Study Strategies Quotes

Study the past if you would define the future.

It is difficult to understand the universe if you only study one planet

There is no one way to salvation, whatever the manner in which a man may proceed. All forms and variations are governed by the eternal intelligence of the Universe that enables a man to approach perfection. It may be in the arts of music and painting or it may be in commerce, law, or medicine. It may be in the study of war or the study of peace. Each is as important as any other. Spiritual enlightenment through religious meditation such as Zen or in any other way is as viable and functional as any "Way."... A person should study as they see fit.

Market research is the process by which a business gathers and studies information related to the product or service it is providing or the market it is operating in.

Females with ASDs often develop ‘coping mechanisms’ that can cover up the intrinsic difficulties they experience. They may mimic their peers, watch from the sidelines, use their intellect to figure out the best ways to remain undetected, and they will study, practice, and learn appropriate approaches to social situations. Sounds easy enough, but in fact these strategies take a lot of work and can more often than not lead to exhaustion, withdrawal, anxiety, selective mutism, and depression. -Dr. Shana Nichols

You're doing just fine. You've done everything exactly as I would have done. Have you studied battle strategy?" he asked. "No, but I do play World of Warcraft." "Sounds useful, you'll have to show me later.

In keeping with his cryptic nature, all your Story Weaver said was 'The horses know where to go.' It's certainly not a military strategy I would use, but I've learned that the south uses its own strategy. And, strangely enough, it works.

Step by step walk the thousand-mile road. Study strategy over the years and achieve the spirit of the warrior. Today is victory over yourself of yesterday; tomorrow is your victory over lesser men.

If he’s going to start coming around more, I need to find some flaws to focus on. I study him for a moment but come up empty. He’s flawless. Not even a single zit. New strategy. I will not look at him.

When you want to study a larger group of people, surveys become a good option.

Try not to have a very small sample size. Because if your sample size is very small, you will end up excluding a lot of people from your studies who should form a part of it.

The sample includes who are you planning to study and how many participants will be there for this study as you can’t study everyone. You will be required to further divide them into various groups.

You must cultivate your wisdom and spirit. Polish your wisdom: learn public justice, distinguish between good and evil, study the Ways of different arts one by one. When you cannot be deceived by men you will have realized the wisdom of strategy.

A sampling plan is all about how you’re planning to gather data for your market research. It is going to include a sample of all those people who can represent your target audience and can also be easily studied.

If you’re segmenting based on gender and your target audience is made up of all the genders, then make sure that people from all the genders form a part of your study. This way, you will get more accurate results.

If you want to cure boredom, be curious. If you’re curious, nothing is a chore; it’s automatic – you want to study. Cultivate curiosity, and life becomes an unending study of joy.

Every master, both in chess and in business, learns more from studying the moves that led to defeat than the ones that led to victory.

You never say what I wish you’d say, and you frequently say nothing at all when it’s clear you should say something, so it’s not entirely fantastical that you’d say a certain thing when you mean something else entirely.” He opened his mouth, shut it, and considered the ground briefly before responding. “I remember studying Fleet Admiral Starcrest’s Mathematical Probabilities Applied to Military Strategies as a young boy and finding that less confusing than what you just said.” Now it was her turn for a stunned pause before answering. “Sicarius?” She laid a tentative hand on his shoulder. “Was that a joke?” “A statement of fact.

There are people who fantasize about suicide, and paradoxically, these fantasies can be soothing because they usually involve either fantasizing about others' reactions to one's suicide or imagining how death would be a relief from life's travails. In both cases, an aspect of the fantasy is to exert control, either over others' views or toward life's difficulties. The writer A. Alvarez stated, " There people ... for whom the mere idea of suicide is enough; they can continue to function efficiently and even happily provided they know they have their own, specially chosen means of escape always ready..." In her riveting 2008 memoir of bipolar disorder, Manic, Terri Cheney opened the book by stating, "People... don't understand that when you're seriously depressed, suicidal ideation can be the only thing that keeps you alive. Just knowing there's an out--even if it's bloody, even if it's permanent--makes the pain bearable for one more day." This strategy appears to be effective for some people, but only for a while. Over longer periods, fantasizing about death leaves people more depressed and thus at higher risk for suicide, as Eddie Selby, Mike Amestis, and I recently showed in a study on violent daydreaming. A strategy geared toward increased feelings of self-control (fantasizing about the effects of one's suicide) "works" momentarily, but ultimately backfires by undermining feelings of genuine self-control in the long run.

Stay strong. Focus on the ultimate goal.

Studying others gives us knowledge, but studying yourself ultimately leads to an incredible amount of freedom.

Rereading text and massed practice of a skill or new knowledge are by far the preferred study strategies of learners of all stripes, but they’re also among the least productive.

In one of the most cited studies of expert problem solving ever conducted, an interdisciplinary team of scientists came to a pretty simple conclusion: successful problem solvers are more able to determine the deep structure of a problem before they proceed to match a strategy to it. Less successful problem solvers are more like most students in the Ambiguous Sorting Task: they mentally classify problems only by superficial, overtly stated features, like the domain context.

We all look for strategies or techniques that will free us from the pain of relationships and the hard work good relationships demand. We hope that better planning, more effective communication, clear role definitions, conflict resolution strategies, gender studies, and personality typing--to name just a few -- will make the difference. There may be value in these things, but if they were all we needed, Jesus' life, death, and resurrection would be unnecessary or, at best, redundant. Skills and techniques appeal to us because they promise that relational problems can be fixed by tweaking our behavior without altering the bent of our hearts. But the Bible says something very different. It says that Christ is the only real hope for relationships because only he can dig deep enough to address the core motivations and desires of our hearts. Most dangerous aspect of your relationships is not your weakness, but your delusions of strength. Self-reliance is almost always a component of a bad relationship.

Whether we are working to improve our health, wealth, personal achievement, or professional enterprise, the difference between triumphant success or bitter failure lies in the degree of our commitment to seek out, study, and apply those half-dozen things

May you study the pink of yourself. Know yourself riverine and coast. May you taste the fresh and the saltwater of yourself and know what only you can know. May you live in the mouth of the river, meeting place of the tides, may all blessings flow through you.

When luck plays a part in determining the consequences of your actions, you don't want to study success to learn what strategy was used but rather study strategy to see whether it consistently led to success.

You have to make your own condensed notes. You learn from MAKING them. A lot of thinking goes into deciding what to include and exclude. You develop your own system of abbreviations and memory methods for the information.

Dakota tribal wisdom says that when you're on a dead horse, the best strategy is to dismount. Of course, there are other strategies. You can change riders. You can get a committee to study the dead horse. You can benchmark how other companies ride dead horses. You can declare that it's cheaper to feed a dead horse. You can harness several dead horses together. But after you've tried all these things, you're still going to have to dismount.

A 2018 study estimated that the resources drained from India by the UK alone were as much as $ 45 trillion by current value.

A study done at the University of London found that constant emailing and text-messaging reduces mental capability by an average of ten points on an IQ test. It was five points for women, and fifteen points for men. This effect is similar to missing a night’s sleep. For men, it’s around three times more than the effect of smoking cannabis.

I think of my naming strategy as a hobby, even though my psychiatrist doesn’t see it that way. I don’t simply listen to music, I study the lyrics, and when I’m done making a playlist, I pick three words from one of the songs—three words that perfectly encapsulate the collection—and that becomes its title.

If gender attributes and acts, the various ways in which a body shows or produces its cultural signification, are performative, then there is no preexisting identity by which an act or attribute might be measured; there would be no true or false, real or distorted acts of gender, and the postulation of a true gender identity would be revealed as a regulatory fiction.That gender reality is created through sustained social performances means that the very notions of an essential sex and a true or abiding masculinity or femininity are also constituted as part of the strategy that conceals gender’s performative character and the performative possibilities for proliferating gender configurations outside the restricting frames of masculinist domination and compulsory heterosexuality.

One does not have to be without sin to castigate someone else for being a rapist or murderer" (386).

When you study the most important person (you), you will begin to learn how to conquer the most important person who is holding you back (you).

Studying yourself helps you reach self-acceptance, which liberates you from self-judgment.

The penalty for excessive ambition – what the Greeks called hubris – is exhaustion, while the price for resting on one’s laurels is progressive insignificance and eventual decay.

28. Do not repeat the tactics which have gained you one victory, but let your methods be regulated by the infinite variety of circumstances. [As

Good character does not assure worldly success, or triumph in statecraft, but it does provide firm grounding in victory and consolation in failure.

To understand a man,’ Napoleon is said to have observed, ‘look at the world when he was twenty.’ Thatcher had turned twenty in 1945.

According to Clausewitz, the purpose of studying war was to provide commanders with a sound basis for their thinking and render it unnecessary to reinvent the wheel with every new situation.

New lovers tend to “lose their minds” and do all sorts of crazy things in the heat of the moment. One study showed that new lovers’ brains have a lot in common with people on cocaine. Dopamine is sometimes called the “drug of desire.” Too much dopamine, from being “high with excitement,

Fear and hope remain the same; therefore the study of the psychology of speculators is as valuable as it ever was. Weapons change, but strategy remains strategy, on the New York Stock Exchange as on the battlefield. I think the clearest summing up of the whole thing was expressed by Thomas F. Woodlock when he declared: "The principles of successful stock speculation are based on the supposition that people will continue in the future to make the mistakes that they have made in the past.

How do you get through any of your classes?" Cath had hours of assigned reading, almost every single night. "Coping strategies." "Such as?" "I record my lectures and listen to them later. Professors usually cover most of what's on the test in class. And I find study groups." "And you lean on Reagan --" "Not just Reagan." He grinned. "I'm really good at quickly identifying the smartest girl in every class." Cath frowned at him. "God, Levi, that's so exploitive." "How is it exploitive? I don't make them wear miniskirts. I don't call them 'baby.' I just say, 'Hello, smart girl, would you like to talk to me about Great Expectations?'" "They probably think you like them." "I do like them." "If it wasn't exploitive, you'd harass smart boys, too --" "I do, in a pinch. Do you feel exploited, Cather?" He was still grinning at her over his coffee cup. "No," she said, "I know that you don't like me." "You don't know anything." "So, this is old hat for you? Finding a girl to read a whole book to you?" He shook his head. "No, this is a first." "Well, now I feel exploited," she said, setting her drink down and reaching for the book. "Thank you," he said. "Chapter seven --" "I'm serious." Levi pulled the book down and looked at her. "Thank you." Cath held his eyes for a few seconds. Then she nodded and pulled back the book.

The scientist thus learns truth experimentally or mathematically; the strategist reasons at least partly by analogy with the past – first establishing which events are comparable and which prior conclusions remain relevant.

Statesmen are not called upon only to settle easy questions. These often settle themselves. It is where the balance quivers, and the proportions are veiled in mist, that the opportunity for world-saving decisions presents itself.

The two studied one another for what seemed hours, neither saying a word. Jaden’s first inclination was to yell and demand his freedom, but something held him back. Here was a new man, and a new set of mind games. He waited for the old man to speak first and introduce himself, as Dalton had upon their first formal meeting. The stranger remained silent.

I believe in Chipotle. They have great tasting and nutritious food. And they're also a great case study for business efficiency and business resiliency. The company has no long term debt, a loyal customer base, it owns and operates all of it's stores, it has a clear business model and a clear growth path. They've got good company culture and they live by a set of values that earn the respect of their customers. In so many ways Chipotle is superior to it's peers in the restaurant industry.

Moreover, events often move too quickly to allow for precise calculation; leaders have to make judgments based on intuitions and hypotheses that cannot be proven at the time of decision. Management of risk is as critical to the leader as analytical skill.

I vowed I would use the strategy I studied for my own benefit. I would find a way to take all that I wanted, for myself and for my family. What a freeing thought it was to no longer believe I had to deserve something in order to get it.” He’s right; that would be a shockingly freeing thought. “Stop waiting,” Madoc says. “Sink those pretty teeth into something.” I give him a sharp look, trying to decide if he is making fun of me. I lean down and write in the dirt and crust of my own dried blood: Monsters have teeth like mine. He grins as though I am finally getting his point. “That they do.” Oak turns away from the lock in frustration. “Father, what exactly do you think you’re doing?” “We were just talking, she and I,” Madoc says. “Don’t listen to him.” He shakes his head with an exasperated look at his father. “He’s full of bad old-guy advice.” “Just because I’m bad,” Madoc says with a grunt, “doesn’t mean the advice is.

In the 1990s, the Rand Corporation conducted a study on cocaine use in the United States and various control strategies to reduce that usage... The Rand researchers found that Option 4--the treatment option-- was seven times as cost-effective as Option 3, the domestic enforcement option.

Certain basics about human nature do not change. Man needs a certain moral sense of right and wrong. There is such a thing called evil, and it is not the result of being a victim of society. You are just an evil man, prone to do evil things, and you have to be stopped from doing them.[125]

There’s a lot of scientific evidence demonstrating that focused attention leads to the reshaping of the brain. In animals rewarded for noticing sound (to hunt or to avoid being hunted, for example), we find much larger auditory centers in the brain. In animals rewarded for sharp eyesight, the visual areas are larger. Brain scans of violinists provide more evidence, showing dramatic growth and expansion in regions of the cortex that represent the left hand, which has to finger the strings precisely, often at very high speed. Other studies have shown that the hippocampus, which is vital for spatial memory, is enlarged in taxi drivers. The point is that the physical architecture of the brain changes according to where we direct our attention and what we practice doing.

Yet, those who adopt a colorblind strategy often come across as more racially hostile, not less. Refusing to acknowledge obvious social differences creates an impression of suppressed dislike, and studies have shown that whites who studiously avoid mentioning race even when it is clearly relevant are perceived as more bigoted.

Automation promises to execute certain tasks with superhuman speed and precision. But its brittle limitations reveal themselves when the unexpected arises. Studies consistently show that, as overseers, humans make for fickle partners to algorithms. Charged with monitoring for rare failures, boredom and passivity render human supervision unreliable.

French parents are provided with very different information about food, and about children's eating habits, than American parents. This is because French doctors, teachers, nutritionists, and scientists, view the relationship between children, food and parenting very differently than do North Americans. They assume, for example, that all children will learn to like vegetables. And they have carefully studied strategies for getting them to do so. French psychologists and nutritionists have systematically assessed the average number of times children will have to taste new foods before they willingly agree to eat them: the average is seven, but most parenting books recommend between ten and fifteen.

One key to student success: Learning requires effort and study.

His strategy of flying boldly into the face of adversity was studied and taught, and during the Clone Wars would come to be known as “the Tarkin Rush,

Let me try to explain to you, what to my taste is characteristic for all intelligent thinking. It is, that one is willing to study in depth an aspect of one's subject matter in isolation for the sake of its own consistency, all the time knowing that one is occupying oneself only with one of the aspects. We know that a program must be correct and we can study it from that viewpoint only; we also know that it should be efficient and we can study its efficiency on another day, so to speak. In another mood we may ask ourselves whether, and if so: why, the program is desirable. But nothing is gained—on the contrary!—by tackling these various aspects simultaneously. It is what I sometimes have called "the separation of concerns", which, even if not perfectly possible, is yet the only available technique for effective ordering of one's thoughts, that I know of. This is what I mean by "focusing one's attention upon some aspect": it does not mean ignoring the other aspects, it is just doing justice to the fact that from this aspect's point of view, the other is irrelevant. It is being one- and multiple-track minded simultaneously.

The nouveau riche flaunt their wealth, but the old rich scorn such gauche displays. Minor officials prove their status with petty displays of authority, while the truly powerful show their strength through gestures of magnanimity. People of average education show off the studied regularity of their script, but the well educated often scribble illegibly. Mediocre students answer a teacher’s easy questions, but the best students are embarrassed to prove their knowledge of trivial points. Acquaintances show their good intentions by politely ignoring one’s flaws, while close friends show intimacy by teasingly highlighting them. People of moderate ability seek formal credentials to impress employers and society, but the talented often downplay their credentials even if they have bothered to obtain them. A person of average reputation defensively refutes accusations against his character, while a highly respected person finds it demeaning to dignify accusations with a response.

The deception study found that men use several tactics to deceive women about their intentions. Men pretend to be interested in starting a relationship when they are not really interested and act as if they care about a woman even though they really do not. Most men are fully aware that feigning commitment is an effective tactic for short-term sexual attraction, and they admit to deceiving women by this means. Men using Tinder, Hinge, and other dating apps admit that they pretend to be open to being in a relationship even though their real interest lies in racking up large numbers of short-term sexual conquests.

What separates experts from the rest of us is that they tend to engage in a very directed, highly focused routine, which Ericsson has labeled “deliberate practice.” Having studied the best of the best in many different fields, he has found that top achievers tend to follow the same general pattern of development. They develop strategies for consciously keeping out of the autonomous stage while they practice by doing three things: focusing on their technique, staying goal-oriented, and getting constant and immediate feedback on their performance. In other words, they force themselves to stay in the “cognitive phase.

Case in point: Warnings on cigarette packages can increase a smoker’s urge to light up. A 2009 study found that death warnings trigger stress and fear in smokers—exactly what public health officials hope for. Unfortunately, this anxiety then triggers smokers’ default stress-relief strategy: smoking. Oops. It isn’t logical, but it makes sense based on what we know about how stress influences the brain. Stress triggers cravings and makes dopamine neurons even more excited by any temptation in sight. It doesn’t help that the smoker is—of course—staring at a pack of cigarettes as he reads the warning. So even as a smoker’s brain encodes the words “WARNING: Cigarettes cause cancer” and grapples with awareness of his own mortality, another part of his brain starts screaming, “Don’t worry, smoking a cigarette will make you feel better!

As Charles de Gaulle observed in his meditation on leadership, The Edge of the Sword (1932), the artist ‘does not renounce the use of his intelligence’ – which is, after all, the source of ‘lessons, methods, and knowledge’. Instead, the artist adds to these foundations ‘a certain instinctive faculty which we call inspiration’, which alone can provide the ‘direct contact with nature from which the vital spark must leap’.

In the studies I have directed, and in my international experience speaking with women in prostitution, the majority of women in prostitution come from marginalized groups with a history of sexual abuse, drug and alcohol dependencies, poverty or financial disadvantage, lack of education, and histories of other vulnerabilities. These factors characterize women in both off and on-street locations. A large number of women in prostitution are pimped or drawn into the sex industry at an early age. These are women whose lives will not change for the better if prostitution is decriminalized. Many have entrenched problems that are best addressed not by keeping women indoors but in establishing programs where women can be provided with an exit strategy and the services that they need to regain their lost lives. There is little evidence that decriminalization or legalization of prostitution improves conditions for women in prostitution, on or off the street. It certainly makes things better for the sex industry, which is provided with legal standing, and the government that enjoys increased revenues from accompanying regulation.

Microsoft has a division that studies the way people work, to develop efficiency-improving software. (According to Microsoft’s research up to 2007, if you’re looking for a technological solution to being more efficient, getting a bigger computer screen is one of the few clear winners.)

If, then, there is some end of the things we do, which we desire for its own sake (everything else being desired for the sake of this), and if we do not choose everything for the sake of something else (for at that rate the process would go on to infinity, so that our desire would be empty and vain), clearly this must be the good and the chief good. Will not the knowledge of it, then, have a great influence on life? Shall we not, like archers who have a mark to aim at, be more likely to hit upon what is right? If so, we must try, in outline at least, to determine what it is, and of which of the sciences or capacities it is the object. It would seem to belong to the most authoritative art and that which is most truly the master art. And politics appears to be of this nature; for it is this that ordains which of the sciences should be studied in a state, and which each class of citizens should learn and up to what point they should learn them; and we see even the most highly esteemed of capacities to fall under this, e.g. strategy, economics, rhetoric; now, since politics uses the rest of the sciences, and since, again, it legislates as to what we are to do and what we are to abstain from, the end of this science must include those of the others, so that this end must be the good for man. For even if the end is the same for a single man and for a state, that of the state seems at all events something greater and more complete whether to attain or to preserve; though it is worth while to attain the end merely for one man, it is finer and more godlike to attain it for a nation or for city-states. These, then, are the ends at which our inquiry aims, since it is political science, in one sense of that term.

Leaders think and act at the intersection of two axes: the first, between the past and the future; the second, between the abiding values and aspirations of those they lead. Their first challenge is analysis, which begins with a realistic assessment of their society based on its history, mores, and capacities. Then they must balance what they know, which is necessarily drawn from the past, with what they intuit about the future, which is inherently conjectural and uncertain. It is this intuitive grasp of direction that enables leaders to set objectives and lay down a strategy.

Ambient sounds, especially with words, occupy about 5-10% of your intellectual bandwidth. By wearing ear protectors, you acoustically isolate yourself. This freed up bandwidth can now be focused on the desired task. It's a great deal. Just put on some earmuffs and you become 5-10% smarter.

Awareness In most of our daily activities we choose the agenda and develop a strategy to achieve the goal at hand. We create the program. Awareness moves differently. The program is happening around us. The world is the doer and we are the witness. We have little or no control over the content. The gift of awareness allows us to notice what’s going on around and inside ourselves in the present moment. And to do so without attachment or involvement. We may observe bodily sensations, passing thoughts and feelings, sounds or visual cues, smells and tastes. Through detached noticing, awareness allows an observed flower to reveal more of itself without our intervention. This is true of all things. Awareness is not a state you force. There is little effort involved, though persistence is key. It’s something you actively allow to happen. It is a presence with, and acceptance of, what is happening in the eternal now. As soon as you label an aspect of Source, you’re no longer noticing, you’re studying. This holds true of any thought that takes you out of presence with the object of your awareness, whether analysis or simply becoming aware that you’re aware. Analysis is a secondary function. The awareness happens first as a pure connection with the object of your attention. If something strikes me as interesting or beautiful, first I live that experience. Only afterward might I attempt to understand it. Though we can’t change what it is that we are noticing, we can change our ability to notice. We can expand our awareness and narrow it, experience it with our eyes open or closed. We can quiet our inside so we can perceive more on the outside, or quiet the outside so we can notice more of what’s happening inside. We can zoom in on something so closely it loses the features that make it what it appears to be, or zoom so far out it seems like something entirely new. The universe is only as large as our perception of it. When we cultivate our awareness, we are expanding the universe. This expands the scope, not just of the material at our disposal to create from, but of the life we get to live.

When you’ve invested a lot of time in being accessible and keeping up with what’s happening, it’s easy to conclude that it all has a certain value, even if what you have done might not be important. This is called rationalization. The New York Review of Books labeled the battle between producers of apps “the new opium wars,” and the paper claims that “marketers have adopted addiction as an explicit commercial strategy.” The only difference is that the pushers aren’t peddling a product that can be smoked in a pipe, but rather is ingested via sugar-coated apps. In a way, silence is the opposition to all of this. It’s about getting inside what you are doing. Experiencing rather than overthinking. Allowing each moment to be big enough. Not living through other people and other things. Shutting out the world and fashioning your own silence whenever you run, cook food, have sex, study, chat, work, think of a new idea, read or dance.

Leadership is most essential during periods of transition, when values and institutions are losing their relevance, and the outlines of a worthy future are in controversy. In such times, leaders are called upon to think creatively and diagnostically: what are the sources of the society’s well-being? Of its decay? Which inheritances from the past should be preserved, and which adapted or discarded? Which objectives deserve commitment, and which prospects must be rejected no matter how tempting? And, at the extreme, is one’s society sufficiently vital and confident to tolerate sacrifice as a waystation to a more fulfilling future?

The Gaze in Strategy The gaze should be large and broad. This is the twofold gaze "Perception and Sight". Perception is strong and sight week. In strategy it is important to see distant things as if they were close and to take a distanced view of close things. It is important in strategy to know the enemy's sword and not to be distracted by insignificant movements of his sword. You must study this. The gaze is the same for single combat and for large-scale strategy. It is necessary in strategy to be able to look to both sides without moving the eyeballs. You cannot master this ability quickly. Learn what is written here; use this gaze in everyday life and do not vary it whatever happens.

Putting It into Practice: Neutralizing Negativity Use the techniques below anytime you’d like to lessen the effects of persistent negative thoughts. As you try each technique, pay attention to which ones work best for you and keep practicing them until they become instinctive. You may also discover some of your own that work just as well. ♦ Don’t assume your thoughts are accurate. Just because your mind comes up with something doesn’t necessarily mean it has any validity. Assume you’re missing a lot of elements, many of which could be positive. ♦ See your thoughts as graffiti on a wall or as little electrical impulses flickering around your brain. ♦ Assign a label to your negative experience: self-criticism, anger, anxiety, etc. Just naming what you are thinking and feeling can help you neutralize it. ♦ Depersonalize the experience. Rather than saying “I’m feeling ashamed,” try “There is shame being felt.” Imagine that you’re a scientist observing a phenomenon: “How interesting, there are self-critical thoughts arising.” ♦ Imagine seeing yourself from afar. Zoom out so far, you can see planet Earth hanging in space. Then zoom in to see your continent, then your country, your city, and finally the room you’re in. See your little self, electrical impulses whizzing across your brain. One little being having a particular experience at this particular moment. ♦ Imagine your mental chatter as coming from a radio; see if you can turn down the volume, or even just put the radio to the side and let it chatter away. ♦ Consider the worst-case outcome for your situation. Realize that whatever it is, you’ll survive. ♦ Think of all the previous times when you felt just like this—that you wouldn’t make it through—and yet clearly you did. We’re learning here to neutralize unhelpful thoughts. We want to avoid falling into the trap of arguing with them or trying to suppress them. This would only make matters worse. Consider this: if I ask you not to think of a white elephant—don’t picture a white elephant at all, please!—what’s the first thing your brain serves up? Right. Saying “No white elephants” leads to troops of white pachyderms marching through your mind. Steven Hayes and his colleagues studied our tendency to dwell on the forbidden by asking participants in controlled research studies to spend just a few minutes not thinking of a yellow jeep. For many people, the forbidden thought arose immediately, and with increasing frequency. For others, even if they were able to suppress the thought for a short period of time, at some point they broke down and yellow-jeep thoughts rose dramatically. Participants reported thinking about yellow jeeps with some frequency for days and sometimes weeks afterward. Because trying to suppress a self-critical thought only makes it more central to your thinking, it’s a far better strategy to simply aim to neutralize it. You’ve taken the first two steps in handling internal negativity: destigmatizing discomfort and neutralizing negativity. The third and final step will help you not just to lessen internal negativity but to actually replace it with a different internal reality.

I'm gonna take all my sadness, frustration, anger and energy and channel it into becoming the best possible student. I am going to become a learning machine... Go ahead, go to all your parties. Go ahead and go home to your families and friends every weekend. You are probably smarter than me. But it doesn't matter. While you are goofing around, I'm gonna be studying, and I'm gonna catch you.

THE RIGHT AND WRONG PICTURE OF A DREAM I’ve studied successful people for almost forty years. I’ve known hundreds of high-profile people who achieved big dreams. And I’ve achieved a few dreams of my own. What I’ve discovered is that a lot of people have misconceptions about dreams. Take a look at many of the things that people pursue and call dreams in their lives: Daydreams—Distractions from Current Work Pie-in-the-Sky Dreams—Wild Ideas with No Strategy or Basis in Reality Bad Dreams—Worries that Breed Fear and Paralysis Idealistic Dreams—The Way the World Would Be If You Were in Charge Vicarious Dreams—Dreams Lived Through Others Romantic Dreams—Belief that Some Person Will Make You Happy Career Dreams—Belief that Career Success Will Make You Happy Destination Dreams—Belief that a Position, Title, or Award Will Make You Happy Material Dreams—Belief that Wealth or Possessions Will Make You Happy If these aren’t good dreams—valid ones worthy of a person’s life—then what are? Here is my definition of a dream that can be put to the test and pass: a dream is an inspiring picture of the future that energizes your mind, will, and emotions, empowering you to do everything you can to achieve it.

Helping the identities to be aware of one another as legitimate parts of the self and to negotiate and resolve their conflicts is at the very core of the therapeutic process. It is countertherapeutic for the therapist to treat any alternate identity as if it were more “real” or more important than any other. The therapist should not “play favorites” among the alternate identities or exclude apparently unlikable or disruptive ones from the therapy (although such steps may be necessary for a limited period of time at some stages in the treatment of some patients to provide for the safety and stability of the patient or the safety of others). The therapist should foster the idea that all alternate identities represent adaptive attempts to cope or to master problems that the patient has faced. Thus, it is countertherapeutic to tell patients to ignore or “get rid” of identities (although it is acceptable to provide strategies for the patient to resist the influence of destructive identities, or to help control the emergence of certain identities at inappropriate circumstances or times). It is countertherapeutic to suggest that the patient create additional alternate identities, to name identities when they have no names (although the patient may choose names if he or she wishes), or to suggest that identities function in a more elaborated and autonomous way than they already are functioning. A desirable treatment outcome is a workable form of integration or harmony among alternate identities." Guidelines for Treating Dissociative Identity Disorder in Adults, Third Revision, Journal of Trauma & Dissociation, 12:2, 115-187 (2011) DOI 10.1080/15299732.2011.537247

In some cases, these liberal “progressives” show contempt for their fellow Americans who are lower class, poorly educated, sinking economically—and white. White male privilege is real, but that phrase probably mystifies a fifty-nine-year-old Walmart greeter in southern Ohio. A study by two Princeton researchers shows widespread despair among poor whites that often feeds bigotry, misplaced anger, and the racism that Donald Trump leveraged to his political advantage.15 Apparently, white racism trumps common sense, or even political self-interest in evaluating the fitness for public office of a man like Trump. Carol Anderson documents the unspoken but devastatingly effective strategy of the Republican Party (which I witnessed firsthand in North Carolina) to work white rage through passage of laws that have disadvantaged black Americans.

Studies of teenage behavior shows that the terrible teens is not a biological necessity, as a number of cultures don’t experience this phenomenon. A study of teenagers in Western cultures found that these teenagers have fewer choices than a felon in prison. Food for thought. Finding a way to make a choice, however small, seems to have a measurable impact on the brain, shifting you from an away response to a toward response.

Within a few moments he was immersed in his work. The evening before, he had caught up with the routine of his classwork; papers had been graded and lectures prepared for the whole week that was to follow. He saw the evening before hm, and several evenings more, in which he would be free to work on his book. What he wanted to do in this new book was not yet precisely clear to him; in general, he wished to extend himself beyond his first study, in both time and scope. He wanted to work in the period of the English Renaissance and to extend his study of classical and medieval Latin influences into that area. He was in the stage of planning his study, and it was that stage which gave him the most pleasure—the selection among alternative approaches, the rejection of certain strategies, the mysteries and uncertainties that lay in unexplored possibilities, the consequences of choice…. The possibilities he could see so exhilarated him that he could not keep still.

One of the reasons that people need pastors is precisely because God is always present but usually not apparent. It takes a poet to find that presence beneath the layers of strategy for coping with the feeling of its absence. Thus, the parish minister's soul becomes a crucible in which sacred visions are ground together with the common and at times profane experiences of human life. Out of this sacred mix, pastors find their deep poetry, not only for the pulpit, but also for making eternal sense out of the ordinary routines of the congregation.

Global health players can become impervious to critique as they identify emergencies, cite dire statistics, and act on their essential duty of promoting health in the name of "humanitarian reason" or as an instrument of economic development, diplomacy, or national security. We are left, however, with an open-source anarchy around global health problems--a policy space in which new strategies, rules, distributive schemes, and the practical ethics of health care are being assembled, experimented with, and improvised by a wide array of deeply unequal stakeholders

In 2003, a Dutch clinical psychologist named Christof van Nimwegen began a fascinating study of computer-aided learning that a BBC writer would later call “one of the most interesting examinations of current computer use and the potential downsides of our increasing reliance on screen-based interaction with information systems.”26 Van Nimwegen had two groups of volunteers work through a tricky logic puzzle on a computer. The puzzle involved transferring colored balls between two boxes in accordance with a set of rules governing which balls could be moved at which time. One of the groups used software that had been designed to be as helpful as possible. It offered on-screen assistance during the course of solving the puzzle, providing visual cues, for instance, to highlight permitted moves. The other group used a bare-bones program, which provided no hints or other guidance. In the early stages of solving the puzzle, the group using the helpful software made correct moves more quickly than the other group, as would be expected. But as the test proceeded, the proficiency of the members of the group using the bare-bones software increased more rapidly. In the end, those using the unhelpful program were able to solve the puzzle more quickly and with fewer wrong moves. They also reached fewer impasses—states in which no further moves were possible—than did the people using the helpful software. The findings indicated, as van Nimwegen reported, that those using the unhelpful software were better able to plan ahead and plot strategy, while those using the helpful software tended to rely on simple trial and error. Often, in fact, those with the helpful software were found “to aimlessly click around” as they tried to crack the puzzle.

Negotiating these expectations as female-socialized men, transmen can develop a gender "double consciousness" (Du Bois 1903).3 They simultaneously inhabit social space as men and maintain, to varying degrees, an internal repertoire of female-socialized interactional strategies. This double consciousness can generate culture shock as they struggle to synthesize two identities-a female history and a male social identity-that natural differences schemas position as opposing. To gain gender competency, transmen study the idealized qualities that make up a hegemonic understanding of masculinity. As

The intelligent want self-control; children want candy. —RUMI INTRODUCTION Welcome to Willpower 101 Whenever I mention that I teach a course on willpower, the nearly universal response is, “Oh, that’s what I need.” Now more than ever, people realize that willpower—the ability to control their attention, emotions, and desires—influences their physical health, financial security, relationships, and professional success. We all know this. We know we’re supposed to be in control of every aspect of our lives, from what we eat to what we do, say, and buy. And yet, most people feel like willpower failures—in control one moment but overwhelmed and out of control the next. According to the American Psychological Association, Americans name lack of willpower as the number-one reason they struggle to meet their goals. Many feel guilty about letting themselves and others down. Others feel at the mercy of their thoughts, emotions, and cravings, their lives dictated by impulses rather than conscious choices. Even the best-controlled feel a kind of exhaustion at keeping it all together and wonder if life is supposed to be such a struggle. As a health psychologist and educator for the Stanford School of Medicine’s Health Improvement Program, my job is to help people manage stress and make healthy choices. After years of watching people struggle to change their thoughts, emotions, bodies, and habits, I realized that much of what people believed about willpower was sabotaging their success and creating unnecessary stress. Although scientific research had much to say that could help them, it was clear that these insights had not yet become part of public understanding. Instead, people continued to rely on worn-out strategies for self-control. I saw again and again that the strategies most people use weren’t just ineffective—they actually backfired, leading to self-sabotage and losing control. This led me to create “The Science of Willpower,” a class offered to the public through Stanford University’s Continuing Studies program. The course brings together the newest insights about self-control from psychology, economics, neuroscience, and medicine to explain how we can break old habits and create healthy habits, conquer procrastination, find our focus, and manage stress. It illuminates why we give in to temptation and how we can find the strength to resist. It demonstrates the importance of understanding the limits of self-control,

In Webvan’s case premature scaling was an integral part of the company culture and the prevailing venture capital “get big fast” mantra. Webvan spent $18 million to develop proprietary software and $40 million to set up its first automated warehouse before it had shipped a single item. Premature scaling had dire consequences since Webvan’s spending was on a scale that ensures it will be taught in business school case studies for years to come. As customer behavior continued to differ from the predictions in Webvan’s business plan, the company slowly realized it had overbuilt and over-designed. The business model made sense only at the high volumes predicted on the spreadsheet.

It was this situation that led mathematician Chris Hauert and his colleagues to consider another possibility in an important evolutionary model published in Science in 2002. In Axelrod's study and in most previous theoretical models, individuals were forced to interact with each other. But what if they could choose not to interact? Rather than attempting to cooperate and risking being taken advantage of, a person could fend for herself. In other words, she could sever her connections to others in the network. Hauert called the people who adopt this strategy "loners." Using some beautiful mathematics, Hauert and his colleagues showed that in a world full of loners it is easy for cooperation to evolve because there are no people to take advantage of the cooperators that appear. The loners fend for themselves, and the cooperators form networks with other cooperators. Soon, the cooperators take over the population because they always do better together than the loners. But once the world is full of cooperators, it is very easy for free riders to evolve and enjoy the fruits of cooperation without contributing (like parasites). As the free riders become the dominant type in the population, there is no one left for them to take advantage of; then, the loners once again take over -- because they want nothing to do, as it were, with those bastards. In short, cooperating can emerge because we can do more together than we can apart. But because of the free-rider problem, cooperation is not guaranteed to succeed.

In a longitudinal study of college students, freshmen were evaluated for fixed mindsets or growth mindsets and then followed across their four years of enrollment. When the students with fixed mindsets encountered academic challenges such as daunting projects or low grades, they gave up, while the students with growth mindsets responded by working harder or trying new strategies. Rather than strengthening their skills and toughening their resolve, four years of college left the students with fixed mindsets feeling less confident. The feelings they most associated with school were distress, shame, and upset. Those with growth mindsets performed better in school overall and, at graduation time, they reported feeling confident, determined, enthusiastic, inspired, and strong.

The same thing, notes Brynjolfsson, happened 120 years ago, in the Second Industrial Revolution, when electrification—the supernova of its day—was introduced. Old factories did not just have to be electrified to achieve the productivity boosts; they had to be redesigned, along with all business processes. It took thirty years for one generation of managers and workers to retire and for a new generation to emerge to get the full productivity benefits of that new power source. A December 2015 study by the McKinsey Global Institute on American industry found a “considerable gap between the most digitized sectors and the rest of the economy over time and [found] that despite a massive rush of adoption, most sectors have barely closed that gap over the past decade … Because the less digitized sectors are some of the largest in terms of GDP contribution and employment, we [found] that the US economy as a whole is only reaching 18 percent of its digital potential … The United States will need to adapt its institutions and training pathways to help workers acquire relevant skills and navigate this period of transition and churn.” The supernova is a new power source, and it will take some time for society to reconfigure itself to absorb its full potential. As that happens, I believe that Brynjolfsson will be proved right and we will start to see the benefits—a broad range of new discoveries around health, learning, urban planning, transportation, innovation, and commerce—that will drive growth. That debate is for economists, though, and beyond the scope of this book, but I will be eager to see how it plays out. What is absolutely clear right now is that while the supernova may not have made our economies measurably more productive yet, it is clearly making all forms of technology, and therefore individuals, companies, ideas, machines, and groups, more powerful—more able to shape the world around them in unprecedented ways with less effort than ever before. If you want to be a maker, a starter-upper, an inventor, or an innovator, this is your time. By leveraging the supernova you can do so much more now with so little. As Tom Goodwin, senior vice president of strategy and innovation at Havas Media, observed in a March 3, 2015, essay on TechCrunch.com: “Uber, the world’s largest taxi company, owns no vehicles. Facebook, the world’s most popular media owner, creates no content. Alibaba, the most valuable retailer, has no inventory. And Airbnb, the world’s largest accommodation provider, owns no real estate. Something interesting is happening.

Pleasure Principles What you pay attention to grows. This will be familiar to those who have read Emergent Strategy. Actually, all the emergent strategy principles also apply here! (Insert eggplant emoji). Tune into happiness, what satisfies you, what brings you joy. We become what we practice. I learned this through studying somatics! In his book The Leadership Dojo, Richard Strozzi-Heckler shares that “300 repetitions produce body memory … [and] 3,000 repetitions creates embodiment.”12 Yes is the way. When it was time to move to Detroit, when it was time to leave my last job, when it was time to pick up a meditation practice, time to swim, time to eat healthier, I knew because it gave me pleasure when I made and lived into the decision. Now I am letting that guide my choices for how I organize and for what I am aiming toward with my work—pleasure in the processes of my existence and states of my being. Yes is a future. When I feel pleasure, I know I am on the right track. Puerto Rican pleasure elder Idelisse Malave shared with me that her pleasure principle is “If it pleases me, I will.” When I am happy, it is good for the world.13 The deepest pleasure comes from riding the line between commitment and detachment.14 Commit yourself fully to the process, the journey, to bringing the best you can bring. Detach yourself from ego and outcomes. Make justice and liberation feel good. Your no makes the way for your yes. Boundaries create the container within which your yes is authentic. Being able to say no makes yes a choice. Moderation is key.15 The idea is not to be in a heady state of ecstasy at all times, but rather to learn how to sense when something is good for you, to be able to feel what enough is. Related: pleasure is not money. Pleasure is not even related to money, at least not in a positive way. Having resources to buy unlimited amounts of pleasure leads to excess, and excess totally destroys the spiritual experience of pleasure.

On the bus, I pull out my book. It's the best book I've ever read, even if I'm only halfway through. It's called Jane Eyre by Charlotte Brontë, with two dots over the e. Jane Eyre lives in England in Queen Victoria's time. She's an orphan who's taken in by a horrid rich aunt who locks her in a haunted room to punish her for lying, even though she didn't lie. Then Jane is sent to a charity school, where all she gets to eat is burnt porridge and brown stew for many years. But she grows up to be clever, slender, and wise anyway. Then she finds work as a governess in a huge manor called Thornfield, because in England houses have names. At Thornfield, the stew is less brown and the people less simple. That's as far as I've gotten... Diving back into Jane Eyre... Because she grew up to be clever, slender and wise, no one calls Jane Eyre a liar, a thief or an ugly duckling again. She tutors a young girl, Adèle, who loves her, even though all she has to her name are three plain dresses. Adèle thinks Jane Eyre's smart and always tells her so. Even Mr. Rochester agrees. He's the master of the house, slightly older and mysterious with his feverish eyebrows. He's always asking Jane to come and talk to him in the evenings, by the fire. Because she grew up to be clever, slender, and wise, Jane Eyre isn't even all that taken aback to find out she isn't a monster after all... Jane Eyre soon realizes that she's in love with Mr. Rochester, the master of Thornfield. To stop loving him so much, she first forces herself to draw a self-portrait, then a portrait of Miss Ingram, a haughty young woman with loads of money who has set her sights on marrying Mr. Rochester. Miss Ingram's portrait is soft and pink and silky. Jane draws herself: no beauty, no money, no relatives, no future. She show no mercy. All in brown. Then, on purpose, she spends all night studying both portraits to burn the images into her brain for all time. Everyone needs a strategy, even Jane Eyre... Mr. Rochester loves Jane Eyre and asks her to marry him. Strange and serious, brown dress and all, he loves her. How wonderful, how impossible. Any boy who'd love a sailboat-patterned, swimsuited sausage who tames rabid foxes would be wonderful. And impossible. Just like in Jane Eyre, the story would end badly. Just like in Jane Eyre, she'd learn the boy already has a wife as crazy as a kite, shut up in the manor tower, and that even if he loves the swimsuited sausage, he can't marry her. Then the sausage would have to leave the manor in shame and travel to the ends of the earth, her heart in a thousand pieces... Oh right, I forgot. Jane Eyre returns to Thornfield one day and discovers the crazy-as-a-kite wife set the manor on fire and did Mr. Rochester some serious harm before dying herself. When Jane shows up at the manor, she discovers Mr. Rochester in the dark, surrounded by the ruins of his castle. He is maimed, blind, unkempt. And she still loves him. He can't believe it. Neither can I. Something like that would never happen in real life. Would it? ... You'll see, the story ends well.

Virtually every version of CBT for anxiety disorders involves working through what’s called an exposure hierarchy. The concept is simple. You make a list of all the situations and behaviors you avoid due to anxiety. You then assign a number to each item on your list based on how anxiety provoking you expect doing the avoided behavior would be. Use numbers from 0 (= not anxiety provoking at all) to 100 (= you would fear having an instant panic attack). For example, attempting to talk to a famous person in your field at a conference might be an 80 on the 0-100 scale. Sort your list in order, from least to most anxiety provoking. Aim to construct a list that has several avoided actions in each 10-point range. For example, several that fall between 20 and 30, between 30 and 40, and so on, on your anxiety scale. That way, you won’t have any jumps that are too big. Omit things that are anxiety-provoking but wouldn’t actually benefit you (such as eating a fried insect). Make a plan for how you can work through your hierarchy, starting at the bottom of the list. Where possible, repeat an avoided behavior several times before you move up to the next level. For example, if one of your items is talking to a colleague you find intimidating, do this several times (with the same or different colleagues) before moving on. When you start doing things you’d usually avoid that are low on your hierarchy, you’ll gain the confidence you need to do the things that are higher up on your list. It’s important you don’t use what are called safety behaviors. Safety behaviors are things people do as an anxiety crutch—for example, wearing their lucky undies when they approach that famous person or excessively rehearsing what they plan to say. There is a general consensus within psychology that exposure techniques like the one just described are among the most effective ways to reduce problems with anxiety. In clinical settings, people who do exposures get the most out of treatment. Some studies have even shown that just doing exposure can be as effective as therapies that also include extensive work on thoughts. If you want to turbocharge your results, try exposure. If you find it too difficult to do alone, consider working with a therapist.

THE GLOBE | Unlocking the Wealth in Rural Markets Mamta Kapur, Sanjay Dawar, and Vineet R. Ahuja | 151 words In India and other large emerging economies, rural markets hold great promise for boosting corporate earnings. Companies that sell in the countryside, however, face poor infrastructure, widely dispersed customers, and other challenges. To better understand the obstacles and how to overcome them, the authors—researchers with Accenture—conducted extensive surveys and interviews with Indian business leaders in multiple industries. Their three-year study revealed several successful strategies for increasing revenues and profits in rural markets: Start with a good distribution plan. The most effective approaches are multipronged—for example, adding extra layers to existing networks and engaging local partners to create new ones. Mine data to identify prospective customers. Combining site visits, market surveys, and GIS mapping can help companies discover new buyers. Forge tight bonds with channel partners. It pays to spend time and money helping distributors and retailers improve their operations. Create durable ties with customers. Companies can build loyalty by addressing customers’ welfare and winning the trust of community leaders.

First, READ this book a chapter a day. We suggest at least five days a week for the next seven weeks, but whatever works for your schedule. Each chapter should only take you around ten minutes to read. Second, READ the Bible each day. Let the Word of God mold you into a person of prayer. We encourage you to read through the Gospel of Luke during these seven weeks and be studying it through the lens of what you can learn from Jesus about prayer. You are also encouraged to look up and study verses in each chapter that you are unfamiliar with that spark your interest. Third, PRAY every day. Prayer should be both scheduled and spontaneous. Choose a place and time when you can pray alone each day, preferably in the morning (Ps. 5:3). Write down specific needs and personal requests you’ll be targeting in prayer over the next few weeks, along with the following prayer: Heavenly Father, I come to You in Jesus’ name, asking that You draw me into a closer, more personal relationship with You. Cleanse me of my sins and prepare my heart to pray in a way that pleases You. Help me know You and love You more this week. Use all the circumstances of my life to make me more like Jesus, and teach me how to pray more strategically and effectively in Your name, according to Your will and Your Word. Use my faith, my obedience, and my prayers this week for the benefit of others, for my good, and for Your glory. Amen. May we each experience the amazing power of God in our generation as a testimony of His goodness for His glory! My Scheduled Prayer Time ___:___ a.m./p.m. My Scheduled Prayer Place ________________________ My Prayer Targets Develop a specific, personalized, ongoing prayer list using one or more of the following questions: What are your top three biggest needs right now? What are the top three things you are most stressed about? What are three issues in your life that would take a miracle of God to resolve? What is something good and honorable that, if God provided it, would greatly benefit you, your family, and others? What is something you believe God may be leading you to do, but you need His clarity and direction on it? What is a need from someone you love that you’d like to start praying about? 1. ______________________________________________ 2. ______________________________________________ 3. ______________________________________________ 4. ______________________________________________ 5. ______________________________________________ 6. ______________________________________________

One of those was Gary Bradski, an expert in machine vision at Intel Labs in Santa Clara. The company was the world’s largest chipmaker and had developed a manufacturing strategy called “copy exact,” a way of developing next-generation manufacturing techniques to make ever-smaller chips. Intel would develop a new technology at a prototype facility and then export that process to wherever it planned to produce the denser chips in volume. It was a system that required discipline, and Bradski was a bit of a “Wild Duck”—a term that IBM originally used to describe employees who refused to fly in formation—compared to typical engineers in Intel’s regimented semiconductor manufacturing culture. A refugee from the high-flying finance world of “quants” on the East Coast, Bradski arrived at Intel in 1996 and was forced to spend a year doing boring grunt work, like developing an image-processing software library for factory automation applications. After paying his dues, he was moved to the chipmaker’s research laboratory and started researching interesting projects. Bradski had grown up in Palo Alto before leaving to study physics and artificial intelligence at Berkeley and Boston University. He returned because he had been bitten by the Silicon Valley entrepreneurial bug.

In the absence of expert [senior military] advice, we have seen each successive administration fail in the business of strategy - yielding a United States twice as rich as the Soviet Union but much less strong. Only the manner of the failure has changed. In the 1960s, under Robert S. McNamara, we witnessed the wholesale substitution of civilian mathematical analysis for military expertise. The new breed of the "systems analysts" introduced new standards of intellectual discipline and greatly improved bookkeeping methods, but also a trained incapacity to understand the most important aspects of military power, which happens to be nonmeasurable. Because morale is nonmeasurable it was ignored, in large and small ways, with disastrous effects. We have seen how the pursuit of business-type efficiency in the placement of each soldier destroys the cohesion that makes fighting units effective; we may recall how the Pueblo was left virtually disarmed when it encountered the North Koreans (strong armament was judged as not "cost effective" for ships of that kind). Because tactics, the operational art of war, and strategy itself are not reducible to precise numbers, money was allocated to forces and single weapons according to "firepower" scores, computer simulations, and mathematical studies - all of which maximize efficiency - but often at the expense of combat effectiveness. An even greater defect of the McNamara approach to military decisions was its businesslike "linear" logic, which is right for commerce or engineering but almost always fails in the realm of strategy. Because its essence is the clash of antagonistic and outmaneuvering wills, strategy usually proceeds by paradox rather than conventional "linear" logic. That much is clear even from the most shopworn of Latin tags: si vis pacem, para bellum (if you want peace, prepare for war), whose business equivalent would be orders of "if you want sales, add to your purchasing staff," or some other, equally absurd advice. Where paradox rules, straightforward linear logic is self-defeating, sometimes quite literally. Let a general choose the best path for his advance, the shortest and best-roaded, and it then becomes the worst path of all paths, because the enemy will await him there in greatest strength... Linear logic is all very well in commerce and engineering, where there is lively opposition, to be sure, but no open-ended scope for maneuver; a competitor beaten in the marketplace will not bomb our factory instead, and the river duly bridged will not deliberately carve out a new course. But such reactions are merely normal in strategy. Military men are not trained in paradoxical thinking, but they do no have to be. Unlike the business-school expert, who searches for optimal solutions in the abstract and then presents them will all the authority of charts and computer printouts, even the most ordinary military mind can recall the existence of a maneuvering antagonists now and then, and will therefore seek robust solutions rather than "best" solutions - those, in other words, which are not optimal but can remain adequate even when the enemy reacts to outmaneuver the first approach.

a young Goldman Sachs banker named Joseph Park was sitting in his apartment, frustrated at the effort required to get access to entertainment. Why should he trek all the way to Blockbuster to rent a movie? He should just be able to open a website, pick out a movie, and have it delivered to his door. Despite raising around $250 million, Kozmo, the company Park founded, went bankrupt in 2001. His biggest mistake was making a brash promise for one-hour delivery of virtually anything, and investing in building national operations to support growth that never happened. One study of over three thousand startups indicates that roughly three out of every four fail because of premature scaling—making investments that the market isn’t yet ready to support. Had Park proceeded more slowly, he might have noticed that with the current technology available, one-hour delivery was an impractical and low-margin business. There was, however, a tremendous demand for online movie rentals. Netflix was just then getting off the ground, and Kozmo might have been able to compete in the area of mail-order rentals and then online movie streaming. Later, he might have been able to capitalize on technological changes that made it possible for Instacart to build a logistics operation that made one-hour grocery delivery scalable and profitable. Since the market is more defined when settlers enter, they can focus on providing superior quality instead of deliberating about what to offer in the first place. “Wouldn’t you rather be second or third and see how the guy in first did, and then . . . improve it?” Malcolm Gladwell asked in an interview. “When ideas get really complicated, and when the world gets complicated, it’s foolish to think the person who’s first can work it all out,” Gladwell remarked. “Most good things, it takes a long time to figure them out.”* Second, there’s reason to believe that the kinds of people who choose to be late movers may be better suited to succeed. Risk seekers are drawn to being first, and they’re prone to making impulsive decisions. Meanwhile, more risk-averse entrepreneurs watch from the sidelines, waiting for the right opportunity and balancing their risk portfolios before entering. In a study of software startups, strategy researchers Elizabeth Pontikes and William Barnett find that when entrepreneurs rush to follow the crowd into hyped markets, their startups are less likely to survive and grow. When entrepreneurs wait for the market to cool down, they have higher odds of success: “Nonconformists . . . that buck the trend are most likely to stay in the market, receive funding, and ultimately go public.” Third, along with being less recklessly ambitious, settlers can improve upon competitors’ technology to make products better. When you’re the first to market, you have to make all the mistakes yourself. Meanwhile, settlers can watch and learn from your errors. “Moving first is a tactic, not a goal,” Peter Thiel writes in Zero to One; “being the first mover doesn’t do you any good if someone else comes along and unseats you.” Fourth, whereas pioneers tend to get stuck in their early offerings, settlers can observe market changes and shifting consumer tastes and adjust accordingly. In a study of the U.S. automobile industry over nearly a century, pioneers had lower survival rates because they struggled to establish legitimacy, developed routines that didn’t fit the market, and became obsolete as consumer needs clarified. Settlers also have the luxury of waiting for the market to be ready. When Warby Parker launched, e-commerce companies had been thriving for more than a decade, though other companies had tried selling glasses online with little success. “There’s no way it would have worked before,” Neil Blumenthal tells me. “We had to wait for Amazon, Zappos, and Blue Nile to get people comfortable buying products they typically wouldn’t order online.

Tolkien, then, was a philologist before he was a mythologist, and a mythologist, at least in intention, before he ever became a writer of fantasy fiction. His beliefs about language and about mythology were sometimes original and sometimes extreme, but never irrational, and he was able to express them perfectly clearly. In the end he decided to express them not through abstract argument, but by demonstration, and the success of the demonstration has gone a long way to showing that he did often have a point: especially in his belief, which I share, that a taste for philology, for the history of language in all its forms, names and place-names included, is much more widespread in the population at large than educators and arbiters of taste like to think. In his 1959 ‘Valedictory Address to the University of Oxford’ (reprinted in Essays, pp. 224-40), Tolkien concluded that the problem lay not with the philologists nor with those they taught but with what he called ‘misologists’ – haters of the word. There would be no harm in them if they simply concluded language study was not for them, out of dullness or ignorance. But what he felt, Tolkien said, was: "grievance that certain professional persons should suppose their dullness and ignorance to be a human norm; and anger when they have sought to impose the limitation of their minds upon younger minds, dissuading those with philological curiosity from their bent, encouraging those without this interest to believe that their lack marked them as minds of a superior order." Behind this grievance and this anger was, of course, failure and defeat. It is now very hard to pursue a course of philology of the kind Tolkien would have approved in any British or American university. The misologists won, in the academic world; as did the realists, the modernists, the post-modernists, the despisers of fantasy. But they lost outside the academic world. It is not long since I heard the commissioning editor of a major publishing house say, ‘Only fantasy is mass-market. Everything else is cult-fiction.’ (Reflective pause.) ‘That includes main-stream.’ He was defending his own buying strategy, and doubtless exaggerating, but there is a good deal of hard evidence to support him. Tolkien cried out to be heard, and we have still to find out what he was saying. There should be no doubt, though, that he found listeners, and that they found whatever he was saying worth their while.

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Reader's Digest (Reader's Digest USA) - Clip This Article on Location 56 | Added on Friday, May 16, 2014 12:06:55 AM Words of Lasting Interest Looking Out for The Lonely One teacher’s strategy to stop violence at its root BY GLENNON DOYLE MELTON  FROM MOMASTERY.COM PHOTOGRAPH BY DAN WINTERS A few weeks ago, I went into my son Chase’s class for tutoring. I’d e-mailed Chase’s teacher one evening and said, “Chase keeps telling me that this stuff you’re sending home is math—but I’m not sure I believe him. Help, please.” She e-mailed right back and said, “No problem! I can tutor Chase after school anytime.” And I said, “No, not him. Me. He gets it. Help me.” And that’s how I ended up standing at a chalkboard in an empty fifth-grade classroom while Chase’s teacher sat behind me, using a soothing voice to try to help me understand the “new way we teach long division.” Luckily for me, I didn’t have to unlearn much because I’d never really understood the “old way we taught long division.” It took me a solid hour to complete one problem, but I could tell that Chase’s teacher liked me anyway. She used to work with NASA, so obviously we have a whole lot in common. Afterward, we sat for a few minutes and talked about teaching children and what a sacred trust and responsibility it is. We agreed that subjects like math and reading are not the most important things that are learned in a classroom. We talked about shaping little hearts to become contributors to a larger community—and we discussed our mutual dream that those communities might be made up of individuals who are kind and brave above all. And then she told me this. Every Friday afternoon, she asks her students to take out a piece of paper and write down the names of four children with whom they’d like to sit the following week. The children know that these requests may or may not be honored. She also asks the students to nominate one student who they believe has been an exceptional classroom citizen that week. All ballots are privately submitted to her. And every single Friday afternoon, after the students go home, she takes out those slips of paper, places them in front of her, and studies them. She looks for patterns. Who is not getting requested by anyone else? Who can’t think of anyone to request? Who never gets noticed enough to be nominated? Who had a million friends last week and none this week? You see, Chase’s teacher is not looking for a new seating chart or “exceptional citizens.” Chase’s teacher is looking for lonely children. She’s looking for children who are struggling to connect with other children. She’s identifying the little ones who are falling through the cracks of the class’s social life. She is discovering whose gifts are going unnoticed by their peers. And she’s pinning down—right away—who’s being bullied and who is doing the bullying. As a teacher, parent, and lover of all children, I think this is the most brilliant Love Ninja strategy I have ever encountered. It’s like taking an X-ray of a classroom to see beneath the surface of things and into the hearts of students. It is like mining for gold—the gold being those children who need a little help, who need adults to step in and teach them how to make friends, how to ask others to play, how to join a group, or how to share their gifts. And it’s a bully deterrent because every teacher knows that bullying usually happens outside her eyeshot and that often kids being bullied are too intimidated to share. But, as she said, the truth comes out on those safe, private, little sheets of paper. As Chase’s teacher explained this simple, ingenious idea, I stared at her with my mouth hanging open. “How long have you been using this system?” I said. Ever since Columbine, she said. Every single Friday afternoon since Columbine. Good Lord. This brilliant woman watched Columbine knowing that all violence begins with disconnection. All