Target Achieved Quotes

Whenever you want to achieve something, keep your eyes open, concentrate and make sure you know exactly what it is you want. No one can hit their target with their eyes closed.

Definition: 'Love' is making a shot to the knees of a target 120 kilometres away using an Aratech sniper rifle with a tri-light scope. Statement: This definition, I am told, is subject to interpretation. Obviously, 'love' is a matter of odds. Not many meatbags could make such a shot, and strangely enough, not many meatbags would derive love from it. Yet for me, love is knowing your target, putting them in your targeting reticle, and together, achieving a singular purpose... against statistically long odds...

Goals doesn't leave you like men, goals wait, they wait for their achievers.

The joy of having something comes from the length of time you have been wanting it, expecting it. Happiness really lies in the expectation. So once you achieve it, it loses its charm for you. Every happiness is imaginary: so long as you don’t possess it, it seems to be abounding happiness. But as soon as it is actualized, it ceases to be happiness; our hands are as empty as before. And then we seek some other object for our desire, and we begin to expect it again. We feel so unhappy without it and imagine that happiness will come with it.

In a community coursed through by energies every road leads to a worthwhile goal, provided one doesn't hesitate or reflect too long. Targets are short-term, but since life is short too, results are maximized, which is all people need to be happy, because the soul is formed by what you accomplish, whereas what you desire without achieving it merely warps the soul. Happiness depends very little on what we want, but only on achieving whatever it is.

The code-of-ethics playlist: o Treat your colleagues, family, and friends with respect, dignity, fairness, and courtesy. o Pride yourself in the diversity of your experience and know that you have a lot to offer. o Commit to creating and supporting a world that is free of discrimination, harassment, and retaliation. o Have balance in your life and help others to do the same. o Invest in yourself, achieve ongoing enhancement of your skills, and continually upgrade your abilities. o Be approachable, listen carefully, and look people directly in the eyes when speaking. o Be involved, know what is expected from you, and let others know what is expected from them. o Recognize and acknowledge achievement. o Celebrate, relive, and communicate your successes on an ongoing basis.

Stalkers have an obsessive over-identification with their unwilling target but also a latent envy of their talents and/or beauty, If they can't possess the person totally, they will destroy the victim's qualities that they can never have.

Time spent doing whatever it is you do to escape your daily life would be better spent acquiring a life that needs no escape.

Targets are achieved sooner out of need, than out of greed.

Illusion of competence is Ignorance in reality.

We can therefore express the major elements in the New Atheists’ agenda as follows: Religion is a dangerous delusion: it leads to violence and war. We must therefore get rid of religion: science will achieve that. We do not need God to be good: atheism can provide a perfectly adequate base for ethics.

Photojournalism has frequently been lambasted for being the product of circumstance. In fact rarely are any of these images considered in terms of their composition and semantic intent. They are merely news, a happy intersection of event and opportunity. It hardly helps that photographs in general also take only a fraction of a second to acquire. It is incredible how so many people can constantly misread speed to mean ease. This is certainly most common where photography is concerned. However simply because anyone can buy a camera, shutter away, and then with a slightly prejudiced eye justify the product does not validate the achievement. Shooting a target with a rifle is accomplished with similar speed and yet because the results are so objective no one suggests that marksmanship is easy.

Perhaps you have been wondering about how you will win the tournaments of life. This is an important moment of your life. Just know where your goals are. Dress in the jersey of action and enter the game of vision! Work with your talents, skills, and tactics and with determination! Don’t commit any foul; don’t put yourself on an offside position. Be at the right place at the right time. Attack your failures and defend your goals; look up and watch the time because the whistle may blow at any time. Don’t waste the chances you get! Target the goals and with winning in focus, you will be there!

The issue of race, however, has been with us since our earliest beginnings as a nation. I believe it is even deeper and sharper than the other points of contention. It has bred fears, myths, and violence over centuries. It is the source of dark and dangerous irrationality, a current of social pathology running through our history and dimming our brighter achievements. Most of the time the reservoir of racism remains stagnant. But--and this has been true historically for most societies--when major economic, social, or political crises arise, the backwaters are stirred and latent racial hostility comes to the surface. Scapegoats must be found, simple targets substituted for complex problems. The frustration and insecurity generated by these problems find an outlet in notions of racial superiority and inferiority.

Most people just ‘hope’ to meet their targets, while few have clear and strong intention hence they achieve it.

if you want to climb the corporate ladder, you have to form alliances, be strategic, outperform your targets, and be great at what you do.

You can’t hit a target you can’t see. You can’t accomplish wonderful things with your life if you have no idea of what they are. You must first become absolutely clear about what you want if you are serious about unlocking the extraordinary power that lies within you. Every

Without a target to shoot at, our lives are literally aimless. Without something productive to do, without positive goals and a purpose, a human being languishes. And then one of two things happens. Aimlessness begins to shut a person down in spiritual lethargy and emptiness, or the individual lashes out and turns to destructive goals just to make something happen.

When the school is organized to focus on a small number of shared goals, and when professional learning is targeted to those goals and is a collective enterprise, the evidence is overwhelming that teachers can do dramatically better by way of student achievement.

...self-important western journalists who'd given up their sacred trust to become cheerleaders for trendy causes, the way communist journalists had once been cheerleaders for the government...They were depriving the free world of its most valuable weapon in condemning and exposing the worst human scourge since Nazism: the targeting and murder of civilians to achieve political and religious ends.

Definition: 'Love' is making a shot to the knees of a target 120 kilometers away using an Aratech sniper rifle with a tri-light scope. Love is knowing your target, putting them in your targeting reticule, and together, achieving a singular purpose against statistically long odds.

Charles Lindbergh’s achievement in finding his way alone from Long Island to an airfield outside Paris deserves a moment’s consideration. Maintaining your bearings by means of dead reckoning means taking close note of compass headings, speed of travel, time elapsed since the last calculation, and any deviations from the prescribed route induced by drifting. Some measure of the difficulty is shown by the fact that the Byrd expedition the following month—despite having a dedicated navigator and radio operator, as well as pilot and copilot—missed their expected landfall by two hundred miles, were often only vaguely aware of where they were, and mistook a lighthouse on the Normandy coast for the lights of Paris. Lindbergh by contrast hit all his targets exactly—Nova Scotia, Newfoundland, the Dingle Peninsula in Ireland, Cap de la Hague in France, Le Bourget in Paris—and did so while making the calculations on his lap while flying an unstable plane.

If you play smart, you may achieve your target without using up all your resources.

The more belief and confidence we feel toward achieving our goal, the higher the probability of our making the changes required to hit our targets.

The key is to set a goal, use it as a target that helps you create a plan for achieving it . . . and then do your best to forget all about that goal.

Milestones make the targets achievable.

To achieve your goals, just focus on your target and explore.

Time to Just to Pray is over. along with it Show Help & Care in Action. God Helps the Helpers

If you are opportunist, then you are already one step closer to achieve your target!

Achieving success is like hitting a moving target. Both require accuracy, the ability to counteract external factors and adjusting the sight when necessary.

Action achieves ambition.

Can we BAN rapes & killings Like ECIGARETTES

Do people sending "Good Morning" at 5:00 am actually feel they are building a relationship

If British were Black world would be using 'Skin Darkening Creams

Love for Humanity cropped my Right Wing

Too many "Artificially Intelligent" people. What's the need for AI.

Irony, the real Knowledge come for a Ransom. Digital Fake enlightenment is for Free. Today you have a choice to Believe what you want to Believe.

Those who cannot even reach a fixed target will never reach a moving target! And the real honor lies in achieving a target which is moving and even continuously moving away from you!

And what you should be targeting more than the house are those feelings you associate with it: stability, achievement, expansion. Those are more real and essential than goals and money.

The reason to set goals is because the human brain works like a heat-seeking missile. When you set it a fixed target it will bring everything to focus to achieve it. Consciously and unconsciously.

18 NEVER PAY YOUR LAWYER BY THE HOUR Incentive Super-Response Tendency To control a rat infestation, French colonial rulers in Hanoi in the nineteenth century passed a law: for every dead rat handed in to the authorities, the catcher would receive a reward. Yes, many rats were destroyed, but many were also bred specially for this purpose. In 1947, when the Dead Sea scrolls were discovered, archaeologists set a finder’s fee for each new parchment. Instead of lots of extra scrolls being found, they were simply torn apart to increase the reward. Similarly, in China in the nineteenth century, an incentive was offered for finding dinosaur bones. Farmers located a few on their land, broke them into pieces and cashed in. Modern incentives are no better: company boards promise bonuses for achieved targets. And what happens? Managers invest more energy in trying to lower the targets than in growing the business. These are examples of the incentive super-response tendency. Credited to Charlie Munger, this titanic name describes a rather trivial observation: people respond to incentives by doing what is in their best interests. What is noteworthy is, first, how quickly and radically people’s behaviour changes when incentives come into play or are altered and, second, the fact that people respond to the incentives themselves and not the grander intentions behind them.

If it takes lots of patience,sacrifice and devotion to achieve the thing you've desired, for sure you have set your targets high and you're going through immense pain to reach there. Just don't quit.

Where are you going? And you think that somewhere in the future there is some target to be achieved? Life is already here! Why wait for the future? Why postpone if for the future? Postponement is suicidal.Life is slow;that's why you cannot feel it. It is very slow, and you are insensitive,otherwise postponement is the only poison. You go on postponing - and you go on missing the life that is here and now

Goals are fake. Nearly all of them are artificial targets set for the sake of setting targets. These made-up numbers then function as a source of unnecessary stress until they’re either achieved or abandoned

In 2015, Brazil earned the final $100 million payment of a $1 billion grant from Norway, which had set up the fund in 2008 to reward countries that achieved targeted goals of reducing their rate of deforestation.

My target customer will be? The problem my customer wants to solve is? My customer’s need can be solved with? Why can’t my customer solve this today? The measurable outcome my customer wants to achieve is? My primary customer acquisition tactic will be? My earliest adopter will be? I will make money (revenue) by? My primary competition will be? I will beat my competitors primarily because of? My biggest risk to financial viability is? My biggest technical or engineering risk is? What assumptions do we have that, if proven wrong, would cause this business to fail?  (Tip: include market size in this list) You should be able to look at this list and spot

Don’t aim at success—the more you aim at it and make it a target, the more you are going to miss it. For success, like happiness, cannot be pursued; it must ensue . . . as the unintended side-effect of one’s personal dedication to a course greater than oneself.

By anchoring his arguments firmly in history and law, he opened an antislavery approach that differed from the tactics of the allies of Garrison, who eschewed political organization, dismissed the founding fathers, and considered the Constitution “a covenant with death, an agreement with hell,” because it condoned slavery. Where the Garrisonians called for a moral crusade to awaken the sleeping conscience of the nation, Chase targeted a political audience, hopeful that abolition could be achieved through politics, government, and the courts.

Everybody who consulted her was, in their way, hurting--even this rich man with his big Mercedes-Benz and his expensive cuff-links. Human hurt was like lightning; it did not choose its targets, but struck, with rough equality and little regard to position, achievement, or moral desert.

Vulnerability is usually attacked, not with fists but with shaming. Many children learn quickly to cover up any signs of weakness, sensitivity, and fragility, as well as alarm, fear, eagerness, neediness, or even curiosity. Above all, they must never disclose that the teasing has hit its mark. Carl Jung explained that we tend to attack in others what we are most uncomfortable with in ourselves. When vulnerability is the enemy, it is attacked wherever it is perceived, even in a best friend. Signs of alarm may provoke verbal taunts such as “fraidy cat” or “chicken.” Tears evoke ridicule. Expressions of curiosity can precipitate the rolling of eyes and accusations of being weird or nerdy. Manifestations of tenderness can result in incessant teasing. Revealing that something caused hurt or really caring about something is risky around someone uncomfortable with his vulnerability. In the company of the desensitized, any show of emotional openness is likely to be targeted. The vulnerability engendered by peer orientation can be overwhelming even when children are not hurting one another. This vulnerability is built into the highly insecure nature of peer-oriented relationships. Vulnerability does not have to do only with what is happening but with what could happen — with the inherent insecurity of attachment. What we have, we can lose, and the greater the value of what we have, the greater the potential loss. We may be able to achieve closeness in a relationship, but we cannot secure it in the sense of holding on to it — not like securing a rope or a boat or a fixed interest-bearing government bond. One has very little control over what happens in a relationship, whether we will still be wanted and loved tomorrow. Although the possibility of loss is present in any relationship, we parents strive to give our children what they are constitutionally unable to give to one another: a connection that is not based on their pleasing us, making us feel good, or reciprocating in any way. In other words, we offer our children precisely what is missing in peer attachments: unconditional acceptance.

Attentional amplification of sensory awareness in any sensory medium is achieved by top-down signals from prefrontal cortex that modulate activity of single neurons in sensory brain areas in the absence of any sensory stimulation and significantly increase baseline activity in the corresponding target region.

Success breeds ambition, and our recent achievements are now pushing humankind to set itself even more daring goals. Having secured unprecedented levels of prosperity, health and harmony, and given our past record and our current values, humanity’s next targets are likely to be immortality, happiness and divinity.

The cost side of a company’s business model ensures that it creates a leap in value for itself in the form of profit—that is, the price of the offering minus the cost of production. It is the combination of exceptional utility, strategic pricing, and target costing that allows companies to achieve value innovation—a

When the mind is satisfied, that is a sign of diminished faculties or weariness. No powerful mind stops within itself: it is always stretching out and exceeding its capacities. It makes sorties which go beyond what it can achieve: it is only half-alive if it is not advancing, pressing forward, getting driven into a corner and coming to blows; [B] its inquiries are shapeless and without limits; its nourishment consists in [C] amazement, the hunt and [B] uncertainty,20 as Apollo made clear enough to us by his speaking (as always) ambiguously, obscurely and obliquely, not glutting us but keeping us wondering and occupied.21 It is an irregular activity, never-ending and without pattern or target.

The most common reaction of the human mind to achievement is not satisfaction, but craving for more. Humans are always on the lookout for something better, bigger, tastier. When humankind possesses enormous new powers, and when the threat of famine, plague and war is finally lifted, what will we do with ourselves? What will the scientists, investors, bankers and presidents do all day? Write poetry? Success breeds ambition, and our recent achievements are now pushing humankind to set itself even more daring goals. Having secured unprecedented levels of prosperity, health and harmony, and given our past record and our current values, humanity’s next targets are likely to be immortality, happiness and divinity. Having reduced mortality from starvation, disease and violence, we will now aim to overcome old age and even death itself. Having saved people from abject misery, we will now aim to make them positively happy. And having raised humanity above the beastly level of survival struggles, we will now aim to upgrade humans into gods, and turn Homo sapiens into Homo deus.

Eisenhower’s biggest domestic achievement was arguably the Federal-Aid Highway Act of 1956, which called for 41,000 miles of highways to be built by 1969 at an estimated cost of $ 25 billion. Predictably enough, the targets were missed: the first transcontinental interstate, I-80, was not finished until 1986 and the southern interstate, I-10, was not completed until 1990.

As spontaneous organizations of the distressed emerge, professional politicians and political parties attempt to capture their energy toward their own electoral gain. Franklin Roosevelt, as we have seen, was not averse to using antimarket rhetoric to appeal to the distressed. And once the politicians capture power and there is a drive to legislate, incumbents are not far behind in directing legislations toward their needs. Thus, much as a riot can be exploited by a few to achieve goals that are not the intent of the mob—it is interesting how often riots that are ostensibly labeled “communal” in India turn into a targeted destruction of especially irksome rival businesses owned by the minority community—the political organizations of the distressed can be used by those who have a broader agenda.

In the Reintegration System, a problem or unwanted state of mind is viewed as a distinct part of the personality and reintegrated as such into the unity of one’s being. Every seemingly challenging part of our personality was initially part of the highest intention for our being. It is over time that it degraded and became a lower state of delusion. Our aim is to target such parts and work them back into the wholeness of our being.

Success breeds ambition, and our recent achievements are now pushing humankind to set itself even more daring goals. Having secured unprecedented levels of prosperity, health and harmony, and given our past record and our current values, humanity’s next targets are likely to be immortality, happiness and divinity. Having reduced mortality from starvation, disease and violence, we will now aim to overcome old age and even death itself.

But as much as this is a soldier's reason d'etre, it is not often that you hear a soldier explicitly talk about 'killing'. The k-word as a verb is instead often disguised and supplanted by any number of other euphemisms. In precise and technical military parlance, reflecting the ever more precise and technically removed means of killing, the 'enemy' becomes the 'target'. But for the soldiers who personally 'engage' these 'targets', these objects are colloquially 'slotted', 'dropped', 'hit', 'fragged', 'sawn in half', 'smashed' or just plain 'shot'. Then the soldier will have achieved the noun of a 'kill'. The author's supposition is that such words are used by the soldier in combat as an attempt to mentally dissociate himself from the reality of his actions, so he can continue to operate as a soldier - and perhaps, when all is finally said and done, as a human being back home.

I'd encourage [you] to think big and be delusional when setting goals. Yes, delusional. The biggest mistake that I made with my first business was I didn't think big enough. I limited my success by just focusing on a small geographic area and focusing on hitting small sales targets. Now when I set my goals, I make sure that they are ridiculous. I prefer to work extremely hard and fall short on my ridiculous goals than to achieve mediocre goals.

The drive to change the genome of a human embryo has turned into an intercontinental arms race. As of this writing, four other groups in China are reportedly working on introducing permanent mutations in human embryos. By the time this book is published, I would not be surprised if the first successful targeted genome modification of a human embryo had been achieved in a laboratory. The first "post-genomic" human might be on his or her way to being born.

Because let’s face it: Goals are fake. Nearly all of them are artificial targets set for the sake of setting targets. These made-up numbers then function as a source of unnecessary stress until they’re either achieved or abandoned. And when that happens, you’re supposed to pick new ones and start stressing again. Nothing ever stops at the quarterly win. There are four quarters to a year. Forty to a decade. Every one of them has to produce, exceed, and beat EXPECTATIONS.

In roughly that same time period, while General George Armstrong Custer achieved world fame in failure and catastrophe, Mackenzie would become obscure in victory. But it was Mackenzie, not Custer, who would teach the rest of the army how to fight Indians. As he moved his men across the broken, stream-crossed country, past immense herds of buffalo and prairie-dog towns that stretched to the horizon, Colonel Mackenzie did not have a clear idea of what he was doing, where precisely he was going, or how to fight Plains Indians in their homelands. Neither did he have the faintest idea that he would be the one largely responsible for defeating the last of the hostile Indians. He was new to this sort of Indian fighting, and would make many mistakes in the coming weeks. He would learn from them. For now, Mackenzie was the instrument of retribution. He had been dispatched to kill Comanches in their Great Plains fastness because, six years after the end of the Civil War, the western frontier was an open and bleeding wound, a smoking ruin littered with corpses and charred chimneys, a place where anarchy and torture killings had replaced the rule of law, where Indians and especially Comanches raided at will. Victorious in war, unchallenged by foreign foes in North America for the first time in its history, the Union now found itself unable to deal with the handful of remaining Indian tribes that had not been destroyed, assimilated, or forced to retreat meekly onto reservations where they quickly learned the meaning of abject subjugation and starvation. The hostiles were all residents of the Great Plains; all were mounted, well armed, and driven now by a mixture of vengeance and political desperation. They were Comanches, Kiowas, Arapahoes, Cheyennes, and Western Sioux. For Mackenzie on the southern plains, Comanches were the obvious target: No tribe in the history of the Spanish, French, Mexican, Texan, and American occupations of this land had ever caused so much havoc and death. None was even a close second.

Loss aversion refers to the relative strength of two motives: we are driven more strongly to avoid losses than to achieve gains. A reference point is sometimes the status quo, but it can also be a goal in the future: not achieving a goal is a loss, exceeding the goal is a gain. As we might expect from negativity dominance, the two motives are not equally powerful. The aversion to the failure of not reaching the goal is much stronger than the desire to exceed it. People often adopt short-term goals that they strive to achieve but not necessarily to exceed. They are likely to reduce their efforts when they have reached an immediate goal, with results that sometimes violate economic logic. New York cabdrivers, for example, may have a target income for the month or the year, but the goal that controls their effort is typically a daily target of earnings. Of course, the daily goal is much easier to achieve (and exceed) on some days than on others. On rainy days, a New York cab never remains free for long, and the driver quickly achieves his target; not so in pleasant weather, when cabs often waste time cruising the streets looking for fares. Economic logic implies that cabdrivers should work many hours on rainy days and treat themselves to some leisure on mild days, when they can “buy” leisure at a lower price. The logic of loss aversion suggests the opposite: drivers who have a fixed daily target will work many more hours when the pickings are slim and go home early when rain-drenched customers are begging to be taken somewhere.

When asked how he had had such an impact as a great sage and leader in the twentieth-century Jewish world, the Chafetz Chaim answered, “I set out to try to change the world, but I failed. So I decided to scale back my efforts and only try to influence the Jewish community of Poland, but I failed there, too. So I targeted the community in my hometown of Radin, but achieved no greater success. Then I gave all my effort to changing my own family, and failed at that as well. Finally, I decided to change myself, and that’s how I had such an impact on the Jewish world.

I have found one of the most effective means of helping people achieve an adequate or successful personality is to first of all give them a graphic picture of what the successful personality looks like. Remember, the creative guidance mechanism within you is a goal-striving mechanism, and the first requisite for using it is to have a clear-cut goal or target to shoot for. A great many people want to improve themselves, and long for a better personality, but have no clear-cut idea of the direction in which improvement lies, or what constitutes a good personality. A good personality is one that enables you to deal effectively and appropriately with environment and reality, and to gain satisfaction from reaching goals that are important to you.

A very intelligent group of revolutionary fellows in the United Kingdom created a political movement called the Fabian Society, named after the Cunctator, based on opportunistically delaying the revolution. The society included George Bernard Shaw, H. G. Wells, Leonard and Virginia Woolf, Ramsay MacDonald, and even Bertrand Russell for a moment. In retrospect, it turned out to be a very effective strategy, not so much as a way to achieve their objectives, but rather to accommodate the fact that these objectives are moving targets. Procrastination turned out to be a way to let events take their course and give the activists the chance to change their minds before committing to irreversible policies. And of course members did change their minds after seeing the failures and horrors of Stalinism and similar regimes.

Who are you? Who are the players, the management team? What’s your expertise and track record? Have any of you succeeded in doing this before? Who are your advisors and what are their credentials? #2. What is it? What is your product or service? Even if it’s complex, this explanation must be easily understandable. Do you have any intellectual property rights, such as patents, that will provide some measure of exclusivity? #3. Where are you? What’s the status of your venture? Do you have a working prototype or has anyone tested your product or idea? What benchmarks have you already hit? #4. Where are you going? What’s your goal? What milestones will you attain along the way to achieving that goal? #5. Who wants it? Who’s your target market? What’s the problem being solved? Where’s the PAIN? What itch are you scratching? #6. How many people will want it? What’s your potential market size?

During the war in the Persian Gulf, massive bombing attacks became "efforts." Thousands of "weapons systems" or "force packages" "visited a site." These "weapons systems" "hit" "hard" and "soft targets." During their "visits," these "weapons systems" "degraded," "neutralized," "attrited," "suppressed," "eliminated," "cleansed," "sanitized," "impacted," "decapitated" or "took out" targets. A "healthy day of bombing" was achieved when more enemy "assets" were destroyed than expected. If the "weapons systems" didn't achieve "effective results" during their first "visit," a "damage assessment study" determined whether the "weapons systems" would "revisit the site." Women, children or other civilians killed or wounded during these "visits," and any schools, hospitals, museums, houses or other "non-military" targets that were blown up, were "collateral damage," which is the undesired damage or casualties produced by the effects from "incontinent ordnance" or "accidental delivery of ordnance equipment.

We follow what is happening with influenza virus strains in the Southern Hemisphere when it is their fall (our spring) to predict which influenza viruses will likely be with us the next winter. Some years that educated guess is more accurate than others. So is it worth getting the vaccination each year? I give that a qualified yes. It might or might not prevent you from getting flu. But even if it is only 30 to 60 percent effective, it sure beats zero protection. What we really need is a game-changing influenza vaccine that will target the conserved—or unchanging—features of the influenza viruses that are more likely to cause human influenza pandemics and subsequently seasonal influenza in the following years. How difficult would such a game-changing influenza vaccine be to achieve? The simple truth is that we don’t know, because we’ve never gotten a prototype into, let alone through, the valley of death. We need a new paradigm—a new business model that pairs public money with private pharmaceutical company partnerships and foundation support and guidance.

The term terrorism is widely misused. It is utilized in its generic sense as a form of shorthand by governments and the media and is applied to a variety of acts and occurrences that approximate terrorism in form but not in substance or, worse yet, that have no real resemblance to terrorism at all. Terrorism, if nothing else, is violence, or threats of violence, but it is not mindless violence, as some observers have charged. Usually, when employed in a political context, it represents a calculated series of actions designed to intimidate and sow fear through-out a target population in an effort to produce a pervasive atmosphere of insecurity, a widespread condition of anxiety. A terrorist campaign that causes a significant threshold of fear among the target population may achieve its aims. In some instances, terrorism is potentially a more effective, especially from a cost-benefit perspective, strategy that conventional or guerrilla warfare, however, the goal of terrorism is not to destroy the opposing side but instead to break its will and force it to capitulate.

Like addiction itself, anxiety will always find a target, but exists independently of its targets. Only when we become aware of it does it wrap itself in identifiable colours. More often we repress it, bury it under ideas, identifications, deeds, beliefs and relationships. We build above it a mound of activities and attributes that we mistake for our true selves. We then expend our energies trying to convince the world that our self-made fiction is reality. As genuine as our strengths and achievements may be, they cannot but feel hollow until we acknowledge the anxiety they cover up. Incompleteness is the baseline state of the addict. The addict believes — either with full awareness or unconsciously — that he is “not enough.” As he is, he is inadequate to face life’s demands or to present an acceptable face to the world. He is unable to tolerate his own emotions without artificial supports. He must escape the painful experience of the void within through any activity that fills his mind with even temporary purpose, be it work, gambling, shopping, eating or sexual seeking.

Once a competitor’s move has occurred, the denial of an adequate base for the competitor to meet its goals, coupled with the expectation that this state of affairs will continue, can cause the competitor to withdraw. New entrants, for example, usually have some targets for growth, market share, and ROI, and some time horizon for achieving them. If a new entrant is denied its targets and becomes convinced that it will be a long time before they are met, then it may withdraw or deescalate. Tactics for denying a base include strong price competition, heavy expenditures on research, and so on. Attacking new products in the test-market phase can be an effective way to foretell a firm’s future willingness to fight and can be less expensive than waiting for the introduction to actually occur. Another tactic is using special deals to load customers up with inventory, thereby removing the market for the product and raising the short-run cost of entry. It can be worth paying a substantial short-run price to deny a base if a firm’s market position is threatened. Essential to such a strategy, however, is a good hypothesis about what a competitor’s performance targets and time horizon are. An example of such a situation may be Gillette’s withdrawal from digital watches. Although claiming it had won significant market shares in test markets, Gillette bowed out, citing the substantial investments required to develop technology and margins lower than those available in other areas of its business. Texas Instruments’ strategy of aggressive pricing and rapid technological development in digital watches probably had a substantial impact on this decision.

CRACKING A WHIP MADE OF SMALL ROBOTS JOINED END TO END into a long, flexible chain was neither an especially bad nor an especially good way of engaging a foe in ambot-based combat. Extensive studies conducted within Blue military research labs had concluded that, on average, it was somewhat less effective than the more obvious procedure of just shooting individual ambots out of katapults. A dissenting opinion held that such studies were flawed because they failed to take into account two factors that were important in actual battle: One, the psychological impact on a defender who knew that the attack might literally whip around and come at him from any direction, including around corners or over barricades. Two, the element of skill, which was difficult to measure scientifically; the test subjects wielding those things in the lab were unlikely to have the same knack for it as Neoanders who had grown up using them and who had access to an ancient body of lore—a martial art, in effect—that they were disinclined to share with anyone else. If the whip was allowed to dissociate in midcrack, then its component ambots would be flung toward the target at supersonic velocity, which was as good as could be achieved by shooting the same objects out of a katapult. If it made contact with the target, direct physical damage would be inflicted and the ambots that had inflicted it could decouple themselves and carry out their usual programs. And if the whipcrack was off target, the chain could be recovered in full with no waste of ammunition. All the ambots came back for another attempt: something that certainly could not be said of ones that had been fired out of kats.

In a 2013 speech, President Barack Obama laid out three rules for deciding whether to launch a drone strike against a specific target. The starting point was the national security, geopolitical, and civilian-safety objectives the president hoped to achieve. Three simple rules translated these broad goals into more concrete guidelines: Does the target pose a continuing and imminent threat to the American people? Are there no other governments capable of effectively addressing the threat? Is there near certainty that no civilians will be killed or injured? Only if the answer to all three of these questions was yes would a drone strike be authorized. The American drone program is shrouded in secrecy, and it is unclear exactly how these simple rules have been used within the chain of decision making. By virtue of their simplicity and directness, however, they could provide a useful framework to structure discussions about these very tough decisions. And there is some evidence that they are working. In 2013, the year Obama articulated these simple rules, there was a sharp decline in confirmed civilian casualties by drone strikes. The concreteness of these rules also makes communicating them, both to U.S. citizens and the international community, straightforward. The United States has enjoyed a virtual monopoly on military drones, but that will not last forever. The U.K., China, Israel, and Iran had operational military drones in 2014, while other countries, including India, Pakistan, and Turkey, have advanced development programs. By articulating and adhering to a set of principles governing the use of drones, the United States has an opportunity to shape the international standards that other countries will use to guide their decisions in the future.

Stanford University’s John Koza, who pioneered genetic programming in 1986, has used genetic algorithms to invent an antenna for NASA, create computer programs for identifying proteins, and invent general purpose electrical controllers. Twenty-three times Koza’s genetic algorithms have independently invented electronic components already patented by humans, simply by targeting the engineering specifications of the finished devices—the “fitness” criteria. For example, Koza’s algorithms invented a voltage-current conversion circuit (a device used for testing electronic equipment) that worked more accurately than the human-invented circuit designed to meet the same specs. Mysteriously, however, no one can describe how it works better—it appears to have redundant and even superfluous parts. But that’s the curious thing about genetic programming (and “evolutionary programming,” the programming family it belongs to). The code is inscrutable. The program “evolves” solutions that computer scientists cannot readily reproduce. What’s more, they can’t understand the process genetic programming followed to achieve a finished solution. A computational tool in which you understand the input and the output but not the underlying procedure is called a “black box” system. And their unknowability is a big downside for any system that uses evolutionary components. Every step toward inscrutability is a step away from accountability, or fond hopes like programming in friendliness toward humans. That doesn’t mean scientists routinely lose control of black box systems. But if cognitive architectures use them in achieving AGI, as they almost certainly will, then layers of unknowability will be at the heart of the system. Unknowability might be an unavoidable consequence of self-aware, self-improving software.

Matt Espenshade confirmed that in spite of the deaths of so many of the kidnappers, many more are still at large, including their leaders. Those men might hope to be forgotten; they are not. The FBI has continued its investigative interest in those involved with the kidnapping. The leaders, especially, are of prime interest to the Bureau. And now the considerable unseen assets in that region are steadily feeding back information on these targeted individuals to learn their operational methods and their locations and hunt them down. The surviving kidnappers and their colleagues are welcome to sneer at the danger. It may help them pass the time, just as it did for Bin Laden’s henchmen to chuckle at the idea of payback. If the men nobody sees coming are dispatched to capture or kill them, the surviving kidnappers will find themselves dealing with a force of air, sea, and land fighters s obsessed with the work they do that they have trained themselves into the physical and mental toughness of world-class athletes. They will carry the latest in weapons, armor, visual systems, and communication devises. Whether they are Navy SEAL fighters, DEVGRU warriors, Army Delta Force soldiers, Green Berets, or any of the elite soldiers under United States Special Operations Command (SOCOM), they will share the elite warriors’ determination to achieve success in their mission assignment. The news that they are coming for you is the worst you could receive. But nobody gets advance warning from these men. They consider themselves born for this. They have fought like panthers to be part of their team. For most of them, there is a strong sense of pride in succeeding at missions nobody else can get done; in lethal challenges. They actually prefer levels of difficulty so high it seems only a sucker would seek them, the sorts of situations seen more and more often these days. Impossible odds.

also been a white-collar worker in my career. In my experience, there are two types of people who do this type of work: Achievers and Hiders. Achievers are the people who want to perform at a high level. They are ambitious, motivated and energetic. They are full of ideas and want to move up the corporate ladder, which are great attributes to have. But there is a downside for the Achiever. The moment a person decides to be an Achiever, they become a target. Their boss sees them as threatening to their job, so they start to hold them down or take shots at their reputation. Their peers see them as a person who will either embarrass them or keep them from getting a promotion, so they start to do what they can to undermine their accomplishments. So, to remain an Achiever and survive in this hostile environment, a person must become good at one thing that has nothing to do with their productivity—and that’s politics. They must learn how to navigate the political world by diminishing their enemies and strengthening their relationship with powerful people. In fact, some of the most successful people in the corporate world aren’t Achievers at all. They are pure politicians. So if you decide to work in the corporate environment and to be an Achiever, you must accept the fact that you must become a good politician also. Now, let’s talk about the Hiders. These are the people who HATE politics, but still need a job. They learn not to be the ambitious Achiever. They don’t stand out. They don’t speak up in meetings. They don’t bring new ideas. They HIDE. They keep their heads down and do as they’re told. They do just enough so that they aren’t talked about negatively. They survive. And this has worked for decades. But in the New Economy, it’s becoming much more difficult to hide. And people are running out of time. So, back to our Perfect Career List: Can a white-collar job deliver on the list? Again, the clear answer is no—certainly not in very many areas. Sales

The Five Levels of Personality You can imagine your personality by thinking of a target with concentric rings. Your personality is made up of five rings, starting from the center with your values and radiating outward to the next circle, your beliefs. Your values determine your beliefs about yourself and the world around you. If you have positive values, such as love, compassion, and generosity, you will believe that people in your world are deserving of these values and you will treat them accordingly. Your beliefs, in turn, determine the third ring of your personality, your expectations. If you have positive values, you will believe yourself to be a good person. If you believe yourself to be a good person, you will expect good things to happen to you. If you expect good things to happen to you, you will be positive, cheerful, and future oriented. You will look for the good in other people and situations. The fourth level of your personality, determined by your expectations, is your attitude. Your attitude will be an outward manifestation or reflection of your values, beliefs, and expectations. For example, if your value is that this is a good world to live in and your belief is that you are going to be very successful in life, you will expect that everything that happens to you is helping you in some way. As a result, you will have a positive mental attitude toward other people, and they will respond positively toward you. You will be a more cheerful and optimistic person. You will be someone who others want to work with and for, buy from and sell to, and generally help to be more successful. This is why a positive mental attitude goes hand in hand with great success in every walk of life. The fifth ring, or level of your personality, is your actions. Your actions on the outside will ultimately be a reflection of your innermost values, beliefs, and expectations on the inside. This is why what you achieve in life and work will be determined more by what is going on inside of you than by any other factor.

Sometimes, as in the case of the copper companies, the nationalizations were achieved through legislation that won overwhelming support. (By now, no one in Chile loved the American companies; even the head of Chile’s Roman Catholic bishops declared that nationalization was right and just.) At other times the methods skirted or even overstepped the bounds of legality. The government would simply approve the seizures of farms and factories, one of those “loopholes” Allende was relying on. Perhaps the most important—and pernicious—method was by squeezing the companies economically, as he tried to do with El Mercurio. The government had the authority to approve price hikes and wage increases. Companies that were targets for takeovers were prohibited from raising their prices but were forced to raise their workers’ pay. Moreover, as the government extended its control of the banks, credit for distressed companies dried up. Forced bankruptcies were a favorite tool of Allende’s Socialists. And who was there to run these companies once they were taken over? Ambassador Davis reports: “Government-appointed managers were usually named on the basis of a political patronage system that would have put Tammany Hall to shame.” Many formerly profitable companies were soon incurring heavy losses. In the countryside, where peasants—often illiterate—were seizing control of the estates, there was resistance even to the simplest methods of accounting and cost calculation. As Allende told Debray, “We shall have real power when copper and steel are under our control, when saltpeter is genuinely under our control, when we have put far-reaching land reform measures into effect, when we control imports and exports through the state, when we have collectivized a major portion of our national production.” But it wasn’t just the economy that Allende was trying to control. He was also taking steps to centralize the government and restrict political freedom. He saw his most important political reform as replacing the bicameral legislature with a single chamber in order to strengthen the presidency and weaken congress’s ability to block his objectives. It would also have the power to override judicial decisions. He called the proposed new body the “People’s Assembly,” but he never gained sufficient support from the “people” to call a plebiscite on the question.

The rats that Marian Diamond studied had either an enriched or an impoverished environment. That changed their brain state. If you’re surrounded by a nurturing physical, emotional, mental, and spiritual environment, you’re in one brain state. If you’re surrounded by danger, uncertainty, and hostility, you’re in a quite different brain state. Brain states, along with mental, emotional, and spiritual states, run the gamut. When the brain’s Enlightenment Circuit is turned on, you’re in a happy and positive state. When the Default Mode Network (DMN) of Chapter 2 predominates, you’re in a negative and stressed state. State Progression Cognitive psychologist Michael Hall has been fascinated by human potential for over 40 years. He has studied the most advanced methods, authored more than 30 books on the topic, and mapped the stages by which people change. Unpleasant experiences are what usually motivate us to change. These involve mental, emotional, or spiritual states. Examples of such states are despair, stagnation, anger, or resentment. Hall calls these “unresourceful” states. We can cultivate resourceful states, such as joy, empowerment, mastery, and contentment. To describe the movement of a person from an unresourceful to a resourceful state, Hall uses the term “state progression.” Hall’s “state progression” model has several steps: Identify the unresourceful state. Identify the desired state. Countercondition dysfunctional behavioral patterns that maintain the unresourceful state. Activate change toward the desired state. Experience the target state. Repeat the experience of the desired state. Condition new behaviors that reinforce the desired state. That’s the promise of directing your attention consciously rather than defaulting to the brain’s negativity bias. Attention sustained over time produces state progression and triggers neural plasticity. If you focus on positive beliefs and thoughts repeatedly, bringing your mind and focus back to the good, you then use attention in the service of positive neural plasticity. When we have practiced sufficiently to be able to maintain this focus, we achieve a condition that Hall calls positive state stability. Our minds become stable in that new state. Their default setting is no longer to focus on the negative. The brain’s negativity bias is no longer hijacking our attention and directing it toward the negative things that are happening, either in our own lives or in the world. We have moved through the stages of state progression to positive state stability.

The fact is that the estimate of fatalities, in terms of what was calculable at that time—even before the discovery of nuclear winter—was a fantastic underestimate. More than forty years later, Dr. Lynn Eden, a scholar at Stanford’s Center for International Security and Cooperation, revealed in Whole World on Fire71 the bizarre fact that the war planners of SAC and the Joint Chiefs—throughout the nuclear era to the present day—have deliberately omitted entirely from their estimates of the destructive effects of U.S. or Russian nuclear attacks the effects of fire. They have done so on the questionable grounds that these effects are harder to predict than the effects of blast or fallout, on which their estimates of fatalities are exclusively based, even though, as Eden found, experts including Hal Brode have disputed such conclusions for decades. (A better hypothesis for the tenacious lack of interest is that accounting for fire would reduce the number of USAF warheads and vehicles required to achieve the designated damage levels: which were themselves set high enough to preclude coverage by available Navy submarine-launched missiles.) Yet even in the sixties the firestorms caused by thermonuclear weapons were known to be predictably the largest producers of fatalities in a nuclear war. Given that for almost all strategic nuclear weapons, the damage radius of firestorms would be two to five times the radius destroyed by the blast, a more realistic estimate of the fatalities caused directly by the planned U.S. attacks on the Sino-Soviet bloc, even in 1961, would surely have been double the summary in the graph I held in my hand, for a total death toll of a billion or more: a third of the earth’s population, then three billion. Moreover, what no one would recognize for another twenty-two years were the indirect effects of our planned first strike that gravely threatened the other two thirds of humanity. These effects arose from another neglected consequence of our attacks on cities: smoke. In effect, in ignoring fire the Chiefs and their planners ignored that where there’s fire there’s smoke. But what is dangerous to our survival is not the smoke from ordinary fires, even very large ones—smoke that remained in the lower atmosphere and would soon be rained out—but smoke propelled into the upper atmosphere from the firestorms that our nuclear weapons were sure to create in the cities we targeted. (See chapter 16.) Ferocious updrafts from these multiple firestorms would loft millions of tons of smoke and soot into the stratosphere, where it would not be rained out and would quickly encircle the globe, forming a blanket blocking most sunlight around the earth for a decade or more. This would reduce sunlight and lower temperatures72 worldwide to a point that would eliminate all harvests and starve to death—not all but nearly all—humans (and other animals that depend on vegetation for food). The population of the southern hemisphere—spared nearly all direct effects from nuclear explosions, even from fallout—would be nearly annihilated, as would that of Eurasia (which the Joint Chiefs already foresaw, from direct effects), Africa, and North America. In a sense the Chiefs

Perhaps the most common device for giving people focus and direction is goal setting, but goals, as often as they are used, have their pros and cons. Sure, if you can convince everybody that profits must increase 20% next quarter or we’re going out of business, people will hurry around looking for ways to hype profits by 20%. When discussing “mission” I assigned Susan a goal of 25% improvement in sales, based on what I calculated was needed to avoid closing the factory and on what I felt her district could reasonably provide. It was not a number pulled from the ether, and I went to some length to explain this to her. Short of any such basis in reality, people will often do the easiest things, such as firing 20% of the workforce, canceling vital R&D programs, or simply not making any payments to suppliers. In other words, they will take achieving the goal as seriously as they feel you were in setting it; they will sense whether you have positioned yourself at the Schwerpunkt. Goals, as we all know, can be motivators. Cypress Semiconductor, a communications-oriented company founded in 1982, used to have a computer that tracked the thousands of self-imposed goals that its people fed into the system. Cypress founder T. J. Rodgers identified this automated goal tending system as the heart of his management style and a big factor in the company’s early success.136 Frankly, I find this philosophy depressing, not to mention a temptation to focus inward: If the boss places great importance on entering and tracking goals, as he obviously does, then that is what the other employees are going to consider important.137 In any case, what’s the big deal about meeting or missing a goal? A goal is an intention at a point in time. It is, to a large extent, an arbitrary target, whether you set it or someone above you assigns it. And we all know that numerical goals can be gamed, like banking (delaying) sales that we could have made this quarter to help us make quota next quarter. Unlike a Schwerpunkt, which gives focus and direction for chaotic and uncertain situations, what does a goal tell you? Just keep your head down and continue plugging away?

when India were set 360 to win the World Cup in 2003 against an outstanding Australian team that seemed to add a further 30 runs to the total by the way they caught, fielded and bowled. The dressing room in the break couldn’t have been the happiest place to be in. Until Sachin asked a simple question of them: ‘Can we score one boundary an over?’ It’s not easy but neither is it impossible. When he heard a few players say yes, he asked what the target would then reduce to… a boundary an over means 50 balls produce 200 runs and the objective shrinks to 160 from 250 balls. Very achievable.

A good manager will always have the big picture in mind and guide the employees through a series of small targets in order to achieve overall success.

Their terror masters in the Islamic State, however, followed up the attack with a chilling promise:            The attack by the Islamic State in America is only the beginning of our efforts to establish a wiliyah [actually wilayah, administrative district] in the heart of our enemy. Our aim was the khanzeer [pig] Pamela Geller and to show her that we don’t care what land she hides in or what sky shields her; we will send all our Lions to achieve her slaughter. This will heal the hearts of our brothers and disperse the ones behind her. To those who protect her: this will be your only warning of housing this woman and her circus show. Everyone who houses her events, gives her a platform to spill her filth are legitimate targets. We have been watching closely who was present at this event and the shooter of our brothers. We knew that the target was protected. Our intention was to show how easy we give our lives for the Sake of Allah.

The objective of adding more hours is to achieve the targets and not vice versa.

We are having an ongoing and critical conversation about race in America. The question on many minds, the question that is certainly on my mind, is how do we prevent racial injustices from happening? How do we protect young black children? How do we overcome so many of the institutional barriers that exacerbate racism and poverty? It’s a nice idea that we could simply follow a prescribed set of rules and make the world a better place for all. It’s a nice idea that racism is a finite problem for which there is a finite solution, and that respectability, perhaps, could have saved all the people who have lost their lives to the effects of racism. But we don’t live in that world and it’s dangerous to suggest that the targets of oppression are wholly responsible for ending that oppression. Respectability politics suggest that there’s a way for us to all be model (read: like white) citizens. We can always be better, but will we ever be ideal? Do we even want to be ideal, or is there a way for us to become more comfortably human? Take, for example, someone like Don Lemon. He is a black man, raised by a single mother, and now he is a successful news anchor for a major news network. His outlook seems driven by the notion that if he can make it, anyone can. This is the ethos espoused by people who believe in respectability politics. Because they have achieved success, because they have transcended, in some way, the effects of racism or other forms of discrimination, all people should be able to do the same. In truth, they have climbed a ladder and shattered a glass ceiling but are seemingly uninterested in extending that ladder as far as it needs to reach so that others may climb. They are uninterested in providing a detailed blueprint for how they achieved their success. They are unwilling to consider that until the institutional problems are solved, no blueprint for success can possibly exist. For real progress to be made, leaders like Lemon and Cosby need to at least acknowledge reality. Respectability politics are not the answer to ending racism. Racism doesn’t care about respectability, wealth, education, or status. Oprah Winfrey, one of the wealthiest people in the world and certainly the wealthiest black woman in the world, openly discusses the racism she continues to encounter in her daily life. In July 2013, while in Zurich to attend Tina Turner’s wedding, Winfrey was informed by a store clerk at the Trois Pommes boutique that the purse she was interested in was too expensive for her. We don’t need to cry for Oprah, prevented from buying an obscenely overpriced purse, but we can recognize the incident as one more reminder that racism is so pervasive and pernicious that we will never be respectable enough to outrun racism, not here in the United States, not anywhere in the world.

Abdul Razzaq al-Badr said, The Prophet (peace be upon him) slept only to provide his body with rest and thus he would not oversleep, sufficing with the amount of sleep that provided this. It is for this reason that he did not sleep upon luxurious mattresses or beds. This is because he had great targets to achieve in his lifetime, due to him being the Messenger of Allāh and the role model for mankind.

In a dynamic world, there will always be a lack of precise knowledge; rarely do we have the ability to predict the interactions among multiple variables. The challenges, therefore, are to design institutions that are durable in the face of uncertainty, to find ways to connect biological responses in natural ecosystems to human actions through policy, and to build sufficient slack into the system so that the inevitable mistakes are less costly. Even if accurate predictions of optimal harvest were possible, the ability to achieve that goal in practice would remain nearly impossible, because harvests undershoot and overshoot target levels through time.

and interacting with peers can influence your career direction. Get to know professors, who can become mentors and friends. Build relationships and leverage them when needed. Knowing someone within a target company may dramatically increase your chances of getting an interview for an internship or a job. Express your gratitude to the people who have guided, supported, or encouraged you. For international students applying for certain jobs in the United States: because your employer needs to authorize and apply for a work visa for you, you may need to take some classes in the field you want to pursue if it lies outside what you are studying as your major.

mentees to focus their time and energy on the causes (for example, replacing a limiting belief with an empowering one or sharpening practical relationship building and oratory skills), not on the effects (for example, spending time and energy worrying or feeling sorry for yourself or being consumed with negative self-talk about not getting a desired role at a target organization). In addition to nourishing their mind and spirit, I teach them on how to fish and fly better so they can soar, adding to their arsenal of confidence-enhancing achievements and skills. With sound causes, positive effects will typically take care of themselves. It’s wise to track both causes and effects. Doing so will help you learn valuable patterns of

but with complementary skills and know-how for the core team (absolutely the founders) make certain to climb the ladder on the appropriate wall as you’re starting out—that is, identifying and targeting the right growing market add lots of value to your clients/customers through your product and services differentiate clearly what you do in comparison to your competitors, all the while remembering whom you and your team serve keep innovating Furthermore, if you are entrepreneurial, you need to craft and implement a strong marketing and distribution strategy, be a

response to intervention (RTI) is our best hope to provide every child with the additional time and support needed to learn at high levels. RTI’s underlying premise is that schools should not delay providing help for struggling students until they fall far enough behind to qualify for special education, but instead should provide timely, targeted, systematic interventions to all students who demonstrate the need. To achieve this goal, we remain equally convinced that the only way for an organization to successfully implement RTI practices is within the professional learning community (PLC) model.

Only when schools create a tiered, systematic intervention program can the promise of certain access be realized. A systematic response begins with the school’s ability to identify students who need help. After students are identified, the school must determine the right intervention to meet the child’s learning needs, and then monitor each student’s progress to know if the intervention is working. If the evidence demonstrates that the intervention is not meeting the intended outcome for a specific student, the school must revise the student’s support by providing more intensive and targeted assistance; alternatively, if students reach grade-level expectations, the same flexible time and resources are used to extend students to even higher levels of achievement.

One of the loudest voices calling for greater focus is Bjorn Lomborg, a Danish economist, who has launched the Post-2015 Consensus, an effort to draw up a shortish list of goals and targets the benefits of which, if achieved, would far outweigh the costs. This is a souped-up version of the Copenhagen Consensus he has run for the past decade, bringing together leading economists to calculate the cheapest ways to improve the state of the world.

In developing regions, the number of hungry people has fallen to 780 million today, or 12.9 percent of the population, from 991 million 25 years ago, or 23.3 percent of the population at the time, according to the United Nations’ annual hunger report, published by the Food and Agriculture Organization, the International Fund for Agricultural Development, and the World Food Program. Despite the finding that nearly 800 million people in the world remain hungry, the report called the progress a significant achievement. It said that 72 of the 129 nations monitored by the Food and Agriculture Organization had achieved the target under the so-called Millennium Development Goals of halving the percentages of hungry people in their populations and that developing regions had missed the target by only a small margin.

Life is a self-correcting, negative regulatory system because it is always moving toward a specific target destination in the future. This target destination we call 'self preservation'. Achieve this goal it must constantly reduce the probabilities that interfere with its movement toward that future target. Hence, it conserves by self-regulating, like a thermostat set at a specific temperature, as it advances, all the while seeking to re-adapt in accordance with the changes it incurs. Putting this principle to work in our daily life means learning to adapt to new information while always adhering to a basic plan that can, in general, be modified according to alterations in the data encountered. Thoughts from; SPIRAL FORECASTING: Nature's Inside Track to Future Success

Organizational politics are informal, unofficial, and sometimes behind-the-scenes efforts to sell ideas, influence an organization, increase power, or achieve other targeted objectives.