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.

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?

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.

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?

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.

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.

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.

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.

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.

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.

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.” *

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.

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.

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.

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.

The two most challenging tasks a man can face in life is education of the heart and education of the child-every other task he contemplates in life before him pales in comparison to those two. On this path of absolute uncertainty, the descending heart will permiate the education of the mind... An initiation rite for young heart. An initiation rite for young men.

After the initial shock therapy of honoring and awing, you have your guests’ attention. They want to be there. They feel lucky to be there. They might well be considering giving the gathering their all. Your next task is to fuse people, to turn a motley collection of attendees into a tribe. A talented gatherer doesn’t hope for disparate people to become a group. She makes them a group.

Just as the globus pallidus fixes various body parts in particular positions, so does the striate body initiate and monitor many stereotyped movements. Cats and dogs and horses and pigs all graze and chew, prick up their ears at a new sound, coordinate various gaits, and so on. Humans also share a wide range of stereotyped movements, similar in their features because they are designed to accomplish the same things for each individual. And further, we have noted that although both dogs and cats do many similar things—sitting, walking, drinking, jumping, grooming, and the like—they each do them in distinctly canine or feline ways. Every species has a way of doing the normal tasks of living, a manner of movement that is peculiar to it. A good mime can represent “cat” or “mouse,” or “horse,” or “ape” with a brief imitation of these animals’ manner of movement just as effectively as he could with an elaborate costume. These too are stereotypes of movement. The striate body seems to control a wide range of such movements—individual movements that have common utility, movements which continually correct our balance, movements which are the synchronized background motions’ that necessarily accompany the use of a limb, or movements which establish such standard communications as sexual arousal, docility, fear, anger, or defensiveness. As with fixed positions, in the human being both the repertoire of stereotyped movements and the stereotyped manner in which all movements are done may markedly display habitual preferences built up by compulsions, training, job requirements, and dispositions. And as with chronic fixations, there is the tendency over long periods of repetition to confuse how I do things with who I am. My most common movements, designed to be controlled by my unconscious mind so that I can freely direct my attention elsewhere, become more than stereotypes; they become straight jackets, and I find myself the prisoner of the very unconscious processes which are supposed to protect and liberate me. Re-establishing for the individual the sense of a wide array of equally possible movements is the real significance behind the work of freeing a person from limited neuromuscular patterns.

These two primary reflex arcs—the spindle and the Golgi—are the principal sensory devices which the nervous system uses for the enormously complicated task of maintaining and adjusting the appropriate levels of muscle tone throughout the body. The normal tone of a muscle is dependent upon the simple stretch reflex, through which the the sensory endings in a muscle, stimulated by even the slightest stretching of the muscle, initiate a segmental reflex increasing muscle tone.11 The muscle spindle, whose associated reflex arc tends to excite alpha motor neurons and their motor units, is complimented by the Golgi tendon organ, whose reflex arc tends to inhibit the same alpha neurons and motor units. Between the two of them, they produce a summation of excitation and inhibition on the alpha neurons which keeps the active muscle fibers within a narrow range of tensional forces—just the right amount to stand, to lift a book, to hold a glass. Now the problem of maintaining this precision is such a complex one not only because there are so many muscle cells in the body to monitor, but also because proper muscle tone must accomplish so many different things. It must be able to shift its various tensional values in the various parts of the musculature back and forth so rapidly in order to do all of my muscular tasks competently.

Can you see the task we have been set? The ultimate exploration is before us, waiting for its initiation.

While the seven essential elements are a distillation of what we did on an everyday basis, they represent long-term discovery too. An important aspect of this book is the way we built our creative methods as a by-product of the work as we were doing it. As all of us pitched in to make our products, we developed our approach to creating great software. This was an evolution, an outgrowth of our deliberate attention to the task at hand while keeping our end goal in mind. We never waited around for brilliant flashes of insight that might solve problems in one swoop, and we had few actual Eureka! moments. Even in the two instances in my Apple career when I did experience a breakthrough—more about these later—there certainly was no nude streaking across the Apple campus like Archimedes supposedly did. Instead, we moved forward, as a group, in stepwise fashion, from problem to design to demo to shipping product, taking each promising concept and trying to come up with ways to make it better. We mixed together our seven essential elements, and we formulated “molecules” out of them, like mixing inspiration and decisiveness to create initial prototypes, or by combining collaboration, craft, and taste to give detailed feedback to a teammate, or when we blended diligence and empathy in our constant effort to make software people could use without pulling their hair out. As we did all this mixing and combining of our seven essential elements, we always added in a personal touch, a little piece of ourselves, an octessence, and by putting together our goals and ideas and efforts and elements and molecules and personal touches, we formed our approach, an approach I call creative selection.

For a variety of reasons, staffers always want to take new initiatives, do new things that excite them. But if those new things fail to serve your business’ goals, their time and energy are lost at your expense because money and efforts are diverted uselessly to non-essential tasks!

When you run a large organization, you tend to become very good at tasks such as complex decision-making, prioritization, organizational design, process improvement, and organizational communication. When you are building an organization, there is no organization to design, there are no processes to improve, and communicating with the organization is simple. On the other hand, you have to be very adept at running a high-quality hiring process, have terrific domain expertise (you are personally responsible for quality control), know how to create process from scratch, and be extremely creative about initiating new directions and tasks.

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.” ~ Judith Lewis Herman

heart of most chore wars is at least one ADHD symptom. It might be distraction, inability to initiate, inability to complete tasks, or something else. Figure out which one (or more) it is, and treat it.

They regard all the theories, guesses and speculations of the theologians and metaphysicians regarding the inner nature of THE ALL, as but the childish efforts of mortal minds to grasp the secret of the Infinite. Such efforts have always failed and will always fail, from the very nature of the task. One pursuing such inquiries travels around and around in the labyrinth of thought, until he is lost to all sane reasoning, action or conduct, and is utterly unfitted for the work of life. He is like the squirrel which frantically runs around and around the circling treadmill wheel of his cage, traveling ever and yet reaching nowhere — at the end a prisoner still, and standing just where he started. And still more presumptuous are those who attempt to ascribe to THE ALL the personality, qualities, properties, characteristics and attributes of themselves, ascribing to THE ALL the human emotions, feelings, and characteristics, even down to the pettiest qualities of mankind, such as jealousy, susceptibility to flattery and praise, desire for offerings and worship, and all the other survivals from the days of the childhood of the race. Such ideas are not worthy of grown men and women, and are rapidly being discarded.

What happens in the brain, he asked, if the person carrying out an automatic task suddenly makes a special effort to pay attention to that task? The PET scan kicked out the answer. When the young man again focused on the now-automatic keypad movements, his prefrontal cortex and anterior cingulate jerked awake, becoming metabolically active once again. This is a finding of tremendous importance, for it shows that mindful awareness has an activating effect on the brain, lighting it up. The take-home message of Passingham’s studies is that willfully engaging in mindful awareness while performing an automatic task activates the action-monitoring circuitry of the prefrontal cortex. It is this activation that can transform us from automatons to members in good standing of the species Homo sapiens (from Latin sapere, “to be wise”). Given the strong evidence for the involvement of the prefrontal cortex in the willful selection of self-initiated responses, the importance of knowing we can modulate the brain activity in that very area with a healthy dose of mindfulness can’t be overstated.

Indeed, it was perhaps the most iconic scene from any novel of its day, immortalised in engravings and artworks from the period and later. Werther, as Geothe’s narrator, describes the moment of desire in the first person: "I walked across the court to a well-built house, and, ascending the flight of steps in front, opened the door, and saw before me the most charming spectacle I had ever witnessed. Six children, from eleven to two years old, were running about the hall, and surrounding a lady of middle height, with a lovely figure, dressed in a robe of simple white, trimmed with pink ribbons. She was holding a rye loaf in her hand and was cutting slices for the little ones all around, in proportion to their age and appetite. She performed her task in a graceful and affec-tionate manner; each claimant awaiting his turn with outstretched hands, and boisterously shouting his thanks. Some of them ran away at once, to enjoy their evening meal; whilst others, of a gentler disposition, retired to the courtyard to see the strangers, and to survey the carriage in which their Charlotte was to drive away." The focus here is not on Lotte herself, of whom we learn only that she is ‘a lady of middle height, with a lovely figure, dressed in a robe of simple white’. Instead, for Werther what is important is what Barthes would call ‘the arrangements of objects’: Lotte’s relation to the children, the rye loaf, and the knife, all appear as scene-setting props which make desire possible. Lotte emerges from amidst these objects and Werther is ‘initiated’ as ‘the scene’ (described by Werther as the ‘most charming spectacle’) ‘consecrates the object [he is] going to love.’ It is that scene, that arrangement of objects, which makes desire – even love – possible. The technologies of our space, place and time set the scene for love to appear – make the emergence of desire possible. We don’t fall in love with an object in isolation but with how it appears in a curate scene determined by a variety of technologies. The Tinder profile card could hardly be a more perfect example from today.

In the middle of my initial Task Force meeting in mid-August, I realized that my assumptions were correct—nothing good would come of my being on the Task Force.

Focus on the next step, not the next thousand steps. Use your willpower to move your attention away from the overwhelming aspects of a project and narrow it down to the next actionable task you can get started on. Lower your perfectionistic standards. Decrease your initial resistance to getting started by lowering your standards. For example, aim to meditate for one minute, not 20 minutes. Follow the two-minute rule. If a task takes less than two minutes to complete, do it immediately. Set an implementation intention. Use the formula, “If situation X arises, then I will perform response Y.” A common example: “If I get home after work, then I’ll immediately start studying for my upcoming math exam.” Focus on the process, not the outcome. Set a timer for 20 to 30 minutes and focus on the process of working on a dreaded task for that predetermined amount of time.

Whether we like it or not, one of our tasks on this earth is to work with the opposites through different levels of consciousness until body, soul and spirit resonate together. Initiation rites, experienced at the appropriate times in our lives, burn off what is no longer relevant, opening our eyes to new possibilities of our own uniqueness. They tear off the protective veils of illusion until at last we are strong enough to stand in our own naked truth.

1.5.3 Action item: Law enforcement agencies should create opportunities in schools and communities for positive nonenforcement interactions with police. Agencies should also publicize the beneficial outcomes and images of positive, trust-building partnerships and initiatives.

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.

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 socializing function of finance capital facilitates enormously the task of overcoming capitalism. Once finance capital has brought the most importance branches of production under its control, it is enough for society, through its conscious executive organ - the state conquered by the working class - to seize finance capital in order to gain immediate control of these branches of production. Since all other branches of production depend upon these, control of large-scale industry already provides the most effective form of social control even without any further socialization. A society which has control over coal mining, the iron and steel industry, the machine tool, electricity, and chemical industries, and runs the transport system, is able, by virtue of its control of these most important spheres of production, to determine the distribution of raw materials to other industries and the transport of their products. Even today, taking possession of six large Berlin banks would mean taking possession of the most important spheres of large-scale industry, and would greatly facilitate the initial phases of socialist policy during the transition period, when capitalist accounting might still prove useful. There is no need at all to extend the process of expropriation to the great bulk of peasant farms and small businesses, because as a result of the seizure of large-scale industry, upon which they have long been dependent, they would be indirectly socialized just as industry is directly socialized. It is therefore possible to allow the process of expropriation to mature slowly, precisely in those spheres of decentralized production where it would be a long drawn out and politically dangerous process. In other words, since finance capital has already achieved expropriation to the extent required by socialism, it is possible to dispense with a sudden act of expropriation by the state, and to substitute a gradual process of socialization through the economic benefits which society will confer. [pp. 367-368]

Their element is to attack, to track, to hunt, and to destroy the enemy. Only in this way can the eager and skillful fighter pilot display his ability. Tie him to a narrow and confined task, rob him of his initiative, and you take away from him the best and most valuable qualities he posses: aggressive spirit, joy of action, and the passion of the hunter.

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.

Over the past forty years, researchers in well over a hundred subsequent studies have replicated and expanded on Thaler’s initial work. The early demonstrations of the endowment effect in the lab were quite simple. In one of Jack Knetsch’s early experiments, students signed up for the task of completing a questionnaire. Before filling it out, one group of participants received their payment in the form of a coffee mug. A second group received payment in the form of a big chocolate bar. (A third group was offered a choice between the two as a fresh decision with no prior ownership of either. This group split pretty evenly, favoring the mug 56%–44%.) Knetsch wanted to know whether ownership of the mug or the chocolate bar among the first two groups would change how the participants valued those items. To do that, after completing the questionnaire, he gave the participants in those groups a chance to switch their payment for the other item. In other words, the students with the mug could trade for the chocolate bar, and the students with the chocolate bar could trade for the mug. If there was no effect of ownership, you would expect that the first two groups, after trading when they preferred the other item, would end up with the same proportion of mugs and chocolate bars as those who came to the decision fresh. About half the participants in each group would trade, perhaps slightly more in the group that started with the chocolate bar and slightly fewer in the group starting with the mug. But that’s not what Knetsch found. It turned out that endowment to an item, even for such a brief period of time, had quite a strong effect on how much value they attached to the items. Of those given the mug, 89% declined to trade it for the chocolate bar. Among those given the chocolate, 90% favored the chocolate and only 10% traded it for the mug.

The above comments are intended to justify the emphasis in our discussion on the ways in which scientists produce order. This necessarily involves an examination of the methodical way in which observations and experiences are organised so that sense can be made of them. As already noted, we have every reason to believe that the accomplishment of this kind of task is no mean feat, as is clear from a consideration of the corresponding task faced by the observer when confronted by his field notes. The observer’s task is to transform notes of the kind presented at the beginning of this chapter into an ordered account. But exactly how and where should the observer begin this transformation? It is clear that when seen through the eyes of a total newcomer, the daily comings and goings of the laboratory take on an alien quality. The observer initially encounters a mysterious and apparently unconnected sequence of events. In order to make sense of his observations, the observer normally adopts some kind of theme by which he hopes to be able to construct a pattern. If he can successfully use a theme to convince others of the existence of a pattern, he can be said, at least according to relatively weak criteria, to have “explained’’ his observations. Of course, the selection and adoption of “themes” is highly problematic. For example, the way in which the theme is selected can be held to bear upon the validity of his explanation; the observer’s selection of a theme constitutes his method for which he is accountable. It is not enough simply to fabricate order out of an initially chaotic collection of observations; the observer needs to be able to demonstrate that this fabrication has been done correctly, or, in short, that his method is valid.

By offering a reward, a principal signals to the agent that the task is undesirable. (If the task were desirable, the agent wouldn’t need a prod.) But that initial signal, and the reward that goes with it, forces the principal onto a path that’s difficult to leave. Offer too small a reward and the agent won’t comply. But offer a reward that’s enticing enough to get the agent to act the first time, and the principal “is doomed to give it again in the second.” There’s no going back. Pay your son to take out the trash—and you’ve pretty much guaranteed the kid will never do it again for free. What’s more, once the initial money buzz tapers off, you’ll likely have to increase the payment to continue compliance

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.

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.

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.

Supporting regression and fears Not only is regression perfectly normal, but it can also represent a positive, healthy way to respond to feeling overwhelmed. Accommodating a child’s need for being fed or comforted in a manner usually reserved for infants provides a wonderful opportunity to develop attachment. Activities such as rocking and feeding a toddler before putting him to bed can be rewarding for parents and child. It is important, however, that parents not unwittingly discourage their toddlers from progressing developmentally even while they are supporting their need for temporary regression. Parents should seek professional assistance if their toddler seems immobilized by grief, shows no interest in developmentally age-appropriate tasks, or loses all initiative to grow and develop.

Kafka was a master at the gruesome task of picturing people who do not use their potentialities and therefore lose their sense of being persons. The chief character in The Trial and in The Castle has no name—he is identified only by an initial, a mute symbol of one’s lack of identity in one’s own right.

Initially working out of our home in Northern California, with a garage-based lab, I wrote a one page letter introducing myself and what we had and posted it to the CEOs of twenty-two Fortune 500 companies. Within a couple of weeks, we had received seventeen responses, with invitations to meetings and referrals to heads of engineering departments. I met with those CEOs or their deputies and received an enthusiastic response from almost every individual. There was also strong interest from engineers given the task of interfacing with us. However, support from their senior engineering and product development managers was less forthcoming. We learned that many of the big companies we had approached were no longer manufacturers themselves but assemblers of components or were value-added reseller companies, who put their famous names on systems that other original equipment manufacturers (OEMs) had built. That didn't daunt us, though when helpful VPs of engineering at top-of-the-food-chain companies referred us to their suppliers, we found that many had little or no R & D capacity, were unwilling to take a risk on outside ideas, or had no room in their already stripped-down budgets for innovation. Our designs found nowhere to land. It became clear that we needed to build actual products and create an apples-to-apples comparison before we could interest potential manufacturing customers. Where to start? We created a matrix of the product areas that we believed PAX could impact and identified more than five hundred distinct market sectors-with potentially hundreds of thousands of products that we could improve. We had to focus. After analysis that included the size of the addressable market, ease of access, the cost and time it would take to develop working prototypes, the certifications and metrics of the various industries, the need for energy efficiency in the sector, and so on, we prioritized the list to fans, mixers, pumps, and propellers. We began hand-making prototypes as comparisons to existing, leading products. By this time, we were raising working capital from angel investors. It's important to note that this was during the first half of the last decade. The tragedy of September 11, 2001, and ensuing military actions had the world's attention. Clean tech and green tech were just emerging as terms, and energy efficiency was still more of a slogan than a driver for industry. The dot-com boom had busted. We'd researched venture capital firms in the late 1990s and found only seven in the United States investing in mechanical engineering inventions. These tended to be expansion-stage investors that didn't match our phase of development. Still, we were close to the famous Silicon Valley and had a few comical conversations with venture capitalists who said they'd be interested in investing-if we could turn our technology into a website. Instead, every six months or so, we drew up a budget for the following six months. Via a growing network of forward-thinking private investors who could see the looming need for dramatic changes in energy efficiency and the performance results of our prototypes compared to currently marketed products, we funded the next phase of research and business development.

Journey to the Plain July 1972–June 1976 I was raised to respect soldiers, leaders, and heroes. They were who I wanted to be. They were why I was there. And in the unblinking sunlight of an August morning at the United States Military Academy in 1972, the colonel in front of me looked like the embodiment of all I admired. Hanging on his spare frame, his pine green uniform was covered with patches, badges, and campaign ribbons. Even the weathered lines of his face seemed to reflect all he’d done and all he was. It was the look I’d seen in my father’s face. For a moment I could envision my father in combat in Korea, or as the lean warrior embracing my mother as he came home from Vietnam. He was my lifelong hero. From my earlier memories I’d wanted to be like him. I’d always wanted to be a soldier. Yet the colonel’s words were not what I wanted and expected to hear. As he stood in front of me and my fellow new cadets, he talked about collar stays, the twenty-five-cent pieces of wire cadets used to secure the collars of the blue gray shirts we would wear to class during the academic year. As he spoke, we tried not to squirm under the sun. Our backs were arched, arms flat to our sides, elbows slightly bent, fingers curled into tight palms, chests out, chins forward, eyes ahead. Mouths shut. I was five weeks into my education at West Point. We were still in Beast Barracks, or simply Beast, the initial eight-week indoctrination and basic-training phase during the summer before the fall term of our freshman year—plebe year, in West Point’s timeworn terminology. There were not many full colonels at West Point, so it was rare for cadets, particularly new cadets like us, to interact with them. It seemed like an extraordinary opportunity to hear from a man who’d done so much. But he wasn’t discussing his experiences and the truths they had yielded; he was talking about collar stays.

THE PRAISED GENERATION HITS THE WORKFORCE Are we going to have a problem finding leaders in the future? You can’t pick up a magazine or turn on the radio without hearing about the problem of praise in the workplace. We could have seen it coming. We’ve talked about all the well-meaning parents who’ve tried to boost their children’s self-esteem by telling them how smart and talented they are. And we’ve talked about all the negative effects of this kind of praise. Well, these children of praise have now entered the workforce, and sure enough, many can’t function without getting a sticker for their every move. Instead of yearly bonuses, some companies are giving quarterly or even monthly bonuses. Instead of employee of the month, it’s the employee of the day. Companies are calling in consultants to teach them how best to lavish rewards on this overpraised generation. We now have a workforce full of people who need constant reassurance and can’t take criticism. Not a recipe for success in business, where taking on challenges, showing persistence, and admitting and correcting mistakes are essential. Why are businesses perpetuating the problem? Why are they continuing the same misguided practices of the overpraising parents, and paying money to consultants to show them how to do it? Maybe we need to step back from this problem and take another perspective. If the wrong kinds of praise lead kids down the path of entitlement, dependence, and fragility, maybe the right kinds of praise can lead them down the path of hard work and greater hardiness. We have shown in our research that with the right kinds of feedback even adults can be motivated to choose challenging tasks and confront their mistakes. What would this feedback look or sound like in the workplace? 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. Maybe it could be praise for not needing constant praise! Through a skewed sense of how to love their children, many parents in the ’90s (and, unfortunately, many parents of the ’00s) abdicated their responsibility. Although corporations are not usually in the business of picking up where parents left off, they may need to this time. If businesses don’t play a role in developing a more mature and growth-minded workforce, where will the leaders of the future come from?

You can’t make radical changes in the pattern of your life until you begin to see yourself exactly as you are now. As soon as you do that, changes will flow naturally. You don’t have to force anything, struggle, or obey rules dictated to you by some authority. It is automatic; you just change. But arriving at that initial insight is quite a task. You have to see who you are and how you are without illusion, judgment, or resistance of any kind. You have to see your place in society and your function as a social being. You have to see your duties and obligations to your fellow human beings, and above all, your responsibility to yourself as an individual living with other individuals. And finally, you have to see all of that clearly as a single unit, an irreducible whole of interrelationship. It sounds complex, but it can occur in a single instant. Mental cultivation through meditation is without rival in helping you achieve this sort of understanding and serene happiness.

Unfortunately, this insurance did not include the special blood donations, which Maggie needed due to her illness. There was a need to turn to other factors for blood donations, and so Isaac initiated contact with Ezer Mitzion Association, a volunteer organization that worked to help patients and their families. The organization offered help and expressed their willingness to recruit people for blood donations. Isaac settled for modest help. He asked them to send him warm meals during his stay with Maggie at the hospital. For the blood donations he enlisted his colleagues from Israel Electric Corporation. Employees traveled in small groups of up to five people, from Tiberias to Hadassah Hospital, and donated the blood needed. More volunteers were not lacking, among them were neighbors. Everyone chipped in and enlisted as one for the task. They had all the blood units needed, to be delivered to the hospital.