Summary Best Quotes

Nobel Prize–winning psychologist Daniel Kahneman and his colleagues have shown that what we remember about the pleasurable quality of our past experiences is almost entirely determined by two things: how the experiences felt when they were at their peak (best or worst), and how they felt when they ended. This “peak-end” rule of Kahneman’s is what we use to summarize the experience, and then we rely on that summary later to remind ourselves of how the experience felt.

Comprehending and knowing better and deeper are the best guarantees we can have to attain ideas and criteria of our own; i.e. to stop depending on what other people say. In summary, to be freer to choose our own path in life.

In Summation A poem by Taylor Swift At this hearing I stand before my fellow members of the Tortured Poets Department With a summary of my findings A debrief, a detailed rewinding For the purpose of warning For the sake of reminding As you might all unfortunately recall I had been struck with a case of a restricted humanity Which explains my plea here today of temporary i n s a n i t y You see, the pendulum swings Oh, the chaos it brings Leads the caged beast to do the most curious things Lovers spend years denying what’s ill fated Resentment rotting away galaxies we created Stars placed and glued meticulously by hand next to the ceiling fan Tried wishing on comets. Tried dimming the shine. Tried to orbit his planet. Some stars never align. And in one conversation, I tore down the whole sky Spring sprung forth with dazzling freedom hues Then a crash from the skylight bursting through Something old, someone hallowed, who told me he could be brand new And so I was out of the oven and into the microwave Out of the slammer and into a tidal wave How gallant to save the empress from her gilded tower Swinging a sword he could barely lift But loneliness struck at that fateful hour Low hanging fruit on his wine stained lips He never even scratched the surface of me. None of them did. “In summation, it was not a love affair!” I screamed while bringing my fists to my coffee ringed desk It was a mutual manic phase. It was self harm. It was house and then cardiac arrest. A smirk creeps onto this poet’s face Because it’s the worst men that I write best. And so I enter into evidence My tarnished coat of arms My muses, acquired like bruises My talismans and charms The tick, tick, tick of love bombs My veins of pitch black ink All’s fair in love and poetry Sincerely, The Chairman of The Tortured Poets Department

The best summary of Trumpism is “billionaire-funded racial grievance politics.” It’s plutocracy in populist clothing.

There is always a good choice and there is always a better choice. There is always the best choice and there is always a choice to choose. If only you would think of the summary of your life tomorrow today, you would yearn to live and leave a distinctive footprint and you would never stand for anything at all

I have suggested that the unity-within-diversity of the New Testament witnesses can best be grasped with the aid of three focal images: community, cross, and new creation. We can encapsulate the theological implications of these images for the church in a single complex narrative summary: the New Testament calls the covenant community of God’s people into participation in the cross of Christ in such a way that the death and resurrection of Jesus becomes a paradigm for their common life as harbingers of God’s new creation.

Bots are at best narrow AI, nothing that would make a cleric remotely nervous. But they would scare the hell out of epidemiologists who understand that parasites don’t need to be smart to be dangerous.

To finally surrender ourselves to healing, we have to have three spaces opened up within us - and all at the same time: our opinionated head, our closed-down heart, and our defensive and defended body. That is the summary work of spirituality - and it is indeed work. Yes, it is also the work of “a Power greater than ourselves,” and it will lead to a great luminosity and depth of seeing. That is why true faith is one of the most holistic and free actions a human can perform. It leads to such broad and deep perception that most traditions would just call it “light.” Remember, Jesus said that we also are the light of the world (Matthew 5:14), as well as saying it about himself (John 8:12). Strange that we see light in him but do not imitate him in seeing the same light in ourselves. Such luminous seeing is quite the opposite of the closed-minded, dead-hearted, body-denying thing that much religion has been allowed to become. As you surely have heard before, “Religion is lived by people who are afraid of hell. Spirituality is lived by people who have been through hell and come out enlightened.” The innocuous mental belief systems of much religion are probably the major cause of atheism in the world today, because people see that religion has not generally created people who are that different, more caring, or less prejudiced than other people. In fact, they are often worse because they think they have God on their small side. I wish I did not have to say this, but religion either produces the very best people or the very worst. Jesus makes this point in many settings and stories. Mere mental belief systems split people apart, whereas actual faith puts all our parts (body, heart, and head) on notice and on call. Honestly, it takes major surgery and much of one’s life to get head, heart, and body to put down their defenses, their false programs for happiness, and their many forms of resistance to what is right in front of them. This is the meat and muscle of the whole conversion process.

The best way to calibrate a question is to avoid verbs or words that illicit a yes-no answer, like "can" or "does".   Instead,  use reporter question words like "how " and "what"  for open-ended responses, but be very careful of "why" because it often leads to defensiveness.

When someone gives you a single example to prove a point, don’t just agree, ask for more examples. Don’t mistake the exception for the rule.

The combination of persistence and experimentation is a winning formula for success. Stay the course, but try new approaches to figure out what works best.

Daily Review
 1.  Look at your calendar first. 2.  Look at your action lists. (The calendar will dictate if you have time to proceed to action lists.)

The problem with love, as I see it, is this: in order to be happy you need to have security, whereas to be in love you need insecurity. Happiness requires confidence whereas love requires doubt and anxiety. Thus, in summary: marriage was conceived to ensure mutual happiness but not enduring love. And to fall in love is not the best way to find happiness; if it were, we’d all know by now, wouldn’t we. I’m not sure if I’m making myself clear, but it makes perfect sense to me: marriage mixes together things that weren’t meant to go together.

Or, as Morgan McCall [author of “High Flyers”] argues, many organizations believe in natural talent and don’t look for people with the potential to develop…missing out on a big pool of possible leaders…

If you're working in an organization which has an unhealthy culture, you will have almost a constant flow of cortisol and this will cause stress. You won't feel safe and therefore will therefore be unable to do your best work.

When you are uncomfortable with the tasks you are ignoring in favor of the urgency of the moment, guilt, mental angst, and frustration build up.   To solve this, you need to make a conscious choice between the preplanned and the seemingly urgent at the moment.   Then, renegotiate any timeline agreements with yourself.     This simple and conscious mental alignment combined with the elevated perspective of the weekly review is enough to regain control and relax your mind in the face of daily surprises.

Children should be taught to learn from failure and to correct it in the future. Do not judge or punish. That will not help your child mature or to learn how to think. Like Marva Collins, tell your children the truth. Give them the tools to solve problems.

That is the idea that we all hope you have learned in studying science in school—we never explicitly say what this is, but just hope that you catch on by all the examples of scientific investigation. It is interesting, therefore, to bring it out now and speak of it explicitly. It’s a kind of scientific integrity, a principle of scientific thought that corresponds to a kind of utter honesty—a kind of leaning over backwards. For example, if you’re doing an experiment, you should report everything that you think might make it invalid—not only what you think is right about it: other causes that could possibly explain your results; and things you thought of that you’ve eliminated by some other experiment, and how they worked—to make sure the other fellow can tell they have been eliminated. Details that could throw doubt on your interpretation must be given, if you know them. You must do the best you can—if you know anything at all wrong, or possibly wrong—to explain it. If you make a theory, for example, and advertise it, or put it out, then you must also put down all the facts that disagree with it, as well as those that agree with it. There is also a more subtle problem. When you have put a lot of ideas together to make an elaborate theory, you want to make sure, when explaining what it fits, that those things it fits are not just the things that gave you the idea for the theory; but that the finished theory makes something else come out right, in addition. In summary, the idea is to try to give all of the information to help others to judge the value of your contribution; not just the information that leads to judgment in one particular direction or another. The first principle is that you must not fool yourself—and you are the easiest person to fool. So you have to be very careful about that. After you’ve not fooled yourself, it’s easy not to fool other scientists... You just have to be honest in a conventional way after that.

Trumpism is a somewhat ambiguous concept. Trump is not a philosopher. He doesn’t have a political theory or any underlying beliefs. The only -isms that he has ever been associated with are racism and narcissism. The best summary of Trumpism is “billionaire-funded racial grievance politics.

Psychologist Arthur S. Reber offers the following summary of the psychological research on decision making: “During the 1970s . . . it became increasingly apparent that people do not typically solve problems, make decisions, or reach conclusions using the kinds of standard, conscious, and rational processes that they were more-or-less assumed to be using.” To the contrary, people could best be described, in much of their decision making, as being “arational”: “When people were observed making choices and solving problems of interesting complexity, the rational and logical elements were often missing.

[WAIT—IT WON’T LET ME REDACT THESE LITTLE SUBHEADING THINGS? THAT’S SUPER ANNOYING!] [FINE, I’LL JUST GIVE YOU MY SUMMARY.] [SO, WHOEVER WROTE THIS WAS ALL BLAH-BLAH-BLAH-STELLARLUNE-SOMETHING-SOMETHING-LEGACY. BUT SERIOUSLY, NO ONE WANTS TO READ ABOUT THE CREEPY STUFF MY MOM DID BEFORE SHE GOT PREGNANT WITH ME! (AND WE’RE ALL SUPER SICK OF HEARING ABOUT MY “LEGACY,” AMIRITE?) SO, LET’S JUST LEAVE IT AT THIS: MY MOM IS EVIL. SHE THINKS SHE’S WAY SMARTER THAN SHE IS. AND NOTHING SHE DID IS GOING TO AFFECT MY GENERAL AWESOMENESS, OKAY?] A PHOTOGRAPHIC MEMORY: [WOW, HOW DID YOU COME UP WITH SUCH A CLEVER TITLE?!] [AND YEAH, I HAVE A PHOTOGRAPHIC MEMORY. NOT SURE WHY ANYONE CARES. BUT IT DOES COME IN HANDY DURING MIDTERMS AND FINALS.] AHEAD OF THE GAME: [BASICALLY: I’M A GENIUS. I SKIPPED LEVEL ONE AT FOXFIRE. YES, YOU SHOULD BE IMPRESSED.] UNREASONABLY HIGH STANDARDS: [GOTTA ADMIT, I WAS TEMPTED TO LEAVE THIS ONE ALONE, SINCE WHOEVER WROTE IT ACTUALLY GOT THINGS PRETTY MUCH RIGHT. I GUESS EVEN THE COUNCIL KNOWS MY DAD’S A JERK WHO FREAKS OUT ALL THE TIME BECAUSE I’M NOT A LITTLE MINI-HIM. WHO KNEW?] A POWERFUL EMPATH: [UGH, THAT’S THE BEST YOU COULD DO FOR THIS SUBHEADING???] [HOW ABOUT “LORD OF THE FEELS”? OR “TRUST THE EMPATH”! OR “HE KNOWS WHAT YOU’RE FEELING—AND YOU SHOULD BE ASHAMED OF YOURSELF”?] [OOO! I’VE GOT IT! “HE KNOWS FOSTER BETTER THAN YOU DO! BETTER THAN SHE EVEN KNOWS HERSELF!”] [THOUGH… KEEPING IT REAL? THE FOSTER OBLIVION CAN BE KINDA NOT COOL SOMETIMES.] THE HEART OF THE MATTER: [I CAN’T BELIEVE YOU GUYS NAMED A SECTION OF MY FILE AFTER MY FATHER’S SUPER-BORING BOOK—AND THEN RAMBLED ON FOR TWO PAGES ABOUT HIS SUPER-BORING THEORY!!!!!] [YOU DON’T NEED TWO PAGES ON IT. YOU DON’T EVEN NEED TWO SENTENCES. HERE’S ALLLLLL YOU NEED TO KNOW—BESIDES THE FACT THAT HE’S TOTALLY NOT THE FIRST PERSON TO COME UP WITH THIS (JUST THE ONE WHO LOVES TO TAKE CREDIT): OUR HEADS AND OUR HEARTS SOMETIMES FEEL DIFFERENT EMOTIONS, AND WHAT’S IN OUR HEARTS IS PROBABLY STRONGER.] [THAT’S IT!] [WELL… OKAY… I GUESS HE ALSO GOES ON A BIT ABOUT HOW EMPATHS PROBABLY ONLY READ THE EMOTIONS FROM THE HEAD.] [AND THERE’S SOMETHING ABOUT HEART EMOTIONS BEING PURER BECAUSE NO ONE CAN CONTROL THEM.] [BUT THAT’S IT.] [AND DON’T TELL LORD BORINGPANTS I READ HIS DUMB BOOK! I MOSTLY SKIMMED.] PRANKSTER AND TROUBLEMAKER: [100 PERCENT ACCURATE. ALSO, I’M LEAVING YOUR LITTLE ATTACHED DETENTION RECORD BECAUSE IT’S THE GREATEST THING I’VE EVER SEEN IN MY LIFE!!!!]

The leaders of good-to-great companies did not first focus on creating a vision or over-arching goal. Instead, they made sure to first get the best, brightest, and hardest-working people on board, while removing those that don’t perform. Once they had the right people, they then determined where to lead their companies. In other words, their guiding principle is to first determine the “who” before figuring out the “what”. The elite companies practiced three principles in hiring:

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

Another simile is that of the man who was born and raised in a prison and who has never set foot outside. All he knows is prison life. He would have no conception of the freedom that is beyond his world. And he would not understand that prison is suffering. If anybody suggested that his world was dukkha, he would disagree, for prison is the limit of his experience. But one day he might find the escape tunnel dug long ago that leads beyond the prison walls to the unimaginable and expansive world of real freedom. Only when he has entered that tunnel and escaped from his prison does he realize how much suffering prison actually was, and the end of that suffering, escaping from jail is happiness. In this simile the prison is the body, the high prison walls are the five senses, and the relentless demanding prison guard is one's own will, the doer. The tunnel dug long ago, through which one escapes, is called jhana [meditation] (as at AN IX, 42). Only when one has experienced jhana does one realize that the five-sense world, even at its best, is really a five-walled prison, some parts of it is a little more comfortable but still a jail with everyone on death row! Only after deep jhana does one realize that "will" was the torturer, masquerading as freedom, but preventing one ever resting happily at peace. Only outside of prison can one gain the data that produces the deep insight that discovers the truth about dukkha. In summary, without experience of jhana, one's knowledge of the world is too limited to fully understand dukkha, as required by the first noble truth, and proceed to enlightenmen.

One of the best-kept secrets in all of health care — understood by few doctors — is that the peer reviewers, medical journal editors, and guideline writers, who are assumed to be performing due diligence to ensure the accuracy and completeness of the data reported from company-sponsored studies, do not have access to the real data from these trials. The published reports that doctors accept as fully vetted scientific evidence can be more accurately described as unverified data summaries prepared largely by or for the sponsoring drug companies.

summary, I personally think that, as I said in The Blue Book of The John Birch Society, democracy is a weapon of demagoguery and a perennial fraud. I think that a constitutional republic is the best of all forms of government man has yet devised. Our Founding Fathers thought so too, and the wisest Romans had already come to that same conclusion. So I am in excellent company. It is company which we hope more and more Americans will join. To that end we are saying everywhere we can, and asking all of you and tens of thousands to say with us: This is a Republic, not a Democracy. Let’s keep it that way!

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What lights you up? Inspires you? Energizes you? When do you find yourself losing track of time because you are so absorbed in an activity and can’t wait to get back to it and do it again? What would you love to do even if you didn’t get paid to do it? Fast-forward to your golden years. What might you wish you had done more of? Now take a moment to compare your lists. What common themes do you see in your answers? What words get repeated? What activities keep getting mentioned? What threads are woven consistently throughout your story? Summarize the patterns you see by circling common words or writing a few summary sentences below both lists.

That is, “Yes” is nothing without “How.” Asking “How,” knowing “How,” and defining “How” are all part of the effective negotiator’s arsenal. He would be unarmed without them.         ■    Ask calibrated “How” questions, and ask them again and again. Asking “How” keeps your counterparts engaged but off balance. Answering the questions will give them the illusion of control. It will also lead them to contemplate your problems when making their demands.         ■    Use “How” questions to shape the negotiating environment. You do this by using “How can I do that?” as a gentle version of “No.” This will subtly push your counterpart to search for other solutions—your solutions. And very often it will get them to bid against themselves.         ■    Don’t just pay attention to the people you’re negotiating with directly; always identify the motivations of the players “behind the table.” You can do so by asking how a deal will affect everybody else and how on board they are.         ■    Follow the 7-38-55 Percent Rule by paying close attention to tone of voice and body language. Incongruence between the words and nonverbal signs will show when your counterpart is lying or uncomfortable with a deal.         ■    Is the “Yes” real or counterfeit? Test it with the Rule of Three: use calibrated questions, summaries, and labels to get your counterpart to reaffirm their agreement at least three times. It’s really hard to repeatedly lie or fake conviction.         ■    A person’s use of pronouns offers deep insights into his or her relative authority. If you’re hearing a lot of “I,” “me,” and “my,” the real power to decide probably lies elsewhere. Picking up a lot of “we,” “they,” and “them,” it’s more likely you’re dealing directly with a savvy decision maker keeping his options open.         ■    Use your own name to make yourself a real person to the other side and even get your own personal discount. Humor and humanity are the best ways to break the ice and remove roadblocks.

The two sexes are different to the core, and each is necessary—culturally and biologically—for the optimal development of a human being.”12 In a summary of the relevant science, University of Virginia sociologist W. Bradford Wilcox finds much the same: Let me now conclude our review of the social scientific literature on sex and parenting by spelling out what should be obvious to all. The best psychological, sociological, and biological research to date now suggests that—on average—men and women bring different gifts to the parenting enterprise, that children benefit from having parents with distinct parenting styles, and that family breakdown poses a serious threat to children and to the societies in which they live.13

Summary of Rule #4 The core idea of this book is simple: To construct work you love, you must first build career capital by mastering rare and valuable skills, and then cash in this capital for the type of traits that define compelling careers. Mission is one of those traits. In the first chapter of this rule, I reinforced the idea that this trait, like all desirable career traits, really does require career capital—you can’t skip straight into a great mission without first building mastery in your field. Drawing from the terminology of Steven Johnson, I argued that the best ideas for missions are found in the adjacent possible—the region just beyond the current cutting edge. To encounter these ideas, therefore, you must first get to that cutting edge, which in turn requires expertise. To try to devise a mission when you’re new to a field and lacking any career capital is a venture bound for failure. Once you identify a general mission, however, you’re still left with the task of launching specific projects that make it succeed. An effective strategy for accomplishing this task is to try small steps that generate concrete feedback—little bets—and then use this feedback, be it good or bad, to help figure out what to try next. This systematic exploration can help you uncover an exceptional way forward that you might have never otherwise noticed. The little-bets strategy, I discovered as my research into mission continued, is not the only way to make a mission a success. It also helps to adopt the mindset of a marketer. This led to the strategy that I dubbed the law of remarkability. This law says that for a project to transform a mission into a success, it should be remarkable in two ways. First, it must literally compel people to remark about it. Second, it must be launched in a venue conducive to such remarking. In sum, mission is one of the most important traits you can acquire with your career capital. But adding this trait to your working life is not simple. Once you have the capital to identify a good mission, you must still work to make it succeed. By using little bets and the law of remarkability, you greatly increase your chances of finding ways to transform your mission from a compelling idea into a compelling career.

You’re afraid you have no talent. You’re afraid you’ll be rejected or criticized or ridiculed or misunderstood or—worst of all—ignored. You’re afraid there’s no market for your creativity, and therefore no point in pursuing it. You’re afraid somebody else already did it better. You’re afraid everybody else already did it better. You’re afraid somebody will steal your ideas, so it’s safer to keep them hidden forever in the dark. You’re afraid you won’t be taken seriously. You’re afraid your work isn’t politically, emotionally, or artistically important enough to change anyone’s life. You’re afraid your dreams are embarrassing. You’re afraid that someday you’ll look back on your creative endeavors as having been a giant waste of time, effort, and money. You’re afraid you don’t have the right kind of discipline. You’re afraid you don’t have the right kind of work space, or financial freedom, or empty hours in which to focus on invention or exploration. You’re afraid you don’t have the right kind of training or degree. You’re afraid you’re too fat. (I don’t know what this has to do with creativity, exactly, but experience has taught me that most of us are afraid we’re too fat, so let’s just put that on the anxiety list, for good measure.) You’re afraid of being exposed as a hack, or a fool, or a dilettante, or a narcissist. You’re afraid of upsetting your family with what you may reveal. You’re afraid of what your peers and coworkers will say if you express your personal truth aloud. You’re afraid of unleashing your innermost demons, and you really don’t want to encounter your innermost demons. You’re afraid your best work is behind you. You’re afraid you never had any best work to begin with. You’re afraid you neglected your creativity for so long that now you can never get it back. You’re afraid you’re too old to start. You’re afraid you’re too young to start. You’re afraid because something went well in your life once, so obviously nothing can ever go well again. You’re afraid because nothing has ever gone well in your life, so why bother trying? You’re afraid of being a one-hit wonder. You’re afraid of being a no-hit wonder . . . Listen, I don’t have all day here, so I’m not going to keep listing fears. It’s a bottomless list, anyhow, and a depressing one. I’ll just wrap up my summary this way: SCARY, SCARY, SCARY. Everything is so goddamn scary. Defending Your Weakness Please understand that the only reason I can speak so authoritatively about fear is that I know it so intimately.

If you’re still struggling to recognize your Something Larger, research has found a few strategies that can help: Try writing your own obituary or a “life summary” through the eyes of a grandchild or a student. Ask your closest friends to describe the “real you,” the characteristics of your personality and your life that are at the core of your best self. Imagine that someone you care about is going through a dark moment in their life—they’ve experienced significant loss and feel helpless and isolated (the two things that drain us of meaning fastest). As your best self, write that person a letter to support them through this difficult time. Then reread it. It’s for you.18 Finally, think of a time when you experienced an intense sense of meaning or purpose or “alignment” or whatever it feels like for you. What were you doing? What was it that created that sense of meaning?

games. A summary: Exposing children to a violent TV or film clip increases their odds of aggression soon after.41 Interestingly, the effect is stronger in girls (amid their having lower overall levels of aggression). Effects are stronger when kids are younger or when the violence is more realistic and/or is presented as heroic. Such exposure can make kids more accepting of aggression—in one study, watching violent music videos increased adolescent girls’ acceptance of dating violence. The violence is key—aggression isn’t boosted by material that’s merely exciting, arousing, or frustrating. Heavy childhood exposure to media violence predicts higher levels of aggression in young adults of both sexes (“aggression” ranging from behavior in an experimental setting to violent criminality). The effect typically remains after controlling for total media-watching time, maltreatment or neglect, socioeconomic status, levels of neighborhood violence, parental education, psychiatric illness, and IQ. This is a reliable finding of large magnitude. The

One other thing. And this really matters for readers of this book. According to official Myers–Briggs documents, the test can ‘give you an insight into what kinds of work you might enjoy and be successful doing’. So if you are, like me, classified as ‘INTJ’ (your dominant traits are being introverted, intuitive and having a preference for thinking and judging), the best-fit occupations include management consultant, IT professional and engineer.30 Would a change to one of these careers make me more fulfilled? Unlikely, according to respected US psychologist David Pittenger, because there is ‘no evidence to show a positive relation between MBTI type and success within an occupation…nor is there any data to suggest that specific types are more satisfied within specific occupations than are other types’. Then why is the MBTI so popular? Its success, he argues, is primarily due to ‘the beguiling nature of the horoscope-like summaries of personality and steady marketing’.31 Personality tests have their uses, even if they do not reveal any scientific ‘truth’ about us. If we are in a state of confusion they can be a great emotional comfort, offering a clear diagnosis of why our current job may not be right, and suggesting others that might suit us better. They also raise interesting hypotheses that aid self-reflection: until I took the MBTI, I had certainly never considered that IT could offer me a bright future (by the way, I apparently have the wrong personality type to be a writer). Yet we should be wary about relying on them as a magic pill that enables us suddenly to hit upon a dream career. That is why wise career counsellors treat such tests with caution, using them as only one of many ways of exploring who you are. Human personality does not neatly reduce into sixteen or any other definitive number of categories: we are far more complex creatures than psychometric tests can ever reveal. And as we will shortly learn, there is compelling evidence that we are much more likely to find fulfilling work by conducting career experiments in the real world than by filling out any number of questionnaires.32

I'm going to get lecture-y for a second and add that I think the entire idea of tops and bottems, especially when coming from straight people who fetishize gay people, is an attempt to place some sort of hetero world over gay people. "Oh your're a bottom, so you're the woman." Gay guys who are strictly tops or bottoms tend to embrace this idea, too. Being a top only means you're "manly" or whatever because not being manly is considered bad by like adults and TV and stuff. Gay guys can buy into that crap just as easy as straight people. Whenever you see masc for masc on Grindr or whatever, what you're seeing is someone saying," I don't want people to think I'm like a woman, and I don;t want people to think that you're like a woman because people will think less of us." Sure people have preference but these ideas of masculine and feminine are kind of meaningless. I wear make-up. I think I'm pretty manly! We're all told this crap all the time, but you can reject it. Instead you're enforcing the idea that there is masculine and there is feminine, and that masculine is, for some unexplained reason, better. Finally, and this should probably be clear after the last bit, but you cant tell a top or a bottom or what a person's preferences are just by looking at him! Big, harry, muscled men love taking it up the ass. Trust me, I know. And slim, make-up wearing types, we love to f@$%. And in my case, get f@$%ed, too. Like I said, versatility is the best. So, in summary, it's wrong to assume all gay guys are having anal sex all the time. And it's ridiculous and offensive and stereotyping and hurtful to think that those who are penetrated are girly and those who penetrate are manly, something you've been doing. ... You're email is more like a mean joke you tell your friends, and I think that is because secretly you hate the way you're always being told what a girl should be like. And when you see a gay guy blurring the gender lines a little, like me, you're jealous of him. You want to put him in his place. You want to say, "he's not a man." Because if you can't blur those gender lines without being told you're gross or wrong, then you want to make sure that anyone who does cross those gender lines gets punished the way you would. But you shouldn't be punishing gay guys. You should be braking down the barriers that keep you from being who YOU want to be!

While David runs the financial end of the Rockefeller dynasty, Nelson runs the political. Nelson would like to be President of the United States. But, unfortunately for him, he is unacceptable to the vast majority of the grass roots of his own party. The next best thing to being President is controlling a President. Nelson Rockefeller and Richard Nixon are supposed to be bitter political competitors. In a sense they are, but that still does not preclude Rockefeller from asserting dominion over Mr. Nixon. When Mr. Nixon and Mr. Rockefeller competed for the Republican nomination in 1968, Rockefeller naturally would have preferred to win the prize, but regardless of who won, he would control the highest office in the land. You will recall that right in the middle of drawing up the Republican platform in 1960, Mr. Nixon suddenly left Chicago and flew to New York to meet with Nelson Rockefeller in what Barry Goldwater described as the "Munich of the Republican Party." There was no political reason why Mr. Nixon needed to crawl to Mr. Rockefeller. He had the convention all sewed up. The Chicago Tribune cracked that it was like Grant surrendering to Lee. In The Making of the President, 1960, Theodore White noted that Nixon accepted all the Rockefeller terms for this meeting, including provisions "that Nixon telephone Rockefeller personally with his request for a meeting; that they meet at the Rockefeller apartment…that their meeting be secret and later be announced in a press release from the Governor, not Nixon; that the meeting be clearly announced as taking place at the Vice President's request; that the statement of policy issuing from it be long, detailed, inclusive, not a summary communiqué." The meeting produced the infamous "Compact of Fifth Avenue" in which the Republican Platform was scrapped and replaced by Rockefeller's socialist plans. The Wall Street Journal of July 25, 1960, commented: "…a little band of conservatives within the party…are shoved to the sidelines… [T]he fourteen points are very liberal indeed; they comprise a platform akin in many ways to the Democratic platform and they are a far cry from the things that conservative men think the Republican Party ought to stand for…" As Theodore White put it: "Never had the quadrennial liberal swoop of the regulars been more nakedly dramatized than by the open compact of Fifth Avenue. Whatever honor they might have been able to carry from their services on the platform committee had been wiped out. A single night's meeting of the two men in a millionaire's triplex apartment in Babylon-by-the-Hudson, eight hundred and thirty miles away, was about to overrule them; they were exposed as clowns for all the world to see." The whole story behind what happened in Rockefeller's apartment will doubtless never be known. We can only make an educated guess in light of subsequent events. But it is obvious that since that time Mr. Nixon has been in the Rockefeller orbit.

Ask calibrated “How” questions, and ask them again and again. Asking “How” keeps your counterparts engaged but off balance. Answering the questions will give them the illusion of control. It will also lead them to contemplate your problems when making their demands. ■​Use “How” questions to shape the negotiating environment. You do this by using “How can I do that?” as a gentle version of “No.” This will subtly push your counterpart to search for other solutions—your solutions. And very often it will get them to bid against themselves. ■​Don’t just pay attention to the people you’re negotiating with directly; always identify the motivations of the players “behind the table.” You can do so by asking how a deal will affect everybody else and how on board they are. ■​Follow the 7-38-55 Percent Rule by paying close attention to tone of voice and body language. Incongruence between the words and nonverbal signs will show when your counterpart is lying or uncomfortable with a deal. ■​Is the “Yes” real or counterfeit? Test it with the Rule of Three: use calibrated questions, summaries, and labels to get your counterpart to reaffirm their agreement at least three times. It’s really hard to repeatedly lie or fake conviction. ■​A person’s use of pronouns offers deep insights into his or her relative authority. If you’re hearing a lot of “I,” “me,” and “my,” the real power to decide probably lies elsewhere. Picking up a lot of “we,” “they,” and “them,” it’s more likely you’re dealing directly with a savvy decision maker keeping his options open. ■​Use your own name to make yourself a real person to the other side and even get your own personal discount. Humor and humanity are the best ways to break the ice and remove roadblocks.

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In summary, focus on purchase intent, then education-based interest, and then awareness-based interest when reaching out to your avatar.

Actions Summary The following list of new institutions, policies and actions is my best effort at envisaging what is required for Australia to survive the climate emergency. • A National Target and Plan for 95% or more of electricity to be supplied by renewables by 2030. • State plans to electrify all transport, beginning with the swift retirement of non-electric buses and including a plan for 50% of all new car sales to be EVs by 2030. • Implement planned changes to how we work and live so as to minimise unnecessary travel. • A plan for clean hydrogen to replace bunker fuel in shipping. • A plan for the adoption of e-fuels for aviation, with an aim to have all domestic flights running on e-fuel by 2030. • A National Commission for Climate Adaptation, with a Coastal Defence Fund and a Commission for Primary Production operating under its umbrella. • A National Initiative on Drawdown Innovation to provide leadership in early stage research and fund some on-ground projects. • The Federal Government to help convene a Global Working Group on Geoengineering.

Liberal politics believes the voter knows best. Liberal art believes beauty is in the eye of the beholder. Liberal economics believes the customer is always right. Liberal ethics says if it feels good, we should do it. Liberal education says we should think for ourselves and find the answers within us.

After your client tells you what the behavior is that they are ambivalent about, the social worker follows this script: (1) Ask them why they might make this change, (2) ask how they might do it if they were to be successful, (3) ask for the three best reasons to do it, (4) provide a summary of what you heard, and (5) ask them what they might do next.

Summary: Seeing the best in people can be challenging at times, especially when we are in constant proximity to them. We can perceive people in the following five ways: See only bad and magnify it. See good and bad, neglect the good and focus on the bad. See good and bad, and be neutral to both. See good and bad, choose to focus on the good and neglect the bad. See the good and magnify it. The ideal state is the fourth stage, in which one’s relationships flourish. Reaching the fourth stage takes consistent hard work and practice. TEN Correcting Cautiously Corrective feedback can make or break our relationships.

Chapter Summary There are three levels of change: outcome change, process change, and identity change. The most effective way to change your habits is to focus not on what you want to achieve, but on who you wish to become. Your identity emerges out of your habits. Every action is a vote for the type of person you wish to become. Becoming the best version of yourself requires you to continuously edit your beliefs, and to upgrade and expand your identity.

The awareness of mortality casts a bittersweet shadow over the vibrancy of life and love. We exist in a state of impermanence, where beauty fades and connection dissolves. Yet, it is precisely this impermanence that imbues life with its preciousness and love with its urgency. In the face of oblivion, love becomes a defiant act, a bridge we build across the chasm of the ephemeral, a testament to the enduring power of connection in a fleeting existence." The quote's appreciation for love in the face of life's fleeting nature echoes Epicurean ideals. This emphasizes the existentialist concept of living in a finite world and the absurdist notion of creating meaning in the face of nothingness. It highlights love as a way to transcend the impermanence of life and forge a connection that defies the inevitable. The concept of finding meaning and beauty in a world wracked by impermanence aligns closely with the philosophy of Epicurus. Epicureanism emphasizes living a virtuous and pleasure-filled life while minimizing pain. Though often misinterpreted as mere hedonism, Epicurus also stressed the importance of intellectual pursuits, close friendships, and facing mortality with courage. Unfortunately, Epicurus himself didn't write any essays or novels in the traditional sense. Most of his teachings were delivered in letters and discourses to his students and followers. These were later compiled by others, most notably Hermarchus, who helped establish Epicurean philosophy. The core tenets of Epicureanism are scattered throughout various ancient texts, including: *Principal Doctrines: A summary of Epicurus' core beliefs, likely compiled by Hermarchus. *Letter to Menoeceus: A letter outlining the path to happiness through a measured approach to pleasure and freedom from fear. *Vatican Sayings: A collection of sayings and aphorisms attributed to Epicurus. These texts, along with Diogenes Laërtius' Lives and Sayings of the Philosophers, which includes biographical details about Epicurus, provide the best understanding of his philosophy. Love is but an 'Ephemeral Embrace'. Life explodes into a vibrant party, a kaleidoscope of moments that dims as the sun dips below the horizon. The people we adore, the bonds we forge, all tinged with the bittersweet knowledge that nothing lasts forever. But it's this very impermanence that makes everything precious, urging us to savor the here and now. Imagine Epicurus nudging us and saying, "True pleasure isn't a fleeting high, it's the joy of sharing good times with the people you love." Even knowing things end, we can create a life brimming with love's connections. Love becomes an act of creation, weaving threads of shared joy into a tapestry of memories. Think of your heart as a garden. Love tells you to tend it with care, for it's the source of connection with others. In a world of constant change, love compels us to nurture our inner essence and share it with someone special. Love transcends impermanence by fostering a deep connection that enriches who we are at our core. Loss is as natural as breathing. But love says this: "Let life unfold, with all its happy moments and tearful goodbyes. Only then can you understand the profound beauty of impermanence." Love allows us to experience the full spectrum of life's emotions, embracing the present while accepting impermanence. It grants depth and meaning to our fleeting existence. Even knowing everything ends, love compels us to build a haven, a space where hearts connect. It's a testament to the enduring power of human connection in a world in flux. So let's love fiercely, vibrantly, because in the face of our impermanence, love erects a bridge to something that transcends the temporary.

In Xenophon's summary of the allegory [Prodicus' "Choice of Heracles'' ] the young Heracles has sat down at a crossroads, not knowing which path to follow through life. As he sits deliberating, two women appear to him. Their physical appearance is a study in contrasts, and they are clearly villainness and heroine. Evil (Kakia) is overfed, plump, rouged, and all powdered up. She wears revealing clothes and is vain, viewing herself in a mirror and turning around to see if she is being admired. Virtue (Arete), on the other hand, wears simple white; her only adornments are purity, modesty, and temperance. These apparitions proceed to give speeches in praise of the life that they can give Heracles. Evil speaks first-an ominous choice, since in such debates, the first speaker typically loses. She offers Heracles a life of free, effortless pleasure. There will be no delights that he will not taste, no difficulties that he will not avoid. He need never worry about wars and affairs. All he need trouble himself about will be what food or drink to take; what to look at, hear, smell or touch for his pleasure; what partner he might enjoy, how he might sleep softest, and how he can obtain all these with the least toil (aponOtata). If ever there are shortages, he will not suffer ponos or hardship either in body or soul. Rather "you will enjoy those things that others work to produce, and you will not hold back from profiting everywhere." Evil tells Heracles her name, but adds confidentially that to her friends she is known as Happiness (Eudaimonia). Very different is the tone and substance of Virtue's argument. For while Evil would have Heracles live for himself alone and treat others as means to his self-gratification, Virtue begins by saying that she knows Heracles' parents and nature: Heracles must live up to his Olympian heritage. Therefore she will not deceive him with "hymns to pleasure." Evil's enticements are in fact contrary to the divine ordering, "for the gods have given men nothing good without ponos and diligence." There follows a series of emphatic verbal nouns to hammer home this truth: if you want divine favor, you must worship the gods; if you want to be admired, you must do good works for your friends; if you want to be honored, you must benefit your city and Greece; if you want the earth to bear crops, you must cultivate the land. Flocks require tending, war demands practice. And if you want strength (Heracles' trademark), you must accustom your body to serve your will, and you must train "with ponoi and sweat:' At this point, Evil bursts in to deplore such a harsh lifestyle. She is immediately silenced, however, as Virtue argues that duality is essential to a sense of fulfillment and even to pleasure itself. For paradoxically, ponos (pain, struggle) makes pleasure pleasurable. Evil's vision of happiness is one of continual and languid orgy-food without hunger, drink without thirst, sex without desire, sleep without weariness. But as experience shows, continual partying soon loses its zest, even if one goes so far as to cool expensive drinks "with snow" in summertime. By contrast, Virtue's own followers have no real trouble in satisfying their desires. They do so not by committing violence against others or living off others' labor, but by simply "holding off until they actually do desire" food or drink. Hunger is the best sauce, and it is free. Furthermore, Virtue appeals to Heracles' native idealism. What hedonists have ever accomplished any "fine work" (ergon kalon)? None, for no beautiful or divine deed is ever done "without me [Virtue] ." Therefore, wherever there are energetic, effective people, Virtue is present: she is a helper to craftsmen, a guard of the household, a partner in peacetime ponoi, an ally for the works (erga) of war, the best support of friendship. To choose Evil would be shameful and not even extremely pleasurable, while with Virtue one will lead the most varied and honorable life.

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Falko Rheinberg, a German researcher, studied teachers demonstrating the fixed and growth mindsets. The achievements level of fixed mindset teachers remained unchanged. But under the direction of a growth mindset teacher, both low- and high-achieving students excelled by the end of the year.

With the right mindset and the right teaching, people are capable of much more than expected. A teacher with a growth mindset asks: How can I teach the students? and What is the best method for them to learn?  The potential for success with this approach was proven with Jaime Escalante, a teacher who taught calculus to inner-city Hispanic students.

leadership. The CEOs made inquiries and questioned the status quo. Accepting failure and charting a path to correct it is the telltale sign of a true leader at the helm of a prosperous enterprise.

there are countless reasons to adopt and practice a growth mindset instead of a fixed mindset, and such development is not only hugely desirable, it is within our grasp in all areas of our lives.

Praise should be given for the process of learning, not for the grade. Children should be taught to learn from failure and to correct it in the future. Do not judge or punish.

Choose your words carefully and use constructive criticism with your children.

5.  Stop labeling your children. Refrain from saying, “Julie is the smart one and Frank is the artist.” Remember the negative consequences. Use a growth-mindset approach.

A fixed mindset is defined as a limiting belief that hinders performance and asserts that personality, ability and talent levels are permanent. In contrast, a growth mindset offers unlimited potential.

Many of the most accomplished people of our era were considered by experts to have no future…How can we know where effort and time will take someone?

Put your best people on your biggest opportunities, not your biggest problems.

Sometimes the best strategy to win an argument is not to argue harder, but to eliminate or neutralize counterarguments instead.

Although the position of the executives may be high level, the levels of questions and quality of the conversations I have found are variable at best. Many of these meetings consist of an exchange of summary findings, reports, analytic data, rapid-fire question–answer segments, and perhaps a brief brainstorming session to decide on a solution. Sometimes, there is debate about the analysis, but this inevitably concludes with recommendations for a future course of action. Rarely do I encounter meaningful critical dialogue.

• Don’t ask for opinions, suggest ready solutions (not ‘’when are we meeting?’’, but ‘’let’s meet at 15.00’’).

Effectiveness" - working on tasks which bring you closer to the goal, everything else is just an excuse.

When leaders create a work environment which biologically gets the best out of people, impressive results can be generated. This is not a matter of hiring dream teams or the best talent. It's more a matter of mixing biology and anthropology.

The leaders of good-to-great companies did not focus first on creating a vision or over-arching goal. Instead, they made sure to first get the best, brightest, and hardest-working people on board, while removing those that weren’t performing.

To be a successful original, the best way forward is to produce in volume and be willing to make mistakes.

What is the book (or books) you’ve given most as a gift, and why? Or what are one to three books that have greatly influenced your life? Mastery by George Leonard. I first read this book 20 years ago, after reading Leonard’s Esquire article, the seed from which the book grew. Leonard wrote the book to share lessons from becoming an Aikido master teacher, despite starting practice at the advanced age of 47. I raced through its 170-plus pages in a state of almost feverish excitement, so strongly did it affirm our swimming method. The book helped me see swimming as an ideal vehicle for teaching the mastery habits and behaviors closely interwoven with our instruction in the physical techniques of swimming. I love this book because it is as good a guide as I’ve ever seen to a life well lived. A brief summary: Life is not designed to hand us success or satisfaction, but rather to present us with challenges that make us grow. Mastery is the mysterious process by which those challenges become progressively easier and more satisfying through practice. The key to that satisfaction is to reach the nirvana in which love of practice for its own sake (intrinsic) replaces the original goal (extrinsic) as our grail. The antithesis of mastery is the pursuit of quick fixes. My five steps to mastery: Choose a worthy and meaningful challenge. Seek a sensei or master teacher (like George Leonard) to help you establish the right path and priorities. Practice diligently, always striving to hone key skills and to progress incrementally toward new levels of competence. Love the plateau. All worthwhile progress occurs through brief, thrilling leaps forward followed by long stretches during which you feel you’re going nowhere. Though it seems as if we’re making no progress, we are turning new behaviors into habits. Learning continues at the cellular level . . . if you follow good practice principles. Mastery is a journey, not a destination. True masters never believe they have attained mastery. There is always more to be learned and greater skill to be developed.

In a Nutshell:  Win People to Your Way of Thinking Principle 1:  The only way to get the best of an argument is to avoid it. Principle 2:  Show respect for the other person’s opinions.  Never say, “You’re wrong.” Principle 3:  If you are wrong, admit it quickly and emphatically. Principle 4:  Begin in a friendly way. Principle 5:  Get the other person saying “yes, yes” immediately. Principle 6:  Let the other person do a great deal of the talking. Principle 7:  Let the other person feel that the idea is his or hers. Principle 8:  Try honestly to see things from the other person’s point of view. Principle 9:  Be sympathetic with the other person’s ideas and desires. Principle 10:  Appeal to the nobler motives. Principle 11:  Dramatize your ideas. Principle 12:  Throw down a challenge.

You can’t let recognition be your motivation. To find pride in yourself and in what you do, you have to define success as the peace of mind that comes with knowing you did your best.

In summary, robust relationships require generosity. Who has made a difference in your life? In whose will you make a difference?

ASSERTIVE The Assertive type believes time is money; every wasted minute is a wasted dollar. Their self-image is linked to how many things they can get accomplished in a period of time. For them, getting the solution perfect isn’t as important as getting it done. Assertives are fiery people who love winning above all else, often at the expense of others. Their colleagues and counterparts never question where they stand because they are always direct and candid. They have an aggressive communication style and they don’t worry about future interactions. Their view of business relationships is based on respect, nothing more and nothing less. Most of all, the Assertive wants to be heard. And not only do they want to be heard, but they don’t actually have the ability to listen to you until they know that you’ve heard them. They focus on their own goals rather than people. And they tell rather than ask. When you’re dealing with Assertive types, it’s best to focus on what they have to say, because once they are convinced you understand them, then and only then will they listen for your point of view. To an Assertive, every silence is an opportunity to speak more. Mirrors are a wonderful tool with this type. So are calibrated questions, labels, and summaries. The most important thing to get from an Assertive will be a “that’s right” that may come in the form of a “that’s it exactly” or “you hit it on the head.” When it comes to reciprocity, this type is of the “give an inch/take a mile” mentality. They will have figured they deserve whatever you have given them so they will be oblivious to expectations of owing something in return. They will actually simply be looking for the opportunity to receive more. If they have given some kind of concession, they are surely counting the seconds until they get something in return. If you are an Assertive, be particularly conscious of your tone. You will not intend to be overly harsh but you will often come off that way. Intentionally soften your tone and work to make it more pleasant. Use calibrated questions and labels with your counterpart since that will also make you more approachable and increase the chances for collaboration. We’ve seen how each of these groups views the importance of time differently (time = preparation; time = relationship; time = money). They also have completely different interpretations of silence. I’m definitely an Assertive, and at a conference this Accommodator type told me that he blew up a deal. I thought, What did you do, scream at the other guy and leave? Because that’s me blowing up a deal. But it turned out that he went silent; for an Accommodator type, silence is anger. For Analysts, though, silence means they want to think. And Assertive types interpret your silence as either you don’t have anything to say or you want them to talk. I’m one, so I know: the only time I’m silent is when I’ve run out of things to say. The funny thing is when these cross over. When an Analyst pauses to think, their Accommodator counterpart gets nervous and an Assertive one starts talking, thereby annoying the Analyst, who thinks to herself, Every time I try to think you take that as an opportunity to talk some more. Won’t you ever shut up?

One of the best things about designers is that they love to explore crazy ideas. They embrace crazy ideas because they know the biggest creativity destroyer is judgment. If we want to create all possible ideas needed in our lives, we must first silence the critical voice in our head. Making mistakes is totally normal and expected. It is natural. And even though that crazy idea may not be what we end up with, it may help us create other creative possibilities. PART 7: WHAT IS MIND MAPPING?

The Cornell Method The Cornell method is probably the best-known and most widely used note taking method out there. It is a brilliantly simple method that is characterized by how it divides the page you use. To use the Cornell method, first take a page of lined paper. There will usually be a margin on the left of the page. From this margin, measure roughly 6cm in and then draw a line down the page from top to bottom. Next, draw a line across the page six lines up from the bottom of the sheet. (The measurements are not set in stone, so feel free to modify them to your own taste.) This will divide the page into three areas: the section across the bottom, the now extended margin on the left of the page, and a section on the right. The right of the page will be where you will make your “normal notes.” The reduced area will have the effect of encouraging you to take fewer notes as there is simply less space to do so. The section along the bottom of the page is where you write a summary of everything on the page. This will be no more than a couple of sentences, and depending on how you prefer to work, this summary can be written perhaps at the end of the class, later that evening, or on another day. Writing this summary will solidify your understanding of your notes and help cut them down further. The section on the left of the page can be used in a few different ways. You may choose to use this area to write down the most important words, like names, dates, and essential ideas. Another way to use the left side of the page is to record your own reactions to the notes you are taking. This is a brilliant way to encourage active listening, as writing down your personal reactions ensures that you engage fully with the lesson. Don’t worry about writing anything smart or insightful in these reactions. Perhaps comment on how something relates back to another topic, how you find something interesting, or maybe you write a few question marks to denote that you find it confusing. Using the Cornell method is a straightforward technique for note taking, and can be adapted in various ways to fit your own preferences. It can be helpful for studying and testing yourself later on, too. One way to do this is to use the left hand area to write questions that correspond to the right side of the page. You can then test yourself by covering the right side of the page and attempting to answer the questions, slowly revealing the notes and “answers” on the right as you go. You can also test yourself by attempting to recite the summary at the bottom of the page.

Weisman's book, The World Without Us, grew out of two questions, he said. One was, "How can I write a best-seller about the environment?" The answer to that was the second question: "How would the rest of nature behave without the constant pressure we put on it?

The best way to sell a product is to allow it to go viral, to allow its users to spread the word.

Dr. Aaron Beck in the 1960s. He realized that such children’s beliefs were the issue, rather than the actual events being discussed.

Connective talents are useless, of course, if people can’t perform the work. And the most talented people in every occupation have huge advantages over their ordinary peers. Dean Keith Simonton, who studies greatness and genius, finds that whether it comes to songwriters, composers, scientists, programmers, or filmmakers, the top 10 percent generate as much or more output than the other 90 percent. The superiority of great bosses is seen in a summary of eighty-five years of research on employee selection methods. Frank Schmidt and John Hunter found that the top 15 percent of professionals and managers produced nearly 50 percent more output than their average peers. The strongest predictors of performance included general mental ability (IQ and similar measures), job sample tests (having people prove they can do the work), and evaluations by peers; other useful predictors included structured employment interviews (where each candidate is asked the same questions in the same order) and conscientiousness (self-discipline and follow-through, similar to grit). These findings provide ammunition for bosses who stock up on the best talent and believe that little else is required. Yet without constructive connections among people, collective performance and humanity is tough to achieve – no matter how many superstars are in the fold.

Sometimes you will come up against an obstacle that is just too big. If you fight fire with more fire, you’ll lose. Sometimes we just have to admit

here that he learns of the disappointment of Ana’s best friend, Kate, editor of the student newspaper, about not having original photos to illustrate the article. To see Ana again, Grey agrees to a photo shoot, and then invites the young woman out for a drink. A few hours after their date, she receives an original edition of Tess of the d’Urbervilles by Thomas

SECTION SUMMARY TO BE AN EFFECTIVE LEADER … Recognize that you have limited strengths. Do whatever it takes to discover what they are. Once you know, find a work environment that allows you to focus your energies on the few things you were created to do well. Don’t allow your time to get eaten up with responsibilities and projects that call for skills that fall outside your core competencies. That is a recipe for mediocrity. Embrace this truth: The less you do, the more you will accomplish. Narrow your focus to increase your productivity and expand your influence within your organization. Empower the leaders around you by delegating those responsibilities that fall outside your zone. Somebody is dying to pick up the ball you drop. Your weakness is his opportunity. Remember: Great leaders know when to follow. THE NEXT GENERATION CHALLENGE What defines success for you in your current employment situation? Is there alignment between your core competencies and those competencies necessary to succeed in your job? What would change about your current job description if you were given the freedom to focus on the two or three things you do best? What would need to change in your current employment situation in order for you to focus on the things that add the most value to your organization? Take some time to complete the exercises described on this page through this page.

At-a-glance Conditioning summary chart *All volumes and quantities are per bale DAY IN PROCESS Day 1 TRADITIONAL FERTILIZER 1/2 cup ORGANIC FERTILIZER 3 cups WATER Water to saturation DAY IN PROCESS Day 2 TRADITIONAL FERTILIZER Skip ORGANIC FERTILIZER Skip WATER Water to saturation DAY IN PROCESS Day 3 TRADITIONAL FERTILIZER 1/2 cup ORGANIC FERTILIZER 3 cups WATER Water to wash in fertilizer DAY IN PROCESS Day 4 TRADITIONAL FERTILIZER Skip ORGANIC FERTILIZER Skip WATER Water to saturation DAY IN PROCESS Day 5 TRADITIONAL FERTILIZER 1/2 cup ORGANIC FERTILIZER 3 cups WATER Water, warm is best DAY IN PROCESS Day 6 TRADITIONAL FERTILIZER Skip ORGANIC FERTILIZER Skip WATER Water, warm is best DAY IN PROCESS Day 7 TRADITIONAL FERTILIZER 1/4 cup ORGANIC FERTILIZER 1 1/2 cups WATER Water, warm is best DAY IN PROCESS Day 8 TRADITIONAL FERTILIZER 1/4 cup ORGANIC FERTILIZER 1 1/2 cups WATER Water, warm is best DAY IN PROCESS Day 9 TRADITIONAL FERTILIZER 1/4 cup ORGANIC FERTILIZER 1 1/2 cups WATER Water, warm is best DAY IN PROCESS Day 10 TRADITIONAL FERTILIZER 1 cup 10-10-10 ORGANIC FERTILIZER 3 cups with P and K WATER Water to wash in fertilizer

And in 1513, the Spanish government created a kind of Miranda rights–style document that was to be read (in Spanish—incomprehensible to the indigenous peoples!) to those about to be conquered. It was the summary of the Gospel as they understood it; it was their core message, their “good news,” the metanarrative that legitimized their white Christian supremacy: On the part of the King, Don Fernando, and of Doña Juana I, his daughter, Queen of Castille and Léon, subduers of the barbarous nations, we their servants notify and make known to you, as best we can, that the Lord our God, Living and Eternal, created the Heaven and the Earth, and one man and one woman, of whom you and we, all the men of the world at the time, were and are descendants, and all those who came after and before us…. Of all these nations God our Lord gave charge to one man, called St. Peter, that he should be Lord and Superior of all the men in the world, that all should obey him, and that he should be the head of the whole Human Race…. One of these Pontiffs, who succeeded that St. Peter as Lord of the world, in the dignity and seat which I have before mentioned, made donation of these isles and Tierra-firme to the aforesaid King and Queen and to their successors, our lords…. Wherefore, as best we can, we ask and require you that you consider what we have said to you, and that you take the time that shall be necessary to understand and deliberate upon it, and that you acknowledge the Church as the Ruler and Superior of the whole world…. But, if you do not do this, and maliciously make delay in it, I certify to you that, with the help of God, we shall powerfully enter into your country, and shall make war against you in all ways and manners that we can, and shall subject you to the yoke and obedience of the Church and of their Highnesses; we shall take you and your wives and your children, and shall make slaves of them, and as such shall sell and dispose of them as their Highnesses may command.

Chapter Summary The secret to maximizing your odds of success is to choose the right field of competition. Pick the right habit and progress is easy. Pick the wrong habit and life is a struggle. Genes cannot be easily changed, which means they provide a powerful advantage in favorable circumstances and a serious disadvantage in unfavorable circumstances. Habits are easier when they align with your natural abilities. Choose the habits that best suit you. Play a game that favors your strengths. If you can’t find a game that favors you, create one. Genes do not eliminate the need for hard work. They clarify it. They tell us what to work hard on.

Chapter Summary There are three levels of change: outcome change, process change, and identity change. The most effective way to change your habits is to focus not on what you want to achieve, but on who you wish to become. Your identity emerges out of your habits. Every action is a vote for the type of person you wish to become. Becoming the best version of yourself requires you to continuously edit your beliefs, and to upgrade and expand your identity. The real reason habits matter is not because they can get you better results (although they can do that), but because they can change your beliefs about yourself.

Emphasize strength, don’t fix weaknesses. A focus on what you are really good at multiplies results, whereas excessive time spent fixing weaknesses leads to mediocrity, at best. Find ways to optimize your best weapons, instead of constant repairs.

Sweet and Sour Summers “There is something my parents did, and it was pretty unique. My brother and I refer to it as ‘The Sweet and Sour Summer.’ My parents would send us, for the first half of the summer, to an internship with a relative or a friend of the family who had an interesting job. So, at 12, I went and interned with my godbrother, who is a lobbyist in D.C. I would go along with him to pitch congressmen. I had one tie, and I was a pretty good writer. I’d write up one-page summaries of these bills we were pitching, and I’d literally sit there with these congressmen with these filthy mouths—you know, the old Alabaman senator and stuff like that—and watch the pitch happen. It was awesome. I learned so much and developed so much confidence, and really honed my storytelling skills. “But then, from there, I would come home and work in a construction outfit, in a nasty, nasty job. I mean, hosing off the equipment that had been used to fix septic systems, gassing shit up, dragging shit around in the yard, filling up propane tanks. Just being the junior guy on the totem pole, and quite literally getting my ass kicked by whichever parolee was angry at me that day. I think it was part of their master plan, which was: There’s a world of cool opportunities out there for you, but let’s build within you a sense of not just work ethic, but also, a little kick in the ass about why you don’t wanna end up in one of those real jobs. . . .” TIM: “You had the introduction to the godbrother, for the lobbying. Did your parents also help organize the sour part of each summer?” CHRIS: “The guy who ran that construction company is my dad’s best friend, and he was under strict orders to make sure we had the roughest day there.

The past is always just a memory; the future, just a dream. The only real moment is the Now.

Living at the energy level of being—the level beyond thoughts, feelings, emotions, and physicality—is the way to freedom and happiness

Love is not the answer to everything, but it creates a climate of security in which we can seek answers to those things that bother us. In the security of love, a couple can discuss differences without condemnation. Conflicts can be resolved. Two people who are different can learn to live together in harmony. We discover how to bring out the best in each other. Those are the rewards of love.

He gave me a summary: four days earlier, he said, on the evening of Friday, April 24th, a gray-white, egg-shaped craft with a strange red insignia had landed on four legs (not three), making deep imprints in the sandy, rocky soil of an empty lot with brush vegetation just south of Socorro, and setting the bushes on fire. A local cop named Lonnie Zamora had watched the whole thing and rushed to the site, thinking there might be an explosion at a nearby dynamite shack. Allen had interviewed the cop and believed him. The Air Force didn’t. Zamora had seen the object on the ground with two humanoid occupants of short stature standing next to it, but he didn’t have much time to note details because the craft had taken off on a sort of thunderous vertical bluish beam that set the vegetation on fire, before flying away horizontally.

Give me back the journal.' 'But, of course.' He offered it and I snatched it out of his hand quickly, holding it to my chest. 'All you had to do was ask.' 'What?' My mouth dropped open. 'I have been asking.' 'Sorry.' He didn't sound sorry at all. 'I have selective hearing.' 'You are... You are the worst.' 'You got your words wrong.' Striding past me, he patted the top of my head. I lashed out, narrowly missing him. 'You meant, I'm the best.' 'I got my words right.' 'Come. I need to get you back before something other than your own foolishness puts you at risk.' He stopped by the door. 'And don't forget your book. I expect a summary of each chapter tomorrow.

in Death, 2007 (In Death,

We intentionally call out "dominant culture" in this historical summary because both social work and librarianship upheld the values of the dominant culture, prioritizing them over the values, people, and ideas of other cultures also present during these times. Early efforts in both professions improved countless lives but did so from a moralistic and narrow belief about the "best way" to live. Both social work and librarianship currently engage in significant discussion on how to over come these legacies but have yet to find effective solutions that permanently shift our deeply ingrained professional cultures.

What was the new research he was referencing? A research document that claimed to show benefit to masking based on reviewing a collection of studies, which somehow ignored all of the randomized controlled trials showing no effect from masking. These kinds of glaring omissions have been a continuous problem among scientists desperate to justify the implementation of masks despite the gold standard of evidence indicating they would be effectively useless. One randomized controlled trial did occur during 2020, conducted by researchers in Denmark. Those researchers’ objective was clearly stated: “To assess whether recommending surgical mask use outside the home reduces wearers’ risk for SARS-CoV-2 infection in a setting where masks were uncommon and not among recommended public health measures.”25 Given all of the pre-COVID scientific research, it should come as no surprise that the results showed no benefit to mask wearing to protect against infection with COVID-19. The Denmark researchers’ summary clearly identifies the lack of any significant impact: “The recommendation to wear surgical masks to supplement other public health measures did not reduce the SARS-CoV-2 infection rate among wearers.” Thousands of Danes were enrolled in this trial, the most comprehensive effort by any scientific researchers to study the potential effect of mask wearing by the general public. Participants were provided high-quality surgical masks, not the cloth face coverings recommended by many public health agencies. In the best approximation of a gold-standard clinical trial that researchers could design, the results showed absolutely no statistically significant benefit. The findings, surprisingly, received no major media attention, nor did they generate questions for the expert community that now universally embrace masking.

Rule 3: MAKE FRIENDS WITH PEOPLE WHO WANT THE BEST FOR YOU.

For only the very few sources that are truly unique and valuable, I’ll add an “executive summary” at the top of the note with a few bullet points summarizing the article in my own words. The best sign that a fourth layer is needed is when I find myself visiting a note again and again, clearly indicating that it is one of the cornerstones of my thinking.