Synergy Work Quotes

Teamwork makes the dream work

It's good when employees enjoy working with each other and contribute to each other's productivity. That's an indicator of synergy within a company.

Working together as a team helps build a cohesive organization.

The life's work of Walt Disney and Ray Kroc had come full-circle, uniting in perfect synergy. McDonald's began to sell its hamburgers and french fries at Disney's theme parks. The ethos of McDonaldland and of Disneyland, never far apart, have finally become one. Now you can buy a Happy Meal at the Happiest Place on Earth.

The net is not a net until it begins to work. Work your network today!

Individual talent is an obstruction principally among teams that employ the facade of a synergy to diminish the majorities mediocrity.

Technology worked in synergy with an operator’s acumen, not in place of it.

Managing a portfolio is like managing a garden. You don’t just want different kinds of plants in your garden. You want those different plants to have synergy and to work together harmoniously to maximize productivity. In the same way, when different elements in the portfolio have synergy and work together to help each other maximize individual productivity, their collective yields can then be reinvested to maximize the productivity of the whole portfolio. There’s a compounding effect and a multiplicative value effect that takes place with the permaculture investing approach.

The more we are united in our spirits, souls, and strengths, the more we will work hard through synergy for the great of everyone.

She points to where he went and looks to the neutral Baumen. “He—he did that to me on purpose! He’s insane. Literally, insane!” The munchkin just shrugs. “Welcome aboard!” and returns unconcerned to his work.

financial intelligence is a synergy of accounting, investing, marketing, and law. Combine those four technical skills and making money with money is easier than most people would believe. When it comes to money, the only skill most people know is to work hard.

But Sony couldn’t. It had pioneered portable music with the Walkman, it had a great record company, and it had a long history of making beautiful consumer devices. It had all of the assets to compete with Jobs’s strategy of integration of hardware, software, devices, and content sales. Why did it fail? Partly because it was a company, like AOL Time Warner, that was organized into divisions (that word itself was ominous) with their own bottom lines; the goal of achieving synergy in such companies by prodding the divisions to work together was usually elusive. Jobs did not organize Apple into semiautonomous divisions; he closely controlled all of his teams and pushed them to work as one cohesive and flexible company, with one profit-and-loss bottom line. “We don’t have ‘divisions’ with their own P&L,” said Tim Cook. “We run one P&L for the company.

As an artist, the voices you listen to ought to align with that inner Voice that knows who you are. When that foundation is set, then the rest of the voices can begin to build and work together, becoming the voice of a community, adding synergy and depth to your art that you couldn’t possibly manufacture on your own.

In reality, for anybody to make real impact, he ought to be real. He ought to know the real position of materialism in purposefulness. He ought to understand the real reasons to act and the consequences for staying dormant. He ought to know the people who matter most in making true impacts and build the best synergy. As a matter of fact, he ought to be ready to embrace the real challenges that come with staying purposeful and making real impact. In fact, he ought to be able to turn what least counts and what is so uncanny to what really counts. He ought to be a mindset changer.He ought to know the real essence of time and timing and the value of patience and assertiveness. He ought to be strong. Living to leave footprints that count is what will make us count

I don't worry about how other people perceive me. I figure out what I want, and I work very hard to make it happen. Simple recipe. I didn't achieve any goals by having it given to me on a silver platter, through fibbing or exaggeration, nor through favours. When you work hard, the universe almost always brings people to you - synergy. The universe will reflect the energy you give it. Stop worrying about what other people think of you, or worrying about the limit(s) they have, in their heads, about your potential. The universe will bring you into your purpose organically. Nothing out of force tastes as good as what you have worked your ass off to achieve, and for which the universe synergistically opens up for you, and brings into your world. As well it is not about proving other people wrong; first and foremost prove your own negative inner voice wrong. The inner voice that internalized the negative energies of others. Sometimes we are our own biggest hurdle. And as a subsequent outcome of rewiring your inner voice, you'll leave others speechless at contesting their limitations of you...seeing the supernova you are.

Synergy refers to the interaction of elements that when combined produce a total effect that is greater than the sum of the individual elements. In the context of your business, consider how a team can put forth a collaborative effort that exceeds an individual’s output. Now on task, you may begin to share the key parts of your plan with the pillars of your business or family. Embrace the opportunity and be enthusiastic as you are assigning responsibilities. Everyone needs to have a “paddle in the canoe” and work in synchronicity to achieve the desired outcome.

The work of God requires stamina. Nehemiah sustained his stamina even through staggering difficulties. He persisted through both ridicule and discouragement, and he remained faithful when tempted to compromise. This tenacity is required of leaders who will make a difference. Will you crumble under the pressures, or will you face the trials with God’s strength? Many today question the possibility of revival. These naysayers see only the decaying moral condition of society and the disappointing lukewarm condition of churches. Revival, however, is not dependent on or the result of a flourishing spiritual condition. Some of the greatest revivals in Scripture came during the darkest times. Let us not look at the rubbish, but at Christ, the Rock, who can rebuild our country through revival. Let us be leaders God can use to bring revival. Nehemiah was not a man to sit idly by when there was tremendous need. Neither was he a man to attempt meeting such need in his own strength. God used Nehemiah to bring revival because Nehemiah began with supplication for God’s forgiveness and power. The task of rebuilding the walls could never have been completed by one man alone; it needed a leader who understood the power of synergy. Nehemiah’s willingness to be personally involved in the work, as well as his ability to convey the need to others, resulted in a task force that completed this enormous building project in a mere fifty-two days—to the glory of God. Like any godly leader, Nehemiah did not go unchallenged. Yet, he sustained his stamina in the face of every opposition. Nehemiah’s life proves that revival is possible, even when it appears the most unlikely. God sends revival through leaders willing to make a difference.

Plants have long been, and still are, humanity’s primary medicines. They possess certain attributes that pharmaceuticals never will: 1) their chemistry is highly complex, too complex for resistance to occur — instead of a silver bullet (a single chemical), plants often contain hundreds to thousands of compounds; 2) plants have developed sophisticated responses to bacterial invasion over millions of years — the complex compounds within plants work in complex synergy with each other and are designed to deactivate and destroy invading pathogens through multiple mechanisms, many of which I discuss in this book; 3) plants are free; that is, for those who learn how to identify them where they grow, harvest them, and make medicine from them (even if you buy or grow them yourself, they are remarkably inexpensive); 4) anyone can use them for healing — it doesn’t take 14 years of schooling to learn how to use plants for your healing; 5) they are very safe — in spite of the unending hysteria in the media, properly used herbal medicines cause very few side effects of any sort in the people who use them, especially when compared to the millions who are harmed every year by pharmaceuticals (adverse drug reactions are the fourth leading cause of death in the United States, according to the Journal of the American Medical Association); and 6) they are ecologically sound. Plant medicines are a naturally renewable resource, and they don’t cause the severe kinds of environmental pollution that pharmaceuticals do — one of the factors that leads to resistance in microorganisms and severe diseases in people.

So, all told, we’re under at least two kinds of illusions. One is about the nature of the conscious self, which we see as more in control of things than it actually is. The other illusion is about exactly what kind of people we are—namely, capable and upstanding. You might call these two misconceptions the illusion about our selves and the illusion about ourselves. They work in synergy. The first illusion helps us convince the world that we are coherent, consistent actors: we don’t do things for no reason, and the reasons we do them make sense; if our behaviors merit credit or blame, there is an inner us that deserves that credit or blame. The second illusion helps convince the world that what we deserve is credit, not blame; we’re more ethical than the average person, and we’re more productive than the average teammate. We have beneffectance.

Having studied workplace leadership styles since the 1970s, Kets de Vries confirmed that language is a critical clue when determining if a company has become too cultish for comfort. Red flags should rise when there are too many pep talks, slogans, singsongs, code words, and too much meaningless corporate jargon, he said. Most of us have encountered some dialect of hollow workplace gibberish. Corporate BS generators are easy to find on the web (and fun to play with), churning out phrases like “rapidiously orchestrating market-driven deliverables” and “progressively cloudifying world-class human capital.” At my old fashion magazine job, employees were always throwing around woo-woo metaphors like “synergy” (the state of being on the same page), “move the needle” (make noticeable progress), and “mindshare” (something having to do with a brand’s popularity? I’m still not sure). My old boss especially loved when everyone needlessly transformed nouns into transitive verbs and vice versa—“whiteboard” to “whiteboarding,” “sunset” to “sunsetting,” the verb “ask” to the noun “ask.” People did it even when it was obvious they didn’t know quite what they were saying or why. Naturally, I was always creeped out by this conformism and enjoyed parodying it in my free time. In her memoir Uncanny Valley, tech reporter Anna Wiener christened all forms of corporate vernacular “garbage language.” Garbage language has been around since long before Silicon Valley, though its themes have changed with the times. In the 1980s, it reeked of the stock exchange: “buy-in,” “leverage,” “volatility.” The ’90s brought computer imagery: “bandwidth,” “ping me,” “let’s take this offline.” In the twenty-first century, with start-up culture and the dissolution of work-life separation (the Google ball pits and in-office massage therapists) in combination with movements toward “transparency” and “inclusion,” we got mystical, politically correct, self-empowerment language: “holistic,” “actualize,” “alignment.

Managers handle parallel projects all the time. They juggle with people, work tasks, and goals to ensure the success of every project process. However, managing projects, by design, is not an easy task. Since there are plenty of moving parts, it can easily become disorganized and chaotic. It is vital to use an efficient project management system to stay organized at work while designing and executing projects. Project Management Online Master's Programs From XLRI offers unique insights into project management software tools and make teams more efficient in meeting deadlines. How can project management software help you? Project management tools are equipped with core features that streamline different processes including managing available resources, responding to problems, and keeping all the stakeholders involved. Having the best project management software can make a significant influence on the operational and strategic aspects of the company. Here is a list of 5 key benefits to project professionals and organizations in using project management software: 1. Enhanced planning and scheduling Project planning and scheduling is an important component of project management. With project management systems, the previous performance of the team relevant to the present project can be accessed easily. Project managers can enroll in an online project management course to develop a consistent management plan and prioritize tasks. Critical tasks like resource allocation, identification of dependencies, and project deliverables can be completed comfortably using project management software. 2. Better collaboration Project teams sometimes have to handle cross-functional projects along with their day to day responsibilities. Communication between different team members is critical to avoid expensive delays and precludes the waste of precious resources. A key upside of project management software is that it makes effectual collaboration extremely simple. All project communication is stored in a universally accessible place. The project management online master's program offers unique insights to project managers on timeline and status updates which leads to a synergy between the team’s functions and project outcomes. 3. Effective task delegation Assigning tasks to team members in a fair way is a challenging proposition for most project managers. With a project management program, the delegation of project tasks can be easily done. In most instances, these programs send out automatic reminders when deadlines are approaching to ensure a smooth and efficient project workflow. 4. Easier File access and sharing Important documents should be safely accessed and shared among team members. Project management tools provide cloud-based storage which enables users to make changes, leave feedback and annotate easily. PM software logs any user changes to ensure project transparency within the team. 5. Easier integration of new members Project managers are responsible to get new members up to speed on the important project parameters within a short time. Project management online master's programs from XLRI Jamshedpuroffer vital learning to management professionals in maintaining a project log and in simplistically visualizing the complete project. Takeaway Choosing the perfect PM software for your organization helps you to effectively collaborate to achieve project success. Simple and intuitive PM tools are useful to enhance productivity in remote-working employees.

Another common issue is the lack of interdisciplinarity in the transformation. In our experience, the highest impact is the result of multi-lever end-to-end process automation – not small, siloed implementations, focused on one single technology lever. To achieve this, management should advocate for getting the right talents from across the different parts of an organization to work together (e.g., data scientists, developers, business analysts). Interdisciplinarity is also about avoiding limiting the transformation to the implementation of one single technology lever (e.g., RPA), and about implementing IA on end-to-end processes instead of only a few process tasks. By combining talents and technology levers and targeting end-to-end processes, the organization will create synergies, build economies of scale, and remove potential bottlenecks. Organizations failing to achieve this are not able to scale their IA transformation.

and then back toward science when he was young, to the happenstance procedural modifications that allowed him, as a student, to detect what others had missed. In many ways, his path echoed the unpredictable journey that cells take as they find their own way in the cellular society, following their internal compasses at the same time that they respond to outside influences. For as we have already seen, embryonic development is the archetypal example of nature and nurture working in synergy.

Leaders’ Tip As a Leader, you should be making a welcome phone call to every new distributor in your team, and encourage all others in the sponsorship line to do the same to each new person. There are so many benefits to this: – a different voice who they can create synergy and rapport with; – tips and advice; – helps the new person feel a sense of belonging and part of something special; – makes them realise there’s plenty of support and a totally different working environment to anything they’ve experienced before. I think this approach increases retention considerably and it is something I have used and taught regularly in my business and when speaking abroad.

He encouraged us to work with people smarter than we were and to bring smart people together to work as a team. Today it would be called a synergy of professional specialities.

Late 2012 Andy’s Correspondence   Young, India has a way of changing a worldview. It was everything I had expected, still unexpected. Although I had seen poverty, I had not witnessed impoverishment such as I saw in India. Much like you, I found it trying, to keep a jaunty demeanor in the company of our hosts, when the majority of India’s denizens suffer from malnourishment and poverty. It was difficult to refrain from extending a helping hand – but, I knew I could not reach out to one, without becoming vulnerable to all.               I shed many a tear pondering over this universal question, asked by many, “Why is this happening, and how will it end for these destitute souls?” These are unanswerable questions to which only the Creator can reply.               During times of uncertainty, I was grateful to have your teacher, Dubois, to provide me with his admirable insights. His work (on Zentology) had helped many find equilibrium and solace within their inner and outer worlds. After he received his doctorate, I read several of his books, which helped me during my tumultuous years in New Zealand.               What transpired after our separation I have mentioned earlier – Tony, my ex-boyfriend, was not an easy person. His concept of love bordered on maniacal possession, not an easing into life’s rhythmic synergies, nor allowing rather than controlling. Maneuvering within his taxing negativity left me drained. Dubois’ books and meditation techniques helped me distance myself from this challenging situation, and after some time, I was left with little choice but to depart for Canada.

When a really difficult thing is being worked on and you get synergy from the small team in just the right way, you can’t describe it. It’s like love. It is love,” says Alan Kay, a visionary computer scientist who worked at Xerox PARC, Apple, and Atari. “You’re trying to nurture this thing that is not alive into being alive.” 18

There are other problems more closely related to the question of culture. The poor fit between large scale and Korea’s familistic tendencies has probably been a net drag on efficiency. The culture has slowed the introduction of professional managers in situations where, in contrast to small-scale Chinese businesses, they are desperately needed. Further, the relatively low-trust character of Korean culture does not allow Korean chaebol to exploit the same economies of scale and scope in their network organization as do the Japanese keiretsu. That is, the chaebol resembles a traditional American conglomerate more than a keiretsu network: it is burdened with a headquarters staff and a centralized decision-making apparatus for the chaebol as a whole. In the early days of Korean industrialization, there may have been some economic rationale to horizontal expansion of the chaebol into unfamiliar lines of business, since this was a means of bringing modern management techniques to a traditional economy. But as the economy matured, the logic behind linking companies in unrelated businesses with no obvious synergies became increasingly questionable. The chaebol’s scale may have given them certain advantages in raising capital and in cross-subsidizing businesses, but one would have to ask whether this represented a net advantage to the Korean economy once the agency and other costs of a centralized organization were deducted from the balance. (In any event, the bulk of chaebol financing has come from the government at administered interest rates.) Chaebol linkages may actually serve to hold back the more competitive member companies by embroiling them in the affairs of slow-growing partners. For example, of all the varied members of the Samsung conglomerate, only Samsung Electronics is a truly powerful global player. Yet that company has been caught up for several years in the group-wide management reorganization that began with the passing of the conglomerate’s leadership from Samsung’s founder to his son in the late 1980s.72 A different class of problems lies in the political and social realms. Wealth is considerably more concentrated in Korea than in Taiwan, and the tensions caused by disparities in wealth are evident in the uneasy history of Korean labor relations. While aggregate growth in the two countries has been similar over the past four decades, the average Taiwanese worker has a higher standard of living than his Korean counterpart. Government officials were not oblivious to the Taiwanese example, and beginning in about 1981 they began to reverse somewhat their previous emphasis on large-scale companies by reducing their subsidies and redirecting them to small- and medium-sized businesses. By this time, however, large corporations had become so entrenched in their market sectors that they became very difficult to dislodge. The culture itself, which might have preferred small family businesses if left to its own devices, had begun to change in subtle ways; as in Japan, a glamour now attached to working in the large business sector, guaranteed it a continuing inflow of Korea’s best and brightest young people.73

What does it mean to be an 'open source' society? What does one mean when one says one has an 'open mind'? Open source means that its a society everybody can work on improving. It has a synergy that allows the best minds to float on top, since there is no entropical hierarchy of mediocrity - once everything stays fluid there is the odd chance for genius elements to actually lead. Such is the case now in Turkey. The protesters are a fluid synergy that have no entropical leadership, and thus the most brilliant PR moves are made by the resistance, who are opposed by the worst sort of mediocrity that is totally at odds with reality. An 'open mind' follows a similar process, but in this case the entropy hides in the hierarchy of ideas that is implanted in the brain: once a person follows mediocre ideas - such as the 'idea' that 'marriage is the meaning of life' or 'having a job is the purpose of existence' etc - then the phenomenon of the 'open mind' becomes already impossible, for there is an internal hierarchy of entropy present that will prevent any sort of original impulse to have the meaning it truly has. Hence, the only way to escape the mediocrity of ones own mind is to allow anything to build and revise it.

And I learned that when people leave their egos at the starting line in pursuit of a common goal and form a deep and genuine connection to one another along the way—otherwise known as human synergy—they create a beautiful and unstoppable force that can handle whatever the winds, the mountains, the rivers and the jungles throw their way.

FORCE FIELD ANALYSIS In an interdependent situation, synergy is particularly powerful in dealing with negative forces that work against growth and change. Sociologist Kurt Lewin developed a “Force Field Analysis” model in which he described any current level of performance or being as a state of equilibrium between the driving forces that encourage upward movement and the restraining forces that discourage it. Driving forces generally are positive, reasonable, logical, conscious, and economic. In juxtaposition, restraining forces are often negative, emotional, illogical, unconscious, and social/psychological. Both sets of forces are very real and must be taken into account in dealing with change.

Trust is the essential quality in any team relationship. Team members will not work interdependently with anyone they do not trust. And without interdependence there can be no effective division of the task, no leverage of the gifts and skills of individual team members, and therefore, no synergy. No trust, no relationship, no team.

Workings to your strength will not only get you noticed but will also create opportunities for growth and advancement.

Life is a team sport, and with the right attitude and skills, you can find synergistic answers to complex problems—not all of the time, but most of the time. To find 3rd Alternatives, you have to believe they exist. You have to believe in the idea that by working together, we can find a solution that is better than what either of us had in mind. If you don’t believe this—if you’re thinking synergy is unrealistic and that it is either your way or my way—you will never master it.

Public Victory does not mean victory over other people. It means success in effective interaction that brings mutual beneficial results to everyone involved. Public Victory means working together, communicating together, making things happen together that even the same people couldn't make happen by working independently. And Public Victory is an outgrowth of the Abundance Mentality paradigm.

Typically, in an acquisition, all the focus is on integration, on synergies, and on getting the right leadership in place. But synergy is not strategy. Strategy mattered most. We believed that P&G and Gillette were a good strategic fit and that Gillette’s capabilities married well with P&G’s. We believed that P&G could leverage that common ground to build new capabilities where it needed them.

Pathogen disgust promotes physical avoidance, expulsion (e.g. vomiting), and cleaning behaviors. Disgust can also trigger activation of the security system; indeed, the two systems often work in synergy.

This was where he spent the rest of the day, in meeting after meeting. At one point he was pretty sure he was having a meeting about a meeting he was going to have later in the day. Dave reckoned that he could recreate his work day by slamming his head in a door while someone poured cold coffee over him and repeatedly shouted, 'Synergies!'.

There is no ownership of creativity. Even though it tends to be primarily associated with the arts, creative thinking is found in many disciplines and areas of work.

Need for Emotional Intelligence in leadership and executive management roles : Low EI delays accomplishment of organisational goals. Managers frequently stumble under work pressure, potentially undermining their executive presence and fracturing team synergy. I advocate the 'SPC key' as I call it —Self-introspection, Patience, and Coherent Communication and Coordination. To augment emotional intelligence, leaders must cultivate self-awareness by identifying emotional triggers and exercising patience, while simultaneously fostering empathy through active listening and a nuanced understanding of stakeholder perspectives to adeptly implement their requirements. Moreover, nurturing transparent communication and effective conflict resolution, alongside developing social awareness, can profoundly enhance emotional intelligence and bolster overall leadership efficacy.

Was he about to ask me out?

If you want to know more or have any queries, just knock us here– Email: usasmmworld@gmail.com Telegram: @Usasmmworld Skype: Usasmmworld WhatsApp: +1 971 915 3679 The Significance of Gmail Accounts- Gmail accounts have become a cornerstone of online communication. They serve as a gateway to countless services and applications, making them indispensable for both individuals and businesses. The significance of Gmail extends beyond just sending emails. It provides users with access to Google Drive, Calendar, and various productivity tools that enhance collaboration. This integration fosters seamless workflows in today’s fast-paced environment. Moreover, having a Gmail account lends credibility. Many platforms require a valid email address for verification purposes; therefore, owning an established Gmail account can facilitate easier sign-ups and engagement. For marketers, Gmail is crucial as it offers advanced features like filters and labels that help organize communications efficiently. This organizational capability is key when managing customer interactions or leads effectively. In essence, the importance of having reliable Gmail accounts cannot be overstated—they are vital assets in navigating our increasingly digital world. What is the Integration of new and old Gmail with Other Google Tools? The integration of both new and old Gmail accounts with other Google tools creates a seamless experience for users. With just one login, you gain access to essential applications like Google Drive, Calendar, and Docs. This interconnectedness enhances productivity by allowing easy file sharing and collaborative work. For businesses, the ability to manage emails alongside project management tools in Workspace can streamline operations significantly. Teams can schedule meetings directly from their inboxes using Google Calendar or store important files in Drive without switching platforms. Moreover, features like Hangouts facilitate instant communication between team members. Whether you're sending an email or setting up a virtual meeting, everything is at your fingertips. This synergy not only saves time but also boosts efficiency whether managing personal tasks or running a business operation. The result is a comprehensive ecosystem that supports diverse needs while ensuring consistency across various platforms.

Rich dad encouraged Mike and me to know a little about a lot. He encouraged us to work with people smarter than we were and to bring smart people together to work as a team. Today it would be called a synergy of professional specialities.

And the main thing that was wrong was that everything seemed to have gotten just a little worse, or at best remained the same. You would have predicted that at least a few facets of everyday life would improve markedly in twenty-two years. Her father contended the War was behind it all: any person who showed a shred of talent was sucked up by UNEF; the very best fell to the Elite Conscription Act and wound up being cannon fodder. It was hard not to agree with him. Wars in the past often accelerated social reform, provided technological benefits, even sparked artistic activity. This one, however, seemed tailor-made to provide none of these positive by-products. Such improvements as had been made on late-twentieth-century technology were—like tachyon bombs and warships two kilometers long—at best, interesting developments of things that only required the synergy of money and existing engineering techniques. Social reform? The world was technically under martial law. As for art, I’m not sure I know good from bad. But artists to some extent have to reflect the temper of the times. Paintings and sculpture were full of torture and dark brooding; movies seemed static and plotless; music was dominated by nostalgic revivals of earlier forms; architecture was mainly concerned with finding someplace to put everybody; literature was damn near incomprehensible. Most people seemed to spend most of their time trying to find ways to outwit the government, trying to scrounge a few extra K’s or ration tickets without putting their lives in too much danger. And in the past, people whose country was at war were constantly in contact with the war. The newspapers would be full of reports, veterans would return from the front; sometimes the front would move right into town, invaders marching down Main Street or bombs whistling through the night air—but always the sense of either working toward victory or at least delaying defeat. The enemy was a tangible thing, a propagandist’s monster whom you could understand, whom you could hate. But this war...the enemy was a curious organism only vaguely understood, more often the subject of cartoons than nightmares. The main effect of the war on the home front was economic, unemotional-more taxes but more jobs as well. After twenty-two years, only twenty-seven returned veterans; not enough to make a decent parade. The most important fact about the war to most people was that if it ended suddenly, Earth’s economy would collapse.

The problem with academia is that it is about being good at remembering things like chemical formulae and theories, because that is what you have to regurgitate. But children are not allowed to learn through experimenting and experience. This is a great pity. You need both.” One of the most powerful aspects of the Dyson story is that it evokes a point that was made in chapter 7; namely, that technological change is often driven by the synergy between practical and theoretical knowledge. One of the first things Dyson did when he had the insight for a cyclone cleaner was to buy two books on the mathematical theory of how cyclones work. He also went to visit the author of one of those books, an academic named R. G. Dorman.22 This was hugely helpful to Dyson. It allowed him to understand cyclone dynamics more fully. It played a role in directing his research and gave him a powerful background on the mathematics of separation efficiency. But it was by no means sufficient. The theory was too abstract to lead him directly to the precise dimensions that would deliver a functional vacuum cleaner. Moreover, as Dyson iterated his device, he discovered that the theory had flaws. Dorman’s equation predicted that cyclones would only be able to remove fine dust down to a lower limit of 20 microns. But Dyson quickly broke through this theoretical limit. By the end, his cyclone could separate dust smaller than 0.3 micron (this is approximately the size of the particles in cigarette smoke). Dyson’s practical engagement with the problem had forced a change in the theory. And this is invariably how progress happens. It is an interplay between the practical and the theoretical, between top-down and bottom-up, between creativity and discipline, between the small picture and the big picture. The crucial point—and the one that is most dramatically overlooked in our culture—is that in all these things, failure is a blessing, not a curse. It is the jolt that inspires creativity and the selection test that drives evolution.

Each of us must make it our priority and personal responsibility to stay in harmony with our fellowman. Harmony is not just about creating a pleasant environment; it produces synergy. The best way to explain synergy is to say that a hand is much more effective than five fingers working independently. I tested this theory one day using dumbbells. I wanted to determine the maximum number of pounds each of my fingers could lift independently. Two pounds was the limit. I then tested my capability with my fingers working together. I rationalized that five fingers times two pounds each should yield a maximum of ten pounds. Not so. I lifted thirty-five pounds!

In work, we try to mask our weirdness with professionalism (I hate this word). We can wear suits or grey skirts and use the latest marketing jargon. “Synergy!” “Viral!” “Conversion!” Be careful not to swear, get too excited or passionate, and definitely do not let your personality shine through.

Nobody sums up this synergy between visitors, residents and relocation better than Maura Gast, Executive Director at Visit Irving TX. Her oft repeated mantra is: “If you build a place where people want to visit, you'll build a place where people want to live. If you build a place where people want to live, you'll build a place where people have to work. If you build a place where people want to work, you'll build a place where business has to be. And, if you build a place where business wants to be, you'll be back to building a place where people want to visit. It all starts with the visit...and that visit doesn't happen without us (the DMO).

This passage begins by asserting that even such an ordinary and voluntary action as calling Jesus lord requires the cooperation of the Spirit. It goes on to list a variety of spiritual gifts, each one an energēma (something performed) of the Spirit. They include not only extraordinary gifts like the working of miracles, but also more ordinary qualities such as faith and the “word of wisdom.” Again there is no dividing line between the natural and the divine. Any believer is called to a life of continual cooperation with the Spirit, a cooperation that can manifest itself in any number of ways, both exceptional and mundane. To speak of synergy could be misleading if it suggested a picture of two equal agents who simply choose to work together. Plainly, since in these cases one is the Creator and the other a creature, the action of the latter depends for its reality upon the active support of the former. I take it that Paul interprets this notion in light of the common experience (which he had vividly shared) of feeling that one’s actions were not truly one’s own while one was mired in sin and self-deception. On his view, synergy, the cooperation of God and man, is neither a symmetrical relation nor one in which the divine overpowers and replaces the human. It is rather one in which the human becomes fully human by embracing the divine. This is not a radically new idea; indeed, it is a prominent theme in the Old Testament.10 What is new is the use of the vocabulary of energeia to express it.

When you plan a work, Work the plan, the plan will work.

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