Without owning and articulating a compelling vision for the future, leaders are not leading. The vision Nehemiah articulated to the people was simple and compelling: “Let us rebuild the wall of Jerusalem, and we will no longer be in disgrace.” Nehemiah wisely rooted the action of building the wall with visionary language: “We are the people of God and should not be in disgrace.” The vision to build leaders is more challenging than building a wall, but the motivation is the same: “We are the people of God. We must spread His fame to all spheres of life and to the ends of the earth.” 4. Communicate the vision. Possessing a vision for change is not sufficient; the vision must be communicated effectively. Without great communication, a vision is a mere dream. Nehemiah communicated the vision personally through behavior and to others through his words. Besides his communication, Nehemiah embodied the vision. His commitment to it was clear to all. He traveled many miles and risked much to be in Jerusalem instigating change. He continued to press on toward the completion of the vision despite ridicule (Neh. 6:3). Vision is stifled when the leader preaches something different than he lives. If a church is going to effectively communicate the vision to develop and deploy leaders, this vision must own the leaders. It must compel you to personally pour your life into others.

Like the guardrails on a highway, the guiding policy directs and constrains action without fully defining its content. Good guiding policies are not goals or visions or images of desirable end states. Rather, they define a method of grappling with the situation and ruling out a vast array of possible actions.

Many will jump to the importance of networking, but I have found that while doing more networking without putting in the effort to make sure you’re doing it right can make you very busy, with no guaranteed momentum.

Take Action Now! If you continue to hold on to your excuses, what will your life be like five years from now? Who would you be without your excuses? Enter all learning with this new mindset. Remember they are just excuses. They are not the truth. What is more important to you: excusing yourself from experiencing your potential or being the best that you can be?

The succeeding chapters are devoted to the personal application of kaizen and encompass six different strategies. These strategies include: asking small questions to dispel fear and inspire creativity thinking small thoughts to develop new skills and habits—without moving a muscle taking small actions that guarantee success solving small problems, even when you’re faced with an overwhelming crisis bestowing small rewards to yourself or others to produce the best results recognizing the small but crucial moments that everyone else ignores

The Law of Diminishing Intent says that the longer you wait to implement a new idea or strategy, the less enthusiasm you will have for it. Act daily on your strategy for change before it dies a quick death, burying your future vision with it. World-class people never leave the site of a great idea without taking some action to bring it to life. Ideation without execution is nothing more than delusion.

Top Retention Marketing Strategies for Clinics to Boost Patient Loyalty Retention of patients is just as important as the acquisition of a new one, particularly for a clinic that aims for long-term success. As the competition in healthcare becomes tougher, clinics have to definitely engage in retention marketing that would really build patient trust and loyalty. This article looks into some actionable strategies that clinics could make use of enhanced with tools such as loyalty programs, referral systems, and automated follow-ups into their patient engagement strategies toward building long-term relationships. Why Retention Marketing is Critical for Clinics Retention marketing aims to build strong relationships with the current patients and encourage them to return for every service, needing not to go anywhere outside for competitors. Unlike acquisition, retention is cost-effective and gives a better return since it hardly requires huge effort and cost. Studies reveal that most repeat patients are easier to convert, and they also tend to spend more as years go by. For clinics, patient retention guarantees: a steady flow of income. satisfaction rates that improve because of personalized service. positive word-of-mouth referrals that bring new patients automatically. How to Improve Patient Retention in Clinics with Practical Tools Different clinics can make a patient feel special and improve retention by using different ways and methods. Here is how: Trust and benefits through loyalty programs for clinics A loyalty program is an excellent way of encouraging repeat visits and helping in keeping the patients engaged over the longer term. It does entice the patient to connect with your clinic in a much more tangible sense. Point-Based System: Earn Points Every Visit or Service: redeemable for discounts for future treatments. Exclusive Offering: Members Benefit: Exclusive Priority Booking or Free Health Check-up. Tiered Programs: More Levels, More Rewards Offer different levels of engagement with increasing rewards to motivate retention. Such programs should therefore be simple to understand and available on easy-to-use platforms such as a mobile app or via a patient portal. Referral Systems: Harnessing Patient Advocacy Satisfied patients advocate best for your clinic. A referral program naturally helps them tell friends and family about your clinic, thus converting the most powerful source of marketing into incentive-driven word-of-mouth. Discount: Offer discounts for both referring and referred patients. Recognition Celebrate the most referring patients with personal thank-you notes or gifts. Progress Tracking: CRM tools should be used to monitor referral activity for eventual reward. Referral systems not only bring new patients to the practice but also assure already existing patients because this is a way of telling them that their efforts are appreciated. Top Loyalty Programs for Healthcare Clinics: Proven Models The incorporation of loyalty programs is not a silver-bullet solution; instead, design them to specific needs of both clinic and patient demographics. Membership Plans: Offer bundled sessions with annual membership at discounted rates. Health Tracking Rewards: This would involve encouraging patients to enroll in wellness programs, rewarding them for achieving certain milestones like losing weight or better blood pressure levels. Event Access: This could mean hosting health workshops or webinars exclusive to the members of the loyalty program. Such initiatives better patient experience and make your clinic the hospital of choice for continued care. Automated Follow-Ups: Staying Connected with Patients Retaining marketing is a new thing because there comes the automation. Scheduling the appointment confirms such follow-ups, reminders, and personalized messages that usually help the clinic in reaching out to patients continuously without occupying staff.

Words are the lifeblood of strategy. Strategies can't exist without them, so strategists are practiced expressionists. We play with the power of words to express ideas that move people into action.

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Strategy: A strategy is a direct or indirect course of action, consisting of a series of maneuvers, to reach an objective at a cost that is significantly less than the benefits to be gained. A strategy is defined by judgments about what to do, how to do it, what to do it with, and how to limit both the costs and adverse consequences of doing it. Tactics apply strategy to the circumstances of the moment. Strategy: "The best strategy is always to be strong." — Carl Maria von Clausewitz, 1832 Strategy, components of: "Insofar as states act to prepare or to avoid war, or use a capacity for warmaking to extort concessions by intimidation without any actual use of force, the logic of strategy pplies in full, just as much as in war itself and regardless of what instruments of statecraft are employed. Thus, except for their purely administrative aspect, diplomacy, propaganda, secret operations, and economic controls are all subject to the logic of strategy, as elements in the adversarial dealings of states with one another." — Edward N. Luttwak, 1987 Strategy, criteria for effectiveness: "To be effective, a strategy must ... be able to win a domestic consensus, both among the technical and the political leadership. It must be understood by the opponents to the extent needed for ... deterrence. It must receive allied endorsement if alliances are to remain cohesive. It must be relevant to ... problems in ... uncommitted areas so as to discourage international anarchy." — Henry A. Kissinger, 1964 Strategy, diplomacy and: "The distinction between diplomacy and strategy is an entirely relative one. These two terms are complementary aspects of the single art of politics — the art of conducting relations with other states so as to further the 'national interest'. If, by definition, strategy, the conduct of military operations, does not function when the operations do not take place, the military means are [yet] an integral part of diplomatic method. Conversely, words, notes, promises, guarantees, and threats belong to the chief of state's wartime panoply with regard to allies, neutrals, and even today's enemies, that is, to the allies of yesterday or tomorrow." — Raymond Aron