Tactical Planning Quotes

I would prefer a sword to fight duel, but a pen to plan a war.

It is a violation of human rights when babies are denied food, or drowned, or suffocated, or their spines broken, simply because they are born girls. It is a violation of human rights when women and girls are sold into the slavery of prostitution. It is a violation of human rights when women are doused with gasoline, set on fire and burned to death because their marriage dowries are deemed too small. It is a violation of human rights when individual women are raped in their own communities and when thousands of women are subjected to rape as a tactic or prize of war. It is a violation of human rights when a leading cause of death worldwide among women ages 14 to 44 is the violence they are subjected to in their own homes. It is a violation of human rights when young girls are brutalized by the painful and degrading practice of genital mutilation. It is a violation of human rights when women are denied the right to plan their own families, and that includes being forced to have abortions or being sterilized against their will. If there is one message that echoes forth from this conference, it is that human rights are women's rights - and women's rights are human rights. Let us not forget that among those rights are the right to speak freely - and the right to be heard. [From 'Women's Rights Are Human Rights' Speech Beijing, China: 5 September 1995]

Whenever someone tries to deny the truth, ultimately, reality betrays him.

You’re a clever strategist, but not all battles require tricks. Sometimes the simplest way to kill something is to swim up to it and bite it in half.

Thinking and planning is one side of life; doing is another. A man cannot be doing all the time.

7 keys to getting more things done: 1 start 2 dont make excuses 3 celebrate small steps 4 ignore critics 5 be consistent 6 be open 7 stay positive

An alternate explanation is not a refutation.

GGRRROOCCCCK... Ian's knees buckled. The rock outcropping shook the ground, sending a spew of grayish dust that quickly billowed around them. Shielding his eyes, he spotted Amy standing by the figurine, which was now moving toward her. She was in shock, her backpack on the ground by her feet. "Get back!" he shouted. Ian pulled Amy away and threw her to the ground, landing on top of her. Gravel showered over his back, embedding into his hair and landing on the ground like a burst of applause. His second though was that the shirt would be ruined. And this was the shock of it-that his first thought had not been about the shirt. Or the coin. Or himself. It had been about her. But that was not part of the plan. She existed for a purpose. She was a tactic, a stepping stone. She was... "Lovely," he said. Amy was staring up at him, petrified, her eyelashes flecked with dust. Ian took her hand, which was knotted into a fist. "Y-y-you don't have to do that," she whispered. "Do what?" Ian asked. "Be sarcastic. Say things like 'lovely.' You saved my life. Th-thank you." "My duty," he replied. He lowered his head and allowed his lips to brush hers. Just a bit.

A great tactician creates plans. A good tactician recognizes the soundness of a plan presented to him. A fair tactician must see the plan succeed before offering approval. Those with no tactical ability at all may never understand or accept it. Nor

There is no neutral ground when it comes to the tolerance question. Everybody has a point of view she thinks is right, and everybody passes judgment at some point or another. The Christian gets pigeonholed as the judgmental one, but everyone else is judging, too, even people who consider themselves relativists.

If you want an average, successful life, it doesn’t take much planning. Just stay out of trouble, go to school, and apply for jobs you might like. But if you want something extraordinary, you have two paths: 1) Become the best at one specific thing. 2) Become very good (top 25%) at two or more things. The

A great tactician creates plans. A good tactician recognizes the soundness of a plan presented on him. A fair tactician must see the plan succeed before offering approval. Those with no tactical ability at all may never understand or accept it. Nor will such people understand or accept the tactician. To those without that ability, those who posses it are a mystery. And when a mind is too deficient in understanding, the resulting gap is often filled with with resentment.

Indifferent to truth, willing to use police-state tactics and vulgar libels against inconvenient witnesses, hopeless on health care, and flippant and fast and loose with national security: The case against Hillary Clinton for president is open-and-shut. Of course, against all these considerations you might prefer the newly fashionable and more media-weighty notion that if you don't show her enough appreciation, and after all she's done for us, she may cry.

UN studies conducted in more than forty developing countries show that the birth rate falls as women gain equality... I believe income-earning opportunities that empower poor women ... will have more impact on curbing population growth that the current system of "encouraging" family planning practices through intimidation tactics.. Family planning should be left to the family.

Unless commitment is made, there are only promises and hopes... but no plans.”  -- Peter Drucker

The belief that objective good and evil do not exist (relativism) is in conflict (rivalry) with a rejection of God based on the existence of objective evil.

Beware when rhetoric becomes a substitute for substance. You always know that a person has a weak position when he tries to accomplish with the clever use of words what argument alone cannot do.

When you’re thinking of how to make your business bigger, it’s tempting to try to think all the big thoughts, the world-changing, massive-action plans. But please know that it’s often the tiny details that really thrill someone enough to make them tell all their friends about you.

The barrier to our future is often the very plans that we’ve created to get there.

I got my plan. It was a highly polished aluminum tube, that unscrewed in the middle. It had a male half and a female half. It contained 5600 francs in new bills. When I got it, I kissed it. Yes, I kissed that little tube, two and a half inches long and as thick as your thumb, before shoving it into my anus. I took a deep breath so that it would lodge in the colon. It was my strongbox. They could make me take off all my clothes, spread my legs apart, make me cough or bend over double, for all the good it would do them. The plan was high up in the large intestine. It was a part of me. Inside me I carried my life, my freedom ... my road to revenge. For that's what was on my mind. Revenge. That's all that was, in fact.

You work so hard to fix yourself, but maybe what you need isn't another tactic, another book, another expert, another five-step plan. Maybe, you don't need to be fixed. Maybe, what's really holding you back is the idea that you need to be fixed. Maybe you just need to let yourself play instead of always making yourself do homework.

The charge of blasphemy is loaded. The point is to pack a wallop behind the charge that in our worship services God simply doesn't come through for who he is. He is unwittingly belittled. For those who are stunned by the indescribable magnitude of what God has made, not to mention the infinite greatness of the One who made it, the steady diet on Sunday morning of practical how-to's and psychological soothing and relational therapy and tactical planning seem dramatically out of touch with Reality - the God of overwhelming greatness.

So red teaming is: You take people who aren’t wedded to the plan and [ask them,] ‘How would you disrupt this plan or how would you defeat this plan?’ If you have a very thoughtful red team, you’ll produce stunning results.

Start each day with your weekly plan. Check in with it several times throughout the day. If you’ve scheduled a tactic to be completed that day, don’t go home until it is done.

It pays to plan ahead. It wasn’t raining when Noah built the ark. ” - Anon

Our best-laid plans are often our worst-made decisions.

The only consistent response for a relativist is, "Pushing morality is wrong for me, but that's just my personal opinion, and has nothing to do with you. Please ignore me.

They get caught up with tools and tactics and never figure out the big picture of what they’re actually trying to do and why.

But [in bureaucracies], too, decision making takes place in a world full of unceratinties. Any actual system of information processing, planning and control will never be optimal but merely practical, applying rote responses to recurrent problems and employing a variety of contingency tactics to deal with unforeseen events.

marketing is the strategy you use for getting your ideal target market to know you, like you and trust you enough to become a customer. All the stuff you usually associate with marketing are tactics.

I told them you almost certainly were not a serial killer, and that they were being horribly sexist by assuming that of the two of us, only you were capable of committing murder. That may have been a tactical error—it got me rather a lot more questioning that I hadn’t exactly been planning on.” “Well, yes. It’s usually unwise to tell the police you could be a serial killer if you really, really wanted to.

Here is the lesson: Don’t retreat in the face of opposition. Too much is at stake. Be the kind of soldier who instills respect in others because of your courage under fire. Make your case in the presence of hostile witnesses. Throw your gauntlet into the arena and see what the other side has to say. It’s one of the most effective ways to establish your case and to help you cultivate a bullet-proof faith over time.

As a leader, if you are down in the weeds planning the details with your guys,” said Jocko, “you will have the same perspective as them, which adds little value. But if you let them plan the details, it allows them to own their piece of the plan. And it allows you to stand back and see everything with a different perspective, which adds tremendous value. You can then see the plan from a greater distance, a higher altitude, and you will see more. As a result, you will catch mistakes and discover aspects of the plan that need to be tightened up, which enables you to look like a tactical genius, just because you have a broader view.

Executives are paralyzed by the muddle. Few employees deep down in the company even know what the strategy is. And a closer look reveals that most plans don’t contain a strategy at all but rather a smorgasbord of tactics that individually make sense but collectively don’t add up to a unified, clear direction that sets a company apart—let alone makes the competition irrelevant. Does this sound like the strategic plans in your company?

Jesus said, “You shall love the Lord your God with all your heart, and with all your soul, and with all your mind, and with all your strength” (Mark 12:30). Loving God with the mind is not a passive process. It is not enough to have sentimental religious thoughts. Rather, it involves coming to conclusions about God and his world based on revelation, observation, and careful reflection.

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

She spent much of her childhood and adolescence planning elaborate scheme to remove herself from family conflict: staying completely silent, keeping her face and body expressionless and immobile, wordlessly leaving the room and making her way to her bedroom, closing the door quietly behind her. Locking herself in the toilet. Leaving the house for an indefinite number of hours and sitting in the school car park by herself. None of these strategies had ever proven successful. In fact her tactics only seemed to increase the possibility that she would be punished as the primary instigator.

Interested is interesting.

The process of planning is very valuable, for forcing you to think hard about what you are doing, but the actual plan that results from it is probably useless.

If we disqualify legitimate discussion, we compromise our ability to know the truth.

Instability is the repetition of tactics without a strategy.

Asking questions enables you to escape the charge, “You’re twisting my words.” A question is a request for clarification specifically so you don’t twist their words.

Fear is a tactic to steal your hope and keep your vibration low, don't believe anything you're told.

10 ways to raise a wild child. Not everyone wants to raise wild, free thinking children. But for those of you who do, here's my tips: 1. Create safe space for them to be outside for a least an hour a day. Preferable barefoot & muddy. 2. Provide them with toys made of natural materials. Silks, wood, wool, etc...Toys that encourage them to use their imagination. If you're looking for ideas, Google: 'Waldorf Toys'. Avoid noisy plastic toys. Yea, maybe they'll learn their alphabet from the talking toys, but at the expense of their own unique thoughts. Plastic toys that talk and iPads in cribs should be illegal. Seriously! 3. Limit screen time. If you think you can manage video game time and your kids will be the rare ones that don't get addicted, then go for it. I'm not that good so we just avoid them completely. There's no cable in our house and no video games. The result is that my kids like being outside cause it's boring inside...hah! Best plan ever! No kid is going to remember that great day of video games or TV. Send them outside! 4. Feed them foods that support life. Fluoride free water, GMO free organic foods, snacks free of harsh preservatives and refined sugars. Good oils that support healthy brain development. Eat to live! 5. Don't helicopter parent. Stay connected and tuned into their needs and safety, but don't hover. Kids like adults need space to roam and explore without the constant voice of an adult telling them what to do. Give them freedom! 6. Read to them. Kids don't do what they are told, they do what they see. If you're on your phone all the time, they will likely be doing the same thing some day. If you're reading, writing and creating your art (painting, cooking...whatever your art is) they will likely want to join you. It's like Emilie Buchwald said, "Children become readers in the laps of their parents (or guardians)." - it's so true! 7. Let them speak their truth. Don't assume that because they are young that you know more than them. They were born into a different time than you. Give them room to respectfully speak their mind and not feel like you're going to attack them. You'll be surprised what you might learn. 8. Freedom to learn. I realize that not everyone can homeschool, but damn, if you can, do it! Our current schools system is far from the best ever. Our kids deserve better. We simply can't expect our children to all learn the same things in the same way. Not every kid is the same. The current system does not support the unique gifts of our children. How can they with so many kids in one classroom. It's no fault of the teachers, they are doing the best they can. Too many kids and not enough parent involvement. If you send your kids to school and expect they are getting all they need, you are sadly mistaken. Don't let the public school system raise your kids, it's not their job, it's yours! 9. Skip the fear based parenting tactics. It may work short term. But the long term results will be devastating to the child's ability to be open and truthful with you. Children need guidance, but scaring them into listening is just lazy. Find new ways to get through to your kids. Be creative! 10. There's no perfect way to be a parent, but there's a million ways to be a good one. Just because every other parent is doing it, doesn't mean it's right for you and your child. Don't let other people's opinions and judgments influence how you're going to treat your kid. Be brave enough to question everything until you find what works for you. Don't be lazy! Fight your urge to be passive about the things that matter. Don't give up on your kid. This is the most important work you'll ever do. Give it everything you have.

Beyond principles and tactics is a broader ultralearning ethos. It’s one of taking responsibility for your own learning: deciding what you want to learn, how you want to learn it, and crafting your own plan to learn what you need to. You’re the one in charge, and you’re the one who’s ultimately responsible for the results you generate. If you approach ultralearning in that spirit, you should take these principles as flexible guidelines, not as rigid rules. Learning well isn’t just about following a set of prescriptions.

The more power they have over your emotions, the less likely you’ll trust your own reality and the truth about the abuse you’re enduring. Knowing the manipulative tactics and how they work to erode your sense of self can arm you with the knowledge of what you’re facing and at the very least, develop a plan to retain control over your own life and away from toxic people. . . . Taking back our control and power . . . means seeking validating professional help for the abuse we’ve suffered, detaching from these people in our lives, learning more about the techniques of abusers, finding support networks, sharing our story to raise awareness, and finding appropriate healing modalities that can enable us to transcend and thrive after their abuse.

The more swiftly we proceed, the less time the enemy has to plan.” “Do glass demons think?” “Under the circumstances, it’s safest to assume they’re up there drawing tactical maps in full relief.” “Your argument has merit,

American media constantly warn us about the rise of right-wing violence and the lethal threat posed by white supremacy. No honest person denies there are indeed violent far-right militants in the United States, as documented by federal law enforcement, but their numbers and influence are grossly exaggerated by biased media. Antifa receive a tiny fraction of the news coverage of the far right, and yet I would argue their increasingly violent tactics and ideology pose just as much, if not more, of a threat to the future of American liberal democracy.

Cinderella was such a dork. She left behind her glass slipper at the ball and then went right back to her stemonster's house. It seems to me she sho8ld have worn the glass slipper always, to make herself easier to find. I always hoped that after the prince found Cinderella and they rode away in their magnificant carriage, after a few miles she turned to him and said, "Could you drop me off down the road please? Now that I've finally escaped my life of horrific abuse, I'd like to see something of the world, you know? ...I'll catch back up with you later, Prince, once I've found my own way. Anyone tell you that you grew up to be sort of cute? In like a misfit type of way? The secret tactic f a good bargainer is to know when to compromise You have to trust the words. They do not create anything more than themselves. And while sometimes delights can be tiresome, mostly they re ..Pure, They're burnished by their own hopes This must be part of Mother Nature's master plan- making these boys so irresistibly cute, in such a naughty way, that the purity of their intentions becomes irrelevant. I am trying to embrace danger

The phrase 'Founding Fathers' is a proper noun. It refers to a specific group: the delegates to the Constitutional Convention. There were other important players not in attendance, but these fifty-five made up the core. Among the delegates were twenty-eight Episcopalians, eight Presbyterians, seven Congregationalists, two Lutherans, two Dutch Reformed, two Methodists, two Roman Catholics, one unknown, and only three deists- Williamson, Wilson, and Franklin. This took place at a time when church membership usually entailed "sworn adherence to strict doctrinal creeds." This tally proves that 51 of 55 -a full 93 percent- of the members of the Constitutional Convention, the most influential group of men shaping the political underpinnings of our nation were Christians, not deists.

I do not know the meaning of the universe. But in the midst of doubt, in the collapse of creed, there is one thing I do not doubt and that is that the faith is true and adorable which leads a soldier to throw away his life in obedience to a blindly accepted duty, in a cause which he little understands, in a plan or campaign of which he has no notion, under tactics of which he does not see the use.

We have more computing power in the drop ships’ tactical integrated neural network computers than existed on the entire planet fifty years ago, and somehow mission planning goes better when you’re outside in the fresh air and drawing diagrams and maps into the dirt with a pointy stick. “Two

■    Identify your counterpart’s negotiating style. Once you know whether they are Accommodator, Assertive, or Analyst, you’ll know the correct way to approach them.         ■    Prepare, prepare, prepare. When the pressure is on, you don’t rise to the occasion; you fall to your highest level of preparation. So design an ambitious but legitimate goal and then game out the labels, calibrated questions, and responses you’ll use to get there. That way, once you’re at the bargaining table, you won’t have to wing it.         ■    Get ready to take a punch. Kick-ass negotiators usually lead with an extreme anchor to knock you off your game. If you’re not ready, you’ll flee to your maximum without a fight. So prepare your dodging tactics to avoid getting sucked into the compromise trap.         ■    Set boundaries, and learn to take a punch or punch back, without anger. The guy across the table is not the problem; the situation is.         ■    Prepare an Ackerman plan. Before you head into the weeds of bargaining, you’ll need a plan of extreme anchor, calibrated questions, and well-defined offers. Remember: 65, 85, 95, 100 percent. Decreasing raises and ending on nonround numbers will get your counterpart to believe that he’s squeezing you for all you’re worth when you’re really getting to the number you want.

In a very real sense, every person who denies God is living of borrowed capital. He enjoys living as if the world is filled with morality, meaning, order and beauty, yet he denies the God whose existence makes such things possible. When you start with theism - "in the beginning God"- these destinations make complete sense. When you start with materialism though - "in the beginning, the particles" - that route takes you over a cliff of absurdity and despair.

The two sides need to absorb the history of the decade before World War I, when the gradual emergence of an atmosphere of suspicion and latent confrontation escalated into catastrophe. The leaders of Europe trapped themselves by their military planning and inability to separate the tactical from the strategic.

Tactics without strategy leads to the “bright shiny object syndrome.

So how do we tactically set ourselves up for joy? It starts with grace, continues with a plan, and ends with grace.

Don't even FRONT like you love your family, America, or God, if you don't have a DETAILED & REHEARSED Black Friday tactical shopping plan.

God wants you to begin to strategise, plan, draw out tactics, methodologies of how your business would take over that particular sphere of business where you are

Ray’s next lesson to me: amateurs plan tactics, professionals plan logistics.

War terminology?” Charlie asked. “Being a young lady in Society means being constantly under attack,” Artemis said. “Battle tactics suit the situation horrifyingly well.

Effective strategy considers and plans for its own failure.

Americans are impulsive and tactical; they fight for what they want in the present. Most Chinese are strategic; they plan for how they can get what they want in the future.

People don’t know what they mean much of the time. Often they’re merely repeating slogans.

Knowledge and understanding of enemy strategy, tactics, doctrine, and staff planning improve the detailed planning of adequate security measures.

The greatest evil has not come from people zealous for God. It has resulted when people are convinced there is no God they must answer to.

New plan. It’s exactly the same as the old plan, except we try very hard not to die

I wish I would have known that there was no need to wait. I went to college. I went to law school. I worked in law and banking, though not for terribly long. But not until I started PayPal did I fully realize that you don’t have to wait to start something. So if you’re planning to do something with your life, if you have a 10-year plan of how to get there, you should ask: Why can’t you do this in 6 months? Sometimes, you have to actually go through the complex, 10-year trajectory. But it’s at least worth asking whether that’s the story you’re telling yourself, or whether that’s the reality.

G. K. Chesterton saw the problem over half a century ago: [The modernist] goes first to a political meeting where he complains that savages are treated as if they were beasts. Then he takes his hat and umbrella and goes on to a scientific meeting where he proves that they practically are beasts. . . . In his book on politics he attacks men for trampling on morality, and in his book on ethics he attacks morality for trampling on men.

I actually don't believe that the Administration wants war, but I also think they are all tactics and no strategy. Plan seems to be escalation with no endgame, and no understanding of how Iranian psychology actually works.

(The enemy) laughs at your attempts to fix your own issues with timely words and hard work - tactics that might affect matters for a moment but can't begin to touch his underhanded, cunning efforts down where the root issues lie.

For Eric, Columbine was a performance. Homicidal art. He actually referred to his audience in his journal: “the majority of the audience wont even understand my motives,” he complained. He scripted Columbine as made-for-TV murder, and his chief concern was that we would be too stupid to see the point. Fear was Eric’s ultimate weapon. He wanted to maximize the terror. He didn’t want kids to fear isolated events like a sporting event or a dance; he wanted them to fear their daily lives. It worked. Parents across the country were afraid to send their kids to school. Eric didn’t have the political agenda of a terrorist, but he had adopted terrorist tactics. Sociology professor Mark Juergensmeyer identified the central characteristic of terrorism as “performance violence.” Terrorists design events “to be spectacular in their viciousness and awesome in their destructive power. Such instances of exaggerated violence are constructed events: they are mind-numbing, mesmerizing theater.” The audience—for Timothy McVeigh, Eric Harris, or the Palestine Liberation Organization—was always miles away, watching on TV. Terrorists rarely settle for just shooting; that limits the damage to individuals. They prefer to blow up things—buildings, usually, and the smart ones choose carefully. “During that brief dramatic moment when a terrorist act levels a building or damages some entity that a society regards as central to its existence, the perpetrators of the act assert that they—and not the secular government—have ultimate control over that entity and its centrality,” Juergensmeyer wrote. He pointed out that during the same day as the first attack on the World Trade Center, in 1993, a deadlier attack was leveled against a coffee shop in Cairo. The attacks were presumably coordinated by the same group. The body count was worse in Egypt, yet the explosion was barely reported outside that country. “A coffeehouse is not the World Trade Center,” he explained. Most terrorists target symbols of the system they abhor—generally, iconic government buildings. Eric followed the same logic. He understood that the cornerstone of his plan was the explosives. When all his bombs fizzled, everything about his attack was misread. He didn’t just fail to top Timothy McVeigh’s record—he wasn’t even recognized for trying. He was never categorized with his peer group. We lumped him in with the pathetic loners who shot people.

Always remember—whatever you've planned and no matter how complex your plan might be— be prepared to alter it in the twinkling of an eye! And here's another pearl of wisdom, boy. Keep your plan as simple as possible. Simple plans always work better than tactical monstrosities, if for no other reason than you, the general, cannot implement your plan without using the chain of command. And the chain of command gets vaguer the lower down and the farther away from the general it gets.

Some of the more doctrine-laden ground people also talk about the strategic, operational, and tactical levels of war, so they can think in bins or boxes: “strategic” means whatever the President thinks about and does, “operational” is what the CINC thinks about and does, “tactical” is component-level-and-below thinking and doing. To an airman this is meaningless. My tactical fighter (tactical), flying to Baghdad (operational), kills Saddam Hussein (strategic). So finally, in talking about air plans or air operations, I keep as far from these words as I can. Airpower is essentially very simple: Aircraft can range very quickly over very wide areas and accurately hit targets very close to home or very far away. Nothing more. Nothing less.

our extraordinary ability to use language and symbols enables us to communicate with others personally, abstractly, over time and place. Language provides the foundation for history, planning, and social control. However, with language come rumors, lies, propaganda, stereotypes, and coercive rules. Our remarkable creative genius leads to great literature, drama, music, science, and inventions like the computer and the Internet. Yet that same creativity can be perverted into inventing torture chambers and torture tactics, into paranoid ideologies and the Nazis’ efficient system of mass murder. Any one of our special attributes contains the possibility of its opposite negative, as in the dichotomies of love–hate; pride–arrogance; self-esteem–self-loathing.2

Bengt didn’t budge. “Talk to me, damn it.” “Let go!” “And where are you planning to go, Alex?” “Away!” “You can’t get away. You’re lugging your own prison around with you and patching up any holes from inside. Brilliant tactics, really! How does it feel?” “Safe!

Mo had been the one Iraqi commander who stood head and shoulders above his peers. He excelled in both the planning and tactical execution of direct-action missions, spoke English almost fluently, and had the trust of both his men and the senior leadership of the MOI.

Tactics are short combinations of moves that players use to get an immediate advantage on the board. When players study all those patterns, they are mastering tactics. Bigger-picture planning in chess—how to manage the little battles to win the war—is called strategy.

If you set your goals ridiculously high and it’s a failure, you will fail above everyone else’s success.” —James Cameron “If you find yourself in a fair fight, you didn’t plan your mission properly.” —Colonel David Hackworth “Not my circus. Not my monkeys.” —Polish proverb

Combat, like anything in life, has inherent layers of complexities. Simplifying as much as possible is crucial to success. When plans and orders are too complicated, people may not understand them. And when things go wrong, and they inevitably do go wrong, complexity compounds issues that can spiral out of control into total disaster. Plans and orders must be communicated in a manner that is simple, clear, and concise. Everyone that is part of the mission must know and understand his or her role in the mission and what to do in the event of likely contingencies. As a leader, it doesn’t matter how well you feel you have presented the information or communicated an order, plan, tactic, or strategy. If your team doesn’t get it, you have not kept things simple and you have failed. You must brief to ensure the lowest common denominator on the team understands.

Beyond the speculative and often fraudulent froth that characterizes much of neoliberal financial manipulation, there lies a deeper process that entails the springing of ‘the debt trap’ as a primary means of accumulation by dispossession. Crisis creation, management, and manipulation on the world stage has evolved into the fine art of deliberative redistribution of wealth from poor countries to the rich. I documented the impact of Volcker’s interest rate increase on Mexico earlier. While proclaiming its role as a noble leader organizing ‘bail-outs’ to keep global capital accumulation on track, the US paved the way to pillage the Mexican economy. This was what the US Treasury–Wall Street–IMF complex became expert at doing everywhere. Greenspan at the Federal Reserve deployed the same Volcker tactic several times in the 1990s. Debt crises in individual countries, uncommon during the 1960s, became very frequent during the 1980s and 1990s. Hardly any developing country remained untouched, and in some cases, as in Latin America, such crises became endemic. These debt crises were orchestrated, managed, and controlled both to rationalize the system and to redistribute assets. Since 1980, it has been calculated, ‘over fifty Marshall Plans (over $4.6 trillion) have been sent by the peoples at the Periphery to their creditors in the Center’. ‘What a peculiar world’, sighs Stiglitz, ‘in which the poor countries are in effect subsidizing the richest.

I wish I would have known that there was no need to wait. I went to college. I went to law school. I worked in law and banking, though not for terribly long. But not until I started PayPal did I fully realize that you don’t have to wait to start something. So if you’re planning to do something with your life, if you have a 10-year plan of how to get there, you should ask: Why can’t you do this in 6 months? Sometimes, you have to actually go through the complex, 10-year trajectory. But it’s at least worth asking whether that’s the story you’re telling yourself, or whether that’s the reality.

Second, pluralism presumes that similarities between faiths are more important than differences. Think about it, though. Are aspirin and arsenic basically the same because they both come in tablet form? For some things, it’s the differences that matter, not the similarities. Religion is one of them.

The face that Moses had begged to see – was forbidden to see – was slapped bloody (Exodus 33:19-20) The thorns that God had sent to curse the earth’s rebellion now twisted around his brow… “On your back with you!” One raises a mallet to sink the spike. But the soldier’s heart must continue pumping as he readies the prisoner’s wrist. Someone must sustain the soldier’s life minute by minute, for no man has this power on his own. Who supplies breath to his lungs? Who gives energy to his cells? Who holds his molecules together? Only by the Son do “all things hold together” (Colossians 1:17). The victim wills that the soldier live on – he grants the warrior’s continued existence. The man swings. As the man swings, the Son recalls how he and the Father first designed the medial nerve of the human forearm – the sensations it would be capable of. The design proves flawless – the nerves perform exquisitely. “Up you go!” They lift the cross. God is on display in his underwear and can scarcely breathe. But these pains are a mere warm-up to his other and growing dread. He begins to feel a foreign sensation. Somewhere during this day an unearthly foul odor began to waft, not around his nose, but his heart. He feels dirty. Human wickedness starts to crawl upon his spotless being – the living excrement from our souls. The apple of his Father’s eye turns brown with rot. His Father! He must face his Father like this! From heaven the Father now rouses himself like a lion disturbed, shakes His mane, and roars against the shriveling remnant of a man hanging on a cross.Never has the Son seen the Father look at him so, never felt even the least of his hot breath. But the roar shakes the unseen world and darkens the visible sky. The Son does not recognize these eyes. “Son of Man! Why have you behaved so? You have cheated, lusted, stolen, gossiped – murdered, envied, hated, lied. You have cursed, robbed, over-spent, overeaten – fornicated, disobeyed, embezzled, and blasphemed. Oh the duties you have shirked, the children you have abandoned! Who has ever so ignored the poor, so played the coward, so belittled my name? Have you ever held a razor tongue? What a self-righteous, pitiful drunk – you, who moles young boys, peddle killer drugs, travel in cliques, and mock your parents. Who gave you the boldness to rig elections, foment revolutions, torture animals, and worship demons? Does the list never end! Splitting families, raping virgins, acting smugly, playing the pimp – buying politicians, practicing exhortation, filming pornography, accepting bribes. You have burned down buildings, perfected terrorist tactics, founded false religions, traded in slaves – relishing each morsel and bragging about it all. I hate, loathe these things in you! Disgust for everything about you consumes me! Can you not feel my wrath? Of course the Son is innocent He is blamelessness itself. The Father knows this. But the divine pair have an agreement, and the unthinkable must now take place. Jesus will be treated as if personally responsible for every sin ever committed. The Father watches as his heart’s treasure, the mirror image of himself, sinks drowning into raw, liquid sin. Jehovah’s stored rage against humankind from every century explodes in a single direction. “Father! Father! Why have you forsaken me?!” But heaven stops its ears. The Son stares up at the One who cannot, who will not, reach down or reply. The Trinity had planned it. The Son had endured it. The Spirit enabled Him. The Father rejected the Son whom He loved. Jesus, the God-man from Nazareth, perished. The Father accepted His sacrifice for sin and was satisfied. The Rescue was accomplished.

C. S. Lewis notes: My argument against God was that the universe seemed so cruel and unjust. But how had I gotten this idea of just and unjust? A man does not call something crooked unless he has some idea of a straight line. 5 This is precisely the problem for the atheist. He must answer the question: Where does the moral scoring system come from that allows one to identify evil in the first place? Where is the transcendent standard of objective good that makes the whole notion of evil intelligible? Are moral laws the product of chance? If so, why obey them? What —or who —establishes how things are supposed to be?

Man’s conquest of Nature turns out, in the moment of its consummation, to be Nature’s conquest of Man. Every victory we seemed to win has led us, step by step, to this conclusion. All Nature’s apparent reverses have been but tactical withdrawals. We thought we were beating her back when she was luring us on. What looked to us like hands held up in surrender was really the opening of arms to enfold us for ever. If the fully planned and conditioned world (with its Tao a mere product of the planning) comes into existence, Nature will be troubled no more by the restive species that rose in revolt against her so many millions of years ago, will be vexed no longer by its chatter of truth and mercy and beauty and happiness. Ferum victorem cepit: and if the eugenics are efficient enough there will be no second revolt, but all snug beneath the Conditioners, and the Conditioners beneath her, till the moon falls or the sun grows cold.

In OSW, the source code of warfare is available for anyone who is interested in both modifying and extending it. This means the tactics, weapons, strategies, target selection, planning methods, and team dynamics are all open to community improvement. Global guerrillas can hack at the source code of warfare to their hearts’ delight.

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.

One can be lonely irrespective of place, if there is no one with familiar face. One can grow tired of being on the move, if there’s no purpose and nothing to prove. But there’s always a place for a nomad like me; new friends to be made, adventures to see. Let go of the plans, change tactics and hence; Whatever might happen turns out to make sense.

Senior officers in First Army would spend the rest of their lives trying to explain the tactical logic behind the Hürtgen battle plan. “All we could do was sit back and pray to God that nothing would happen,” General Thorson, the operations officer, later lamented. “It was a horrible business, the forest.… We had the bear by the tail, and we just couldn’t turn loose.

Although these actors and their views were part of the strategic landscape, our strategic planning still seldom factored them into the equation. Third, at an operational, even tactical level, the battlefield was now global. An enemy group could plot and plan on one side of the planet and execute on the other side in days, if not hours. In cyberspace, impact could be measured in seconds. If these emerging and converging factors were changing the nature of warfare, then what was the role of intelligence? How would we identify and discern these micro-actors with macro-impact bouncing around a global battlefield, burrowing into the human terrain and employing deception and denial tactics? Intelligence seemed to be getting harder even as it was becoming more important.

...I recalled the courtships of the past, dead, ten years; how [...] I would plan my evening and think at such and such a time, at such and such an opportunity, I shall cross the start-line and open my attack for better or worse; 'this phase of the battle has gone on long enough', I woud think; 'a decision must be reached.' With Julia there were no phases, no start-line, no tactics at all.

Another passage nailed Keyes: “The sexual offender is never fully inactive,” Hazelwood wrote. “He may not be acting out against a specific victim, but he will be making plans, selecting new targets, acting out against other victims, or gathering materials. He is never dormant.” Keyes was a cluster bomb. Investigators were learning that some of his tactics were borrowed from different predecessors, reconstituted for the modern age.

Much confusion exists between what is strategy and what is tactics. Although the distinction is rarely of practical significance, here’s one that might be useful. As you formulate in words what you plan to do, the most abstract and general summary of those actions meaningful to you is your strategy. What you’ll do to implement the strategy is your tactics. Frequently, a strategy at one managerial level is the tactical concern of the next higher level.

I think the reason lay partly in his idea of immortality, but I think too it belonged to his war against the Inland Revenue. He was a great believer in delaying tactics. “Never answer all their questions,” he would say. “Make them write again. And be ambiguous. You can always decide what you mean later according to circumstances. The bigger the file the bigger the work. Personnel frequently change. A newcomer has to start looking at the file from the beginning. Office space is limited. In the end it’s easier for them to give in.” Sometimes, if the inspector was pressing very hard, he told me that it was time to fling in a reference to a non-existing letter. He would write sharply, “You seem to have paid no attention to my letter of April 6, 1963.” A whole month might pass before the inspector admitted he could find no trace of it. Mr Pottifer would send in a carbon copy of the letter containing a reference which again the inspector would be unable to trace. If he was a newcomer to the district, of course he blamed his predecessor; otherwise, after a few years of Mr Pottifer, he was quite liable to have a nervous breakdown. I think when Mr Pottifer planned to carry on after death (of course there was no notice in the papers and the funeral was very quiet) he had these delaying tactics in mind. He didn’t think of the inconvenience to his clients, only of the inconvenience to the inspector.’ Aunt Augusta

Under the leadership of Henry Kissinger, first as Richard Nixon’s national security adviser and later as secretary of state, the United States sent an unequivocal signal to the most extreme rightist forces that democracy could be sacrificed in the cause of ideological warfare. Criminal operational tactics, including assassination, were not only acceptable but supported with weapons and money. A CIA internal memo laid it out in unsparing terms:        On September 16, 1970 [CIA] Director [Richard] Helms informed a group of senior agency officers that on September 15, President Nixon had decided that an Allende regime was not acceptable to the United States. The President asked the Agency to prevent Allende from coming to power or to unseat him and authorized up to $10 million for this purpose. . . . A special task force was established to carry out this mandate, and preliminary plans were discussed with Dr. Kissinger on 18 September 1970.

- I have an idea, skullduggery said. - A strategy? Valkyrie asked. - More of a tactic. - What's the difference? - A strategy is a plan. Tactic are the maneuvers you employ to achive a plan. - He can hear us, through. - That doesn't matter, skullduggery said. This tactic is so simple is doesn't matter if he knows it is coming. - This should be interesting, said Lethe. - We rush him. Skullduggery said. Valkyrie frowned, that's is? - It is. - We run at him. That's the manoeuvre were employing? Running? - And when we get to him, we start hitting him, skullduggery said. That is the beauty of the whole thing. It ends with us hitting him. In the face. - I do like that part, Valkyrie admitted. But the rest sounds a bit iffy. - He'll never expect it. - I'm expecting it right now. Lethe said - He is lying, skullduggery whispered Valkyrie though for s moment and shuttered. OK, let's do it. [...] - I can't believe it worked. - That is the genius of simplicity

The only problem that ever really seems to bother empire builders is bureaucracy. Before a new colony on the frontier could be founded, the Senate and Triumvirate would have to pass the plan. Factors influencing the High Lords decision would include, among others, the number of people needed to found the colony and whether this would result in any significant population shift. Another, more critical factor would be whether Tactical Defense could spare the ships or the manpower to patrol the area.

carefully placed questions put you in the driver’s seat of the conversation. “Being an asker allows you control of situations that statement-makers rarely achieve,” Hewitt notes. “An alert questioner can judge when someone grows uneasy. But don’t stop. Just change directions. . . . Once you learn how to guide a conversation, you have also learned how to control it.”3 Questions can be casual conversation starters providing a simple, friendly way to get the ball rolling in a discussion, like it did for me with the witch in Wisconsin.

Work is not just an activity that generates funds and creates desire: It’s the vagabonding gestation period, wherein you earn your integrity, start making plans, and get your proverbial act together. Work is a time to dream about travel and write notes to yourself, but it’s also the time tie up your loose ends. Work is when you confront the problems you might otherwise be tempted to run away from. Work is how you settle your financial and emotional debts—so that your travels are not an escape from your real life, but a discovery of your real life.

When people say you can’t argue anyone into the kingdom, they usually have an alternative approach in mind. They might be thinking that a genuine expression of love, kindness, and acceptance, coupled with a simple presentation of the gospel, is a more biblical approach. If you are tempted to think this way, let me say something that may shock you: You cannot love someone into the kingdom. It can’t be done. In fact, the simple gospel itself is not even adequate to do that job. How do I know? Because many people who were treated with sacrificial love and kindness by Christians never surrendered to the Savior. Many who have heard a clear explanation of God’s gift in Christ never put their trust in him. In each case something was missing that, when present, always results in conversion. What’s missing is that special work of the Father that Jesus referred to, drawing a lost soul into his arms. Of this work Jesus also said, “Of all that He has given Me I lose nothing, but raise it up on the last day” (John 6:39). According to Jesus, then, two things are true. First, there is a particular work of God that is necessary to bring someone into the kingdom. Second, when present, this work cannot fail to accomplish its goal. Without the work of the Spirit, no argument — no matter how persuasive — will be effective. But neither will any act of love nor any simple presentation of the gospel. Add the Spirit, though, and the equation changes dramatically. Here’s the key principle: Without God’s work, nothing else works; but with God’s work, many things work. Under the influence of the Holy Spirit, love persuades. By the power of God, the gospel transforms. And with Jesus at work, arguments convince. God is happy to use each of these methods.

What Is Marketing? Some people think marketing is advertising or branding or some other vague concept. While all these are associated with marketing, they are not one and the same. Here’s the simplest, most jargon-free definition of marketing you’re ever likely to come across: If the circus is coming to town and you paint a sign saying “Circus Coming to the Showground Saturday,” that’s advertising. If you put the sign on the back of an elephant and walk it into town, that’s promotion. If the elephant walks through the mayor’s flower bed and the local newspaper writes a story about it, that’s publicity. And if you get the mayor to laugh about it, that’s public relations. If the town’s citizens go to the circus, you show them the many entertainment booths, explain how much fun they’ll have spending money at the booths, answer their questions and, ultimately, they spend a lot at the circus, that’s sales. And if you planned the whole thing, that’s marketing. Yup, it’s as simple as that—marketing is the strategy you use for getting your ideal target market to know you, like you and trust you enough to become a customer. All the stuff you usually associate with marketing are tactics.

The Logic of the Double or Triple Threat On “career advice,” Scott has written the following, which is slightly trimmed for space here. This is effectively my mantra, and you’ll see why I bring it up: If you want an average, successful life, it doesn’t take much planning. Just stay out of trouble, go to school, and apply for jobs you might like. But if you want something extraordinary, you have two paths: 1) Become the best at one specific thing. 2) Become very good (top 25%) at two or more things. The first strategy is difficult to the point of near impossibility. Few people will ever play in the NBA or make a platinum album. I don’t recommend anyone even try. The second strategy is fairly easy. Everyone has at least a few areas in which they could be in the top 25% with some effort. In my case, I can draw better than most people, but I’m hardly an artist. And I’m not any funnier than the average standup comedian who never makes it big, but I’m funnier than most people. The magic is that few people can draw well and write jokes. It’s the combination of the two that makes what I do so rare. And when you add in my business background, suddenly I had a topic that few cartoonists could hope to understand without living it.

Is there too much complaining in your culture? The next time someone moans about something, try asking, “So what’s the next action?” People will complain only about something that they assume could be better than it currently is. The action question forces the issue. If it can be changed, there’s some action that will change it. If it can’t, it must be considered part of the landscape to be incorporated in strategy and tactics. Complaining is a sign that someone isn’t willing to risk moving on a changeable situation, or won’t consider the immutable circumstance in his or her plans. This is a temporary and hollow form of self-validation.

When Pence refused to participate in the plan—likely knowing that if the coup failed, he’d be the one left holding the bag—Trump fell back on the old tactic of spreading a false narrative through an investigation. He plotted to name Jeffrey Clark, a lawyer for the environmental division of the Justice Department, as attorney general. Clark planned to announce to the battleground state legislatures that the Department of Justice was “investigating various irregularities” in the election—this was a lie—and that they should choose a new set of electors. Only the threat that the entire leadership of the Department of Justice would resign made Trump back down.

Shelby..." Her tongue skimmed over his while he cupped the back of her neck more firmly. "Shelby," he repeated a moment later, "there was something I wanted to talk to you about earlier, and I'm in danger of becoming as ditracted now as I was then." "Promise?" She moved her lips to his throat. "I have a command performance this weekend." "Oh?" She switched to his ear. In self-defense, Aan rolled over and pinned her beneath him. "I got a call from my father this afternoon." "Ah" Humor danced in her eyes. "The laird." "The title would appeal to him." Alan grasped her wrists to prevent her from clouding his mind as she seemed bent on doing. "It seems he's planned one of his famous family weekends. Come with me." One brow lifted. "To the MacGregor fortress in Hyannis Port? Unarmed?" "We'll hoist the white flag." She wanted to go.She wanted to say no. A visit to his family home came perilously close to that final commitment she was so carefully sidestepping. Questions, speculation-there'd be no avoiding them. Alan heard her thoughts as clearly as if it had been spoken.Pushng back frustration, he changed tactics. "I have orders to bring that girl-" he watched her eyes narrow- "-that daughter of the thieving, murdering Campbells,with me." "Oh,is that so?" "Just so," Alan returned mildly. Shelby lifted her chin. "When do we leave?

And be forewarned. When someone says there’s no proof of God’s existence, it’s sometimes a trick. It may be a reasonable request for evidence, but often it’s not. Unless you know in advance what kind of evidence would count (scientific data? historical documentation? philosophical arguments? revelation?) or what kind of proof would be satisfying (absolute proof? proof beyond a reasonable doubt? proof based on the preponderance of evidence? proof that’s a reasonable inference to the best explanation?), you’ll probably be wasting your time. If you’re not clear on his criteria for proof, it will be too easy for an intellectually dishonest person to dismiss anything you offer. “Not good enough,” is all he needs to say. “That’s not proof.

It is tempting to attribute an unhealthy work environment to some nefarious driving force—someone, or some group, usually at the top—actively planning a negative experience for employees. But in our experience, it is just what happens when not enough attention is paid to the structure and culture in which individuals come to work each day. It isn’t that the people at the top are bad people, or have bad intentions. They are typically under more pressure than most, and their way of leading and managing is mostly a reaction to that pressure. So consumed are they by tactical and operational matters that they rarely find time to do the strategic work on structure and culture that would unleash the talent and motivation latent in their organization

By March 1916, the various armies of Europe had devised a simple rote method for attacking their entrenched foes: a sustained artillery bombardment of the enemy’s forward defenses, one that might last a few hours or several days depending on the scale of the planned assault, followed by an infantry rush across no-man’s-land. The problems with these tactics were manifest at every step. Most such bombardments caused relatively few casualties, since the defenders simply retreated to back trenches—or, in the more sophisticated trenchworks of the Western Front, into heavily protected underground bunkers—to await their conclusion. Naturally, these preliminary barrages also alerted the defenders both that an assault was coming and its precise location.

Which philosophers would Alain suggest for practical living? Alain’s list overlaps nearly 100% with my own: Epicurus, Seneca, Marcus Aurelius, Plato, Michel de Montaigne, Arthur Schopenhauer, Friedrich Nietzsche, and Bertrand Russell. * Most-gifted or recommended books? The Unbearable Lightness of Being by Milan Kundera, Essays of Michel de Montaigne. * Favorite documentary The Up series: This ongoing series is filmed in the UK, and revisits the same group of people every 7 years. It started with their 7th birthdays (Seven Up!) and continues up to present day, when they are in their 50s. Subjects were picked from a wide variety of social backgrounds. Alain calls these very undramatic and quietly powerful films “probably the best documentary that exists.” TF: This is also the favorite of Stephen Dubner on page 574. Stephen says, “If you are at all interested in any kind of science or sociology, or human decision-making, or nurture versus nature, it is the best thing ever.” * Advice to your 30-year-old self? “I would have said, ‘Appreciate what’s good about this moment. Don’t always think that you’re on a permanent journey. Stop and enjoy the view.’ . . . I always had this assumption that if you appreciate the moment, you’re weakening your resolve to improve your circumstances. That’s not true, but I think when you’re young, it’s sort of associated with that. . . . I had people around me who’d say things like, ‘Oh, a flower, nice.’ A little part of me was thinking, ‘You absolute loser. You’ve taken time to appreciate a flower? Do you not have bigger plans? I mean, this the limit of your ambition?’ and when life’s knocked you around a bit and when you’ve seen a few things, and time has happened and you’ve got some years under your belt, you start to think more highly of modest things like flowers and a pretty sky, or just a morning where nothing’s wrong and everyone’s been pretty nice to everyone else. . . . Fortune can do anything with us. We are very fragile creatures. You only need to tap us or hit us in slightly the wrong place. . . . You only have to push us a little bit, and we crack very easily, whether that’s the pressure of disgrace or physical illness, financial pressure, etc. It doesn’t take very much. So, we do have to appreciate every day that goes by without a major disaster.

I have this special license burning a hole in my pocket, so I was thinking we might go find a vicar and use it. Pinter and Freddy can be witnesses.” He looked anxiously at her. “What do you think?” “Don’t you want your family present when we marry? I thought you lordly sorts had to have grand weddings.” “Is that what you want?” In truth, she’d never been one to dream of her wedding day as a brilliant spectacle. Clandestine weddings were always what captured her imagination, complete with a dangerous, brooding fellow and mysterious goings-on. In this instance, she had both. He said, “Let me put it this way: we can spend an untold number of days sneaking around just to steal a kiss, being chaperoned every minute while my sisters and Gran plan the wedding of the century. Or we can marry today and share a bed at the inn tonight like a respectable husband and wife. I’m not keep on waiting, but then, I never am when it comes to you. So what is your opinion in the matter?” She couldn’t resist teasing him a little. “I think you just want to punish your grandmother for her sly tactics by depriving her of the weddings.” He smiled. “Perhaps a little. And God knows my friends are never going to let me live this down. I’m not looking forward to hours of their torment at a wedding breakfast.” He stopped in a little copse where they would be hidden from the street. “But if you want a big wedding, I can endure it.” His expression was solemn as he took her hands in his. “I can endure anything, as long as you marry me. And keep loving me for the rest of your life.” Staring into his earnest face, she felt something flip over in her chest. She stretched up to brush his mouth with hers, and he pulled her in for a long, ardent kiss. “Well?” he said huskily when he was done. “If I had any sense of decency, I would give you a chance to consult with a lawyer about settlements and such, especially since you’ll be coming into some money. But-“ “-you have no sense of decency, I know,” she teased. She tapped her finger against her chin. “Or was that morals you claimed not to have? I can’t remember.” “Watch it, minx,” he warned with a lift of his brow. “If you intend to taunt me for every foolish statement I’ve made in my life, you’ll force me to play Rockton and lock you up in my dark, forbidding manor while I have my wicked way with you.” “That sounds perfectly awful,” she said, gazing at the man she loved. “How soon can we start?

300 years seems like a very long time ago to Americans, but for the Chinese, it isn’t long at all. While the prospect of a revolution or a war that will overturn the US system is unimaginable to most Americans, both seem inevitable to the Chinese because they have seen those things happen again and again and have studied the patterns that inevitably precede them. While most Americans focus on particular events, especially those that are happening now, most Chinese leaders view current events in the context of larger, more evolutionary patterns. Americans are impulsive and tactical; they fight for what they want in the present. Most Chinese are strategic; they plan for how they can get what they want in the future. I have also found Chinese leaders to be much more philosophical (literally, readers of philosophy) than American leaders.

Victory can be created. For even if the enemy is numerous, I can prevent him from engaging. . . . [I]f he does not know my military situation, I can always make him urgently attend to his own preparations so that he has no leisure to plan to fight me. Therefore, determine the enemy's plans and you will know which strategy will be successful and which will not. Agitate him and ascertain the pattern of his movement. Determine his dispositions and so ascertain the field of battle. Probe him and learn where his strength is abundant and where deficient. The ultimate in disposing one's troops is to be without ascertainable shape. Then the most penetrating spies cannot pry in nor can the wise lay plans against you. It is according to the shapes that I lay the plans for victory, but the multitude does not comprehend this. Although everyone can see the outward aspects, none understands the way in which I have created victory. Therefore, when I have won a victory I do not repeat my tactics but respond to circumstances in an infinite variety of ways. Now an army may be likened to water, for just as flowing water avoids the heights and hastens to the lowlands, so any army avoids strength and strikes weakness. And as water shapes its flow in accordance with the ground, so an army manages its victory in accordance with the situation of the enemy. And as water has no constant form, there are in war no constant conditions. Thus, one able to gain the victory by modifying his tactics in accordance with the enemy situation may be said to be divine. Of the five elements, none is always predominant: of the four seasons, none lasts forever; of the days, some are long and some short, and the moon waxes and wanes.

Not all of the New Dealers, it must be said, bought into the Truman Doctrine and the Marshall Plan. For instance, Henry Wallace, the former vice president and secretary of agriculture, who was fired by Truman for disagreeing with the Cold War’s imperatives, referred to the Marshall Plan as the ‘Martial Plan’. He warned against creating a rift with America’s wartime ally, the Soviet Union, and remarked that the conditions attached to the Soviet Union’s invitation to be part of the Marshall Plan were intentionally so designed that Stalin would be obliged to reject them (which, of course, he did). A number of academics of the New Deal generation, among them Paul Sweezy and John Kenneth Galbraith, also rejected Truman’s cold-warrior tactics. However, they were soon to be silenced by the witch-hunt orchestrated by Senator Joseph McCarthy and his House Committee on Un-American Activities.

I learned about opening moves and why it’s important to control the center early on; the shortest distance between two points is straight down the middle. I learned about the middle game and why tactics between two adversaries are like clashing ideas; the one who plays better has the clearest plans for both attacking and getting out of traps. I learned why it is essential in the endgame to have foresight, a mathematical understanding of all possible moves, and patience; all weaknesses and advantages become evident to a strong adversary and are obscured to a tiring opponent. I discovered that for the whole game one must gather invisible strengths and see the endgame before the game begins. I also found out why I should never reveal “why” to others. A little knowledge withheld is a great advantage one should store for future use. That is the power of chess. It is a game of secrets in which one must show and never tell.

Participants in a program of Leaderless Resistance through phantom cell or individual action must know exactly what they are doing, and how to do it. It becomes the responsibility of the individual to acquire the necessary skills and information as to what needs to be done … all members of phantom cells or individuals will need to react to objective events in the same way through usual tactics of resistance. Organs of information distribution such as newspapers, leaflets, computers, etc., which are widely available to all, keep each person informed of events, allowing for a planned response that will take many variations. No one need issue an order to anyone. Those idealist[s] truly committed to the cause of freedom will act when they feel the time is ripe, or will take their cue from others who precede them.… It goes almost without saying that Leaderless Resistance leads to very small or even one man cells of resistance.36 Cell

Richard Lewontin is amazingly candid about this fact. In the New York Review of Books he makes this stunning admission: Our willingness to accept scientific claims that are against common sense is the key to an understanding of the real struggle between science and the supernatural. We take the side of science in spite of the patent absurdity of some of its constructs . . . in spite of the tolerance of the scientific community for unsubstantiated just-so stories, because we have a prior commitment, a commitment to materialism. It is not that the methods and institutions of science somehow compel us to accept a material explanation of the phenomenal world, but, on the contrary, that we are forced by our a priori adherence to material causes to create an apparatus of investigation and a set of concepts that produce material explanations, no matter how counterintuitive, no matter how mystifying to the uninitiated. Moreover, that materialism is absolute, for we cannot allow a Divine Foot in the door.4

Imagine the following. Three groups of ten individuals are in a park at lunchtime with a rainstorm threatening. In the first group, someone says: “Get up and follow me.” When he starts walking and only a few others join in, he yells to those still seated: “Up, I said, and now!” In the second group, someone says: “We’re going to have to move. Here’s the plan. Each of us stands up and marches in the direction of the apple tree. Please stay at least two feet away from other group members and do not run. Do not leave any personal belongings on the ground here and be sure to stop at the base of the tree. When we are all there . . .” In the third group, someone tells the others: “It’s going to rain in a few minutes. Why don’t we go over there and sit under that huge apple tree. We’ll stay dry, and we can have fresh apples for lunch.” I am sometimes amazed at how many people try to transform organizations using methods that look like the first two scenarios: authoritarian decree and micromanagement. Both approaches have been applied widely in enterprises over the last century, but mostly for maintaining existing systems, not transforming those systems into something better. When the goal is behavior change, unless the boss is extremely powerful, authoritarian decree often works poorly even in simple situations, like the apple tree case. Increasingly, in complex organizations, this approach doesn’t work at all. Without the power of kings and queens behind it, authoritarianism is unlikely to break through all the forces of resistance. People will ignore you or pretend to cooperate while doing everything possible to undermine your efforts. Micromanagement tries to get around this problem by specifying what employees should do in detail and then monitoring compliance. This tactic can break through some of the barriers to change, but in an increasingly unacceptable amount of time. Because the creation and communication of detailed plans is deadly slow, the change produced this way tends to be highly incremental. Only the approach used in the third scenario above has the potential to break through all the forces that support the status quo and to encourage the kind of dramatic shifts found in successful transformations. (See figure 5–1.) This approach is based on vision—a central component of all great leadership.

4. The general who thoroughly understands the advantages that accompany variation of tactics knows how to handle his troops. 5. The general who does not understand these, may be well acquainted with the configuration of the country, yet he will not be able to turn his knowledge to practical account. 6. So, the student of war who is unversed in the art of war of varying his plans, even though he be acquainted with the Five Advantages, will fail to make the best use of his men. 7. Hence in the wise leader’s plans, considerations of advantage and of disadvantage will be blended together. 8. If our expectation of advantage be tempered in this way, we may succeed in accomplishing the essential part of our schemes. 9. If, on the other hand, in the midst of difficulties we are always ready to seize an advantage, we may extricate ourselves from misfortune. 10. Reduce the hostile chiefs by inflicting damage on them; and make trouble for them, and keep them constantly engaged; hold out specious allurements, and make them rush to any given point. 11. The art of war teaches us to rely not on the likelihood of the enemy’s not coming, but on our own readiness to receive him; not on the chance of his not attacking, but rather on the fact that we have made our position unassailable.

■​Identify your counterpart’s negotiating style. Once you know whether they are Accommodator, Assertive, or Analyst, you’ll know the correct way to approach them. ■​Prepare, prepare, prepare. When the pressure is on, you don’t rise to the occasion; you fall to your highest level of preparation. So design an ambitious but legitimate goal and then game out the labels, calibrated questions, and responses you’ll use to get there. That way, once you’re at the bargaining table, you won’t have to wing it. ■​Get ready to take a punch. Kick-ass negotiators usually lead with an extreme anchor to knock you off your game. If you’re not ready, you’ll flee to your maximum without a fight. So prepare your dodging tactics to avoid getting sucked into the compromise trap. ■​Set boundaries, and learn to take a punch or punch back, without anger. The guy across the table is not the problem; the situation is. ■​Prepare an Ackerman plan. Before you head into the weeds of bargaining, you’ll need a plan of extreme anchor, calibrated questions, and well-defined offers. Remember: 65, 85, 95, 100 percent. Decreasing raises and ending on nonround numbers will get your counterpart to believe that he’s squeezing you for all you’re worth when you’re really getting to the number you want. CHAPTER 10

It is curious why anybody should pooh-pooh a study of fossils or various forms of rocks or lava. Such things grant us our only vision into Natural History’s big book; and it isn't a book in first-class condition. Far from it! Just a tiny scrap; a slip; or, possibly a big chunk is found, with nothing notifying us as to how it got to that particular point, nor how long ago. Man can only look at it, lift it, rap it, cut into it, and squint at it through a magnifying glass. And,— think about it. That’s all; until a formal study brings accompanying thoughts from many minds; and, by such tactics, judging that in all probability such and such a rock or fossil footprint is about so old. Natural History holds you in its grasp through just this impossibility of finding actual facts; for it is thus causing you to think. Now, thinking is not only a voluntary function; it is an acquisition; an art. Plants do not think. Animals probably do, but in a primary way, such as an aid in knowing poisonous foods, and how to bring up an offspring with similar ability. But Man can, and should think, and think hard and constantly. It is ridiculous to rush blindly into an action without looking forward to lay out a plan. Such an unthinking custom is almost a panic, and panic is but a mild form of insanity

A leader’s checklist for planning should include the following: • Analyze the mission. —Understand higher headquarters’ mission, Commander’s Intent, and endstate (the goal). —Identify and state your own Commander’s Intent and endstate for the specific mission. • Identify personnel, assets, resources, and time available. • Decentralize the planning process. —Empower key leaders within the team to analyze possible courses of action. • Determine a specific course of action. —Lean toward selecting the simplest course of action. —Focus efforts on the best course of action. • Empower key leaders to develop the plan for the selected course of action. • Plan for likely contingencies through each phase of the operation. • Mitigate risks that can be controlled as much as possible. • Delegate portions of the plan and brief to key junior leaders. —Stand back and be the tactical genius. • Continually check and question the plan against emerging information to ensure it still fits the situation. • Brief the plan to all participants and supporting assets. —Emphasize Commander’s Intent. —Ask questions and engage in discussion and interaction with the team to ensure they understand. • Conduct post-operational debrief after execution. —Analyze lessons learned and implement them in future planning.

In a 1997 showdown billed as the final battle for supremacy between natural and artificial intelligence, IBM supercomputer Deep Blue defeated Garry Kasparov. Deep Blue evaluated two hundred million positions per second. That is a tiny fraction of possible chess positions—the number of possible game sequences is more than atoms in the observable universe—but plenty enough to beat the best human. According to Kasparov, “Today the free chess app on your mobile phone is stronger than me.” He is not being rhetorical. “Anything we can do, and we know how to do it, machines will do it better,” he said at a recent lecture. “If we can codify it, and pass it to computers, they will do it better.” Still, losing to Deep Blue gave him an idea. In playing computers, he recognized what artificial intelligence scholars call Moravec’s paradox: machines and humans frequently have opposite strengths and weaknesses. There is a saying that “chess is 99 percent tactics.” Tactics are short combinations of moves that players use to get an immediate advantage on the board. When players study all those patterns, they are mastering tactics. Bigger-picture planning in chess—how to manage the little battles to win the war—is called strategy. As Susan Polgar has written, “you can get a lot further by being very good in tactics”—that is, knowing a lot of patterns—“and have only a basic understanding of strategy.

I have a good friend, let’s call him Slim Berriss, who’s devised a schedule for himself that combines practical microdosing and pre-planned 1- to 2-day treks into deeper territory. For him, this blend provides a structured approach for increasing everyday well-being, developing empathy, and intensively exploring the “other.” Here is what it looks like: Microdosing of ibogaine hydrochloride twice weekly, on Mondays and Fridays. The dosage is 4 mg, or roughly 1/200 or less of the full ceremonial dosage at Slim’s bodyweight of 80 kg. He dislikes LSD and finds psilocybin in mushrooms hard to dose accurately. Woe unto he who “microdoses” and gets hit like a freight train while checking in luggage at an airport (poor Slim). The encapsulated ibogaine was gifted to him to solve this problem. Moderate dosing of psilocybin (2.2 to 3.5 g), as ground mushrooms in chocolate, once every 6 to 8 weeks. His highly individual experience falls somewhere in the 150 to 200 mcg description of LSD by Jim later in this piece. Slim is supervised by an experienced sitter. Higher-dose ayahuasca once every 3 to 6 months for 2 consecutive nights. The effects could be compared (though very different experiences) to 500+ mcg of LSD. Slim is supervised by 1 to 2 experienced sitters in a close-knit group of 4 to 6 people maximum. NOTE: In the 4 weeks prior to these sessions, he does not consume any ibogaine or psilocybin.

the greatest inspiration for institutional change in American law enforcement came on an airport tarmac in Jacksonville, Florida, on October 4, 1971. The United States was experiencing an epidemic of airline hijackings at the time; there were five in one three-day period in 1970. It was in that charged atmosphere that an unhinged man named George Giffe Jr. hijacked a chartered plane out of Nashville, Tennessee, planning to head to the Bahamas. By the time the incident was over, Giffe had murdered two hostages—his estranged wife and the pilot—and killed himself to boot. But this time the blame didn’t fall on the hijacker; instead, it fell squarely on the FBI. Two hostages had managed to convince Giffe to let them go on the tarmac in Jacksonville, where they’d stopped to refuel. But the agents had gotten impatient and shot out the engine. And that had pushed Giffe to the nuclear option. In fact, the blame placed on the FBI was so strong that when the pilot’s wife and Giffe’s daughter filed a wrongful death suit alleging FBI negligence, the courts agreed. In the landmark Downs v. United States decision of 1975, the U.S. Court of Appeals wrote that “there was a better suited alternative to protecting the hostages’ well-being,” and said that the FBI had turned “what had been a successful ‘waiting game,’ during which two persons safely left the plane, into a ‘shooting match’ that left three persons dead.” The court concluded that “a reasonable attempt at negotiations must be made prior to a tactical intervention.” The Downs hijacking case came to epitomize everything not to do in a crisis situation, and inspired the development of today’s theories, training, and techniques for hostage negotiations. Soon after the Giffe tragedy, the New York City Police Department (NYPD) became the first police force in the country to put together a dedicated team of specialists to design a process and handle crisis negotiations. The FBI and others followed. A new era of negotiation had begun. HEART

Well, first of all,” he began, “I really…I really like you.” He looked into my eyes in a seeming effort to transmit the true meaning of each word straight into my psyche. All muscle tone disappeared from my body. Marlboro Man was so willing to put himself out there, so unafraid to put forth his true feelings. I simply wasn’t used to this. I was used to head games, tactics, apathy, aloofness. When it came to love and romance, I’d developed a rock-solid tolerance for mediocrity. And here, in two short weeks, Marlboro Man had blown it all to kingdom come. There was nothing mediocre about Marlboro Man. He had more to say; he didn’t even pause to wait for a response. That, in his universe, was what a real man did. “And…” He hesitated. I listened. His voice was serious. Focused. “And I just flat don’t want you to leave,” he declared, holding me close, resting his chin on my cheek, speaking directly into my ear. I paused. Took a breath. “Well--” I began. He interrupted. “I know we’ve just been doing this for two weeks, and I know you’ve already made your plans, and I know we don’t know what the future holds, but…” He looked at me and cupped my face in his hand, his other hand on my arm. “I know,” I agreed, trying to muster some trite response. “I--” He broke in again. He had some things to say. “If I didn’t have the ranch, it’d be one thing,” he said. My pulse quickened. “But I…my life is here.” “I know,” I said again. “I wouldn’t…” He continued, “I don’t want to get in the middle of your plans. I just…” He paused, then kissed me on the cheek. “I don’t want you to go.” I was tongue-tied as usual. This was so strange for me, so foreign--that I could feel so strongly for someone I’d known for such a short time. To talk about our future would be premature; but to totally dismiss that we’d happened upon something special wouldn’t be right, either. Something extraordinary had occurred between us--that fact was indisputable. It was the timing that left so much to be desired. We were both bleary eyed, tired. Falling asleep standing up in each other’s arms. Nothing more could be said that night; nothing could be resolved. He knew it, I knew it; so we settled on a long, lasting kiss and an all-encompassing hug before he turned around and walked away. Starting his diesel pickup. Driving down my parents’ street. Driving back to his ranch.

When players study all those patterns, they are mastering tactics. Bigger-picture planning in chess—how to manage the little battles to win the war—is called strategy. As Susan Polgar has written, “you can get a lot further by being very good in tactics”—that is, knowing a lot of patterns—“and have only a basic understanding of strategy.” Thanks to their calculation power, computers are tactically flawless compared to humans. Grandmasters predict the near future, but computers do it better. What if, Kasparov wondered, computer tactical prowess were combined with human big-picture, strategic thinking? In 1998, he helped organize the first “advanced chess” tournament, in which each human player, including Kasparov himself, paired with a computer. Years of pattern study were obviated. The machine partner could handle tactics so the human could focus on strategy. It was like Tiger Woods facing off in a golf video game against the best gamers. His years of repetition would be neutralized, and the contest would shift to one of strategy rather than tactical execution. In chess, it changed the pecking order instantly. “Human creativity was even more paramount under these conditions, not less,” according to Kasparov. Kasparov settled for a 3–3 draw with a player he had trounced four games to zero just a month earlier in a traditional match. “My advantage in calculating tactics had been nullified by the machine.” The primary benefit of years of experience with specialized training was outsourced, and in a contest where humans focused on strategy, he suddenly had peers. A few years later, the first “freestyle chess” tournament was held. Teams could be made up of multiple humans and computers. The lifetime-of-specialized-practice advantage that had been diluted in advanced chess was obliterated in freestyle. A duo of amateur players with three normal computers not only destroyed Hydra, the best chess supercomputer, they also crushed teams of grandmasters using computers. Kasparov concluded that the humans on the winning team were the best at “coaching” multiple computers on what to examine, and then synthesizing that information for an overall strategy. Human/Computer combo teams—known as “centaurs”—were playing the highest level of chess ever seen. If Deep Blue’s victory over Kasparov signaled the transfer of chess power from humans to computers, the victory of centaurs over Hydra symbolized something more interesting still: humans empowered to do what they do best without the prerequisite of years of specialized pattern recognition.

Elvis was pretty slick. Nonetheless, I knew that he was cheating. His four-of-a-kind would beat my full house. I had two choices. I could fold my hand and lose all the money I’d contributed to the pot, or I could match Elvis’s bet and continue to play. If a gambler thought he was in an honest game, he would probably match the bet thinking his full house was a sure winner. The con artist would bet large amounts of money on the remaining cards, knowing he had a winning hand. I narrowed my eyes and pursed my lips, as if struggling to decide whether to wager five hundred pesos or fold my hand and call it quits. I knew there were five men between me and the door and watched them from the corner of my eye. Even if I folded and accepted my losses, I knew they would not let me leave without taking all my cash. They had strength in numbers and would strong arm me if they could. The men stared, intently watching my next move. I set down my beer and took five one hundred peso notes from my wallet. The men at the bar relaxed. My adrenaline surged, pumping through my brain, sharpening my focus as I prepared for action. I moved as if to place my bet on the table, but instead my hand bumped my beer bottle, spilling it onto Elvis’ lap. Elvis reacted instinctively to the cold beer, pushing back from the table and rising to his feet. I jumped up from my chair making a loud show of apologizing, and in the ensuing pandemonium I snatched all the money off the table and bolted for the door! My tactics took everyone by complete surprise. I had a small head start, but the Filipinos recovered quickly and scrambled to cut off my escape. I dashed to the door and barely made it to the exit ahead of the Filipinos. The thugs were nearly upon me when I suddenly wheeled round and kicked the nearest man square in the chest. My kick cracked ribs and launched the shocked Filipino through the air into the other men, tumbling them to the ground. For the moment, my assailants were a jumble of tangled bodies on the floor. I darted out the door and raced down the busy sidewalk, dodging pedestrians. I looked back and saw the furious Filipinos swarming out of the bar. Running full tilt, I grabbed onto the rail of a passing Jeepney and swung myself into the vehicle. The wide-eyed passengers shrunk back, trying to keep their distance from the crazy American. I yelled to the driver, “Step on the gas!” and thrust a hundred peso note into his hand. I looked back and saw all six of Johnny’s henchmen piling onto one tricycle. The jeepney driver realized we were being pursued and stomped the gas pedal to the floor. The jeepney surged into traffic and accelerated away from the tricycle. The tricycle was only designed for one driver and two passengers. With six bodies hanging on, the overloaded motorcycle was slow and unstable. The motorcycle driver held the throttle wide open and the tricycle rocked side to side, almost tipping over, as the frustrated riders yelled curses and flailed their arms futilely. My jeepney continued to speed through the city, pulling away from our pursuers. Finally, I could no longer see the tricycle behind us. When I was sure I had escaped, I thanked the driver and got off at the next stop. I hired a tricycle of my own and carefully made my way back to my neighborhood, keeping careful watch for Johnny and his friends. I knew that Johnny was in a frustrated rage. Not only had I foiled his plans, I had also made off with a thousand pesos of his cash. Even though I had great fun and came out of my escapade in good shape, my escape was risky and could’ve had a very different outcome. I feel a disclaimer is appropriate for those people who think it is fun to con street hustlers, “Kids. Don’t try this at home.

Companies should utilize the CSIPP™ framework whenever they face crises. The 12 elements of CSIPP™, or Crisis Solution Internal Philosophy and Practice, include: 1. Immunity (Immune Systems): Organizations, akin to living organisms, possess inherent vulnerabilities. The CSIPP™ framework advocates for the establishment of proactive and self-regulating systems within an organization which autonomously identify, respond to, and mitigate threats, thereby enhancing the organization's resilience and adaptability. 2. Surveillance: Organizations need to cultivate a culture of informed awareness. This entails the implementation of judicious surveillance mechanisms to gather both internal and external intelligence. Such insights empower organizations to preemptively identify potential risks and opportunities, enabling more agile and effective decision-making. Data serves as the lifeblood of CSIPP™. It is imperative that organizations prioritize the collection, analysis, and interpretation of relevant data. This data-driven approach facilitates evidence-based decision-making, informed risk assessments, and the optimization of crisis response strategies. 3. Decisiveness: Decisiveness is particularly important during times of crisis. Leaders must be able to gather and synthesize the data, and make quick and definite decisions to move the organization forward. 4. Capital Reserves/Liquidity: Financial preparedness is a cornerstone of crisis management. Organizations must maintain adequate reserves of liquid capital to navigate unforeseen challenges. Moreover, they should proactively identify internal assets, both tangible and intangible, that can be readily redeployed in times of crisis. 5. Communication: Effective communication is pivotal during a crisis. Organizations should establish a comprehensive communication plan encompassing all stakeholders - employees, customers, investors, and the community at large. This plan should ensure timely, transparent, and accurate information dissemination, fostering trust and mitigating the spread of misinformation. 6. Response: The ability to respond swiftly and decisively is critical in crisis situations. Organizations must develop well-defined response protocols that outline roles, responsibilities, and escalation procedures. Regular drills and simulations can enhance preparedness and ensure a coordinated response. 7. Risk Evaluation: A continuous process of risk evaluation and assessment is essential. Organizations need to proactively identify, analyze, and prioritize potential risks based on their likelihood and potential impact. This enables the development of targeted mitigation strategies and contingency plans. 8. Leadership: Strong and decisive leadership is indispensable during a crisis. Leaders must be able to make difficult decisions under pressure, communicate effectively, and inspire confidence in their teams. A clear chain of command and delegation of authority are vital for effective crisis management. 9. Readiness (Drills/Training): All individuals likely to be involved in crisis response should receive comprehensive training and participate in regular drills. This ensures that they are familiar with their roles, responsibilities, and the organization's crisis management protocols. 10. Post-Crisis Analysis: Following a crisis, it is crucial to conduct a thorough post-mortem analysis. This involves evaluating the organization's response, identifying lessons learned, and implementing corrective actions to improve future crisis management efforts. 11. Nuanced Adjustment: Crisis management is not a one-size-fits-all endeavor. Organizations need to be adaptable and flexible, adjusting their strategies and tactics as the situation evolves. 12. Protocol: Clear and well-defined protocols are the backbone of effective crisis management. Organizations should establish a set of standard operating procedures (SOPs) that outline the steps to be taken in various crisis scenarios.

If you want an average, successful life, it doesn’t take much planning. Just stay out of trouble, go to school, and apply for jobs you might like. But if you want something extraordinary, you have two paths: 1) Become the best at one specific thing. 2) Become very good (top 25%) at two or more things. The first strategy is difficult to the point of near impossibility. Few people will ever play in the NBA or make a platinum album. I don’t recommend anyone even try. The second strategy is fairly easy. Everyone has at least a few areas in which they could be in the top 25% with some effort. In my case, I can draw better than most people, but I’m hardly an artist. And I’m not any funnier than the average standup comedian who never makes it big, but I’m funnier than most people. The magic is that few people can draw well and write jokes. It’s the combination of the two that makes what I do so rare. And when you add in my business background, suddenly I had a topic that few cartoonists could hope to understand without living it. I always advise young people to become good public speakers (top 25%). Anyone can do it with practice. If you add that talent to any other, suddenly you’re the boss of the people who have only one skill. Or get a degree in business on top of your engineering degree, law degree, medical degree, science degree, or whatever. Suddenly you’re in charge, or maybe you’re starting your own company using your combined knowledge. Capitalism rewards things that are both rare and valuable. You make yourself rare by combining two or more “pretty goods” until no one else has your mix. . . . At least one of the skills in your mixture should involve communication, either written or verbal. And it could be as simple as learning how to sell more effectively than 75% of the world. That’s one. Now add to that whatever your passion is, and you have two, because that’s the thing you’ll easily put enough energy into to reach the top 25%. If you have an aptitude for a third skill, perhaps business or public speaking, develop that too. It sounds like generic advice, but you’d be hard-pressed to find any successful person who didn’t have about three skills in the top 25%.

A great personal growth plan feeds on strengths and opportunities that could be improved. What you can't get better at doesn't count as growth. Hey, Success is never a static endeavour- it is a mindset based on a continuous and deliberate upgrade of your person and your tactics

I think we’re in trouble,” Iris stated solemnly. “What an astute observation,” was Kevin’s sarcastic comeback. “So, do you have a plan?” “I was thinking we should make a tactical withdrawal,” Kevin admitted. Iris raised a delicate eyebrow. “So we’re running away?” “We do not run away.” Kevin glared at her while still keeping the kasha in his sights. “We simply withdraw tactically.” “Right.” Iris nodded. “That’s what you call running away.” “… Shut up.

I can think” → Having good rules for decision-making, and having good questions you can ask yourself and others. “I can wait” → Being able to plan long-term, play the long game, and not misallocate your resources. “I can fast” → Being able to withstand difficulties and disaster. Training yourself to be uncommonly resilient and have a high pain tolerance.

Managers are frontline leaders who worry about day-to-day tactics: they create, implement, and execute detailed plans that allow the organization to either do new things or do existing things more efficiently.

As for my own reward, after finishing my verse, I received affirmation from a satisfying “Day Complete!” screen. A check mark appeared near the scripture I had read and another one was placed on my reading plan calendar. Skipping a day would mean breaking the chain of checked days, employing the endowed progress effect (previously discussed in chapter 3)—a tactic also used by video game designers to encourage progression.

The New Rich (NR) are those who abandon the deferred-life plan [save and retire after 20–40 years] and create luxury lifestyles in the present using the currency of the New Rich: time and mobility.

Brochures didn’t disappear when websites arrived. Text messaging did not destroy telefundraising. As tactics, tools and platforms pile up on top of one another, we tech-savvy digital fundraisers have to hone and maintain our ability to wade through these weeds of ever-increasing uncertainty and complexity. We need to be able to embrace it. Plan for it. Leverage it. Tolerance for ambiguity is a sign of maturity in our lives, which includes our fundraising careers, because the digital ecosystem we operate within is constantly evolving. It has a food chain, complete with predators and prey. It has seasonal shifts. It gives and supports life, but it also generates and disposes of waste.

people depend on constant communication with others to keep their minds organized. We all need to think to keep things straight, but we mostly think by talking. We need to talk about the past, so we can distinguish the trivial, overblown concerns that otherwise plague our thoughts from the experiences that are truly important. We need to talk about the nature of the present and our plans for the future, so we know where we are, where we are going, and why we are going there. We must submit the strategies and tactics we formulate to the judgments of others, to ensure their efficiency and resilience. We need to listen to ourselves as we talk, as well, so that we may organize our otherwise inchoate bodily reactions, motivations, and emotions into something articulate and organized, and dispense with those concerns that are exaggerated and irrational. We need to talk—both to remember and to forget.

Tactical Consideration in Strikes and Kicks Used in Attack and Defense When you have enough time to identify a dangerous scenario before it starts, the primary attacks are kicks and secondary attacks are punches. In the short range it is faster to reach with a punch than to shift the body’s weight up for a kick. In the long range it is faster to leap one step and lift the leg for a kick instead of leaping two steps. Therefore in the long range, kicks are considered to be primary attacks. If you block a fake kick, attack at the same time. If your opponent tries to punch you, he would not succeed since he would have closed a two-step gap before reaching you while you were moving to block his kick as he started to move. Since he initially planned to lunge two steps forward to close the gap, he would not expect you to meet him halfway and it would break his train of thought. Another tactical move would be to move forward and close the gap without immediately attacking, and waiting for the opponent to attack first so that you could follow with a block and counterattack. However, your opponent could preemptively kick as you try to move in. Krav Maga defense techniques are designed to automatically counter a kick with a follow-up hand strike. First, the right hand goes to the left shoulder before it strikes, therefore catching the outside of the forearm in any such possible attack. During training and practice of that particular defense, the student should practice the defense with all the possible follow-up scenarios as well. Reaction Time Consideration Remember that you are a human being and your skeleton is designed for use in a unique way. If you try to crawl like a snake, or walk like a monkey, you will never reach the speed and balance of your natural movement. Therefore as a Krav Maga fighter you have the upper hand. If a martial artist attempts to get into a particular stance, or makes an opening statement with a few threatening moves and screams, or tries to fake an attack, you should know by now that he is wasting his energy and attacks and you should really react to his initial standing position when he is about to close the range, or preemptively attack if you think he is serious about hurting you. At times ignoring a person at the right time but yet being ready to counter him with the right timing will discourage a bully through the messages your body and actions deliver. From a distance, you can see that his closest limb, according to the striking distance, is what you should be concerned about. Follow your training and counterattack by blocking only the closest limb. If he fakes his first move, it should not be a great concern. While he is doing this, you should block the fake attack and counterattack him at the same time. He should never be able to get to his second planned attack.

The shutdown ritual described earlier leverages this tactic to battle the Zeigarnik effect. While it doesn’t force you to explicitly identify a plan for every single task in your task list (a burdensome requirement), it does force you to capture every task in a common list, and then review these tasks before making a plan for the next day. This ritual ensures that no task will be forgotten: Each will be reviewed daily and tackled when the time is appropriate. Your mind, in other words, is released from its duty to keep track of these obligations

Our strategic advantage includes two areas. The first, called offensive apologetics, makes a positive case for Christianity by offering reasons that support our view - giving evidence for the existence of God or for the resurrection of Christ or for the inspiration of the Bible, for example. The second area, often called defensive apologetics, answers specific challenges meant to undermine or disprove Christianity - responding to attacks on the authority and historical reliability of the Bible or tackling the problem of evil or addressing the challenge of Darwinian macroevolution, to name a few.

There is a wonderful story of a group of American car executives who went to Japan to see a Japanese assembly line. At the end of the line, the doors were put on the hinges, the same as in America. But something was missing. In the United States, a line worker would take a rubber mallet and tap the edges of the door to ensure that it fit perfectly. In Japan, that job didn’t seem to exist. Confused, the American auto executives asked at what point they made sure the door fit perfectly. Their Japanese guide looked at them and smiled sheepishly. “We make sure it fits when we design it.” In the Japanese auto plant, they didn’t examine the problem and accumulate data to figure out the best solution—they engineered the outcome they wanted from the beginning. If they didn’t achieve their desired outcome, they understood it was because of a decision they made at the start of the process. At the end of the day, the doors on the American-made and Japanese-made cars appeared to fit when each rolled off the assembly line. Except the Japanese didn’t need to employ someone to hammer doors, nor did they need to buy any mallets. More importantly, the Japanese doors are likely to last longer and maybe even be more structurally sound in an accident. All this for no other reason than they ensured the pieces fit from the start. What the American automakers did with their rubber mallets is a metaphor for how so many people and organizations lead. When faced with a result that doesn’t go according to plan, a series of perfectly effective short-term tactics are used until the desired outcome is achieved. But how structurally sound are those solutions? So many organizations function in a world of tangible goals and the mallets to achieve them. The ones that achieve more, the ones that get more out of fewer people and fewer resources, the ones with an outsized amount of influence, however, build products and companies and even recruit people that all fit based on the original intention. Even though the outcome may look the same, great leaders understand the value in the things we cannot see. Every instruction we give, every course of action we set, every result we desire, starts with the same thing: a decision. There are those who decide to manipulate the door to fit to achieve the desired result and there are those who start from somewhere very different. Though both courses of action may yield similar short-term results, it is what we can’t see that makes long-term success more predictable for only one. The one that understood why the doors need to fit by design and not by default.

In contrast, something as simple as pre-scheduled workouts acts as scaffolding around which you can more effectively plan and execute your day. This gives you a greater sense of agency and feeling of freedom. Jocko adds, “It also means that if you want freedom in life—be that financial freedom, more free time, or even freedom from sickness and poor health—you can only achieve these things through discipline.

France initially offered strong resistance to the inclusion of Germany in the Marshall Plan, but failed to deflect the US position. In the best French negotiating style, it managed to get a more substantial portion of the resources. This tactic later yielded much fruit in the negotiations for the European economic union, when it would sell dearly its lifting of vetoes to Community initiatives.

We are not in this alone. Yes, each of us has an important role to play, but all the pressure is on the Lord. Sharing the gospel is our task, but salvation is God’s responsibility.

Prior to the advent of military staffs, armies and navies made military decisions via councils of war, in which the commander would assemble his major subordinates, solicit and pitch courses of action, and seek a consensus on which one to pursue. Napoleon eschewed such meetings once he had enough rank to forego them, calling them "a cowardly proceeding" intended more to shift blame than to determine an effective plan.

But it all starts with one person, or two people, or tiny groups, in their small surroundings, engaging in energetic mobilization of antiracists into organizations; and chess-like planning and adjustments during strikes, occupations, insurrections, campaigns, and fiscal and bodily boycotts, among a series of other tactics to force power to eradicate racist policies. Antiracist protesters have created positions of power for themselves by articulating clear demands and making it clearer that they will not stop—and policing forces cannot stop them—until their demands are met.

Tactical combat actions should be thought out and organized. To build a battle plan is easy only in this case, if the opponent is known in advance, if the boxer knows his way of fighting, his favorite technical means and his personal qualities. But if the boxer does not know the opponent completely, then in the fight with him always have to pose the task of conducting a thorough, preliminary diagnosis. Every fight with any opponent always requires reasonable precautions. In practice, there were quite a few cases that the boxer lost the fight only because he started decisive actions, without first noticing the characteristics and character of the opponent's actions. When planning a fight, the relationship of strength must always be judged soberly; you can neither underestimate nor overestimate your opponent's strength. To fight against a known enemy, prepare yourself to use your abilities with the greatest success. The boxer, depending on how the opponent can act, what his blows are the most dangerous, what technical measures he uses most in combat, should think about the system of defense activities. Knowing what types of defense the opponent uses most effectively, the boxer should avoid using blows that the opponent can easily paralyze. If, finally, the opponent used to fight for a certain distance, the boxer should impose a fight at a distance to which he was not used, and put him in the least favorable conditions.

Mastering, perceptiveness and correct judgment on the properties of the opponent help the broker to act decisively in the fight. The ability to conduct reconnaissance is obtained in training battles with various combat-related characteristics of the partners. Based on the diagnosis, the main task before the boxer is to plan the fight in tactical terms. But before the decisive action begins, the boxer should set a clear goal. Comparing your own advantages with the opponent's combat characteristics gives you the opportunity to sketch a specific plan, the path to victory and the use of this or that tactic.

[Evander Holyfield] said that his coach at one point told him, something like his very first day, ‘You could be the next Muhammad Ali. Do you wanna do that?’ Evander said he had to ask his mom. He went home, he came back and said, ‘I wanna do that.’ The coach said, ‘Okay. Is that a dream or a goal? Because there’s a difference.’ “I’d never heard it said that way, but it stuck with me. So much so that I’ve said it to my kid now: ‘Is that a dream, or a goal? Because a dream is something you fantasize about that will probably never happen. A goal is something you set a plan for, work toward, and achieve. I always looked at my stuff that way. The people who were successful models to me were people who had structured goals and then put a plan in place to get to those things. I think that’s what impressed me about Arnold [Schwarzenegger]. It’s what impressed me about my father-in-law [Vince McMahon].

Simply ask yourself, Did he give me an argument, or did he just give me an opinion? If the latter, then say, “Well, that’s an interesting point of view, but what’s your argument? How did you come to that conclusion? Why should I take your point seriously? Please take a moment and give me some of your reasons.” When he answers you, be alert to the differences between what is possible, what is plausible, and what is probable, given his evidence.

On Creating a “Red Team” STAN: “The concept of ‘red team’ is designed to test a plan. What happens is, as you develop a plan—you’ve got a problem and you develop a way to solve that problem—you fall in love with it. You start to dismiss the shortcomings of it, simply because, I think, that’s the way the mind works. . . . Sometimes you’re actually skipping over real challenges to it, or vulnerabilities in it, because you just want it to work. As we describe it, sometimes a plan can end up being a string of miracles, and that’s not a real solid plan. So red teaming is: You take people who aren’t wedded to the plan and [ask them,] ‘How would you disrupt this plan or how would you defeat this plan?’ If you have a very thoughtful red team, you’ll produce stunning results.

COVID-19 outbreak made them a norm of public life. Many also wore helmets and carried melee weapons. Together, the crowd of around four hundred brought traffic to a standstill—by now a regular occurrence in the City of Roses, as Portland is known by. As usual, the police stayed away. They knew whom the streets belonged to. Working as a journalist with a phone and a new GoPro camera, I slowly made my way toward the front of the crowd. Some of the protesters recognized me. They glared and whispered in the ears of their comrades. Luis Enrique Marquez looked right at me. The 48-year-old Rose City Antifa member has been arrested so many times at violent protests in Portland over the past few years that he no longer bothers to wear a mask. Still, I ignored the stares and continued forward. By this point, the crowd’s chants had changed. “No hate! No fear!” they began shouting. Before I made it much farther, someone—or something—hit me hard in the back of the head. I was nearly knocked to the ground from the impact. Never having been in a fight, I naively asked myself in the moment: “Did someone just trip and fall into me?” Before I could turn around to look, a sea of bodies dressed in black surrounded me. In the background, I could still hear the crowd chant, “No hate!” Ironically, all I saw next—and felt—was the pure embodiment of hatred. Staring at an amorphous mob of faceless shadows, I froze. Suddenly, clenched fists repeatedly struck my face and head from all directions. My right knee buckled from the impact. The masked attackers wore tactical gloves—gloves hardened with fiberglass on the knuckles. It’s likely some of them used brass knuckles as well. I put my arms up to surrender, but this only signaled to them to beat me more ferociously. Someone then snatched my camera—my evidence. I desperately tried but failed to hold on to it. The masked thief melted into the crowd, a function of the “black bloc.” Another person ran up and kicked me twice in the groin. Someone bashed me on the head from behind with a stiff placard or sign.

A great personal growth plan feeds on strenghts and opportunities that could be improved. What you can't get better at doesn't count as growth. Hey, Success is never a static endeavour- it is a mindset based on a continuos and delibrate upgrade of your person and your tactics

The plan was as tactically sound as the available information

On May 28, 1987, Judge Michael Tynan set September 30 for the trial, warning the Hernandezes to be ready. On September 11, the Hernandezes again requested a delay of a few months, citing the prosecution’s failure to turn over items the defense needed to plot strategy and plan defense. Tynan refused to give them six months and set trial for February 1, 1988, only to grant another delay before then because the Hernandezes appealed to the district court of appeals to get certain evidence the prosecution was refusing to give the defense—namely, crime-scene photographs. On January 19, Tynan announced that the state court had granted a last-minute request by the Hernandezes for the state to turn over the evidence the defense wanted. On the twenty-fifth, he set March 22 for the trial date because of the uncertainty surrounding the appellate ruling. On March 16, the defense asked for yet another delay to review the new material they’d gotten as a result of the appellate decision, which Tynan granted, making April 29 the date for trial. Again, on the twenty-ninth, the defense asked for a delay, citing the huge amount of work as reason they weren’t ready. Tynan then scheduled June 30 for trial, but on June 21, the defense filed a motion to exclude Tynan, citing him as being racially biased against the defense, a tactic expected to buy more time. On July 8, Orange County Superior Court presiding judge Philip E. Cox ruled that Tynan was not biased. Finally, on July 21, 1988, jury selection began, and the battle began in earnest.

They shared elaborate fantasies about raping and murdering me, discussing the pros and cons of each. They talked about how to break into all of my accounts to try to find more ways to invade my privacy. They bragged about victories like flooding my game's page with hatred and nude photos of me and went so far as to create guides to share tactics on how best to ruin my life. They even orchestrated plans to donate to various charities specifically to make themselves look like concerned citizens and not a mob of people trying to get me killed. They build friendships and bonded with each other by reinforcing their dedication to the righteous cause of taking me down, reminding themselves at every turn but they were the good guys.

There’s a car racing metaphor I find helpful when I’m trying to remind myself to look up from my laptop and take a break. When I was a child, I visited the maintenance pit of the famous Silverstone Formula One racetrack, and of course it was fascinating to learn about the tire switches and refueling that mechanics were able to do in just a few seconds. But what stayed with me most was the idea that success was determined not only by the car’s speed on the track, but also by the “pit strategy”—the race team’s scheduled pit stops. Each stop was a tactical investment in performance, a deliberate slowing down, to enable the car to speed up afterward. Pit stops are not wasted time—they’re an essential part of an efficient, well-planned race. And your brain is like that race car. Downtime is as important to your work as every other part of your day, and you need to make sure you get enough of that time throughout the day. Plan for it, protect it, respect it.

there are growing fears that expulsion has become more possible in the past few years than at any time since 1948, with religious nationalists and settlers dominating successive Israeli governments, explicit plans for annexations in the West Bank, and leading Israeli parliamentarians calling for the removal of some or all of the Palestinian population. Punitive Israeli policies are currently directed at forcing as many Palestinians as possible out of the country, while also evicting some within the West Bank and the Negev inside Israel from their homes and villages via home demolition, fake property sales, rezoning, and myriad other schemes. It is only a step from these tried-and-true demographic engineering tactics to a repeat of the full-blown ethnic cleansing of 1948 and 1967.

The plan came up on the tactical, and she felt her eyes narrow further. Of all the *insane*-- "Whoa," Apros muttered. "Does he *ever* come up with a battle plan that's not borderline insane?" "Not that I've noticed," Lakinda growled.

tried to tell him what I had seen, but he knew it all. Keeps repeating his wise-cracks. ‘The Lord said let there be mud,’ etc. etc. . . . There is NO tactical thinking or push. No plan was ever discussed at the meetings to hasten the fight or help the divisions.

This tells me that being engaged in good, even godly, productive things is not an automatic guard against losing your cutting edge. In fact, one of Satan’s dirtiest little tactics is to sneak in and steal it while you’re square in the middle of investing yourself in worthwhile activities. That’s why when you’re sensing a drag in your faith, in your spiritual fire, it can sometimes simply mean you’re doing exactly what you’re supposed to be doing . . . and doing it well, at that.

Many students of military operations attribute the operational and tactical successes of the German Army in World War II to its use of Auftragstaktik, or mission-type orders. [...]Fundamentally, the concept of intent rests on the notion that the reason a commander assigns a task, that is, its purpose, is more important than the task. The idea is to provide the why of a mission. If circumstances dictate, subordinate commanders may disregard the assigned task so long as they focus on accomplishing the purpose.

The ability to adapt is critical to your survival and success. Develop a keen sense of observation, and be prepared to adjust your strategies and tactics as circumstances change. Recognize that even the best-laid plans may encounter unforeseen obstacles, and embrace the need for flexibility in the face of adversity. By remaining adaptable, you ensure that your dreams remain resilient and your pursuit of power remains unyielding.

One of the most crucial tactics for cleaning is establishing a structured routine and maintaining consistency. This means creating a plan and dedicating certain days to certain chores.

I changed tactics and moved on to Plans B through F: Find something—or a combination of somethings—that paid enough for me to rent a place of my own. Dog walker, Lyft driver, waitress, cashier, sales specialist at a fancy spa. I drifted from job to job, finding that the fun ones didn’t pay enough, and the ones that did pay enough weren’t any fun.

Let’s say an enterprise wants to develop a three-year strategic plan to double market share, from 5% to 10%. Each person engaged in the planning imagines holding up a newspaper whose headline reads “Company X Has Doubled Its Market Share over the Past Three Years.” The team leader now asks them to identify the reasons they got there, what events occurred, what decisions were made, what went their way to get the enterprise to capture that market share. This enables the company to better identify strategies, tactics, and actions that need to be implemented to get to the goal. It also allows it to identify when the goal needs to be tweaked.

No tactic of the Enemy and no entrenched blindness on our part have the power to deter God from seeing his vision for us to completion. God's secret plan has now been revealed to us; it is a plan centered on Christ, designed long ago according to his good pleasure. 'And this is his plan: At the right time he will bring everything together under the authority of Christ--everyting in heaven and on earth' (Ephesians 1:10)--including his sons and daughters.

The primary resource, as you’ll come back to this: Dom’s top go-to resource for the ketogenic diet, including FAQs, meal plans, and more is ketogenic-diet-resource.com.

Here’s my protocol for my usual monthly 3-day fast from Thursday dinner to Sunday dinner: On Wednesday and Thursday, plan phone calls for Friday. Determine how you can be productive via cell phone for 4 hours. This will make sense shortly. Have a low-carb dinner around 6 p.m. on Thursday. On Friday, Saturday, and Sunday mornings, sleep as late as possible. The point is to let sleep do some of the work for you. Consume exogenous ketones or MCT oil upon waking and 2 more times throughout the day at 3- to 4-hour intervals. I primarily use KetoCaNa and caprylic acid (C8), like Brain Octane. The exogenous ketones help “fill the gap” for the 1 to 3 days that you might suffer carb withdrawal. Once you’re in deep ketosis and using body fat, they can be omitted. On Friday (and Saturday if needed), drink some caffeine and prepare to WALK. Be out the door no later than 30 minutes after waking. I grab a cold liter of water or Smartwater out of my fridge, add a dash of pure, unsweetened lemon juice to attenuate boredom, add a few pinches of salt to prevent misery/headaches/cramping, and head out. I sip this as I walk and make phone calls. Podcasts also work. Once you finish your water, fill it up or buy another. Add a little salt, keep walking, and keep drinking. It’s brisk walking—NOT intense exercise—and constant hydration that are key. I have friends who’ve tried running or high-intensity weight training instead, and it does not work for reasons I won’t bore you with. I told them, “Try brisk walking and tons of water for 3 to 4 hours. I bet you’ll be at 0.7 mmol the next morning.” One of them texted me the next morning: “Holy shit. 0.7 mmol.” Each day of fasting, feel free to consume exogenous ketones or fat (e.g., coconut oil in tea or coffee) as you like, up to 4 tablespoons. I will often reward myself at the end of each fasting afternoon with an iced coffee with a bit of coconut cream in it. Truth be told, I will sometimes allow myself a SeaSnax packet of nori sheets. Oooh, the decadence. Break your fast on Sunday night. Enjoy it. For a 14-day or longer fast, you need to think about refeeding carefully. But for a 3-day fast, I don’t think what you eat matters much. I’ve done steak, I’ve done salads, I’ve done greasy burritos. Evolutionarily, it makes no sense that a starving hominid would need to find shredded cabbage or some such nonsense to save himself from death. Eat what you find to eat.

The opening example of Pendarvis Harshaw’s distribution strategy for a story ignored by mainstream news outlets is an instance of pivoting his public. As noted earlier, Pen’s friends and followers shared many personal, social, and cultural interests. That much is obvious from his social media posts about upcoming poetry events and bicyclist gatherings and his photos of extreme hairstyles. By including news of his journey in his ongoing social media updates—where he also cheered the Oakland As and planned his upcoming birthday celebration

California Poppy Extract: If both honey + ACV and Yogi Bedtime Tea fail, try plan C: a few drops of California poppy extract in warm water. Yogi Bedtime Tea does contain California poppy extract, but taking it directly allows you to increase the dose.

If you set your goals ridiculously high and it’s a failure, you will fail above everyone else’s success.” —James Cameron “If you find yourself in a fair fight, you didn’t plan your mission properly.” —Colonel David Hackworth

There’s no ultimate manstopper, (Except for maybe a nuke.) Shot placement is the most important. The mob killed more people with .22 caliber bullets than any other. Fear is natural, embrace it, and learn to use it to your own advantage. Being fearless means you’re stupid. The more combat someone has seen, the less they talk about it. Courage is the first requirement of success in a crisis. Even a rugged, fully redundant, satellite enhanced, broadband, multimillion dollar tactical communications system will break down when you need it the most. Learn how to make decisions and carry out the plan without comms. A sense of humor will get you through anything from a gunshot wound to a divorce. Being alert will prevent 99% of the problems. Do unto others as they would do unto you; just make sure you do it first. There’s no such thing as a fair fight. If you fight, don’t be fair. If you know it all—you don’t. The first rule of a knife fight, is don’t get into a knife fight. The best defense to a knife fight is a full large capacity magazine used before the knife wielding person comes close enough to use their knife. Anything and everything can and WILL fail at the worst possible moment. If you don’t practice a movement at least 500 times, you’ll never do it under stress. You’ll never wake up knowing today is the day, so don’t sweat it. Practice doesn’t make perfect, perfectly practicing makes perfect. Our enemy is frequently smarter than we give them credit for. Train yourself to relax after the fight. We go into battle with what we have on our backs. The human mind is the deadliest weapon ever invented.

And when things go wrong, and they inevitably do go wrong, complexity compounds issues that can spiral out of control into total disaster. Plans and orders must be communicated in a manner that is simple, clear, and concise. Everyone that is part of the mission must know and understand his or her role in the mission and what to do in the event of likely contingencies. As a leader, it doesn’t matter how well you feel you have presented the information or communicated an order, plan, tactic, or strategy. If your team doesn’t get it, you have not kept things simple and you have failed. You must brief to ensure the lowest common denominator on the team understands.

The first is the motto of the U.S. Marine Corps: Semper Fi. This is short for semper fidelis, a Latin phrase that means “Always faithful

Many leaders forget that there are actually two types of performance, both important yet mutually opposed. Most organizations manage tactical performance—the ability to execute against a plan. But adaptive performance—the ability to diverge from a plan—is just as important. Because tactical performance and adaptive performance are opposites, they live in a tension that few leaders have learned how to balance.

Eisenhower found the difficulties he faced “nerve-wracking. Ordinarily,” he later observed, “a commander is given, along with a general objective, a definite allocation of forces upon which to construct his strategical plan, supported by detailed tactical, organizational, and logistical programs. In this case the situation was vague, the amount of resources unknown, the final object indeterminate, and the only firm factor in the whole business our instructions to attack.

All confrontation is based on deception. This is called the strategy of tactical paradox. When you are able to attack you must seem unable. When you are active you should appear inactive. When you are near you should have the enemy believe you are far and win far near. Beit the enemy pretend to be disorganised then strike if the enemy is secure. Then be prepared. If the enemy is of superior strength then invade. If your opponent has a weakness of temper and strives to irritate make a pretence of being. Cultivate your opponents' arrogance. If your opponent is at ease then ensure that they are given no rest. If the forces of your opponent are united then seek to divide them. Attack when the enemy is unprepared. Appear when you were not expected. The leader who wins makes careful plans.

All confrontation is based on deception. This is called the strategy of tactical paradox. When you are able to attack you must seem unable. When you are active you should appear inactive. When you are near you should have the enemy believe you are far and win far near. Beit the enemy pretend to be disorganised than strike if the enemy is secure. Then be prepared. If the enemy of superior strength then invade. If your opponent has a weakness of temper and strive to irritate make a pretence of being. We can cultivate your opponents arrogance. If your opponent is at ease then ensure that they are given no rest. If the forces of your opponent are united then seek to divide them. Attack when the enemy is unprepared. Appear when you were not expected. The leader who wins makes careful plans. This section was immediately followed by one called simply preparation for Death. The Earth Warrior, like all warriors, must be prepared for death. Live each day fully as if it were your last hope. Hey Lakota, meaning it's a good day to die.

We need to talk about the nature of the present and our plans for the future, so we know where we are, where we are going, and why we are going there. We must submit the strategies and tactics we formulate to the judgments of others, to ensure their efficiency and resilience. We need to listen to ourselves as we talk, as well, so that we may organize our otherwise inchoate bodily reactions, motivations, and emotions into something articulate and organized, and dispense with those concerns that are exaggerated and irrational. We need to talk—both to remember and to forget.

Knowing what you're going to write, making sure you're rested and ready to go, having enough time blocked off to do the writing, and having everything you need at hand to get things done. If you've taken care of these things ahead of time, you are far more likely to be productive than if you have to make up a plan on the spot for that day's writing session. If you're feeling that your writing sessions aren't as productive as they could be, my strong guess is that one of the four planning factors is the issue. To put yourself in a position to have a great writing session requires four steps: Make sure that your Model Week and Weekly Plan create a writing schedule that allows you to be productive. This requires that you know when you are alert and creative enough to write well, but also to understand how long a session needs to be so that you have enough time to get into a rhythm while not going so long that your focus and productivity fall off a cliff. Identify a clear set of tactics to work on during each writing session. This starts with your 12 Week Plan when you identify your 12 Week goals and associated tactics, and it takes concrete form in your Weekly

The Sidnee and the Wyshraj shared what they each knew of human aggressions, which turned out to be, in short, nothing. “And this is why,” Queen Shadya said, at last, “my generals propose a very deliberate tactical approach.” She nodded towards to the two blond Wyshraj that I had noticed before. “My two leading generals, Ishqa and Iajqa Sai’Ess, have developed a plan that I think we will both find mutually agreeable,” Shadya said. They rose, taking up a place on either side of the massive map.

the prior chapters have led to this one. If spiritual abuse is a real problem in the church today (and it is), if this abuse is contrary to Scripture and disqualifying for ministry (and it is), if abusive leaders and churches often retaliate against the victims with cruel and aggressive tactics (and they do), and if these tactics are devastating to the lives of the victims (and they are), then there is only one conclusion: churches must do something to protect their sheep. It’s not enough to be aware. It’s not enough to care. Churches must act. And this chapter has laid out three critical categories in which churches can take action. Prevention: Churches must do their best to weed out abusive candidates from the start by creating a vision for ministry that is radically biblical and therefore unattractive to leaders with abusive tendencies. Accountability: Too many churches have a culture of secrecy, self-protection, and image management—factors that create an ideal environment for spiritual abuse. In contrast, churches must create a culture that is open, transparent, and provides genuine accountability for its senior leadership. And finally, Protection: Churches must have a clear, well-organized plan for how to handle abuse claims and care for and protect the victims during the process.

checklists to make sure we haven’t left out any critical step. These lists contain questions we ask when considering an investment or advising a new-growth innovation team. You can use them for the same purposes—or as a starting point for developing your own checklist. 1. Is innovation development being spearheaded by a small, focused team of people who have relevant experience or are prepared to learn as they go? 2. Has the team spent enough time directly with prospective customers to develop a deep understanding of them? 3. In considering novel ways to serve those customers, did the team review developments in other industries and countries? 4. Can the team clearly define the first customer and a path to reaching others? 5. Is the team’s idea consistent with a strategic opportunity area in which the company has a compelling advantage? 6. Is the idea’s proposed business model described in detail? 7. Does the team have a believable hypothesis about how the offering will make money? 8. Have the team members identified all the things that have to be true for this hypothesis to work? 9. Does the team have a plan for testing all those uncertainties, which tackles the most critical ones first? Does each test have a clear objective, a hypothesis, specific predictions, and a tactical execution plan? 10. Are fixed costs low enough to facilitate course corrections? 11. Has the team demonstrated a bias toward action by rapidly prototyping the idea?

We participate, without feeling it's significance, to a battle of the free life against the profitable agony. This battle is not lead the way military do. It never expects neither victory nor defeat, it does not rely on tactics, it mobilizes nor brute force nor the ruse. It is not based on any project, nor any action plan. It is a battle on between a decay of all things, a weariness of the people that convinced them to die, and the permanent revival of a life that will never give up, permanently claims rights, and progresses through its quiet determination to ignore the obstacles.

There were three reasons why we survived: We had no money, we had no technology, and we had no plan. Every dollar, we used very carefully.

But you don’t have to stick with any tactic beyond the point of usefulness just to appear consistent to other people.

How do you know if you have A-players on your project team? You know it if they don’t just accept the strategy you hand them. They should suggest modifications to the plan based on their closeness to the details.

How much does this thing cost?” Travis says, walking closer to it. Honestly, Travis is always like this. A negative nelly is what my mother would call him. He always has to ask the questions that nobody wants to answer because it ruins all the fun. “Well, that’s a hard question. Are you talking about the rental price or the price of all the smiles on everyone’s faces as they are having the time of their lives?” “The rental price.” “Well, here’s the thing−” I start, but he holds his hand up and looks to Tina. “$1599.00 plus deposit and taxes,” she says. “WHAT?” Travis exclaims. “No way! Forget it. This is a veto.” “You can’t use a veto for this!” I argue. “Well, I just did,” he says, shrugging. I can see he has already put the idea out of his mind, which is completely ridiculous. I mean, I know it is pretty expensive, but then I think of all the fun memories everyone will make together− and can you really put a price on that? “Travis, you’re not seeing the bigger picture here!” I argue. “We said a small party. A couple of friends, some food and wine. This,” he says, pointing to the obstacle course, “is not small.” “Who wants small for a thirtieth birthday party? I mean, you only turn thirty once−” From the look on Travis’ face I decide to switch tactics. “What about if we charge people?” “You’re crazy,” he says. “Not our guests, but the neighbours and stuff. Kind of like a carnival.” Actually, I just thought of that idea right here and now, but it’s not a bad one. Plus, it might be easier to have the neighbours agree to have it on the street if I let them join in the fun. “Or we could just stick to the regular plan,” Travis says and turns to Tina. “I’m sorry we wasted your time.” I already know the next part of this conversation is not going to go well. “I kind of already put the deposit down,” I say, trying to get an imaginary piece of dirt off my sweater. No one says anything and I am starting to feel pretty sorry for Tina because she looks beyond uncomfortable with the conversation. “What kind of deposit?” Travis says in a low tone. “The non-refundable kind,” I say, biting my lip. “How much was the deposit?” he asks, looking from me to Tina. Tina’s eyes are wide and she looks to me desperately, asking me to rescue her from this awkwardness. Honestly, if anyone needs a life jacket right now− it’s me. “Nimfy perfin,” I mumble. “What?” “Ninety percent,” I say, meeting his eyes. “The remaining ten percent is due on delivery.” “You really are crazy,” he says, shaking his head. “I don’t know what you are getting all worked up about,” I say. “I’m paying for it!” “Etty, this… thing… is your rent for the month!” “I’ll take extra shifts,” I say, shrugging. “I wanted to make sure Scott’s day was really special.” “It’s going to be special because he’s with his friends and family. You don’t need to do these things.” “Yes, I do!” I say. “It’s how I show people that I care about them.” “Write them a nice card,” Travis says slowly. “I knew you wouldn’t understand. You’re always the storm cloud that rains on my parade!” “No, I’m the voice of reason in a land of eternal sunshine and daisies,” he says, and turns to Tina. “Is there any way we can get her deposit back?” Tina is now fidgeting with her skirt. “No, I’m sorry, but−” “Don’t worry Tina, I don’t want my deposit back. What I want is my brother to have the best day ever with his friends and family on a hundred foot inflatable obstacle course,” I narrow my eyes at Travis while lifting my purse further up my shoulder. “Now, if you will excuse me, I have to go and start my first of twenty overtime shifts to pay for the best day of all of our lives.

The only rules that really matter are these; what a man can do, and what a man can’t do.” — Captain Jack Sparrow, Pirates of the Caribbean

All men can see these tactics Whereby I master; But out of which evolve profits None can see the character. Strategy without character Is the slowest route to profits; Tactics without strategy Is the noise before loses

It was time to begin making notes on how the search was going, the people he had met, the conversations he had had, his thoughts, his plans and tactics for an investigation that promised to be complex, The steps taken by someone in search of someone else, he thought, and the truth is, that although the process was only in its early stages, he already had a lot to say, If this were a novel, he murmured as he opened the notebook, the conversation with the lady in the ground-floor apartment would be a chapter in itself. He picked up a pen to begin but stopped halfway, his eyes caught the paper on which he had written down the addresses, there was something he hadn’t considered before the perfectly plausible hypothesis that the unknown woman, after she got divorced, had gone to live with her parents, the equally possible hypothesis that her husband had left the apartment, leaving the telephone in his name. If that was so, and bearing in mind that the street in question was near the Central Registry, the woman on the bus might well have been the same one. The inner dialogue seemed to want to start up again, It was, It wasn’t, It was, It wasn’t, but this time, Senhor José paid no heed to it and, bending over the notebook, he began to write the first words, Thus, I went into the building, went up the stairs to the second floor and listened at the door of the apartment where the unknown woman was born, then I heard a little baby crying, it could be her child I thought, and, at the same time, I heard a woman crooning to it softly, It must be her, later, I found out that it wasn’t.

As I write this, I’m sitting in a café in Paris overlooking the Luxembourg Garden, just off of Rue Saint-Jacques. Rue Saint-Jacques is likely the oldest road in Paris, and it has a rich literary history. Victor Hugo lived a few blocks from where I’m sitting. Gertrude Stein drank coffee and F. Scott Fitzgerald socialized within a stone’s throw. Hemingway wandered up and down the sidewalks, his books percolating in his mind, wine no doubt percolating in his blood. I came to France to take a break from everything. No social media, no email, no social commitments, no set plans . . . except one project. The month had been set aside to review all of the lessons I’d learned from nearly 200 world-class performers I’d interviewed on The Tim Ferriss Show, which recently passed 100,000,000 downloads. The guests included chess prodigies, movie stars, four-star generals, pro athletes, and hedge fund managers. It was a motley crew. More than a handful of them had since become collaborators in business and creative projects, spanning from investments to indie film. As a result, I’d absorbed a lot of their wisdom outside of our recordings, whether over workouts, wine-infused jam sessions, text message exchanges, dinners, or late-night phone calls. In every case, I’d gotten to know them well beyond the superficial headlines in the media. My life had already improved in every area as a result of the lessons I could remember. But that was the tip of the iceberg. The majority of the gems were still lodged in thousands of pages of transcripts and hand-scribbled notes. More than anything, I longed for the chance to distill everything into a playbook. So, I’d set aside an entire month for review (and, if I’m being honest, pain au chocolat), to put together the ultimate CliffsNotes for myself. It would be the notebook to end all notebooks. Something that could help me in minutes but be read for a lifetime.

These world-class performers don’t have superpowers. The rules they’ve crafted for themselves allow the bending of reality to such an extent that it may seem that way, but they’ve learned how to do this, and so can you. These “rules” are often uncommon habits and bigger questions. In a surprising number of cases, the power is in the absurd. The more absurd, the more “impossible” the question, the more profound the answers. Take, for instance, a question that serial billionaire Peter Thiel likes to ask himself and others: “If you have a 10-year plan of how to get [somewhere], you should ask: Why can’t you do this in 6 months?” For purposes of illustration here, I might reword that to: “What might you do to accomplish your 10-year goals in the next 6 months, if you had a gun against your head?” Now, let’s pause. Do I expect you to take 10 seconds to ponder this and then magically accomplish 10 years’ worth of dreams in the next few months? No, I don’t. But I do expect that the question will productively break your mind, like a butterfly shattering a chrysalis to emerge with new capabilities. The “normal” systems you have in place, the social rules you’ve forced upon yourself, the standard frameworks—they don’t work when answering a question like this. You are forced to shed artificial constraints, like shedding a skin, to realize that you had the ability to renegotiate your reality all along. It just takes practice. My suggestion is that you spend real time with the questions you find most ridiculous in this book. Thirty minutes of stream-of-consciousness journaling (page 224) could change your life. On top of that, while the world is a gold mine, you need to go digging in other people’s heads to unearth riches. Questions are your pickaxes and competitive advantage. This book will give you an arsenal to choose from.

The more absurd, the more “impossible” the question, the more profound the answers. Take, for instance, a question that serial billionaire Peter Thiel likes to ask himself and others: “If you have a 10-year plan of how to get [somewhere], you should ask: Why can’t you do this in 6 months?” For purposes of illustration here, I might reword that to: “What might you do to accomplish your 10-year goals in the next 6 months, if you had a gun against your head?” Now, let’s pause. Do I expect you to take 10 seconds to ponder this and then magically accomplish 10 years’ worth of dreams in the next few months? No, I don’t. But I do expect that the question will productively break your mind, like a butterfly shattering a chrysalis to emerge with new capabilities. The “normal” systems you have in place, the social rules you’ve forced upon yourself, the standard frameworks—they don’t work when answering a question like this. You are forced to shed artificial constraints, like shedding a skin, to realize that you had the ability to renegotiate your reality all along. It just takes practice.

Understanding the difference between strategy and tactics is absolutely key to marketing success.

Because using classes well requires some up-front planning, they tend to be of more interest to people who work in strategic mode (doing long-term product development) than to people who work in tactical mode (where time is in very short supply).

We believe that we should openly and aggressively present our best ideas, programs, strategies, tactics and plans to the working class and to our communities in open forums, discussions, town halls, assemblies and other deliberative spaces, and debate them out in a principled democratic fashion to allow the working class and our communities to decide for themselves whether they make sense and are worth pursuing and implementing.

The situation was vastly different way back in 1968-69. The politicians and the bureaucrats hadn’t yet found the open sesame mantra into the national treasury. Most of them depended on the lowly SIB representatives for monetary help, tactical support and for building bridges with the political bosses and the top bureaucrats in Delhi. The situation has now reversed. The local political bosses like their counterparts in Delhi and elsewhere in India, have found the open sesame keys and are in a position to shame some of the millionaire barons of industry. Now, I understand, they are not required to pamper the local SIB station chief. They can shop around in Delhi, right from the top political to the chick bureaucratic shopping mall and spend as much as they like. They arrive in Delhi with suitcases and go back with political support and plan and non-plan budgetary grants and aids. Most of these allocations, even a blind person can perceive, travel straight to the private coffers of the adventurers and fortune hunters. That’s how the development activities are implemented in India to remove poverty and to bring the people up to civilised standard of living!