Task Initiation Quotes

Many abused children cling to the hope that growing up will bring escape and freedom. But the personality formed in the environment of coercive control is not well adapted to adult life. The survivor is left with fundamental problems in basic trust, autonomy, and initiative. She approaches the task of early adulthood――establishing independence and intimacy――burdened by major impairments in self-care, in cognition and in memory, in identity, and in the capacity to form stable relationships. She is still a prisoner of her childhood; attempting to create a new life, she reencounters the trauma.

So far as we feel sympathy, we feel we are not accomplices to what caused the suffering. Our sympathy proclaims our innocence as well as our impotence. To that extent, it can be (for all our good intentions) an impertinent- if not inappropriate- response. To set aside the sympathy we extend to others beset by war and murderous politics for a reflection on how our privileges are located on the same map as their suffering, and may- in ways we might prefer not to imagine- be linked to their suffering, as the wealth as some may imply the destitution of others, is a task for which the painful, stirring images supply only an initial spark.

Collaborators don’t steal others’ ideas, take advantage of people, or sit back while others accomplish their tasks for them. Collaborators take action to ensure that everyone with whom they work can enjoy the maximum potential outcome.

Teachers dread nothing so much as unusual characteristics in precocious boys during the initial stages of their adolescence. A certain streak of genius makes an ominous impression on them, for there exists a deep gulf between genius and the teaching profession. Anyone with a touch of genius seems to his teachers a freak from the very first. As far as teachers are concerned, they define young geniuses as those who are bad, disrespectful, smoke at fourteen, fall in love at fifteen, can be found at sixteen hanging out in bars, read forbidden books, write scandalous essays, occasionally stare down a teacher in class, are marked in the attendance book as rebels, and are budding candidates for room-arrest. A schoolmaster will prefer to have a couple of dumbheads in his class than a single genius, and if you regard it objectively, he is of course right. His task is not to produce extravagant intellects but good Latinists, arithmeticians and sober decent folk. The question of who suffers more acutely at the other's hands - the teacher at the boy's, or vice versa - who is more of a tyrant, more of a tormentor, and who profanes parts of the other's soul, student or teacher, is something you cannot examine without remembering your own youth in anger and shame. yet that's not what concerns us here. We have the consolation that among true geniuses the wounds almost always heal. As their personalities develop, they create their art in spite of school. Once dead, and enveloped by the comfortable nimbus of remoteness, they are paraded by the schoolmasters before other generations of students as showpieces and noble examples. Thus the struggle between rule and spirit repeats itself year after year from school to school. The authorities go to infinite pains to nip the few profound or more valuable intellects in the bud. And time and again the ones who are detested by their teachers are frequently punished, the runaways and those expelled, are the ones who afterwards add to society's treasure. But some - and who knows how many? - waste away quiet obstinacy and finally go under.

In this climate of profoundly disrupted relationships the child faces a formidable developmental task. She must find a way to form primary attachments to caretakers who are either dangerous or, from her perspective, negligent. She must find a way to develop a sense of basic trust and safely with caretakers who are untrustworthy and unsafe. She must develop a sense of self in relation to others who are helpless, uncaring or cruel. She must develop a capacity for bodily self-regulation in an environinent in which her body is at the disposal of others' needs as well as a capacity for self-soothing in an environment without solace. She must develop the capacity for initiative in an environment which demands that she bring her will into complete conformity with that of her abuser. And ultimately, she must develop a capacity for intimacy out of an environment where all intimate relationships are corrupt, and an identity out of an environment which defines her as a whore and a slave.

In summary, procrastination may arise from problems in each of the nine executive functions—(1) inhibition, (2) self-monitoring, (3) planning and organization, (4) activity shifting, (5) task initiation, (6) task monitoring, (7) emotional control, (8) working memory, and (9) general orderliness.

The Crone has been missing from our culture for so long that many women, particularly young girls, know nothing of her tutelage. Young girls in our society are not initiated by older women into womanhood with its accompanying dignity and power. Without the Crone, the task of belonging to oneself, of being a whole person, is virtually impossible.

It is a great priviledge to hear from the mouth of an initiate what struggles we are ensnared in and what the meaning is of the sacrifices we are required to make before veiled images. Even if we should hear something evil, it would still be a blessing to see our task as something beyond a senseless cycle of recurrence.

Task initiation barriers usually present themselves as difficulties in transitions. So I’m sitting in a chair and I need to go do dishes, but it’s very difficult to initiate the transition from sitting comfortably in my chair to getting up to do dishes.

Instead of just giving employees an award for the smartest idea or praise for a brilliant performance, they would get praise for taking initiative, for seeing a difficult task through, for struggling and learning something new, for being undaunted by a setback, or for being open to and acting on criticism.

It is a scholar’s task to find patterns in nature or cycles in history. Initially, it’s no different from finding portraits of animals and heroes in the stars. The question is, Have you discovered a preexisting truth? Or have you imposed an arbitrary meaning on whatever it is you’re considering?

In addition to conformity as a way to relieve the anxiety springing from separateness, another factor of contemporary life must be considered: the role of the work routine and the pleasure routine. Man becomes a 'nine to fiver', he is part of the labour force, or the bureaucratic force of clerks and managers. He has little initiative, his tasks are prescribed by the organisation of the work; there is even little difference between those high up on the ladder and those on the bottom. They all perform tasks prescribed by the whole structure of the organisation, at a prescribed speed, and in a prescribed manner. Even the feelings are prescribed: cheerfulness, tolerance, reliability, ambition, and an ability to get along with everybody without friction. Fun is routinised in similar, although not quite as drastic ways. Books are selected by the book clubs, movies by the film and theatre owners and the advertising slogans paid for by them; the rest is also uniform: the Sunday ride in the car, the television session, the card game, the social parties. From birth to death, from Monday to Monday, from morning to evening - all activities are routinised, and prefabricated. How should a man caught up in this net of routine not forget that he is a man, a unique individual, one who is given only this one chance of living, with hopes and disappointments, with sorrow and fear, with the longing for love and the dread of the nothing and separateness?

Every task you are given, no matter how menial, offers opportunities to observe this world at work. No detail about the people within it is too trivial. Everything you see or hear is a sign for you to decode. Over time, you will begin to see and understand more of the reality that eluded you at first. For instance, a person whom you initially thought had great power ended up being someone with more bark than bite. Slowly, you begin to see behind the appearances. As you amass more information about the rules and power dynamics of your new environment, you can begin to analyze why they exist, and how they relate to larger trends in the field. You move from observation to analysis, honing your reasoning skills, but only after months of careful attention.

Two Dimensions of Executive Skills: Thinking and Doing Executive skills involving thinking (cognition) Working memory Planning/prioritization Organization Time management Metacognition Executive skills involving doing (behavior) Response inhibition Emotional control Sustained attention Task initiation Goal-directed persistence Flexibility

8 executive processes of the brain: flexible thinking, working memory, self-monitoring, task initiation, planning, organization, impulse control, and emotional control.

Communists are not isolated from the proletariat. Their action is never an attempt to organize others, only to express their own subversive response to the world. Ultimately, revolutionary initiatives will interconnect. But our task is not primarily one of organisation: it is to convey (in a text or an action) an antagonistic relation to the world. However big or small it may be, such an act is an attack against the old world.

Amedeo loved thick tomes, and in tackling them he felt the physical pleasure of undertaking a great task. Weighing them in his hand, thick, closely printed, squat, he would consider with some apprehension the number of pages, the length of the chapters, then venture into them, a bit reluctant at the beginning, without any desire to perform the initial chore of remembering the names, catching the drift of the story; then he would entrust himself to it, running along the lines, crossing the grid of the uniform page, and beyond the leaden print the flame and fire of battle appeared, the cannonball that, whistling through the sky, fell at the feet of Prince Andrei, and the shop filled with engravings and statues where Frederic Moreau, his heart in his mouth, was to meet the Arnoux family. Beyond the surface of the page you entered a world where life was more alive than here on this side…

He had not stopped looking into her eyes, and she showed no signs of faltering. He gave a deep sigh and recited: "O sweet treasures, discovered to my sorrow." She did not understand. "It is a verse by the grandfather of my great-great-grandmother," he explained. "He wrote three eclogues, two elegies, five songs, and forty sonnets. Most of them for a Portuguese lady of very ordinary charms who was never his, first because he was married, and then because she married another man and died before he did." "Was he a priest too?" "A soldier," he said. Something stirred in the heart of Sierva María, for she wanted to hear the verse again. He repeated it, and this time he continued, in an intense, well-articulated voice, until he had recited the last of the forty sonnets by the cavalier of amours and arms Don Garcilaso de la Vega, killed in his prime by a stone hurled in battle.When he had finished, Cayetano took Sierva María's hand and placed it over his heart. She felt the internal clamor of his suffering. "I am always in this state," he said. And without giving his panic an opportunity, he unburdened himself of the dark truth that did not permit him to live. He confessed that every moment was filled with thoughts of her, that everything he ate and drank tasted of her, that she was his life, always and everywhere, as only God had the right and power to be, and that the supreme joy of his heart would be to die with her. He continued to speak without looking at her, with the same fluidity and passion as when he recited poetry, until it seemed to him that Sierva María was sleeping. But she was awake, her eyes, like those of a startled deer, fixed on him. She almost did not dare to ask: "And now?" "And now nothing," he said. "It is enough for me that you know." He could not go on. Weeping in silence, he slipped his arm beneath her head to serve as a pillow, and she curled up at his side. And so they remained, not sleeping, not talking, until the roosters began to crow and he had to hurry to arrive in time for five-o'clock Mass. Before he left, Sierva María gave him the beautiful necklace of Oddúa: eighteen inches of mother-of-pearl and coral beads. Panic had been replaced by the yearning in his heart. Delaura knew no peace, he carried out his tasks in a haphazard way, he floated until the joyous hour when he escaped the hospital to see Sierva María. He would reach the cell gasping for breath, soaked by the perpetual rains, and she would wait for him with so much longing that only his smile allowed her to breathe again. One night she took the initiative with the verses she had learned after hearing them so often. 'When I stand and contemplate my fate and see the path along which you have led me," she recited. And asked with a certain slyness: "What's the rest of it?" "I reach my end, for artless I surrendered to one who is my undoing and my end," he said. She repeated the lines with the same tenderness, and so they continued until the end of the book, omitting verses, corrupting and twisting the sonnets to suit themselves, toying with them with the skill of masters. They fell asleep exhausted. At five the warder brought in breakfast, to the uproarious crowing of the roosters, and they awoke in alarm. Life stopped for them.

While all executive skills are important, when it comes to teenagers, parents are likely to be particularly aware of the impact of specific skills. For example, in managing the demands of school, sports, work, and an active social life, the skills of planning/prioritization, organization, task initiation, and time management are particularly important.

Since the 1980s, Attention Deficit Disorder (ADD) has been on the rise, not just among children, but now among the adult population as well. The sudden rise of adult ADD, while it may have genetic components, certainly receives a major boost from our kinetic, hyper-speed, information-bombarded society. Victims of adult ADD are likely to initiate more tasks and projects that they'll ever finish, get bored easily, seek thrills readily, have a propensity to be late while loathing having to wait, and not be averse to taking foolish risks.

Carter, himself a UFO eyewitness, tasked NASA with looking into the UFO question. NASA politely but firmly told the president to stuff it. Thanks but no thanks, Carter was told.)

Pair programmers: Keep each other on task. Brainstorm refinements to the system. Clarify ideas. Take initiative when their partner is stuck, thus lowering frustration. Hold each other accountable to the team's practices. Pairing

What may appear initially to be a daunting task will be much easier to manage over time as you consistently strive to recognize and follow feelings prompted by the Spirit. Your confidence in the direction you receive from the Holy Ghost will also become stronger. I witness that as you gain experience and success in being guided by the Spirit, your confidence in the impressions you feel can become more certain than your dependence on what you see or hear.

Deprive the taboo rules of their original context, and they at once are apt to appear as a set of arbitrary prohibitions, as indeed they characteristically do appear when the initial context is lost, when those background beliefs in the light of which the taboo rules had originally been understood have not only been abandoned but forgotten. In such a situation the rules have been deprived of any status that can secure their authority, and, if they do not acquire some new status quickly, both their interpretation and their justification become debatable. When the resources of a culture are too meagre to carry through the task of reinterpretation, the task of justification becomes impossible. Hence perhaps the relatively easy, although to some contemporary observers astonishing, victory of Kamehameha II over the taboos (and the creation thereby of a vacuum in which the banalities of the New England Protestant missionaries were received all too quickly).

As we’ve seen, the task of changing a schema is two-fold: we have to unlearn the self-defeating old habit and replace it with a new, healthier one. That change is very different from mere intellectual understanding—it involves the emotional brain. It takes much persistent practice, cultivation of the ability to bring awareness to what had been unconscious behavior, and sustained effort to try out the new way of thinking and acting despite its initial awkwardness and relapses into old habit.

UNDERSTANDING DISSOCIATION Dissociation, like all other symptoms of C-PTSD, is a learned behavior that initially helped you cope with a threatening environment. A neglected or abused child will rely upon built-in, biological protection mechanisms for survival to “tune out” threatening experiences. In adulthood, dissociation becomes a well-maintained division between the part of you involved in keeping up with daily tasks of living and the part of you that is holding emotions of fear, shame, or anger.

Many of us begin this art with little to no understanding of what we are getting ourselves into. Then, maybe a year or a black belt later, we realize this odyssey we have embarked upon and rest happily in knowing we have chosen a noble struggle. I think we owe most of our successes to our initial ignorance. When we begin, we cannot see the obstacles ahead, and so we march on optimistically. In hindsight, when we look back and connect the dots, we see just how green we were at the start, and it was only our ignorance that upheld us from the crushing despair of the task at hand.

The principal and the most common problem at the beginning of any fairly conventional marriage is that regardless of the facilities for disengagement available to the contracting parties, you traditionally experience an unpleasant sense of having arrived and, therefore, of having reached and end, or rather, that the time has come to devote yourself to something else. I know that this feeling is both pernicious and erroneous and that giving in to it or accepting it is the reason why so many promising marriages collapse no sooner have they begun. I know that what you should do is to overcome that initial feeling and , far from devoting yourself to something else, you should devote yourself to the marriage itself, as if confronted by the most important structure and task of your life, even if you're tempted to believe that the task has already been completed and the structure built.

Men and women run away from every goal, whether worldly or spiritual, because they overestimate the initial task. The proper way is a bit at a time. It is the same if someone eats too much; they should diminish it daily by a small bit, gradually. In that way, before a year or two have passed, they will have cut down what they eat by half, reducing it in such a way that their body does not notice. So it is with worship, withdrawing into solitude, attending to the service of God, and prayer. When a person enters upon the Way of God, for a while their prayers will be short. But after that, if they pray with their whole heart, their prayers will go on and on without end.

Within our Task Force, as in a garden, the outcome was less dependent on the initial planting than on consistent maintenance. Watering, weeding, and protecting plants from rabbits and disease are essential for success. The gardener cannot actually “grow” tomatoes, squash, or beans—she can only foster an environment in which the plants do so.

Some scientists used to side with my initial gut instinct—they believed it was possible for people to do several complex tasks at once. So they started to get people into labs, and they told them to do lots of things at the same time, and they monitored how well it went. What the scientists discovered is that, in fact, when people think they’re doing several things at once, they’re actually—as Earl explained—“juggling. They’re switching back and forth. They don’t notice the switching because their brain sort of papers it over, to give a seamless experience of consciousness, but what they’re actually doing is switching and reconfiguring their brain moment to moment, task to task—[and] that comes with a cost.” There are three ways, he explained, in which this constant switching degrades your ability to focus. The first is called the “switch cost effect.” There is broad scientific evidence for this. Imagine you are doing your tax return and you receive a text, and you look at it—it’s only a glance, taking five seconds—and then you go back to your tax return. In that moment, “your brain has to reconfigure, when it goes from one task to another,” he said. You have to remember what you were doing before, and you have to remember what you thought about it, “and that takes a little bit of time.” When this happens, the evidence shows that “your performance drops. You’re slower. All as a result of the switching.

One of the most intriguing ideas in the developmental sciences over the past decades is the phenomenon of the “J-shaped curve.”19 While observing children learning to master new skills in dozens of domains (math, writing, the arts), psychologists noticed a surprising pattern: as a learner struggles to master difficult new challenges, there is often an initial decline in skill. Errors are made on tasks that previously seemed easy, and the learner feels more “stupid” than ever before. This is the dip that forms the middle part of the “J.” But it turns out that the “stupid mistakes,” in retrospect, were nothing more than growth errors. Once the learner gets past the dip, performance rises rapidly to new heights.

I AM WRITING IN A time of great anxiety in my country. I understand the anxiety, but also believe America is going to be fine. I choose to see opportunity as well as danger. Donald Trump’s presidency threatens much of what is good in this nation. We all bear responsibility for the deeply flawed choices put before voters during the 2016 election, and our country is paying a high price: this president is unethical, and untethered to truth and institutional values. His leadership is transactional, ego driven, and about personal loyalty. We are fortunate some ethical leaders have chosen to serve and to stay at senior levels of government, but they cannot prevent all of the damage from the forest fire that is the Trump presidency. Their task is to try to contain it. I see many so-called conservative commentators, including some faith leaders, focusing on favorable policy initiatives or court appointments to justify their acceptance of this damage, while deemphasizing the impact of this president on basic norms and ethics. That strikes me as both hypocritical and morally wrong. The hypocrisy is evident if you simply switch the names and imagine that a President Hillary Clinton had conducted herself in a similar fashion in office. I’ve said this earlier but it’s worth repeating: close your eyes and imagine these same voices if President Hillary Clinton had told the FBI director, “I hope you will let it go,” about the investigation of a senior aide, or told casual, easily disprovable lies nearly every day and then demanded we believe them. The hypocrisy is so thick as to almost be darkly funny. I say this as someone who has worked in law enforcement for most of my life, and served presidents of both parties. What is happening now is not normal. It is not fake news. It is not okay.

Finally, (and controversially) there might be a case – in monolingual classes – for allowing the learners to conduct some speaking activities, initially at least, in their mother tongue. Allowing learners to use their L1 in the interests of promoting talk and a sense of community may well be a necessary stage in the transition from a monolingual (L1) through a bilingual (L1 and L2) to finally a monolingual (L2) culture again. Certainly, if students are not used to having conversations in the classroom (in whatever language), they may become more disposed to the idea if there is an initial transition period of ‘L1 permissiveness’, or if tasks are first performed in the L1 (as a kind of rehearsal) before moving into the L2.

In practice, experienced machine-learning engineers and researchers build intuition over time as to what works and what doesn’t when it comes to these choices—they develop hyperparameter-tuning skills. But there are no formal rules. If you want to get to the very limit of what can be achieved on a given task, you can’t be content with arbitrary choices made by a fallible human. Your initial decisions are almost always suboptimal, even if you have good intuition. You can refine your choices by tweaking them by hand and retraining the model repeatedly—that’s what machine-learning engineers and researchers spend most of their time doing. But it shouldn’t be your job as a human to fiddle with hyperparameters all day—that is better left to a machine.

Many a tale of inguldgent parenthood illustrates the antique idea that when the roles of life are assumed by the improperly initiated, chaos supervenes. When the child outgrows the popular idyle of the mother breast and turns to face the world of specialized adult action, it passes, spiritually, into the sphere of the father-who becomes for his son, the sign of the future task, and for his daughter, the future husband. Whether he knows it or not, and no matter what his position in society, the father is the initiating priest through whom the young being passes on into the larger world. And just as, formerly, the mother represented the good and evil, so does now the father, but with this complication - that there is a new element of rivalry in the picture: the son against the father for the mastery of the universe, and the daughter against the mother to be the mastered world. The traditional idea of initiation combines an introduction of the candidate into the techniques, duties, and prerogatives of his vocation with a radical readjustment of his emotional relationship to the parental images. The mystagogue is to entrust the symbols of office only to a son who has been effectually purged of all inappropriate infantile cathexes-for whom the just, impersonal exercise of the powers will not be rendered impossible by unconscious motives of self-aggrandizement, personal preference, or resentment. Ideally, the invested one has been divested of his mere humanity and is representative of an impersonal cosmic force. He is the twice-born: he has become himself the father. And he is competent consequently now to enact himself the role of the initiator, the guide, the sun door, through whom one may pass from infantile illusions of good and evil to an experience of the majesty of cosmic law, purged of hope and fear, and at peace in understanding the revelation of being.

Truman repeatedly stressed the unique nature of the American presidency. He called it the greatest office ever created by the mind of man. In the Truman Presidential Library, only a few blocks from his house, he had ordered an inscription to be prominently displayed, listing the six tasks of the president. He was commander-in-chief of the armed forces, leader of his political party, initiator of legislation, maker of foreign policy, the head of state and the chief executive, responsible for seeing that the laws passed by Congress were respected and obeyed.

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

Having to remind your partner to do something doesn’t take that something off your list. It adds to it. And what’s more, reminding is often unfairly characterized as nagging. (Almost every man interviewed in connection with this project said nagging is what they hate most about being married, but they also admit that they wait for their wives to tell them what to do at home.) It’s not a partnership if only one of you is running the show, which means making the important distinction between delegating tasks and handing off ownership of a task. Ownership belongs to the person who first off remembers to plan, then plans, and then follows through on every aspect of executing the plan and completing the task without reminders. A survey conducted by Bright Horizons—an on-site corporate childcare provider—found that 86 percent of working mothers say they handle the majority of family and household responsibilities, “not just making appointments, but also driving to them and mentally calendaring who needs to be where, and when.” In order to save us from big-time burnout, we need our partners to be more than helpers who carry out instructions that we’ve taken time and energy to think through (and then who blame us when things fall through the cracks). We need our partners to take the lead by consistently picking up a task, or “card”—week after week—and completely taking it off our mental to-do list by doing every aspect of what the card requires. Otherwise we still worry about whether the task is being done as we would do it, or done fully, or done at all—which leaves us still shouldering the mental and emotional load for the “help” or the “favor” we had to ask for. But how do we get our partners to take that initiative and own every aspect of a household or childcare responsibility without being (nudge, nudge) told what to do? Or, to simply figure it out?

Another Damasio patient, “Elliot,” was a successful husband, father, and businessman until undergoing brain surgery on a tumor. The surgery damaged his frontal lobe and thereby affected his ability to carry through on plans. He would embark on a project only to lose sight of his goal in doing so. For example, asked to sort documents, he would go overboard: “He was likely, all of a sudden, to turn from the sorting task he had initiated to reading one of those papers carefully and intelligently, and to spend an entire day doing so. Or he might spend a whole afternoon deliberating on which principle of categorization should be applied.

By the early twenty-second century, the technology for self-replicating robots should be perfected, and we may be able to entrust machines with the task of constructing solar arrays and laser batteries on the moon, Mars, and beyond. We would ship over an initial team of automatons, some of which would mine the regolith and others of which would build a factory. Another set of robots would oversee the sorting, milling, and smelting of raw materials in the factory to separate and obtain various metals. These purified metals could then be used to assemble laser launch stations—and a new batch of self-replicating robots. We might eventually have a bustling network of relay stations throughout the solar system, perhaps stretching from the moon all the way to the Oort Cloud. Because the comets in the Oort Cloud extend roughly halfway to Alpha Centauri and are largely stationary, they may be ideal locations for laser banks that could provide an extra boost to nanoships on their journey to our neighboring star system. As each nanoship passed by one of these relay stations, its lasers would fire automatically and give the ship an added push to the stars. Self-replicating robots could build these distant outposts by using fusion instead of sunlight as the basic source of energy.

He must have faltered at the thought of how to balance the reflections that bounce from one figure to another and to control the myriad variables of light, shade, and emotions for such a multitude,” according to the art historian Francesca Fiorani. “Unlike any other artist, he could not ignore an optical problem.”34 It was an unnerving set of iterative tasks. All thirty characters had to reflect light and project shade that would influence, and be influenced by, the light and shadows of those around them. They also had to initiate and reflect emotions, which in turn affected, and were affected by, the emotions emanating from those around them.

Try explaining the art of hungering to someone! If a person doesn't feel it, then you can't make him understand. The lovely posters became dirty and illegible; they were torn down, no one thought of replacing them. Initially, each completed hunger-day had been carefully marked on the small notice board; but then the figure had long since remained the same, for after the first few weeks the staff had grown tired of even this minor task. And so the hunger artist kept on hungering, as he had once dreamed of doing; but no one counted the days, no one, not even the hunger artist himself, knew how long he had been hungering, and his heart grew heavy.

The notion of autonomy, indeed, affirms with one hand what it denies with the other. On the one hand, corporations want their workers to be self-directed, but also to conform to the corporate culture, which implies not to be independent at all, but rather to obediently comply with the corporation’s principles, values and goals. Corporations also emphasize independence and initiative, yet they do so in a working context in which the majority of workers lack real control over their decisions, tasks and purposes. Autonomy, hence, seems to be just simple rhetoric to make workers do what otherwise they would not if not so compelled, that is, if their job did not depend on it.

Overall, Zinni’s rules read like an updating of how to apply the Marine Corps culture to today’s conflicts: Stay loose. Stay focused. Keep it simple. And be honest. Similar messages can be heard in many parts of the Corps, wherever there are good officers willing to seize the initiative—that is, who care more about their mission and their Marines than they do about their careers. This is how Major Davis at the Drill Instructors School summarizes the Marine Corps way of doing business: “Concentrate on doing a single task as simply as you can, execute it flawlessly, take care of your people, and go home.”That doesn’t leave a lot of room for the “doctrine”that the Army so loves to write and cite. But those four steps offer an efficient way to run any organization.

Labor and work, as well as action, are also rooted in natality in so far as they have the task to provide and preserve the world for, to foresee and reckon with, the constant influx of newcomers who are born into the world as strangers. However, of the three, action has the closest connection with the human condition of natality; the new beginning inherent in birth can make itself felt in the world only because the newcomer possesses the capacity of beginning something anew, that is, of acting. In this sense of initiative, an element of action, and therefore of natality, is inherent in all human activities. Moreover, since action is the political activity par excellence, natality, and not mortality, may be the central category of political, as distinguished from metaphysical, thought. The

I am not suggesting here that a non-ADHD spouse should simply roll over and say, “She’s ignoring me because she’s eccentric [or because she has ADHD]. Oh well!” In fact, having an ADHD spouse take charge of creating a systematic approach to treatment is one of the most important elements of improving your marriage. The “symptom” is, after all, at the beginning of the symptom-response-response sequence, and not much changes until the symptoms are under control—and that task can be accomplished only by the ADHD spouse. But ADHD in relationships is like a dance. One partner leads and initiates the steps, but both must understand their role to successfully circle the floor. In an ADHD partnership, an ADHD partner can address her symptoms, but the couple will be unsuccessful if the non-ADHD partner’s response doesn’t change, too. The inverse, of course, is also true.

The wind rushed between the branches of the zelkova tree, making a piercing howl, like the coldhearted breath leaking out between the teeth of a person who has lost all hope. Tengo gazed at the moons, not paying much attention to the sound of the wind, sitting there until his whole body was chilled to the bone. It must have been around fifteen minutes. No, maybe more. His sense of time had left him. His body, initially warmed by the whiskey, now felt hard and cold, like a lonely boulder at the bottom of the sea. The clouds continued to scud off toward the south. No matter how many were blown away, others appeared to take their place. There was an inexhaustible source of clouds in some land far to the north. Decisive people, minds fixed on the task, clothed in thick, gray uniforms, working silently from morning to night to make clouds, like bees make honey, spiders make webs, and war makes widows.

Besides increasing or decreasing the stimulation level of the environment, you can also achieve an optimal level of arousal by drinking beverages that have a direct impact on neocortical arousal.38 Alcohol, at least initially, has the effect of lowering arousal. After a couple of glasses of wine the extraverts are more likely to dip below the optimal arousal level, whereas their introverted friends, nudged closer to optimal arousal, may appear unexpectedly garrulous. Coffee, being a stimulant, has the opposite effect. After ingesting about two cups of coffee, extraverts carry out tasks more efficiently, whereas introverts perform less well. This deficit is magnified if the task they are engaged in is quantitative and if it is done under time pressure. For an introvert, an innocent couple of cups of coffee before a meeting may prove challenging, particularly if the purpose of the meeting is a rapid-fire discussion of budget projections, data analysis, or similar quantitative concerns. In the same meeting an extraverted colleague is likely to benefit from a caffeine kick that creates, in the eyes of the introverts, the illusion of competency.

After the shuttle took off, Cheng Xin continued to stare at the receding death lines. She said, “The Zero-Homers give me a bit of hope.” Yifan said, “The universe contains multitudes. You can find any kind of ‘people’ and world. There are idealists like the Zero-Homers, pacifists, philanthropists, and even civilizations dedicated only to art and beauty. But they’re not the mainstream; they cannot change the direction of the universe.” “It’s just like the world of humans.” “At least the Zero-Homers’ task will ultimately be completed by the cosmos itself.” “You mean the end of the universe?” “That’s right.” “But based on what I know, the universe will continue to expand, and become sparser and colder forever.” “That’s the old cosmology you know, but we’ve disproved it. The amount of dark matter had been underestimated. The universe will stop expanding and then collapse under gravity, finally forming a singularity and initiating another big bang. Everything will return to zero, or home. And so Nature remains the final victor.” “Will the new universe have ten dimensions?” “Who knows? There are infinite possibilities. That’s a brand-new universe, and a brand-new life.” *

I see over and beyond all these national wars, new "empires," and whatever else lies in the foreground. What I am concerned with — for I see it preparing itself slowly and hesitatingly — is the United Europe. It was the only real work, the one impulse in the souls, of all the broad-minded and deep-thinking men of this century — this reparation of a new synthesis, and the tentative effort to anticipate the future of "the European." Only in their weaker moments, or when they grew old, did they fall back again into the national narrowness of the "Fatherlanders" — then they were once more "patriots." I am thinking of men like Napoleon, Heinrich Heine, Goethe, Beethoven, Stendhal, Schopenhauer. Perhaps Richard Wagner likewise belongs to their number, concerning whom, as a successful type of German obscurity, nothing can be said without some such "perhaps." But to the help of such minds as feel the need of a new unity there comes a great explanatory economic fact: the small States of Europe — I refer to all our present kingdoms and "empires" — will in a short time become economically untenable, owing to the mad, uncontrolled struggle for the possession of local and international trade. Money is even now compelling European nations to amalgamate into one Power. In order, however, that Europe may enter into the battle for the mastery of the world with good prospects of victory (it is easy to perceive against whom this battle will be waged), she must probably "come to an understanding" with England. The English colonies are needed for this struggle, just as much as modern Germany, to play her new role of broker and middleman, requires the colonial possessions of Holland. For no one any longer believes that England alone is strong enough to continue to act her old part for fifty years more; the impossibility of shutting out homines novi from the government will ruin her, and her continual change of political parties is a fatal obstacle to the carrying out of any tasks which require to be spread out over a long period of time. A man must to-day be a soldier first and foremost that he may not afterwards lose his credit as a merchant. Enough; here, as in other matters, the coming century will be found following in the footsteps of Napoleon — the first man, and the man of greatest initiative and advanced views, of modern times. For the tasks of the next century, the methods of popular representation and parliaments are the most inappropriate imaginable.

This Theresa maddened with her messages a scientist on our easily maddened planet; his anagram looking name, Sig Lemanski, had been partly derived by Van from that of Aqua's last doctor. When Leymanski's obsession turned into love, and one's sympathy got focused on his enchanting, melancholy, betrayed wife (nee Antilia Glems), our author found himself confronted with the distressful task of now stamping out in Antilia, a born brunette, all traces of Ada, thus reducing yet another character to a dummy with bleached hair. After beaming Sig a dozen communications from her planet, Theresa flies over to him, and he, in his laboratory, has to place her on a slide under a powerful microscope in order to make out the tiny, though otherwise perfect, shape of his minikin sweetheart, a graceful microorganism extending transparent appendages toward his huge humid eye. Alas, the testibulus (test tube - never to be confused with testiculus, orchid), with Theresa swimming inside like a micromermaid, is "accidentally" thrown away by Professor Leyman's (he had trimmed his name by that time) assistant, Flora, initially an ivory-pale, dark-haired funest beauty, whom the author transformed just in time into a third bromidic dummy with a dun bun.

focusing on a task can make people effectively blind, even to stimuli that normally attract attention. The most dramatic demonstration was offered by Christopher Chabris and Daniel Simons in their book The Invisible Gorilla. They constructed a short film of two teams passing basketballs, one team wearing white shirts, the other wearing black. The viewers of the film are instructed to count the number of passes made by the white team, ignoring the black players. This task is difficult and completely absorbing. Halfway through the video, a woman wearing a gorilla suit appears, crosses the court, thumps her chest, and moves on. The gorilla is in view for 9 seconds. Many thousands of people have seen the video, and about half of them do not notice anything unusual. It is the counting task—and especially the instruction to ignore one of the teams—that causes the blindness. No one who watches the video without that task would miss the gorilla. Seeing and orienting are automatic functions of System 1, but they depend on the allocation of some attention to the relevant stimulus. The authors note that the most remarkable observation of their study is that people find its results very surprising. Indeed, the viewers who fail to see the gorilla are initially sure

Gilbert proposed that understanding a statement must begin with an attempt to believe it: you must first know what the idea would mean if it were true. Only then can you decide whether or not to unbelieve it. The initial attempt to believe is an automatic operation of System 1, which involves the construction of the best possible interpretation of the situation. Even a nonsensical statement, Gilbert argues, will evoke initial belief. Try his example: “whitefish eat candy.” You probably were aware of vague impressions of fish and candy as an automatic process of associative memory searched for links between the two ideas that would make sense of the nonsense. Gilbert sees unbelieving as an operation of System 2, and he reported an elegant experiment to make his point. The participants saw nonsensical assertions, such as “a dinca is a flame,” followed after a few seconds by a single word, “true” or “false.” They were later tested for their memory of which sentences had been labeled “true.” In one condition of the experiment subjects were required to hold digits in memory during the task. The disruption of System 2 had a selective effect: it made it difficult for people to “unbelieve” false sentences. In a later test of memory, the depleted participants ended up thinking that many of the false sentences were true.

While amassing one of the most lucrative fortunes in the world, the Kochs had also created an ideological assembly line justifying it. Now they had added a powerful political machine to protect it. They had hired top-level operatives, financed their own voter data bank, commissioned state-of-the-art polling, and created a fund-raising operation that enlisted hundreds of other wealthy Americans to help pay for it. They had also forged a coalition of some seventeen allied conservative groups with niche constituencies who would mask their centralized source of funding and carry their message. To mobilize Latino voters, they formed a group called the Libre Initiative. To reach conservative women, they funded Concerned Women for America. For millennials, they formed Generation Opportunity. To cover up fingerprints on television attack ads, they hid behind the American Future Fund and other front groups. Their network’s money also flowed to gun groups, retirees, veterans, antilabor groups, antitax groups, evangelical Christian groups, and even $4.5 million for something called the Center for Shared Services, which coordinated administrative tasks such as office space rentals and paperwork for the others. Americans for Prosperity, meanwhile, organized chapters all across the country. The Kochs had established what was in effect their own private political party.

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In a conversation at the Rollins School of Public Health at Emory University in Atlanta, he told us how, after the Japanese attack on Pearl Harbor on December 7, 1941, the entire country and much of the world seemed to come together overnight. Since then, he wondered, has there been anything that could trigger a similar coalition of the righteous and committed? The September 11, 2001, terrorist attacks did that initially, many would argue. But the reaction didn’t last long, muddled and dissipated as it was by military action that arguably had nothing to do with the attack or threat. An alien invasion, though, that threatened the entire planet and forced human beings to set aside their differences would do it, the Durants believed. “Infectious diseases turn out to be a surrogate for an alien invasion,” Bill declared. “It’s why we were able to do smallpox eradication in the midst of the Cold War. Both sides could see this was an important thing to do.” To take the alien invasion analogy one step further, we would first have to convince the public that extraterrestrials had, in fact, landed on earth. Look at climate change: The science is well established and yet a large percentage of the population refuses to believe it. The same holds true for infectious diseases. Our task is to convince world leaders, corporate heads, philanthropic organizations, and members of the media that the threat of pandemics and regional epidemics is real and will only continue to grow. Ignoring these threats until they blow up in our faces is not a strategy.

Time management also involves energy management. Sometimes the rationalization for procrastination is wrapped up in the form of the statement “I’m not up to this,” which reflects the fact you feel tired, stressed, or some other uncomfortable state. Consequently, you conclude that you do not have the requisite energy for a task, which is likely combined with a distorted justification for putting it off (e.g., “I have to be at my best or else I will be unable to do it.”). Similar to reframing time, it is helpful to respond to the “I’m not up to this” reaction by reframing energy. Thinking through the actual behavioral and energy requirements of a job challenges the initial and often distorted reasoning with a more realistic view. Remember, you only need “enough” energy to start the task. Consequently, being “too tired” to unload the dishwasher or put in a load of laundry can be reframed to see these tasks as requiring only a low level of energy and focus. This sort of reframing can be used to address automatic thoughts about energy on tasks that require a little more get-up-and-go. For example, it is common for people to be on the fence about exercising because of the thought “I’m too tired to exercise.” That assumption can be redirected to consider the energy required for the smaller steps involved in the “exercise script” that serve as the “launch sequence” for getting to the gym (e.g., “Are you too tired to stand up and get your workout clothes? Carry them to the car?” etc.). You can also ask yourself if you have ever seen people at the gym who are slumped over the exercise machines because they ran out of energy from trying to exert themselves when “too tired.” Instead, you can draw on past experience that you will end up feeling better and more energized after exercise; in fact, you will sleep better, be more rested, and have the positive outcome of keeping up with your exercise plan. If nothing else, going through this process rather than giving into the impulse to avoid makes it more likely that you will make a reasoned decision rather than an impulsive one about the task. A separate energy management issue relevant to keeping plans going is your ability to maintain energy (and thereby your effort) over longer courses of time. Managing ADHD is an endurance sport. It is said that good soccer players find their rest on the field in order to be able to play the full 90 minutes of a game. Similarly, you will have to manage your pace and exertion throughout the day. That is, the choreography of different tasks and obligations in your Daily Planner affects your energy. It is important to engage in self-care throughout your day, including adequate sleep, time for meals, and downtime and recreational activities in order to recharge your battery. Even when sequencing tasks at work, you can follow up a difficult task, such as working on a report, with more administrative tasks, such as responding to e-mails or phone calls that do not require as much mental energy or at least represent a shift to a different mode. Similarly, at home you may take care of various chores earlier in the evening and spend the remaining time relaxing. A useful reminder is that there are ways to make some chores more tolerable, if not enjoyable, by linking them with preferred activities for which you have more motivation. Folding laundry while watching television, or doing yard work or household chores while listening to music on an iPod are examples of coupling obligations with pleasurable activities. Moreover, these pleasant experiences combined with task completion will likely be rewarding and energizing.

Thakur’s findings were not news to Ranbaxy’s top executives. Just ten months earlier, in October 2003, outside auditors started investigating Ranbaxy facilities worldwide. In this case, the audits had been ordered up by Ranbaxy itself. This was a common industry practice: drug companies often hired consultants to audit their facilities as a dry run to see how visible their problems were. If the consultants could find it, they reasoned, then most likely regulators could too. The fact-finding mission by Lachman Consultant Services left Ranbaxy officials under no illusion as to the extent of the company’s failings. At Ranbaxy’s Princeton, New Jersey, facility, auditors found that the company’s Patient Safety Department barely functioned and training was essentially “non-existent.” The staff had no written protocols for investigating patient complaints, which piled up in boxes, uncategorized and unreported. They had no clerical help for basic tasks like mailing out the patients’ samples for testing. “I don’t think there’s the same medicine in this medicine,” was a common refrain from patients. Even when there were investigations, they were so perfunctory and half-hearted that expiration dates were listed as “unknown,” even when they could easily have been found from a product’s lot number. An audit of Ranbaxy’s main U.S. manufacturing plant, Ohm Laboratories in New Jersey, found that the company, though required to report adverse events to the FDA, rarely did so. There was no system to capture patient complaints after hours, and no global medical officer to ensure that any potential negative consequences for patients were being monitored. The consultants from Lachman urged Ranbaxy to address these problems globally. Ranbaxy’s initial reaction to the findings was to question the number of hours, and the resulting invoice, that Lachman had sent for its work.

Fine art galleries are the excellent setups for exhibiting art, generally aesthetic art such as paints, sculptures, and digital photography. Basically, art galleries showcase a range of art designs featuring contemporary and traditional fine art, glass fine art, art prints, and animation fine art. Fine art galleries are dedicated to the advertising of arising artists. These galleries supply a system for them to present their jobs together with the works of across the country and internationally popular artists. The UNITED STATE has a wealth of famous art galleries. Lots of villages in the U.S. show off an art gallery. The High Museum of Fine art, Alleged Gallery, Henry Art Gallery, National Gallery of Art Gallery, Washington Gallery of Modern Art, Agora Gallery, Rosalux Gallery, National Portrait Gallery, The Alaska House Gallery, and Anchorage Gallery of History and Art are some of the renowned fine art galleries in the United States. Today, there are on the internet fine art galleries showing initial artwork. Several famous fine art galleries show regional pieces of art such as African fine art, American art, Indian fine art, and European art, in addition to individual fine art, modern-day and modern fine art, and digital photography. These galleries collect, show, and keep the masterpieces for the coming generations. Many famous art galleries try to entertain and educate their local, nationwide, and international audiences. Some renowned fine art galleries focus on specific areas such as pictures. A great variety of well-known fine art galleries are had and run by government. The majority of famous fine art galleries supply an opportunity for site visitors to buy outstanding art work. Additionally, they organize many art-related tasks such as songs shows and verse readings for kids and grownups. Art galleries organize seminars and workshops conducted by prominent artists. Committed to quality in both art and solution, most well-known fine art galleries provide you a rich, exceptional experience. If you wish to read additional information, please visit this site

Energy is the basis of creating electricity that we can utilize, so how can we harness the power of an earthquake? Obviously, today, if that much energy were being drawn from the Earth through the Great Pyramid, tourists would not be parading through it every day. In order for the system to work, the pyramid would need to be mechanically coupled with the Earth and vibrating in sympathy with it. To do this, the system would need to be "primed"—we would need to initiate oscillation of the pyramid before we could tap into the Earth's oscillations. After the initial priming pulse, though, the pyramid would be coupled with the Earth and could draw off its energy. In effect, the Great Pyramid would feed into the Earth a little energy and receive an enormous amount out of it in return. How do we cause a mass of stone that weighs 5,273,834 tons to oscillate? It would seem an impossible task. Yet there was a man in recent history who claimed he could do just that! Nikola Tesla, a physicist and inventor with more than six hundred patents to his credit—one of them being the AC generator—created a device he called an "earthquake machine." By applying vibration at the resonant frequency of a building, he claimed he could shake the building apart. In fact, it is reported that he had to turn his machine off before the building he was testing it in came down around him. [...] The New York World-Telegram reported Tesla's comments from a news briefing at the hotel New Yorker on July 11, 1935: 'I was experimenting with vibrations. I had one of my machines going and I wanted to see if I could get it in tune with the vibration of the building. I put it up notch after notch. There was a peculiar cracking sound. I asked my assistants where did the sound come from. They did not know. I put the machine up a few more notches. There was a louder cracking sound. I knew I was approaching the vibration of the steel building. I pushed the machine a little higher. Suddenly, all the heavy machinery in the place was flying around. I grabbed a hammer and broke the machine. The building would have been about our ears in another few minutes. Outside in the street there was pandemonium. The police and ambulances arrived. I told my assistants to say nothing. We told the police it must have been an earthquake. That's all they ever knew about it.

Unable to understand how or why the person we see behaves as he does, we attribute his behavior to a person we cannot see, whose behavior we cannot explain either but about whom we are not inclined to ask questions. We probably adopt this strategy not so much because of any lack of interest or power but because of a longstanding conviction that for much of human behavior there are no relevant antecedents. The function of the inner man is to provide an explanation which will not be explained in turn. Explanation stops with him. He is not a mediator between past history and current behavior, he is a center from which behavior emanates. He initiates, originates, and creates, and in doing so he remains, as he was for the Greeks, divine. We say that he is autonomous—and, so far as a science of behavior is concerned, that means miraculous. The position is, of course, vulnerable. Autonomous man serves to explain only the things we are not yet able to explain in other ways. His existence depends upon our ignorance, and he naturally loses status as we come to know more about behavior. The task of a scientific analysis is to explain how the behavior of a person as a physical system is related to the conditions under which the human species evolved and the conditions under which the individual lives. Unless there is indeed some capricious or creative intervention, these events must be related, and no intervention is in fact needed. The contingencies of survival responsible for man’s genetic endowment would produce tendencies to act aggressively, not feelings of aggression. The punishment of sexual behavior changes sexual behavior, and any feelings which may arise are at best by-products. Our age is not suffering from anxiety but from the accidents, crimes, wars, and other dangerous and painful things to which people are so often exposed. Young people drop out of school, refuse to get jobs, and associate only with others of their own age not because they feel alienated but because of defective social environments in homes, schools, factories, and elsewhere. We can follow the path taken by physics and biology by turning directly to the relation between behavior and the environment and neglecting supposed mediating states of mind. Physics did not advance by looking more closely at the jubilance of a falling body, or biology by looking at the nature of vital spirits, and we do not need to try to discover what personalities, states of mind, feelings, traits of character, plans, purposes, intentions, or the other perquisites of autonomous man really are in order to get on with a scientific analysis of behavior.

To wit, researchers recruited a large group of college students for a seven-day study. The participants were assigned to one of three experimental conditions. On day 1, all the participants learned a novel, artificial grammar, rather like learning a new computer coding language or a new form of algebra. It was just the type of memory task that REM sleep is known to promote. Everyone learned the new material to a high degree of proficiency on that first day—around 90 percent accuracy. Then, a week later, the participants were tested to see how much of that information had been solidified by the six nights of intervening sleep. What distinguished the three groups was the type of sleep they had. In the first group—the control condition—participants were allowed to sleep naturally and fully for all intervening nights. In the second group, the experimenters got the students a little drunk just before bed on the first night after daytime learning. They loaded up the participants with two to three shots of vodka mixed with orange juice, standardizing the specific blood alcohol amount on the basis of gender and body weight. In the third group, they allowed the participants to sleep naturally on the first and even the second night after learning, and then got them similarly drunk before bed on night 3. Note that all three groups learned the material on day 1 while sober, and were tested while sober on day 7. This way, any difference in memory among the three groups could not be explained by the direct effects of alcohol on memory formation or later recall, but must be due to the disruption of the memory facilitation that occurred in between. On day 7, participants in the control condition remembered everything they had originally learned, even showing an enhancement of abstraction and retention of knowledge relative to initial levels of learning, just as we’d expect from good sleep. In contrast, those who had their sleep laced with alcohol on the first night after learning suffered what can conservatively be described as partial amnesia seven days later, forgetting more than 50 percent of all that original knowledge. This fits well with evidence we discussed earlier: that of the brain’s non-negotiable requirement for sleep the first night after learning for the purposes of memory processing. The real surprise came in the results of the third group of participants. Despite getting two full nights of natural sleep after initial learning, having their sleep doused with alcohol on the third night still resulted in almost the same degree of amnesia—40 percent of the knowledge they had worked so hard to establish on day 1 was forgotten.

to abolish war, it is not necessary to attempt the impossible task of changing man’s nature so that he can’t choose to initiate force against others—it is merely necessary to abolish governments.

The Vicious Cycle of Accumulating Clutter Research shows that clutter decreases the joy we feel at work for two main reasons. First, it overwhelms the brain. The more stuff we have around us, the more overloaded the brain becomes. This makes it harder for us to recognize, experience, and savor those things that are most important to us - the things that bring us joy. Second, when we are inundated with things, information, and tasks, we lose our sense of control and the ability to choose. No longer capable of taking the initiative or choosing our actions, we forget that work is a mean for realizing our dreams and aspirations and lose our love for our job. To make matters worse, when people feel they are no longer in control, they begin to accumulate more unwanted stuff while also struggling with a sense of guilt and pressure to do something about it. The result? They put off dealing with their stuff indefinitely, generating a vicious cycle of ever-increasing cluttler. S.S.

Describe intersubjectivity, internalization, and scaffolding within the zone of proximal development. In the ZPD, a child and an older individual engage in intersubjectivity, an active coconstruction of knowledge. As the adult provides scaffolding, the child gradually gains more skill and takes over more responsibility for the task. Cognitive processes that initially were shared between the adult and the child and were scaffolded by the adult gradually become internalized by the child, and the adult slowly removes the scaffolding.

The traditional defense of class stratification and the existence of a "leisure class", ever since the rise of civilization, from both Plato and Aristotle as well as from more recent social thinkers, is that a leisure class is needed in order to have the time and energy for the specialized intellectual development and technological skills that are necessary preconditions for civilization; and "leisure class" has always meant a group with a guaranteed income — i.e. those who did not have to work for a living. Implicit in this argument is the assumption (which I happen to think is correct, as I think the history and development of civilization proves) that when people are freed from the necessity to work — that is, when work is freely chosen rather than slavery or wage-slavery (i.e. "work or starve"), they do not just vegetate in a state of "passivity and dependency." Rather, they engage in much more creative work. Coercion creates an incentive for "passive aggressiveness," because when overpowered and helpless there is no other way to express the minimal degree of autonomy that people need in order to maintain any semblance of self-esteem, dignity, and pride. Furthermore, when work is a means to and end — working in order to eat — then it is, in Marx's terms, "alienated" labor. Labor can only be liberated from alienation when work is an end in itself, entered into freely as the expression of spontaneous and voluntary creativity, curiosity, playfulness, initiative, and sociability — that is, the sense of solidarity with the community, the fulfillment of one's true and "essential" human nature as "social" and "political" animals, to be fulfilled and made human by their full participation in a culture. In short, the contradiction in the old defense of class stratification is that it defends leisure for the leisure class, but not for the underclass. With reference to the underclass, leisure is said to destroy the incentive to work, leads to slothfulness and self-indulgence, and retards cognitive and moral development. When applied to the leisure class, the concept evokes an image of Plato and Aristotle, whose leisure was based on slave labor, creating the intellectual foundations of Western civilization; or patrician slave-owners like Washington and Jefferson laying the foundations of American civilization; or creative aristocrats like Count Leo Tolstoy or Bertrand Ear Russell; or, even closer to home, of our own sons and daughters (or of ourselves, when we were young adults) being freed from the stultifying tasks of earning a living until well into our adult years so that we could study in expensive universities to gain specialized knowledge and skills.

DO NOT BE WEIGHED DOWN by the clutter in your life: lots of little chores to do sometime, in no particular order. If you focus too much on these petty tasks, trying to get them all out of the way, you will discover that they are endless. They can eat up as much time as you devote to them. Instead of trying to do all your chores at once, choose the ones that need to be done today. Let the rest slip into the background of your mind so I can be in the forefront of your awareness. Remember that your ultimate goal is living close to Me, being responsive to My initiatives. I can communicate with you most readily when your mind is uncluttered and turned toward Me. Seek My Face continually throughout this day. Let My Presence bring order to your thoughts, infusing Peace into your entire being.

Artificial Intelligence, often envisioned as a futuristic concept, is very much a present reality. In the context of HR, AI presents a powerful opportunity to automate many of these repetitive tasks, freeing HR professionals to focus on more strategic initiatives.

After their first initiation, for example, boys or teens might be charged with assisting the warriors in the next higher age-grade. Under the command of the senior age-set, warriors often train together and get tasked with tribal defense or tactical raiding. After graduating from the warrior grade, men in their 30s typically attain the privilege of taking a wife and starting a family. Years later, fathers and grandfathers get initiated into a senior level, where they gain political authority as part of a council of elders who make decisions for the entire organization.51

Every child must be given learning opportunities to develop a deep understanding of mathematics through challenging tasks, time to explore the mathematics of the task, and expectations to discuss the mathematics with other children.

Throughout the chase, Cerridwen retains her gender as she becomes a greyhound, an otter, a hawk (the female of which is reputed to be the more effective hunter), and finally a black-crested (or tufted) hen. In each case she initiates the transformative process. Immediately before her claws seize upon the escaping initiate, she forces him to transform, to leave the significance of one element and enter another. The chase is a complex and symbolic process that is controlled by the witch in her various guises. She is forcing the initiate forward, and we can assume that in this liminal state the true meaning of the entire sequence is made clear to her. Previously she was driven by the needs of a mother, but within the chase she is partially liberated from her human component; we are informed that her form is changed but not her nature. Therefore, in the shapes of animals and birds, she maintains aspects of her humanity whilst simultaneously accessing the source. Ultimately her task is to initiate.

The khateeb reiterates that his role is vital and positions himself as the spiritual teacher of the recruits. This position is belied somewhat by my earlier description of my encounter with him and his superiors, an impression strengthened by my conversation with other senior army officers. A retired infantry general shared with me how he had confronted the khateeb’s influence in the barracks while he was in services. A particular khateeb under his command during the Kargil war was asked to go to a post nearer the combat zone to motivate the troops. The cleric refused on the grounds that certain requirements of jihad29 had not been fulfilled, so he could not support the effort. “I summoned him and told him, ‘You talk of jihad; God will decide what is jihad. This is a war zone, and I am ordering a district court martial of you, and I will ensure that you are put before a firing squad right over here in front of my office.’” He then had him posted out of the area with immediate effect. The khateeb is told here that he is in no position to adjudicate what jihad is, the implication being that the military, in this case the commanding officer, has the right to adjudicate this over and above religious authority, whose only role is to motivate troops in the name of jihad as and when ordered by the military officer. The khateeb is a spiritual guide, then, with no real official authority, an army person but not regular army personnel. He is a “harmless” person yet one who must be monitored, as evidenced by the colonel’s initial reluctance to let me talk to him. As another retired infantry general jokingly put it, “He [the khateeb] is uneducated but very motivating.” Much like his soldier-class contemporaries, he is regarded by the officer class as somewhat uncouth but nonetheless essential for the training center. He has the specific task of motivating troops and acting as a religious mascot to lend credence to the militarism project. 265/378

The truly radical and distinctive move of calculus is that it takes this divide-and-conquer strategy to its utmost extreme—all the way out to infinity. Instead of cutting a big problem into a handful of bite-size pieces, it keeps cutting and cutting relentlessly until the problem has been chopped and pulverized into its tiniest conceivable parts, leaving infinitely many of them. Once that’s done, it solves the original problem for all the tiny parts, which is usually a much easier task than solving the initial giant problem.

Is sisu a mental power or muscle that you flex? Where does it come from? Is it a cultural construct, part of a country brand, or a slogan? Or, as I suspect, a sort of mind and body attitude that anyone, anywhere, can tap into? In my quest to wrap my head around the term, I initially apply it liberally to cover a quality that I notice a great many Finns seem to share: a hardy, active, outdoors-in-any-weather, do-it-yourself approach to life. Even when it comes to domestic chores, such as house or window cleaning, which many people could easily afford to pay someone to do, it seems instead to be a source of personal pride and satisfaction to take on the task oneself. I observe that this DIY approach also includes trying to fix things before rushing out to buy new ones and taking on home renovations instead of contracting them out. Doing instead of buying.

People who multitask all the time can’t filter out irrelevancy. They can’t manage a working memory. They’re chronically distracted. They initiate much larger parts of their brain that are irrelevant to the task at hand… they’re pretty much mental wrecks.

No. The initial impulse comes from God. We are called by Love himself. Our task is to come to him. He will lead us to the tabernacle of the heart. We need only ask.

Functional boundaries refers to a person’s ability to complete a task, project, or job. It has to do with performance, discipline, initiative, and planning. Relational boundaries refers to the ability to speak truth to others with whom we are in relationship.

Your first and most urgent task. Dearest Lancelot, It’s time for you to learn the ways of the Zodiac Guild. The last of us lie dead, but I am the only one who found a grave. My death was planned meticulously for this purpose. And in my death, I can only hope you are the man Queen Vega foresaw you to be. It is time for you to resurrect the Guild. You will take Ling Astrum’s position as Guild Master and initiate your most trusted, loyal friends to its cause. The Imperial Star awaits you in my tomb at The Everhill Graveyard. Know this, it can only be wielded by a reigning sovereign, so it must stay out of Lionel Acrux’s hands if he has ascended to the throne. If things have gone as hoped, you will have access to the rings of the Vega Princesses. Both are needed to open the tomb, but be warned, this ancient graveyard is heavily protected. Only those proficient in dark magic can enter. Go now while the stars are in alignment. You can do this, my boy.

Today, as provost of Harvard University, Steve Hyman is mostly engaged in the many political and administrative tasks that come with leading a large institution. But he is a neuroscientist by training, and in 1996 to 2001, when he was the director of the NIMH, he wrote a paper, one both memorable and provocative in kind, that summed up all that had been learned about psychiatric drugs. Titled “Initiation and Adaptation: A Paradigm for Understanding Psychotropic Drug Action,” it was published in the American Journal of Psychiatry, and it told of how all psychotropic drugs could be understood to act on the brain in a common way.46 Antipsychotics, antidepressants, and other psychotropic drugs, he wrote, “create perturbations in neurotransmitter functions.” In response, the brain goes through a series of compensatory adaptations. If a drug blocks a neurotransmitter (as an antipsychotic does), the presynaptic neurons spring into hyper gear and release more of it, and the postsynaptic neurons increase the density of their receptors for that chemical messenger. Conversely, if a drug increases the synaptic levels of a neurotransmitter (as an antidepressant does), it provokes the opposite response: The presynaptic neurons decrease their firing rates and the postsynaptic neurons decrease the density of their receptors for the neurotransmitter. In each instance, the brain is trying to nullify the drug’s effects. “These adaptations,” Hyman explained, “are rooted in homeostatic mechanisms that exist, presumably, to permit cells to maintain their equilibrium in the face of alterations in the environment or changes in the internal milieu.” However, after a period of time, these compensatory mechanisms break down. The “chronic administration” of the drug then causes “substantial and long-lasting alterations in neural function,” Hyman wrote. As part of this long-term adaptation process, there are changes in intracellular signaling pathways and gene expression. After a few weeks, he concluded, the person’s brain is functioning in a manner that is “qualitatively as well as quantitatively different from the normal state.” His was an elegant paper, and it summed up what had been learned from decades of impressive scientific work. Forty years earlier, when Thorazine and the other first-generation psychiatric drugs were discovered, scientists had little understanding of how neurons communicated with one another. Now they had a remarkably detailed understanding of neurotransmitter systems in the brain and of how drugs acted on them. And what science had revealed was this: Prior to treatment, patients diagnosed with schizophrenia, depression, and other psychiatric disorders do not suffer from any known “chemical imbalance.” However, once a person is put on a psychiatric medication, which, in one manner or another, throws a wrench into the usual mechanics of a neuronal pathway, his or her brain begins to function, as Hyman observed, abnormally.

Each learner should now have at least eight different ideas or pieces of information. Ask them to include all of these in the piece of work that follows this initial task.

By choosing to remain boys they did not have to undergo the pain of severing the too-tight bonds with mothers who had smothered them with unconditional care. They could just find women to care for them in the same way that their moms had. When women failed to be like Mom, they acted out. Initially, as a young militant feminist, I was thrilled to find a man who was not into being the patriarch. And even the task of dragging him kicking and screaming into adulthood seemed worthwhile. In the end I believed I would have an equal partner, love between peers. But the price I paid for wanting him to become an adult was that he traded in his boyish playfulness and became the macho man I had never wanted to be with. I was the target of his aggression, blamed for cajoling him into leaving boyhood behind, and blamed for his fears that he was not up to the task of being a man. By the time our relationship ended, I had blossomed into a fully self-actualized feminist woman but I had almost lost my faith in the transformative power of love. My heart was broken. I left the relationship fearful that our culture was not yet ready to affirm mutual love between free women and free men.

The task she set herself is now our task – to bear the burden of our century and neither to deny its existence nor submit meekly to its weight. Arendt should be read today because she so was so perceptive in comprehending the dangers that still confront us and warned us about becoming indifferent or cynical. She urged us to take responsibility for our political destinies. She taught us that we have the capacity to act in concert, to initiate, to begin, to strive to make freedom a worldly reality. “Beginning, before it becomes a historical event, is the supreme capacity of man: politically it is identical with man’s freedom” (Arendt 1976: 479).

The previous Solar System was tasked with giving people knowledge and developing their intelligence. The present System is aimed at bringing people closer to Love, and the focus of Love is the Heart. Therefore, the Great Lords have divided themselves into two Lodges — the Western and the Eastern.

Identify Your Strengths With Strengths Finder 2.0 One tool that can help you remember your achievements is the ‘Strengths Finder’ "assessment. The father of Strengths Psychology, Donald O. Clifton, Ph.D, along with Tom Rath and a team of scientists at The Gallup Organization, created StrengthsFinder. You can take this assessment by purchasing the Strengths Finder 2.0 book. The value of SF 2.0 is that it helps you understand your unique strengths. Once you have this knowledge, you can review past activities and understand what these strengths enabled you to do. Here’s what I mean, in the paragraphs below, I’ve listed some of the strengths identified by my Strengths Finder assessment and accomplishments where these strengths were used. “You can see repercussions more clearly than others can.” In a prior role, I witnessed products being implemented in the sales system at breakneck speed. While quick implementation seemed good, I knew speed increased the likelihood of revenue impacting errors. I conducted an audit and uncovered a misconfigured product. While the customer had paid for the product, the revenue had never been recognized. As a result of my work, we were able to add another $7.2 million that went straight to the bottom line. “You automatically pinpoint trends, notice problems, or identify opportunities many people overlook.” At my former employer, leadership did not audit certain product manager decisions. On my own initiative, I instituted an auditing process. This led to the discovery that one product manager’s decisions cost the company more than $5M. “Because of your strengths, you can reconfigure factual information or data in ways that reveal trends, raise issues, identify opportunities, or offer solutions.” In a former position, product managers were responsible for driving revenue, yet there was no revenue reporting at the product level. After researching the issue, I found a report used to process monthly journal entries which when reconfigured, provided product managers with monthly product revenue. “You entertain ideas about the best ways to…increase productivity.” A few years back, I was trained by the former Operations Manager when I took on that role. After examining the tasks, I found I could reduce the time to perform the role by 66%. As a result, I was able to tell my Director I could take on some of the responsibilities of the two managers she had to let go. “You entertain ideas about the best ways to…solve a problem.” About twenty years ago I worked for a division where legacy systems were being replaced by a new company-wide ERP system. When I discovered no one had budgeted for training in my department, I took it upon myself to identify how to extract the data my department needed to perform its role, documented those learnings and that became the basis for a two day training class. “Sorting through lots of information rarely intimidates you. You welcome the abundance of information. Like a detective, you sort through it and identify key pieces of evidence. Following these leads, you bring the big picture into view.” I am listing these strengths to help you see the value of taking the Strengths Finder Assessment.

In any chain of command, the leadership must always present a united front to the troops. A public display of discontent or disagreement with the chain of command undermines the authority of leaders at all levels. This is catastrophic to the performance of any organization. As a leader, if you don’t understand why decisions are being made, requests denied, or support allocated elsewhere, you must ask those questions up the chain. Then, once understood, you can pass that understanding down to your team. Leaders in any chain of command will not always agree. But at the end of the day, once the debate on a particular course of action is over and the boss has made a decision—even if that decision is one you argued against—you must execute the plan as if it were your own. When leading up the chain of command, use caution and respect. But remember, if your leader is not giving the support you need, don’t blame him or her. Instead, reexamine what you can do to better clarify, educate, influence, or convince that person to give you what you need in order to win. The major factors to be aware of when leading up and down the chain of command are these: • Take responsibility for leading everyone in your world, subordinates and superiors alike. • If someone isn’t doing what you want or need them to do, look in the mirror first and determine what you can do to better enable this. • Don’t ask your leader what you should do, tell them what you are going to do. APPLICATION TO BUSINESS “Corporate doesn’t understand what’s going on out here,” said the field manager. “Whatever experience those guys had in the field from years ago, they have long forgotten. They just don’t get what we are dealing with, and their questions and second-guessing prevents me and my team from getting the job done.” The infamous they. I was on a visit to a client company’s field leadership team, the frontline troops that executed the company’s mission. This was where the rubber met the road: all the corporate capital initiatives, strategic planning sessions, and allocated resources were geared to support this team here on the ground. How the frontline troops executed the mission would ultimately mean success or failure for the entire company. The field manager’s team was geographically separated from their corporate headquarters located hundreds of miles away. He was clearly frustrated. The field manager had a job to do, and he was angry at the questions and scrutiny from afar. For every task his team undertook he was required to submit substantial paperwork. In his mind, it made for a lot more work than necessary and detracted from his team’s focus and ability to execute. I listened and allowed him to vent for several minutes. “I’ve been in your shoes,” I said. “I used to get frustrated as hell at my chain of command when we were in Iraq. They

The most important behavior on your part involves dedicating a disproportionate share of your own time, attention, and discretionary resources to creating new business models. Existing businesses, and the leaders in charge of them, face little difficulty in articulating their needs, building a case for their support, and attracting people. Entrepreneurial initiatives, on the other hand, are usually seen as marginal or unimportant in their early stages. Unless you personally allocate to them disproportionate attention, disproportionate resources, and disproportionate talent, they will get squeezed by the existing business to the extent that they never have a chance to take off. Your challenge is to provide counterpressure to the inertial forces that lead your people to constantly attend to the demands of today’s business. [...] By disproportionate resources, we mean budget, access to operating capacity or operating assets, and, most vitally, the very best people. Ironically, these are the very resources that are highly desired by managers of the existing business, who are apt to hotly contest any other claim on them. Like the payment of disproportionate attention, the disproportionate allocation of resources to new business models has its costs. Every dollar and every hour of operations capacity allocated disproportionately to entrepreneurial initiatives is money and time denied the existing business. Disproportionate allocation must be a deliberate process, with commitment of resources being visibly recognized as a matter of strategic choice, not a struggle between long- and short-term goals. [...] Finally, you must be prepared for your organization’s top talent to work on entrepreneurial initiatives. This can create a painful dilemma. When top talent works on an entrepreneurial initiative, the current business is weakened accordingly. However, if only mediocre talent is assigned to the difficult task of new business development, the ventures are doomed. Furthermore, allowing ventures to be run by mediocre people sends an even stronger signal to the rest of the business about your real priorities. The smart people in the firm will recognize that business development is not truly a priority for you, and they will organize their own priorities accordingly. The message: If you don’t walk the talk, only the dumb people will listen.

Similarly, use of cocaine by black day laborers and other blue-collar workers was initially encouraged, as long as the use was in the service of accomplishing work tasks for whites. But then the situation changed as whites discovered that blacks, too, enjoyed cocaine recreationally for its euphoria- and confidence-inducing effects. Use by blacks was increasingly reported in a manner designed to evoke fear among the white majority. Countless articles exaggerated both the extent to which cocaine was used by blacks and the connection between their use of the drug and heinous crimes. Popular myths held that the drug made black men homicidal as well as exceptional marksmen. Perhaps the most outrageous claim was that the drug rendered this group unaffected by .32-caliber bullets. Incredibly, these ridiculous assertions were actually believed. They prompted some southern police forces to switch to a larger .38-caliber weapon in order to deal with the mythical black, cocainized superhuman.

What one takes as certain is not learned, said Wittgenstein, but implicitly swallowed along with what is learned. Presuppositions are smuggled in with our learned beliefs and not argued for or against. Thus, one's system of indubitable propositions is 'acquired'-but not 'learned'-by instruction; that is, they re simply 'inherited background'...Argumentation comes to an end at one's language game or worldview...The epistemological quest for certainty is eventually washed away in the flood of intellectual arbitrariness and radical skepticism at the presuppositional level. The procedure described by Wittgenstein above may very well be an accurate reflection of what actually happens as one initially forms his presuppositions. However, it dos not lay down what should happen when men philosophically reflect upon serious questions about knowledge or certainty-when there is a conflict over foundational certainties. To leave matters where Wittgenstein did is not to finish the task of the philosopher, but to descend to the sociology of prejudice. Wittgenstein too quickly abandoned epistemological theorizing and capitulated to a skeptical relativism which chooses to follow those teachings bolstered by some group's esteem for them. He should have pressed on and considered the question: Which presuppositions should be most trusted, obvious, and indubitable to us (not merely which propositions are most indubitable in this society)?

Attacking an unarmed man, Miss Caine? You should be ashamed,” Cade chastised, his face the perfect picture of disappointment. “I have half a mind to take you to task for insolence,” he added seriously, holding the pillow poised as a threat. “I suppose, given the lateness of the hour, I will let you off easy tonight. For future notice, I would advise you not to initiate a pillow fight unless you’re prepared for battle. I like to play rough, and I like to win,” Cade teased, a smile cracking through his intense exterior.

When we look at the subject of time, the initial situation is more clear and fair than with any other resource: every person has 24 hours each day. So why do some people have “no time” while others get bored? Because the language is misleading: when someone has “no time,” the disorder is not in his or her time but in his or her tasks.

(12) About “Infecting” （一、うつらかすと云事） All things can be infectious. Drowsiness is infectious, as is yawning. Even time is communicable. In large-scale strategy, if you sense that the enemy is agitated and hesitant, pretend not to notice and take your time. Seeing this reaction, the enemy will drop their guard. With your mind set free, attack mercilessly the instant the enemy has been infected by your inaction. With individual combat, loosen your body and spirit and, as your opponent inadvertently follows suit, seize the initiative to attack powerfully and quickly. There is a similar tactic, “making the enemy drunk.” You contaminate his mind by exhibiting listlessness, hesitancy or weakness. Be sure to explore this strategy thoroughly. (13) About “Eliciting Agitation” （一、むかつかすると云事） There are many ways in which one can become agitated, such as being within an inch of danger. A second way is when faced with an impossible task. The third way is through surprise. Study this. In large-scale strategy, it is important to know how to evoke irritation in the enemy. By suddenly assaulting with vim and vigor when they least expect it, and not giving them a chance to recoup, you can seize the initiative and finish them off in their moment of indecision. For individual combat, trick the enemy by moving slowly at first and then suddenly attack him with force. It is imperative to not let up, crushing him according to the movement of his body and the fluctuations of his mind. Learn this method well. (14) About “Invoking Fear” （一、おびやかすと云事） Many things can invoke fear. Fear is aroused when the unexpected happens. With large-scale strategy, fear can be conjured in the enemy not only by what they see. Fear can be incited by bellowing, making something small seem greater in size, or by unexpectedly assaulting their flank. Victory is gained by taking advantage of the enemy’s muddled cadence prompted by a moment of terror. In the case of individual combat, it is important to beat your opponent by doing something unexpected with your body, sword or voice to startle him. Study this well. (15) About “Blending” （一、まぶるると云事） When you clash with the advancing enemy and an impasse has been reached, this is the time to become one with him through “blending.” From within the tussle you must find an opportunity to win. In both large- and small-scale strategy, when the engagement languishes because both are fighting with equal force, blend with the enemy so that it is impossible to make a distinction. From there you can find an opening and to seize victory, winning strongly. Study this tactic in detail.

Teachers become more important once students have the initial exposure to a concept online (either through videos or exercises). Teachers can then carve out face time with individual students who are struggling; they can move away from rote lecturing and into the higher tasks of mentoring, inspiring, and providing perspective.

Jefferson’s initial plan was to pay for 30,000 Americans to immigrate into the new territory and “amalgamate” with the French residents. “This would not sweeten the pill to the French,” Jefferson wrote, “but in making that acquisition we had some view to our own good as well as theirs.” Governor William Claiborne, who spoke neither French nor Spanish, would be in charge of this grand task, assisted by a top general, the questionably loyal James Wilkinson. New Orleans society did not look favorably on the newcomer’s attempts to instill American values in a much older and longer-established French society.

So far as we feel sympathy, we feel we are not accomplices to what caused the suffering. Our sympathy proclaims our innocence as well as our impotence. To that extent, it can be (for all our good intentions) an impertinent—if not an inappropriate—response. To set aside the sympathy we extend to others beset by war and murderous politics for a reflection on how our privileges are located on the same map as their suffering, and may—in ways we might prefer not to imagine— be linked to their suffering, as the wealth of some may imply the destitution of others, is a task for which the painful, stirring images supply only an initial spark.

Peg Dawson, a psychologist and author of Smart but Scattered, told me she often has to reassure parents that it’s way too early to worry about their child’s work ethic. “Task initiation is the hardest skill to master, and future orientation doesn’t kick in until tenth or eleventh grade,” she explained. “For parents, it seems simple, but a thirteen-year-old brain is thinking, ‘I don’t have to do it now, so why should I?’” Children deal in the now.

two groups of people were asked to complete a task with the help of computers.[cvi] The study participants were initially asked to use their assigned computers to answer a series of questions. The computers provided to the first group were helpful when answering participants’ questions, while those provided to the second group were programmed to be unhelpful, offering unclear answers. After completing the task, participants then switched roles and the machines began asking the people for assistance with their questions. The study found that the group given helpful computers performed almost twice as much work for their machines. The results showed that reciprocation is not just a characteristic expressed between people, but also a trait observed when humans interact with machines.

The main factors that sponsor the abuse of time include procrastination and excuses. Procrastination makes you to shift a task that you can do now into the unseen future; excuses are the reasons why you shift that task.