Supporters Team Quotes

[T]his readiness to assume the guilt for the threats to our environment is deceptively reassuring: We like to be guilty since, if we are guilty, it all depends on us. We pull the strings of the catastrophe, so we can also save ourselves simply by changing our lives. What is really hard for us (at least in the West) to accept is that we are reduced to the role of a passive observer who sits and watches what our fate will be. To avoid this impotence, we engage in frantic, obsessive activities. We recycle old paper, we buy organic food, we install long-lasting light bulbs—whatever—just so we can be sure that we are doing something. We make our individual contribution like the soccer fan who supports his team in front of a TV screen at home, shouting and jumping from his seat, in the belief that this will somehow influence the game's outcome.

I want to see a world in which entrepreneurs give time to their visions to reality so that they have more money, more family time, and more support, a world in which they can stop working so hard and start living!

A team is very much like a chain. The weakest link in the chain will affect the entire strength of that chain.

The first and the only rule of team building is employees being comfortable with each other.

What does it mean when someone supports Manchester United or whatever it's called?" ... "They always win. So they've started believing they deserve to.

You are either supporting the vision or supporting division

If you have a dad who supports Liverpool you always fucking think you can turn anything around. You know! Ever since that Champions League final.

If you support Tottenham you always give more love than you get back... Tottenham is the worst kind of bad team, because they're almost good. They always promise that they're going to be fantastic. They make you hope. So you go on loving them and they carry on finding more and more innovative ways of disappointing you

Strength through Faith. Empower your supporters and gain strength in them. Pray for safety, strength, and blessings for all who help you succeed. - Strong by Kailin Gow

The pictures of me on the Internet were silly, inappropriate shots. I appreciate all the support of my fans, and hope they understand that along the way I am going to make mistakes and I am not perfect. I never intended for any of this to happen, and I am truly sorry if I have disappointed anyone. Most of all, I have let myself down. I will learn from my mistakes and trust my support team.

I couldn't have gotten through any of this without you. Through all of it, you've been my support, my anchor. I don't know how one man's shoulders can possibly be so strong." ... He tilted her face up to his. "With the love I feel for you, bella, I could lift up the world.

Ah, that's it...how a team is...It is not just protecting them. What protects you is your team as well. It's not like ther isn't a team where they don't support each other. Each one supports one another and...A team is born. Tha's why...I won't waver anymore." ~ Kiyoshi Teppei

My story—the story of the son of Jainulabdeen, who lived for over a hundred years on Mosque Street in Rameswaram island and died there; the story of a lad who sold newspapers to help his brother; the story of a pupil reared by Sivasubramania Iyer and Iyadurai Solomon; the story of a student taught by teachers like Pandalai; the story of an engineer spotted by MGK Menon and groomed by the legendary Prof. Sarabhai; the story of a scientist tested by failures and setbacks; the story of a leader supported by a large team of brilliant and dedicated professionals. This story will end with me, for I have no belongings in the worldly sense. I have acquired nothing, built nothing, possess nothing—no family, sons, daughters.

Every great athlete, artist and aspiring being has a great team to help them flourish and succeed - personally and professionally. Even the so-called 'solo star' has a strong supporting cast helping them shine, thrive and take flight.

This is not a one-way street, Rosie. You look after me and I look after you. We take care of each other. We're a team.

The primary purpose of the internet had changed from supporting a knowledge economy to growing an attention economy.

Something that’s bothered me for a while now is the current profligacy in YA culture of Team Boy 1 vs Team Boy 2 fangirling. [...] Despite the fact that I have no objection to shipping, this particular species of team-choosing troubled me, though I had difficulty understanding why. Then I saw it applied to Suzanne Collins’s The Hunger Games trilogy – Team Peeta vs Team Gale – and all of a sudden it hit me that anyone who thought romance and love-triangles were the main event in that series had utterly missed the point. Sure, those elements are present in the story, but they aren’t anywhere near being the bones of it, because The Hunger Games, more than anything else, is about war, survival, politics, propaganda and power. Seeing such a strong, raw narrative reduced to a single vapid argument – which boy is cuter? – made me physically angry. So, look. People read different books for different reasons. The thing I love about a story are not necessarily the things you love, and vice versa. But riddle me this: are the readers of these series really so excited, so thrilled by the prospect of choosing! between! two! different! boys! that they have to boil entire narratives down to a binary equation based on male physical perfection and, if we’re very lucky, chivalrous behaviour? While feminism most certainly champions the right of women to chose their own partners, it also supports them to choose things besides men, or to postpone the question of partnership in favour of other pursuits – knowledge, for instance. Adventure. Careers. Wild dancing. Fun. Friendship. Travel. Glorious mayhem. And while, as a woman now happily entering her fourth year of marriage, I’d be the last person on Earth to suggest that male companionship is inimical to any of those things, what’s starting to bother me is the comparative dearth of YA stories which aren’t, in some way, shape or form, focussed on Girls Getting Boyfriends, and particularly Hot Immortal Or Magical Boyfriends Whom They Will Love For All Eternity. Blog post: Love Team Freezer

If Earth had a soccer team, everyone on Earth would wear the same jersey to support it. There’d be no them, there’d only be us.

Change management is a broad term for the many ways of preparing, supporting, and helping businesses, teams, and organizations adapt to, thrive through and initiate change.

Jerry Seinfeld once remarked that today’s athletes churn through the rosters of sports teams so rapidly that a fan can no longer support a group of players. He is reduced to rooting for their team logo and uniforms: “You are standing and cheering and yelling for your clothes to beat the clothes from another city.

Being the only woman on a nontechnical team, providing customer support to software developers, was like immersion therapy for internalized misogyny. I liked men—I had a brother. I had a boyfriend. But men were everywhere: the customers, my teammates, my boss, his boss. I was always fixing things for them, tiptoeing around their vanities, cheering them up. Affirming, dodging, confiding, collaborating. Advocating for their career advancement; ordering them pizza. My job had placed me, a self-identified feminist, in a position of ceaseless, professionalized deference to the male ego.

As you enter this place of work please choose to make today a great day. Your colleagues, customers, team members, and you yourself will be thankful. Find ways to play. We can be serious about our work without being serious about ourselves. Stay focused in order to be present when your customers and team mebers most need you. And should you feel your enegery lapsing, try this surefire remedy: Find someone who needs a helping hand, a word of support, or a good ear - and make their day.

Who you looking for What is his name you can prob'ly find him at the football game it's a small town you know what I mean it's a small town, son and we all support the team

People are suffering all around the world. We ignore what’s happening elsewhere every second of every day, focusing only on our country, our city, our neighborhood, or on the people we see daily. We only really care about the pain and unhappiness of our loved ones, our friends and families, because we couldn’t stay sane if we tried to support and save everyone. Nobody could try to do anything like that, except maybe Scion. I’m applying that concept to a smaller scale. My family and my team, they take priority, and they take priority in that order.

Some mothers seem to have the capacity and energy to make their children's clothes, bake, give piano lessons, go to Relief Society, teach Sunday School, attend parent-teacher association meetings, and so on. Other mothers look upon such women as models and feel inadequate, depressed, and think they are failures when they make comparisons... Sisters, do not allow yourselves to be made to feel inadequate or frustrated because you cannot do everything others seem to be accomplishing. Rather, each should assess her own situation, her own energy, and her own talents, and then choose the best way to mold her family into a team, a unit that works together and supports each other. Only you and your Father in Heaven know your needs, strengths, and desires. Around this knowledge your personal course must be charted and your choices made.

A brick could be used to show support for your favorite team. They want to crush their opponents, and if you’ve got the arm strength and accuracy, you should do everything in your power to help them do just that. 


Great teams make clear and timely decisions and move forward with complete buy-in from every member of the team, even those who voted against the decision. They leave meetings confident that no one on the team is quietly harboring doubts about whether to support the actions agreed on.

What makes a good leader is that they eschew the spotlight in favor of spending time and energy to do what they need to do to support and protect their people.

When Reinhold Messner returned from the first solo climb of Everest, he was severely dehydrated, and utterly exhausted; he fell down most of the last part of the descent, and collapsed on the Rongbuk glacier, and he was crawling over it on hands and knees when the woman who was his entire support team reached him; and he looked up at her out of a delirium, and said, “Where are all my friends?

a look men get watching sports, football, say, in support of a team that affirms them by winning and then straight away negates them, because the glory belongs to the team, not the man sitting on the sofa who will never, now, be on a team like that

Building purpose in a creative group is not about generating a brilliant moment of breakthrough but rather about building systems that can churn through lots of ideas in order to help unearth the right choices. This is why Catmull has learned to focus less on the ideas than on people—specifically, on providing teams with tools and support to locate paths, make hard choices, and navigate the arduous process together.

Eventually a rule of thumb emerged: “If something supports our effort, as long as it is not immoral or illegal,” you could do it. Soon, I found that the question I most often asked my force was “What do you need?” We decentralized until it made us uncomfortable, and it was right there—on the brink of instability—that we found our sweet spot.

What makes a good leader is that they eschew the spotlight in favor of spending time and energy to do what they need to do to support and protect their people. And when we feel the Circle of Safety around us, we offer our blood and sweat and tears and do everything we can to see our leader’s vision come to life. The only thing our leaders ever need to do is remember whom they serve and it will be our honor and pleasure to serve them back.

members of our support team don’t need to understand every dark corner of our grief in order to provide us support.

But how is it your team if you don’t play in it?” The boy thinks this over for a moment. Then he seems to take a firm grip on the ball. “We’ve supported this team for longer than most of the players in it. So it’s more our team than theirs.” “Preposterous,” snorts Britt-Marie.

I've come to the conclusion that it's all about fear- fear that your kid won't come out on top, be a success. Forcing him into these brutal encounters will a) make a dame sure he is a success, and b) all you to see evidence of that success with the added bonus of a cheering crowd. This means that sports are supported with an almost desperate enthusiasm. The football team gets catered dinners before a fame. Honor Society is lucky if it gets a cupcake. Academic success-forget it. That requires too much imagination. There's no scoreboard.

To begin with, we have to be more clear about what we mean by patriotic feelings. For a time when I was in high school, I cheered for the school athletic teams. That's a form of patriotism — group loyalty. It can take pernicious forms, but in itself it can be quite harmless, maybe even positive. At the national level, what "patriotism" means depends on how we view the society. Those with deep totalitarian commitments identify the state with the society, its people, and its culture. Therefore those who criticized the policies of the Kremlin under Stalin were condemned as "anti-Soviet" or "hating Russia". For their counterparts in the West, those who criticize the policies of the US government are "anti-American" and "hate America"; those are the standard terms used by intellectual opinion, including left-liberal segments, so deeply committed to their totalitarian instincts that they cannot even recognize them, let alone understand their disgraceful history, tracing to the origins of recorded history in interesting ways. For the totalitarian, "patriotism" means support for the state and its policies, perhaps with twitters of protest on grounds that they might fail or cost us too much. For those whose instincts are democratic rather than totalitarian, "patriotism" means commitment to the welfare and improvement of the society, its people, its culture. That's a natural sentiment and one that can be quite positive. It's one all serious activists share, I presume; otherwise why take the trouble to do what we do? But the kind of "patriotism" fostered by totalitarian societies and military dictatorships, and internalized as second nature by much of intellectual opinion in more free societies, is one of the worst maladies of human history, and will probably do us all in before too long. With regard to the US, I think we find a mix. Every effort is made by power and doctrinal systems to stir up the more dangerous and destructive forms of "patriotism"; every effort is made by people committed to peace and justice to organize and encourage the beneficial kinds. It's a constant struggle. When people are frightened, the more dangerous kinds tend to emerge, and people huddle under the wings of power. Whatever the reasons may be, by comparative standards the US has been a very frightened country for a long time, on many dimensions. Quite commonly in history, such fears have been fanned by unscrupulous leaders, seeking to implement their own agendas. These are commonly harmful to the general population, which has to be disciplined in some manner: the classic device is to stimulate fear of awesome enemies concocted for the purpose, usually with some shreds of realism, required even for the most vulgar forms of propaganda. Germany was the pride of Western civilization 70 years ago, but most Germans were whipped to presumably genuine fear of the Czech dagger pointed at the heart of Germany (is that crazier than the Nicaraguan or Grenadan dagger pointed at the heart of the US, conjured up by the people now playing the same game today?), the Jewish-Bolshevik conspiracy aimed at destroying the Aryan race and the civilization that Germany had inherited from Greece, etc. That's only the beginning. A lot is at stake.

I don’t know any other couple who has been to hell and back more than the two of us. I feel like everything we’ve been through has only made us stronger. We’ve had to learn to work together. To be a team. To support each other and stand by each other.

Your tax dollars are paying the salary of an ATF manager who’s using taxpayer time and resources to direct his teams of taxpayer-supported public affairs officials to “push” propaganda in order to drown out an important, truthful story of public interest.

He could see why his mum chose (italicized) friends, instead of just putting up with anyone she happened to bump into, or sticking with people who supported the same football team, or wore the same clothes, which was pretty much happened at school; his must have conversations like this with Suzie, conversations that moved, conversations where each thing the other person said seemed to lead you on somewhere.

Crystal Palace, Man City and West Ham bring good support. They never stop singing. As do teams like Leicester, Cardiff and (although I hate to admit it) QPR. I can’t stand West Brom, but at least they come in fine voice. But it would be fair to say that the Arsenal support is atrocious

We took 9000 fans to The Emirates to play Arsenal in the quarter-finals of the FA Cup, and we sang non-stop. But the place is a bloody library! About every twenty minutes or so their 40,000 crowd would half-heartedly sing their Ars-suh-nul song, and to encourage them we’d give them a round of applause. But even that didn’t work. Whatever we did we couldn’t give their fans the much-needed boost they evidently needed to support their own team

Why couldn’t I find one action that would make the need to binge automatically disappear? Because there is no magic action to make that horrible prebinge feeling go away. The cool thing is that we are designed so that the feeling will pass through us on its own—in time. All we have to do is sit there and feel what is going on inside of us. We must experience the feelings. To help us deal with the feelings, we can call someone on our support team. We can also express the feelings by focusing on our breath or even hitting a pillow. The important thing to remember is that no matter how terrible, feelings do pass. It takes patience and trust—not food . . .

To me, the simplest gift that a husband or a wife can do for their partner is to remind them of their precious visions, goals and dreams. What a gift that is to have a voice of reason right in your corner when you sometimes need a little nudge to get back on track. To have a team player to cheer you on and to support your efforts is indeed a massive present from the universe. Whomever has such a gift should surely treasure and protect it for all its worth. It's worth is invaluable to the world.

Rule One: Make friends with death Tailgating in the Antarctic is no joke. We are trying to do nothing less ambitious than reverse the course of history. We want Team Krill to defeat Team Whale. Look, if you want to tailgate in comfort, don't get on the boat. You can buy some quail eggs or snails or whatever you people eat and you can watch the Food Chain Games on your flat TV. Stay in Los Angeles. Hug your wife on your plush banquette. Cheer for the Antarctic minke whales, like every other asshole. No, wait a second, here comes the real Rule One: if you are a supporter of Team Whale, you can go fuck yourself, my fine sir. This list is for the fans of Team Krill.

What this means is that the converse is also true. A supportive and well-managed work environment is good for one’s health. Those who feel they have more control, who feel empowered to make decisions instead of waiting for approval, suffer less stress. Those only doing as they are told, always forced to follow the rules, are the ones who suffer the most. Our feelings of control, stress, and our ability to perform at our best are all directly tied to how safe we feel in our organizations. Feeling unsafe around those we expect to feel safe—those in our tribes (work is the modern version of the tribe)—fundamentally violates the laws of nature and how we were designed to live.

The goal of leadership seems simple: to get people to do what they need to do to support the mission and the team.

Sweetheart, I just want you to be happy. You decide what you want to do, I’ll support you one hundred percent. I love you more than life itself. You’re a wonderful girl.

Then I don't think I understand what love is. I thought I knew. I thought it was this great thing where two people support each other and work together to solve problems. I thought it was about trust and loyalty, being honest, kind, being a team. But now I have no idea. In fact, I'm doubting that love exists. Maybe, as a society, we made it up to explain and justify our unhealthy desire for co-dependence." .... "I actually agree with you to a certain extent, if I'm understanding your meaning correctly. We humans, most of us are co-dependent and it's often unhealthy. It's up to the two people wishing the relationship to keep the co-dependence healthy. But, you are assuming there is only one kind of love, Kaitlyn. I can tell you there are as many kinds of love in the world as there are stars in the sky.

If we want other countries to support our priorities,” I told my NSC team, “we can’t just bully them into it. We’ve got to show them we’re taking their perspectives into account—or at least can find them on a map.

Discipline and keen insight had once again served Lincoln most effectively. By regulating his emotions and resisting the impulse to strike back at Chase when the circular first became known, he gained time for his friends to mobilize the massive latent support for his candidacy. Chase’s aspirations were crushed without Lincoln’s direct intrusion. He had known all along that his treasury secretary was no innocent, but by seeming to accept Chase’s word, he allowed the secretary to retain some measure of his dignity while the country retained his services in the cabinet. Lincoln himself would determine the appropriate time for Chase’s departure.

Stevens worried about his staff and himself. In early June, he sent an e-mail to a State Department official in Washington asking that two six-man Mobile Security Detachments, known as MSD teams, of specially trained DS agents be allowed to remain in Libya through the national elections being held in July and August. Stevens wrote that State Department personnel “would feel much safer if we could keep two MSD teams with us through this period [to support] our staff and [provide a personal detail] for me and the [Deputy Chief of Mission] and any VIP visitors.” The request was denied, Stevens was told, because of staffing limitations and other commitments.

Sometimes ego is suppressed on the ascent. Sometimes an idea is so powerful or timing is so perfect (or one is born into wealth or power) that it can temporarily support or even compensate for a massive ego. As success arrives, like it does for a team that has just won a championship, ego begins to toy with our minds and weaken the will that made us win in the first place. We know that empires always fall, so we must think about why—and why they seem to always collapse from within.

Brennan and Lomasky point to the expressive function of voting. Fans at a football game cheer not to help the home team win, but to express their loyalty. Similarly, citizens might vote not to help policies win, but to express their patriotism, their compassion, or their devotion to the environment. This is not hair-splitting. One implication is that inefficient policies like tariffs or the minimum wage might win because expressing support for them makes people feel good about themselves.

Post Tuesday, SWAT teams can now be used to go after suspect Arab Americans or, indeed, anyone who might be guilty of terrorism, a word without legal definition (how can you fight terrorism by suspending habeas corpus since those who want their corpuses released from prison are already locked up?). But in the post-Oklahoma City trauma, Clinton said that those who did not support his draconian legislation were terrorist coconspirators who wanted to turn “America into a safe house for terrorists.

You must be your own advocate... You can't rely solely on your doctors or you family or anyone else; you have to stay on top of your own care, no matter how sick or exhausted you feel. Learn everything you can about your disease and your diagnosis, locate the very best doctors, find out exactly what drugs and treatments your doctors are giving you and what they're supposed to do, never stop researching and asking questions, and check, check, check what the doctors tell you-get second and third opinions. All of this is up to you because ultimately no one else-not your family members who love you, or your doctors, who want you to survive-is responsible for your health. You need a support team, of course, but in the end, you run this race on your own.

Nobody is a whole team . . . We need each other. You need someone and someone needs you. Isolated islands we’re not. To make this thing called life work, we gotta lean and support. And relate and respond. And give and take. And confess and forgive. And reach out and embrace and rely . . . Since none of us is a whole, independent, self-sufficient, super-capable, all-powerful hotshot, let’s quit acting like we are. Life’s lonely enough without our playing that silly role. The game is over. Let’s link up.

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Ben Young is out on the deck with his team, having breakfast through his tube. I wonder how that feels. He seems to be content with it, although I am having some trouble reconciling the fact that Ben does not get all the big tastes anymore. He used to love Milanos and milk after every evening dinner. It was a tradition. Sometimes we still give him a tiny taste just for old times' sake. He is so accepting. It's a marvel. He is the most accepting human being I have ever met, and he is very happy. Not all the time, mind you; he has a flair for impatience if he is going somewhere and there is a delay. He just yells! You know he is pissed. There is no stopping him. More power to you, Ben Young! We had to stop feeding Ben Young by mouth because his lungs have become compromised by all the aspirating he does. It's a complex thing, eating. The body does a lot of work to protect itself and keep food out of the lungs. Ben's body is not working like a normal body does. Ben and Dustin and Uncle Tony are out on the deck listening to tunes on the computer and grooving. Ben's next support team is incoming for a shift. Uncle Marian and Ben Bourdon arrive in Hawaii today from the mainland, and the switch takes place around twelve-thirty. Time marches on. Because of the support, Ben has a very full life and keeps moving around, doing things, seeing people and going to events. I reflect on this. Life is good.

Several Watford supporters disgracefully started leaving the ground, and the Arsenal surprised us by adding another chant to their repertoire – making a total of two chants if my mathematics serves me correctly. 'You might as well go home.' What they don’t realise, of course, is that we are home. Watford’s not a pretty place, but its home. I live a half-hour walk from Vicarage Road. The chant went up from our end, 'We support our local team,' which always shuts up Premiership supporters from Borehamwood, Radlett and Surrey, no matter which of the top four teams they follow.

There are people who learn political information for reasons other than becoming better voters. Just as sports fans love to follow their favorite teams even if they cannot influence the outcomes of games, so there are also “political fans” who enjoy following political issues and cheering for their favorite candidates, parties, or ideologies. Unfortunately, much like sports fans, political fans tend to evaluate new information in a highly biased way. They overvalue anything that supports their preexisting views, and to undervalue or ignore new data that cuts against them, even to the extent of misinterpreting simple data that they could easily interpret correctly in other contexts. Moreover, those most interested in politics are also particularly prone to discuss it only with others who agree with their views, and to follow politics only through like-minded media.

That’s one small example, of a thousand that might happen over the course of an evening, of how a trusting team operates. And it’s why hiring is such a sobering responsibility. Because when you’re hiring, you’re hiring not only the people who are going to represent and support you, but the people who are going to represent and support the team already working for you. Morale is fickle, and even one individual can have an outsize and asymmetrical impact on the team, in either direction. Bring in someone who’s optimistic and enthusiastic and really cares, and they can inspire those around them to care more and do better. Hire someone lazy, and it means your best team members will be punished for their excellence, picking up the slack so the overall quality doesn’t drop. At the end of the day, the best way to respect and reward the A players on your team is to surround them with other A players. This is how you attract more A players. And it means you must invest as much energy into hiring as you expect the team to invest in their jobs. You cannot expect someone to keep giving all of themselves if you put someone alongside them who isn’t willing to do the same. You need to be as unreasonable in how you build your team as you are in how you build your product or experience. It’s also why you’ve got to hire slow. It’s so dreadful to be shorthanded that managers tend to rush in and find a body to fill the void. I know what it’s like to think, We need someone so desperately—how bad could this person be?

But what I liked – indeed, loved – about this man was that he was a passionate supporter of the Somerset county cricket team. Now, to conjure up genuine enthusiasm for the antics of such a comprehensively hopeless bunch of underdogs and ne’er-do-wells was hard enough for someone born and brought up in Somerset; but to choose them voluntarily, when there was absolutely no kind of geographical loyalty involved, was an act of such utter pointlessness that I felt rather in awe of Nick. I had been reading about existentialism; here was someone living it, someone who accepted the concept of an act of Free Will in a Meaningless Universe, and was taking it to a new level.

Decentralized Command was a necessity. In such situations, the leaders did not call me and ask me what they should do. Instead, they told me what they were going to do. I trusted them to make adjustments and adapt the plan to unforeseen circumstances while staying within the parameters of the guidance I had given them and our standard operating procedures. I trusted them to lead. My ego took no offense to my subordinate leaders on the frontlines calling the shots. In fact, I was proud to follow their lead and support them. With my leaders running their teams and handling the tactical decisions, it made my job much easier by enabling me to focus on the bigger picture.

I want to be successful, but I also want to be happy. I want to be loving and patient with my kids instead of cold, angry, or irritable. I want to have harmony, intimacy, deep sharing, and passionate sex with my wife. I don’t want to be distant, live like roommates, bicker, criticize, or have hurtful fights that involve attacking each other’s vulnerabilities. I want to be an inspiring leader in my business. I want my team to speak freely, challenge me, support me, and have fun working with me. I don’t want them to fear me, secretly dislike me, degrade me behind my back, and wish they had a better job. I want my clients and customers to feel cared about, inspired, challenged, and respected. I want them to feel like they got so much value out of their investment that they can’t put a dollar amount on how much better their lives are now. I don’t want them to feel let down, uncared for, like a bother, and that their growth and success is irrelevant to me. In short, I want to be a “good person” too. However you define that in your world, I’d imagine it’s pretty similar.

Team I found love in sheets wrinkled around his body as I lay next to him. In the way he hated how I drove, so he would always have his hands heading for the keys first for our protection. The way that he called me at least six hundred different nicknames but never once called me a harsh name out of anger. I found love in the way he drove two hours with his hand in my hand every moment to surprise me with a gift he researched for in secret. In the way he never left me feeling uncertain about who we were. The way that I was his, he was mine, and we were us. Together. He called us a team. I believe everyone needs a teammate. One who supports you, and isn't trying to compete against you as an opposing rival.

The Sun King had dinner each night alone. He chose from forty dishes, served on gold and silver plate. It took a staggering 498 people to prepare each meal. He was rich because he consumed the work of other people, mainly in the form of their services. He was rich because other people did things for him. At that time, the average French family would have prepared and consumed its own meals as well as paid tax to support his servants in the palace. So it is not hard to conclude that Louis XIV was rich because others were poor. But what about today? Consider that you are an average person, say a woman of 35, living in, for the sake of argument, Paris and earning the median wage, with a working husband and two children. You are far from poor, but in relative terms, you are immeasurably poorer than Louis was. Where he was the richest of the rich in the world’s richest city, you have no servants, no palace, no carriage, no kingdom. As you toil home from work on the crowded Metro, stopping at the shop on the way to buy a ready meal for four, you might be thinking that Louis XIV’s dining arrangements were way beyond your reach. And yet consider this. The cornucopia that greets you as you enter the supermarket dwarfs anything that Louis XIV ever experienced (and it is probably less likely to contain salmonella). You can buy a fresh, frozen, tinned, smoked or pre-prepared meal made with beef, chicken, pork, lamb, fish, prawns, scallops, eggs, potatoes, beans, carrots, cabbage, aubergine, kumquats, celeriac, okra, seven kinds of lettuce, cooked in olive, walnut, sunflower or peanut oil and flavoured with cilantro, turmeric, basil or rosemary … You may have no chefs, but you can decide on a whim to choose between scores of nearby bistros, or Italian, Chinese, Japanese or Indian restaurants, in each of which a team of skilled chefs is waiting to serve your family at less than an hour’s notice. Think of this: never before this generation has the average person been able to afford to have somebody else prepare his meals. You employ no tailor, but you can browse the internet and instantly order from an almost infinite range of excellent, affordable clothes of cotton, silk, linen, wool and nylon made up for you in factories all over Asia. You have no carriage, but you can buy a ticket which will summon the services of a skilled pilot of a budget airline to fly you to one of hundreds of destinations that Louis never dreamed of seeing. You have no woodcutters to bring you logs for the fire, but the operators of gas rigs in Russia are clamouring to bring you clean central heating. You have no wick-trimming footman, but your light switch gives you the instant and brilliant produce of hardworking people at a grid of distant nuclear power stations. You have no runner to send messages, but even now a repairman is climbing a mobile-phone mast somewhere in the world to make sure it is working properly just in case you need to call that cell. You have no private apothecary, but your local pharmacy supplies you with the handiwork of many thousands of chemists, engineers and logistics experts. You have no government ministers, but diligent reporters are even now standing ready to tell you about a film star’s divorce if you will only switch to their channel or log on to their blogs. My point is that you have far, far more than 498 servants at your immediate beck and call. Of course, unlike the Sun King’s servants, these people work for many other people too, but from your perspective what is the difference? That is the magic that exchange and specialisation have wrought for the human species.

The main reason I don’t like it is that the commodification of Memorial Day and events like NFL’s Salute to Service month . . . capitalizes on a new strain of ‘patriotism,’” Doolittle said. “In America today, we display patriotism through the lens of militarism and war and pass it off as support for the troops. It can smell a lot like nationalism. We’ll buy a hat with a camo logo of our favorite team and wear it proudly, a way to show support for our team and our armed forces. There’s more to patriotism than standing for the anthem and wearing red, white, and blue or camo-themed garb, but this new kind of American patriotism gets exploited in the name of capitalism, and days like Memorial Day lose some of their meaning.

The 9/11 attacks activated several of these group-related adaptations in my mind. The attacks turned me into a team player, with a powerful and unexpected urge to display my team’s flag and then do things to support the team, such as giving blood, donating money, and, yes, supporting the leader.31 And my response was tepid compared to the hundreds of Americans who got in their cars that afternoon and drove great distances to New York in the vain hope that they could help to dig survivors out of the wreckage, or the thousands of young people who volunteered for military service in the following weeks. Were these people acting on selfish motives, or groupish motives? The rally-round-the-flag reflex is just one example of a groupish mechanism.

I guess it may not make any sense to anyone else, but I felt this strange mixture of feelings, all across the spectrum. I was so mad at him for leaving the kids and me on our own. I wanted him home but I was mad, too. I was coming off months of anxiety for his safety and frustration that he chose to keep going back. I wanted to count on him, but I couldn’t. His Team could, and total strangers who happened to be in the military could, but the kids and I certainly could not. It wasn’t his fault. He would have been in two places at once if he could have been, but he couldn’t. But when he had to choose, he didn’t choose us. All the while, I loved him and I tried to support him and show him love in every way possible. I felt five hundred emotions, all at the same time.

But when Trump emerged from the primary, Bennett characterized those Republicans not supporting Trump as not team players who “suffer from a terrible case of moral superiority and put their own vanity and taste above the interest of the country.”22 What has changed? If he believed what he wrote in The Book of Virtues that “it is our character that supports the promise of our future—far more than particular government programs or policies,” if he believed what he wrote about Bill Clinton that “a president whose character manifests itself in patterns of reckless personal conduct…cannot be a good president,” how can Bennett support a man who brags about assaulting women and directs his own son to write checks to reimburse his lawyer Michael Cohen for hush payments to a porn star?

Encouragement during the early years is crucial because beginners are still figuring out whether they want to commit or cut bait. Accordingly, Bloom and his research team found that the best mentors at this stage were especially warm ans supportive: 'perhaps the major quality of these teachers was that they made the initial learning very pleasant and rewarding. much of the introduction to the field was as playful activity, and the learning at the beginning of this stage was like a game'. A degree of autonomy during the early years is also important. Longitudinal studies tracking learners confirm that overbearing parents and teachers erode intrinsic motivation. Kids whose parents let them make their own choices about what they like are more likely to develop interests later identified as a passion.

As with all social service projects, a lexicon of terms accumulated around the Housing First movement. Permanent Supportive Housing (PSH) described the movement’s general aim and means, and a model program conducted in the 1990s in New York had shown that housing for chronically homeless people could indeed be long-lasting and beneficial, provided they received adequate support. This trial—The Consumer Preference Supported Housing Model (CPSH)—had involved 242 people who suffered from either mental illness or substance abuse or both. The model had housed them, via various grants and public subsidies, in apartments situated in “affordable locations throughout the city’s low-income neighborhoods.” And they had been supported by Assertive Community Treatment (ACT) teams, somewhat modified from the general prototype, but substantial. These included nurses, social workers, drug counselors, administrative assistants, and “peer counselors,” who directed the support services with the advice and consent of the tenants. Each team had access to psychiatrists and other professionals, and each stood ready to help the tenants every night and day of the week. After five years, 88 percent remained housed—a remarkable result.

Italy still has a provincial sophistication that comes from its long history as a collection of city states. That, combined with a hot climate, means that the Italians occupy their streets and squares with much greater ease than the English. The resultant street life is very rich, even in small towns like Arezzo and Gaiole, fertile ground for the peeping Tom aspect of an actor’s preparation. I took many trips to Siena, and was struck by its beauty, but also by the beauty of the Siennese themselves. They are dark, fierce, and aristocratic, very different to the much paler Venetians or Florentines. They have always looked like this, as the paintings of their ancestors testify. I observed the groups of young people, the lounging grace with which they wore their clothes, their sense of always being on show. I walked the streets, they paraded them. It did not matter that I do not speak a word of Italian; I made up stories about them, and took surreptitious photographs. I was in Siena on the final day of the Palio, a lengthy festival ending in a horse race around the main square. Each district is represented by a horse and jockey and a pair of flag-bearers. The day is spent by teams of supporters with drums, banners, and ceremonial horse and rider processing round the town singing a strange chanting song. Outside the Cathedral, watched from a high window by a smiling Cardinal and a group of nuns, with a huge crowd in the Cathedral Square itself, the supporters passed, and to drum rolls the two flag-bearers hurled their flags high into the air and caught them, the crowd roaring in approval. The winner of the extremely dangerous horse race is presented with a palio, a standard bearing the effigy of the Virgin. In the last few years the jockeys have had to be professional by law, as when they were amateurs, corruption and bribery were rife. The teams wear a curious fancy dress encompassing styles from the twelfth to the eighteenth centuries. They are followed by gangs of young men, supporters, who create an atmosphere or intense rivalry and barely suppressed violence as they run through the narrow streets in the heat of the day. It was perfect. I took many more photographs. At the farmhouse that evening, after far too much Chianti, I and my friends played a bizarre game. In the dark, some of us moved lighted candles from one room to another, whilst others watched the effect of the light on faces and on the rooms from outside. It was like a strange living film of the paintings we had seen. Maybe Derek Jarman was spying on us.

The R6 Resilience Change Management Framework is a cyclical framework that consists of six iterative puzzle pieces: 1. Review the Macro/Micro Changes: This iteration emphasizes the importance of scanning (mostly) the external environment to identify emerging trends, disruptions, and opportunities. By understanding the broader context in which the organization operates, leaders can anticipate future challenges and proactively adapt their strategies. There should never be a time in the organizations existence where it stops reviewing the macro changes. There are times, though, when micro changes (internal) are where the focus needs to be. 2. Reassess the Business’ Capabilities in the Context of Macro Changes: This iteration is fundamentally about “who are we, and how can we really add value?” It also involves a critical evaluation of the organization's strengths, weaknesses, opportunities, and threats in light of the identified macro changes. This reassessment helps to identify areas where the organization needs to adapt or transform its capabilities to remain competitive. This iteration is largely inward-looking, focused on the organization. But it tempered with the idea that “how do our capabilities allow us to add value to our customers lives (existing or new).” 3. Redefine Target Market(s) Based on Reassessment of Capabilities: This iteration focuses on aligning the organization's target markets with the evolving needs and preferences of customers, the changing competitive landscape, and the new reality of the businesses capabilities. This may involve identifying new customer segments, developing personalized offerings, creating seamless omnichannel experiences, or approaching the same target market in new ways (offering them new kinds of value, or the same kind of value in new ways). 4. Redirect Capabilities Toward Redefined Target Market: This iteration involves realigning the organization's resources, processes, and strategies to effectively serve the redefined target markets. This may require investments in new technologies, optimization of supply chains, or the development of innovative products and services. 5. Restructure the Organization: This iteration focuses on adapting the organization's structure, culture, and talent to support the desired changes. This may involve creating agile teams, fostering a culture of innovation, or empowering employees to make decisions through new policies. 6. Repeat in Perpetuity – or – Render Paradigm Shift [R6-RPS]: This iteration underscores the importance of continuous monitoring, evaluation, and adaptation. The R6 framework is not a one-time process in response to a change event, but an iterative cycle that enables organizations to remain agile and resilient in the face of ongoing change. Additionally, there are times when before repeating the cycle, a business may want/need to render an external paradigm shift by introducing a product or service or way of doing things that fundamentally changes the market – fundamentally changes the value exchange between customers, employees and organizations.

Irrelevant’ Chris Fogle turns a page. Howard Cardwell turns a page. Ken Wax turns a page. Matt Redgate turns a page. ‘Groovy’ Bruce Channing attaches a form to a file. Ann Williams turns a page. Anand Singh turns two pages at once by mistake and turns one back which makes a slightly different sound. David Cusk turns a page. Sandra Pounder turns a page. Robert Atkins turns two separate pages of two separate files at the same time. Ken Wax turns a page. Lane Dean Jr. turns a page. Olive Borden turns a page. Chris Acquistipace turns a page. David Cusk turns a page. Rosellen Brown turns a page. Matt Redgate turns a page. R. Jarvis Brown turns a page. Ann Williams sniffs slightly and turns a page. Meredith Rand does something to a cuticle. ‘Irrelevant’ Chris Fogle turns a page. Ken Wax turns a page. Howard Cardwell turns a page. Kenneth ‘Type of Thing’ Hindle detaches a Memo 402-C(1) from a file. ‘Second-Knuckle’ Bob McKenzie looks up briefly while turning a page. David Cusk turns a page. A yawn proceeds across one Chalk’s row by unconscious influence. Ryne Hobratschk turns a page. Latrice Theakston turns a page. Rotes Group Room 2 hushed and brightly lit, half a football field in length. Howard Cardwell shifts slightly in his chair and turns a page. Lane Dean Jr. traces his jaw’s outline with his ring finger. Ed Shackleford turns a page. Elpidia Carter turns a page. Ken Wax attaches a Memo 20 to a file. Anand Singh turns a page. Jay Landauer and Ann Williams turn a page almost precisely in sync although they are in different rows and cannot see each other. Boris Kratz bobs with a slight Hassidic motion as he crosschecks a page with a column of figures. Ken Wax turns a page. Harriet Candelaria turns a page. Matt Redgate turns a page. Ambient room temperature 80° F. Sandra Pounder makes a minute adjustment to a file so that the page she is looking at is at a slightly different angle to her. ‘Irrelevant’ Chris Fogle turns a page. David Cusk turns a page. Each Tingle’s two-tiered hemisphere of boxes. ‘Groovy’ Bruce Channing turns a page. Ken Wax turns a page. Six wigglers per Chalk, four Chalks per Team, six Teams per group. Latrice Theakston turns a page. Olive Borden turns a page. Plus administration and support. Bob McKenzie turns a page. Anand Singh turns a page and then almost instantly turns another page. Ken Wax turns a page. Chris ‘The Maestro’ Acquistipace turns a page. David Cusk turns a page. Harriet Candelaria turns a page. Boris Kratz turns a page. Robert Atkins turns two separate pages. Anand Singh turns a page. R. Jarvis Brown uncrosses his legs and turns a page. Latrice Theakston turns a page. The slow squeak of the cart boy’s cart at the back of the room. Ken Wax places a file on top of the stack in the Cart-Out box to his upper right. Jay Landauer turns a page. Ryne Hobratschk turns a page and then folds over the page of a computer printout that’s lined up next to the original file he just turned a page of. Ken Wax turns a page. Bob Mc-Kenzie turns a page. Ellis Ross turns a page. Joe ‘The Bastard’ Biron-Maint turns a page. Ed Shackleford opens a drawer and takes a moment to select just the right paperclip. Olive Borden turns a page. Sandra Pounder turns a page. Matt Redgate turns a page and then almost instantly turns another page. Latrice Theakston turns a page. Paul Howe turns a page and then sniffs circumspectly at the green rubber sock on his pinkie’s tip. Olive Borden turns a page. Rosellen Brown turns a page. Ken Wax turns a page. Devils are actually angels. Elpidia Carter and Harriet Candelaria reach up to their Cart-In boxes at exactly the same time. R. Jarvis Brown turns a page. Ryne Hobratschk turns a page. ‘Type of Thing’ Ken Hindle looks up a routing code. Some with their chin in their hand. Robert Atkins turns a page even as he’s crosschecking something on that page. Ann Williams turns a page. Ed Shackleford searches a file for a supporting document. Joe Biron-Maint turns a page. Ken Wax turns a page.

As she crossed the defence team, Indrani saw Sesha sitting in a chair with his legs crossed and looking cool and composed. Mythili, who was by his side, was offering him coffee from a flask. As if they were in a cinema house waiting for the movie to resume after intermission. When everything pointed to an adverse verdict, how could he be so relaxed? He was typing something into his cell phone; perhaps tweeting. He had a massive following on Twitter. It ranged from simple appreciation for his administrative prowess to absolute fetish over everything about him—his trademark cotton pants and shirt, which had become a rage among his female fans, his Santro car, which had become a symbol of simplicity and his frugal dietary habits, which somehow raised him to a sainthood and absolved him of anything wicked. The more the mainstream media like TV and newspapers worked against him, the stronger was the support he got from his Twitter followers.

We found it helpful to think of such cross-functional projects as a kind of tax, a payment one team had to make in support of the overall forward progress of the company. We tried to minimize such intrusions but could not avoid them altogether. Some teams, through no fault of their own, found themselves in a higher tax bracket than others. The Order Pipeline and Payments teams, for example, had to be involved in almost every new initiative, even though it wasn’t in their original charters.

Today the intellectual leaders of the Republican Party are the paranoids, kooks, know-nothings, and bigots who once could be heard only on late-night talk shows, the stations you listened to on long drives because it was hard to fall asleep while laughing. When any political movement loses all sense of self and has no unifying theory of government, it ceases to function as a collective rooted in thought and becomes more like fans of a sports team. Asking the Republican Party today to agree on a definition of conservatism is like asking New York Giants fans to have a consensus opinion on the Law of the Sea Treaty. It’s not just that no one knows anything about the subject; they don’t remotely care. All Republicans want to do is beat the team playing the Giants. They aren’t voters using active intelligence or participants in a civil democracy; they are fans. Their role is to cheer and fund their team and trash-talk whatever team is on the other side. This removes any of the seeming contradiction of having spent years supporting principles like free trade and personal responsibility to suddenly stop and support the opposite. Think of those principles like players on a team. You cheered for them when they were on your team, but then management fired them or traded them to another team, so of course you aren’t for them anymore. If your team suddenly decides to focus on running instead of passing, no fan cares—as long as the team wins. Stripped of any pretense of governing philosophy, a political party will default to being controlled by those who shout the loudest and are unhindered by any semblance of normalcy. It isn’t the quiet fans in the stands who get on television but the lunatics who paint their bodies with the team colors and go shirtless on frigid days. It’s the crazy person who lunges at the ref and jumps over seats to fight the other team’s fans who is cheered by his fellow fans as he is led away on the jumbotron. What is the forum in which the key issues of the day are discussed? Talk radio and the television shows sponsored by the team, like Fox & Friends, Tucker Carlson, and Sean Hannity.

1. Recruit the smallest group of people who can accomplish what must be done quickly and with high quality. Comparative Advantage means that some people will be better than others at accomplishing certain tasks, so it pays to invest time and resources in recruiting the best team for the job. Don’t make that team too large, however—Communication Overhead makes each additional team member beyond a core of three to eight people a drag on performance. Small, elite teams are best. 2. Clearly communicate the desired End Result, who is responsible for what, and the current status. Everyone on the team must know the Commander’s Intent of the project, the Reason Why it’s important, and must clearly know the specific parts of the project they’re individually responsible for completing—otherwise, you’re risking Bystander Apathy. 3. Treat people with respect. Consistently using the Golden Trifecta—appreciation, courtesy, and respect—is the best way to make the individuals on your team feel Important and is also the best way to ensure that they respect you as a leader and manager. The more your team works together under mutually supportive conditions, the more Clanning will naturally occur, and the more cohesive the team will become. 4. Create an Environment where everyone can be as productive as possible, then let people do their work. The best working Environment takes full advantage of Guiding Structure—provide the best equipment and tools possible and ensure that the Environment reinforces the work the team is doing. To avoid having energy sapped by the Cognitive Switching Penalty, shield your team from as many distractions as possible, which includes nonessential bureaucracy and meetings. 5. Refrain from having unrealistic expectations regarding certainty and prediction. Create an aggressive plan to complete the project, but be aware in advance that Uncertainty and the Planning Fallacy mean your initial plan will almost certainly be incomplete or inaccurate in a few important respects. Update your plan as you go along, using what you learn along the way, and continually reapply Parkinson’s Law to find the shortest feasible path to completion that works, given the necessary Trade-offs required by the work. 6. Measure to see if what you’re doing is working—if not, try another approach. One of the primary fallacies of effective Management is that it makes learning unnecessary. This mind-set assumes your initial plan should be 100 percent perfect and followed to the letter. The exact opposite is true: effective Management means planning for learning, which requires constant adjustments along the way. Constantly Measure your performance across a small set of Key Performance Indicators (discussed later)—if what you’re doing doesn’t appear to be working, Experiment with another approach.

SECTION IV: CALIBRATED QUESTIONS Prepare three to five calibrated questions to reveal value to you and your counterpart and identify and overcome potential deal killers. Effective negotiators look past their counterparts’ stated positions (what the party demands) and delve into their underlying motivations (what is making them want what they want). Motivations are what they are worried about and what they hope for, even lust for. Figuring out what the other party is worried about sounds simple, but our basic human expectations about negotiation often get in the way. Most of us tend to assume that the needs of the other side conflict with our own. We tend to limit our field of vision to our issues and problems, and forget that the other side has its own unique issues based on its own unique worldview. Great negotiators get past these blinders by being relentlessly curious about what is really motivating the other side. Harry Potter author J. K. Rowling has a great quote that sums up this concept: “You must accept the reality of other people. You think that reality is up for negotiation, that we think it’s whatever you say it is. You must accept that we are as real as you are; you must accept that you are not God.” There will be a small group of “What” and “How” questions that you will find yourself using in nearly every situation. Here are a few of them: What are we trying to accomplish? How is that worthwhile? What’s the core issue here? How does that affect things? What’s the biggest challenge you face? How does this fit into what the objective is? QUESTIONS TO IDENTIFY BEHIND-THE-TABLE DEAL KILLERS When implementation happens by committee, the support of that committee is key. You’ll want to tailor your calibrated questions to identify and unearth the motivations of those behind the table, including: How does this affect the rest of your team? How on board are the people not on this call? What do your colleagues see as their main challenges in this area? QUESTIONS TO IDENTIFY AND DIFFUSE DEAL-

Is the competition really some mythical beast? No, not really. Knowing how to play your group of salespeople as a team, to overcome the group objective of winning the customers support, is the objective. The opposing team in proper viewpoint is not just the similar competing business to yours. Nor is it the competing franchises of your home office. No, in order to really be effective in the market place as a surviving business, you must go beyond that philosophy. You must be willing to expand your viewpoint to fully understand who the competition truly is. Your true competition is simply this: Anywhere that your customer would spend his or her dollars as opposed to spending them at your company or place of business.

In one study, a trio of professors from Harvard Business School tracked more than one thousand acclaimed equity analysts over a decade and monitored how their performance changed as they switched firms. Their dour conclusion, “When a company hires a star, the star’s performance plunges, there is a sharp decline in the functioning of the group or team the person works with, and the company’s market value falls.”20 The hiring organization is let down because it failed to consider systems-based advantages that the prior employer supplied, including firm reputation and resources. Employers also underestimate the relationships that supported previous success, the quality of the other employees, and a familiarity with past processes.

Despite being a nonprofit, we have been able to build a team that rivals those of the most resource-rich tech companies. Hundreds of incredibly talented people have committed a major part of their careers to be part of the Khan Academy team, often taking considerable pay cuts to do so. Thousands of volunteers all over the world have now translated Khan Academy into over fifty languages. Inspirational leaders like Bill Gates, Reed Hastings, and Elon Musk have become some of our biggest supporters and advocates. This journey seems so serendipitous that it has become something of an inside joke among the Khan Academy team that perhaps benevolent aliens are helping us so that, through education, we can prepare humanity for first contact.

1. Did you conduct one-to-one meetings with each salesperson on your team? 2. Did you ask each of them how they like to be managed? Are they coachable? 3. Did you inquire about their prior experience with their past manager? Was it positive or negative? 4. Did you set the expectations of your relationship with them? Did you ask them what they needed and expected from their manager? What changes do they want to see? 5. Did you inform them about how you like to manage and your style of management? This would open up the space for a discussion regarding how you may manage differently from your predecessor. 6. Did you let them know you just completed a coaching course that would enable you to support them even further and maximize their talents? 7. Did you explain to them the difference between coaching and traditional management? 8. Did you enroll them in the benefits of coaching? That is, what would be in it for them? 9. Did you let them know about your intentions, goals, expectations, and aspirations for each of them and for the team as a whole? 10. How have you gone about learning the ins and outs of the company?Are you familiar with the internal workings, culture, leadership team, and subtleties that make the company unique? Have you considered that your team may be the best source of knowledge and intelligence for this? Did you communicate your willingness and desire to learn from them as well, so that the learning and development process can be mutually reciprocated?

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Among DID individuals, the sharing of conscious awareness between alters exists in varying degrees. I have seen cases where there has appeared to be no amnestic barriers between individual alters, where the host and alters appeared to be fully cognizant of each other. On the other hand, I have seen cases where the host was absolutely unaware of any alters despite clear evidence of their presence. In those cases, while the host was not aware of the alters, there were alters with an awareness of the host as well as having some limited awareness of at least a few other alters. So, according to my experience, there is a spectrum of shared consciousness in DID patients. From a therapeutic point of view, while treatment of patients without amnestic barriers differs in some ways from treatment of those with such barriers, the fundamental goal of therapy is the same: to support the healing of the early childhood trauma that gave rise to the dissociation and its attendant alters. Good DID therapy involves promoting co­-consciousness. With co-­consciousness, it is possible to begin teaching the patient’s system the value of cooperation among the alters. Enjoin them to emulate the spirit of a champion football team, with each member utilizing their full potential and working together to achieve a common goal. Returning to the patients that seemed to lack amnestic barriers, it is important to understand that such co-consciousness did not mean that the host and alters were well-­coordinated or living in harmony. If they were all in harmony, there would be no “dis­ease.” There would be little likelihood of a need or even desire for psychiatric intervention. It is when there is conflict between the host and/or among alters that treatment is needed.

During the same hours of 1993 when the chopper crews in Somalia were slowly being overpowered and gunned down, there were twenty-four young boys back in the United States who would grow up to be future players in that African struggle. They had no way to know anything yet about the unique fighting group every one of them would eventually strive with all his determination to join. They also couldn’t know, though they would one day find out in person, that this particular battle corps is so elite, the candidate must first be a Navy SEAL just to attempt to get through the training - and even then, three out of four of those superb warrior-athletes fail to qualify. The group has had numerous military names during its long rise from the murky history of the early “frogmen” swimmers, to the black operations of the Underwater Demolition Teams whose only calling card was to render their targets dead, to the latest appellation as the U.S. Naval Special Warfare Development Group - or DEVGRU, for those who prefer names ugly and short. But the group is better known to the general public as the near-mythical warriors of “SEAL Team Six.” Their complex training supports a brilliantly simple task: to be the very last thing their opponents see, if they are ever seen at all.

The RNC was easy for Trump to corrupt to his will, because it had already been corrupted with voter suppression, Frank Luntz messaging, the Hastert Rule, the selling of Sarah Palin, telling different lies to different voters just to gain their support, Mitch McConnell's theft of the supreme court (assisted by those justices prevaricating at their senate hearings), to name just a few. And how about the New York Times, and all those journalists country-wide who cared more about appearing "fair and balanced" than exposing lies and corruption? We watched them not know how to handle the vilification of facts, but that, too, started before Trump (think Joe Walsh calling out "You lie!" during Obama's State of the Union, when Obama was stating facts. They reported the lack of decorum, but not the lack of veracity.) Now we watch the legal system--and its avenues for motions and appeals before, during, and after conviction--be abused and corrupted by Trump's legal team, with an assist from judges who don't even try too hard to hide their partiality. We need those who participated whose eyes have now cleared to be as forthcoming as Michael Cohen has been in exposing how and why the deeds were done, and owning their culpability. They need to come clean, to help us find ways to strengthen the frayed and fraying institutions that are barely holding together. It may be the only way through.

Launching “Buy It Now” was a large change that touched every transaction, but the eBay team also innovated across the experience for both sellers and buyers as well. With an initial success, we doubled down on innovation to drive growth. We introduced stores on eBay, which dramatically increased the amount of product offered for sale on the platform. We expanded the menu of optional features that sellers could purchase to better highlight their listings on the site. We improved the post-transaction experience on ebay.com by significantly improving the “checkout” flow, including the eventual seamless integration of PayPal on the eBay site. Each of these innovations supported the growth of the business and helped to keep that gravity at bay. Years later, Jeff became a general partner at Andreessen Horowitz, where he would kick off the firm’s success in startups with network effects, investing in Airbnb, Instacart, Pinterest, and others. I’m lucky to work with him! He recounted in an essay on the a16z blog that his strategy was to grow eBay by adding layers and layers of new revenue—like “adding layers to the cake.” You can see it visually here: Figure 12: eBay’s growth layer cake As the core US business began to look more like a line than a hockey stick, international and payments were layered on top. Together, the aggregate business started to look like a hockey stick, but underneath it was actually many new lines of business.

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The chorus of criticism culminated in a May 27 White House press conference that had me fielding tough questions on the oil spill for about an hour. I methodically listed everything we'd done since the Deepwater had exploded, and I described the technical intricacies of the various strategies being employed to cap the well. I acknowledged problems with MMS, as well as my own excessive confidence in the ability of companies like BP to safeguard against risk. I announced the formation of a national commission to review the disaster and figure out how such accidents could be prevented in the future, and I reemphasized the need for a long-term response that would make America less reliant on dirty fossil fuels. Reading the transcript now, a decade later, I'm struck by how calm and cogent I sound. Maybe I'm surprised because the transcript doesn't register what I remember feeling at the time or come close to capturing what I really wanted to say before the assembled White House press corps: That MMS wasn't fully equipped to do its job, in large part because for the past thirty years a big chunk of American voters had bought into the Republican idea that government was the problem and that business always knew better, and had elected leaders who made it their mission to gut environmental regulations, starve agency budgets, denigrate civil servants, and allow industrial polluters do whatever the hell they wanted to do. That the government didn't have better technology than BP did to quickly plug the hole because it would be expensive to have such technology on hand, and we Americans didn't like paying higher taxes - especially when it was to prepare for problems that hadn't happened yet. That it was hard to take seriously any criticism from a character like Bobby Jindal, who'd done Big Oil's bidding throughout his career and would go on to support an oil industry lawsuit trying to get a federal court to lift our temporary drilling moratorium; and that if he and other Gulf-elected officials were truly concerned about the well-being of their constituents, they'd be urging their party to stop denying the effects of climate change, since it was precisely the people of the Gulf who were the most likely to lose homes or jobs as a result of rising global temperatures. And that the only way to truly guarantee that we didn't have another catastrophic oil spill in the future was to stop drilling entirely; but that wasn't going to happen because at the end of the day we Americans loved our cheap gas and big cars more than we cared about the environment, except when a complete disaster was staring us in the face; and in the absence of such a disaster, the media rarely covered efforts to shift America off fossil fuels or pass climate legislation, since actually educating the public on long-term energy policy would be boring and bad for ratings; and the one thing I could be certain of was that for all the outrage being expressed at the moment about wetlands and sea turtles and pelicans, what the majority of us were really interested in was having the problem go away, for me to clean up yet one more mess decades in the making with some quick and easy fix, so that we could all go back to our carbon-spewing, energy-wasting ways without having to feel guilty about it. I didn't say any of that. Instead I somberly took responsibility and said it was my job to "get this fixed." Afterward, I scolded my press team, suggesting that if they'd done better work telling the story of everything we were doing to clean up the spill, I wouldn't have had to tap-dance for an hour while getting the crap kicked out of me. My press folks looked wounded. Sitting alone in the Treaty Room later that night, I felt bad about what I had said, knowing I'd misdirected my anger and frustration. It was those damned plumes of oil that I really wanted to curse out.

I saw Clinton again during the signing of the peace treaty with Jordan in Israel’s Arava Valley in 1995. That year, I also sent him my third book on terrorism, Fighting Terrorism, and he sent me back a cordial letter. Notwithstanding his civility, I knew his administration would do anything to defeat me. In fact they did. Totally committed to the idea of a fully independent Palestine, they were not aware that Rabin himself had been opposed to such a state. Clinton sent his number one campaign strategist, James Carville, his pollster Stan Greenberg and his top team of experts to Israel to help tip the scales in Peres’s favor. Special envoy Dennis Ross would later say, “We did everything we could to help Peres,” and Clinton’s national security advisor, Sandy Berger, would also later admit, “If there was ever a time that we tried to influence an Israeli election, it was Peres vs. Netanyahu.”23 Normally such an outrageous and systemic interference in another democracy’s elections would elicit outcries of protest from the press in America and Israel alike. No such protests were heard. Totally supportive of Peres, the press in both Israel and the United States was silent. Though the odds were stacked against us, we weren’t fazed. “About Carville,” Arthur said, “we can beat him.” Clinton and Peres organized an international peace conference in Sharm el-Sheikh a few weeks before the elections. Peres, Clinton, President Hosni Mubarak of Egypt, King Hussein of Jordan, and Arafat all showed up and danced the dance. Yet a few months earlier, soon after Peres was installed without an election as replacement prime minister following Rabin’s assassination, King Hussein had sent me a message through his brother Crown Prince Hassan, asking: Would I meet Hassan secretly in London? In a London flat the crown prince and I hit it off immediately. I liked Hassan. Straightforward, with a humorous streak, he didn’t even attempt to hide his concern about a Peres victory. Though they wouldn’t admit it publicly, he and many Jordanian officials I met over the years were concerned that an armed Palestinian state could destroy the Hashemite regime and take over Jordan.

Jones, along with the US military attaché in Indonesia, took Subandrio’s advice. He emphasized to Washington that the United States should support the Indonesian military as a more effective, long-term anticommunist strategy. The country of Indonesia couldn’t be simply broken into pieces to slow down the advance of global socialism, so this was a way that the US could work within existing conditions. This strategic shift would begin soon, and would prove very fruitful. But behind the scenes, the CIA boys dreamed up wild schemes. On the softer side, a CIA front called the Congress for Cultural Freedom, which funded literary magazines and fine arts around the world, published and distributed books in Indonesia, such as George Orwell’s Animal Farm and the famous anticommunist collection The God That Failed.33 And the CIA discussed simply murdering Sukarno. The Agency went so far as to identify the “asset” who would kill him, according to Richard M. Bissell, Wisner’s successor as deputy director for plans.34 Instead, the CIA hired pornographic actors, including a very rough Sukarno look-alike, and produced an adult film in a bizarre attempt to destroy his reputation. The Agency boys knew that Sukarno routinely engaged in extramarital affairs. But everyone in Indonesia also knew it. Indonesian elites didn’t shy away from Sukarno’s activities the way the Washington press corps protected philanderers like JFK. Some of Sukarno’s supporters viewed his promiscuity as a sign of his power and masculinity. Others, like Sumiyati and members of the Gerwani Women’s Movement, viewed it as an embarrassing defect. But the CIA thought this was their big chance to expose him. So they got a Hollywood film crew together.35 They wanted to spread the rumor that Sukarno had slept with a beautiful blond flight attendant who worked for the KGB, and was therefore both immoral and compromised. To play the president, the filmmakers (that is, Bing Crosby and his brother Larry) hired a “Hispanic-looking” actor, and put him in heavy makeup to make him look a little more Indonesian. They also wanted him bald, since exposing Sukarno—who always wore a hat—as such might further embarrass him. The idea was to destroy the genuine affection that young Sakono, and Francisca, and millions of other Indonesians, felt for the Founding Father of their country. The thing was never released—not because this was immoral or a bad idea, but because the team couldn’t put together a convincing enough film.36

By the time Jessica Buchanan was kidnapped in Somalia on October 25, 2011, the twenty-four boys back in America who had been so young during the 1993 attack on the downed American aid support choppers in Mogadishu had since grown to manhood. Now they were between the ages of twenty-three and thirty-five, and each one had become determined to qualify for the elite U.S. Navy unit called DEVGRU. After enlisting in the U.S. Navy and undergoing their essential basic training, every one of them endured the challenges of BUDS (Basic Underwater Demolition/SEAL) training, where the happy goal is to become “drownproofed” via what amounts to repeated semidrowning, while also learning dozens of ways to deliver explosive death and demolition. This was only the starting point. Once qualification was over and the candidates were sworn in, three-fourths of the qualified Navy SEALS who tried to also qualify for DEVGRU dropped out. Those super-warriors were overcome by the challenges, regardless of their peak physical condition and being in the prime of their lives. This happened because of the intensity of the training. Long study and practice went into developing a program specifically designed to seek out and expose any individual’s weakest points. If the same ordeals were imposed on captured terrorists who were known to be guilty of killing innocent civilians, the officers in charge would get thrown in the brig. Still, no matter how many Herculean physical challenges are presented to a DEVGRU candidate, the brutal training is primarily mental. It reveals each soldier’s principal foe to be himself. His mortal fears and deepest survival instinct emerge time after time as the essential demons he must overcome. Each DEVGRU member must reach beyond mere proficiency at dealing death. He must become two fighters combined: one who is trained to a state of robotic muscle memory in specific dark skills, and a second who is fluidly adaptive, using an array of standard SEAL tactics. Only when he can live and work from within this state of mind will he be trusted to pursue black operations in every form of hostile environment. Therefore the minority candidate who passes into DEVGRU becomes a member of the “Tier One” Special Mission Unit. He will be assigned to reconnaissance or assault, but his greatest specialty will always be to remain lethal in spite of rapidly changing conditions. From the day he is accepted into that elite tribe, he embodies what is delicately called “preemptive and proactive counterterrorist operations.” Or as it might be more bluntly described: Hunt them down and kill them wherever they are - and is possible, blow up something. Each one of that small percentage who makes it through six months of well-intended but malicious torture emerges as a true human predator. If removing you from this world becomes his mission, your only hope of escaping a DEVGRU SEAL is to find a hiding place that isn’t on land, on the sea, or in the air.

Fourth and finally, I must point out that any philosophical view is unlikely to gain wide acceptance among either philosophers or the wider public. This is especially true of a view like cognitivist misanthropy. Human beings excel at ignoring or denying unpleasant ideas, regardless of strong evidence in their favor—climate change, racism, evolution, heliocentrism, and so on. The idea that one’s own species is bad is especially unpleasant, so it is untenable to think that human beings would adopt the misanthropist view at any appreciable scale. To take an analogy, we might consider the epistemic standards of the home crowd at any sporting event. When judging the quality of the officiating, the crowd relies on the standard of whether or not the officials’ calls favor the home team. The crowd approves of calls that are to the benefit of its favored team while disapproving vehemently of calls that are to that team’s detriment. It matters not to the crowd whether the officials’ calls are, in fact, correct. Even if video replay clearly shows that the home team violated one of the rules of the game, the crowd will repudiate the officials’ “unfair” treatment of its team. I suspect that the public’s estimation of cognitivist misanthropy would be similar, in the unlikely event that anyone outside academia learns of it. The view would be rejected because it is unpleasant or perhaps because it does not fit with preconceptions. In that case, there is virtually no chance for cognitivist misanthropy to cause harm, because there is virtually no chance that it will be accepted by more than a few people. One might object that my analogy is unfair. The behavior of a crowd at a sporting event should not be taken too seriously. It is merely in good fun that the crowd abandons reasonable epistemic standards for a few hours, and surely the individuals who comprise such crowds return to reason when it comes to serious matters. I wish that were true, but the analogy seems apt to me, at least in many arenas of human life. Politics is an obvious example. It is very difficult to look at elections, for example, as involving much in the way of epistemic reasonableness. Support or opposition to some candidate or policy seems to depend on cultural commitments to a far greater extent than considerations of facts, coherence, plausibility, the content of a candidate’s platform, and so on. For instance, when asked by pollsters, a high proportion of supporters of Donald Trump claim to believe many obvious falsehoods. This is puzzling if we assume that the respondents are behaving as genuine epistemic agents who seek to understand reality. How could persons capable of running their own lives believe in absurd conspiracy theories, for example? If we instead assume that the respondents are behaving as supporters of their favored “team,” their behavior makes much more sense. When it comes to politics and social issues, many people simply do not care very much about the truth. Instead, they are invested in promoting the “right” candidate, value, idea, or institution. This is not limited to false views.

Ellen Braun, an accomplished agile manager, noticed that different behaviors emerge over time as telltale signs of a team’s emotional maturity, a key component in their ability to adjust as things happen to them and to get to the tipping point when “an individual’s self interest shifts to alignment with the behaviors that support team achievement” (Braun 2010). It is better to know some of the questions than all of the answers. —James Thurber Team Dynamics Survey Ellen created a list of survey questions she first used as personal reflection while she observed teams in action. Using these questions the same way, as a pathway to reflection, an agile coach can gain insight into potential team problems or areas for emotional growth. Using them with the team will be more insightful, perhaps as material for a retrospective where the team has the time and space to chew on the ideas that come up. While the team sprints, though, mull them over on your own, and notice what they tell you about team dynamics (Braun 2010). • How much does humor come into day-to-day interaction within the team? • What are the initial behaviors that the team shows in times of difficulty and stress? • How often are contradictory views raised by team members (including junior team members)? • When contradictory views are raised by team members, how often are they fully discussed? • Based on the norms of the team, how often do team members compromise in the course of usual team interactions (when not forced by circumstances)? • To what extent can any team member provide feedback to any other team member (think about negative and positive feedback)? • To what extent does any team member actually provide feedback to any other team member? • How likely would it be that a team member would discuss issues with your performance or behavior with another team member without giving feedback to you directly (triangulating)? • To what extent do you as an individual get support from your team on your personal career goals (such as learning a new skill from a team member)? • How likely would you be to ask team members for help if it required your admission that you were struggling with a work issue? • How likely would you be to share personal information with the team that made you feel vulnerable? • To what extent is the team likely to bring into team discussions an issue that may create conflict or disagreement within the team? • How likely or willing are you to bring into a team discussion an issue that is likely to have many different conflicting points of view? • If you bring an item into a team discussion that is likely to have many different conflicting points of view, how often does the team reach a consensus that takes into consideration all points of view and feels workable to you? • Can you identify an instance in the past two work days when you felt a sense of warmth or inclusion within the context of your team? • Can you identify an instance in the past two days when you felt a sense of disdain or exclusion within the context of your team? • How much does the team make you feel accountable for your work? Mulling over these questions solo or posing them to the team will likely generate a lot of raw material to consider. When you step back from the many answers, perhaps one or two themes jump out at you, signaling the “big things” to address.