Team Gathering Quotes

Our power as individuals is multiplied when we gather together as families, teams, and communities with common goals.

Market research is the process by which a business gathers and studies information related to the product or service it is providing or the market it is operating in.

Taking out werewolves, I gather and surmise, is akin to taking out a SEAL team.

All right, sweetheart; here's your last question, and it's a real challenge, so don't let yourself get distracted by these jealous women. To make sure all twelve of our future children are going to be legitimate, what New York City football team did Joe Namath play for?" Gracie's face fell. Lord. Any fool should know the answer to this one. New York City... What football team was from New York City? Her expression brightened. "The New York City YANKEES!" A roar of laughter went up from the crowd, accompanied by more than a few loud groans. Bobby Tom silenced them all with a glare. At the same time, the glitter in his eyes dared any of them to contradict her. When he was certain everyone understood the message, he turned back to Gracie and gathered her into his arms. With a tender look and a gentle brush of his lips, he said "Exactly right, sweetheart. I had no idea you knew so much about football" And that was how every last person in Telarosa, Texas, came to understand that Bobby Tom Denton had finally and forever fallen head over heels in love.

I foresee a miracle occurring in the future.” “Which is?” “You,” Kingsley said as the team gathered on the sideline. “Being humbled.” “And what makes you say that?” Søren asked, sounding both imperious and sceptical. Kingsley only smiled on and said three words. “I met Eleanor.

It’s not my job to entertain the children. It’s their job to be part of the team.

Anyway, now she thinks of Estha and Rahel as Them, because, separately, the two of them are no longer what They were or ever thought They would be. Ever. Their lives have a size and a shape now. Estha has his and Rahel hers. Edges, Borders, Boundaries, Brinks and Limits have appeared like a team of trolls on their separate horizons. Short creatures with long shadows, patrolling the Blurry End. Gentle half-moons have gathered under their eyes and they are as old as Ammu was when she died.

Think of a group of Extrovert Moms gathered together at a Little League game, excitedly chatting and enjoying the action. In comes Introvert Mom who, after a full day of work, wants nothing more than to savor the game—all by herself. She sits off a bit from everyone else, stretching her feet onto the bleacher bench, and may even have a book to indulge in as the team warms up. She might enjoy watching the people around her, but she has no energy to interact. What are the Extrovert Moms thinking? Because they are oriented to people, they will likely assume that Introvert Mom is, too—which means they see Introvert Mom as not liking people (what we know now as asocial) or being a “snob,” thinking she’s too good for the Extrovert Moms. More likely, Introvert Mom is not thinking about them at all! She is just doing something she likes to do.

The key venue for freewheeling discourse was the Monday morning executive team gathering, which started at 9 and went for three or four hours. The focus was always on the future: What should each product do next? What new things should be developed? Jobs used the meeting to enforce a sense of shared mission at Apple. This served to centralize control, which made the company seem as tightly integrated as a good Apple product, and prevented the struggles between divisions that plagued decentralized companies.

I think of all that is happening elsewhere, as I lie here. Nearby, I can hear the sounds of a road crew. Somewhere else, monkeys chatter in trees. A male seahorse becomes pregnant. A diamond forms, a bee dances out directions, a windshield shatters. Somewhere a mother spreads peanut butter for her son's lunch, a lover sighs, a knitter binds off the edge of a sleeve. Clouds gather to make rain, corn ripens on the stalk, a cancer cell divides, a little league team scores. Somewhere blossoms open, a man pushes a knife in deeper, a painter darkens her blue. A cashier pours new dimes into an outstretched hand, rainbows form and fade, plates in the earth shift and settle. A woman opens a velvet box, male spiders pluck gently on the females' webs, falcons fall from the sky. Abstracts are real and time is a lie, it cannot be measured when one moment can expand to hold everything. You can want to live and end up choosing death; and you can want to die and end up living. What keeps us here, really? A thread that breaks in a breeze. And yet a thread that cannot be broken

Simons and his team are among the most secretive traders Wall Street has encountered, loath to drop even a hint of how they’d conquered financial markets, lest a competitor seize on any clue. Employees avoid media appearances and steer clear of industry conferences and most public gatherings. Simons once quoted Benjamin, the donkey in Animal Farm , to explain his attitude: “‘God gave me a tail to keep off the flies. But I’d rather have had no tail and no flies.’ That’s kind of the way I feel about publicity.

I work not only for the gathering and assimilation of knowledge, but also to teach the fact that one can be brilliant without being arrogant, that great intellectual capacity brings great responsibility, that the quest for knowledge should never supplant the joy of learning, that one with great capacities must learn to be tolerant and appreciate those with lesser or different absolutes,

Nice job denuding your face, by the way," she said, waggling her fingers under her chin to indicate his shave. "I'd forgotten what it looked like under there." He grimaced. "Oh. Well, I'm sorry to have to remind you, but it itched." "What are you talking about, sorry? You have an excellent face," she said, examining him. "It isn't pretty, but there are other ways for a face to be excellent." He touched the sharp angle of his nose. "I do have a face," was about as far as he was willing to go. "Lazlo," called Eril-Fane from across the room. "Gather everyone, will you?" Lazlo nodded and rose. "Consider yourself gathered," he informed Calizte, before going off in search of the rest of the team.

If you’re a manager, remember that one third to one half of your workforce is probably introverted, whether they appear that way or not. Think twice about how you design your organization’s office space. Don’t expect introverts to get jazzed up about open office plans or, for that matter, lunchtime birthday parties or team-building retreats. Make the most of introverts’ strengths—these are the people who can help you think deeply, strategize, solve complex problems, and spot canaries in your coal mine. Also, remember the dangers of the New Groupthink. If it’s creativity you’re after, ask your employees to solve problems alone before sharing their ideas. If you want the wisdom of the crowd, gather it electronically, or in writing, and make sure people can’t see each other’s ideas until everyone’s had a chance to contribute. Face-to-face contact is important because it builds trust, but group dynamics contain unavoidable impediments to creative thinking. Arrange for people to interact one-on-one and in small, casual groups. Don’t mistake assertiveness or eloquence for good ideas. If you have a proactive work force (and I hope you do), remember that they may perform better under an introverted leader than under an extroverted or charismatic one.

Before any outcome was made public, the radicals had worked themselves into “a fury of rage,” certain that the president “was about to give up the political fruits which had been already gathered

Their lives have a size and a shape now. Estha has his and Rahel hers. Edges, Borders, Boundaries, Brinks and Limits have appeared like a team of trolls on their separate horizons. Short creatures with long shadows, patrolling the Blurry End. Gentle half-moons have gathered under their eyes and they are as old as Ammu was when she died. Thirty-one. Not old. Not young. But a viable die-able age.

What New York City football team did Joe Namath play for?" "The New York City Yankees!" A roar of laughter went up from the crowd, accompanied by more than a few loud groans. Bobby Tom silenced them all with a glare. At the same time, the glitter in his eyes dared any of them to contradict her. When he was certain every person there understood his message, he turned back to Gracie and gathered her into his arms. With a tender look and a gentle brush of his lips, he said, "Exactly right, sweetheart. I had no idea you knew so much about football." And that was how every last person in Telarosa, Texas, came to understand that Bobby Tom Denton had finally and forever fallen head over heels in love.

In the November 2006 issue of Science, a report by an international team of scientists studying a vast amount of data gathered between 1950 and 2003 declared that if current trends of fishing and pollution continue, every fishery in the world's oceans will collapse by 2048...The oceans as an ecosystem would completely collapse.

I personally believe mavericks are people who write their own rulebook. They are the ones who act first and talk later. They are fiercely independent thinkers who know how to fight the lizard brain (to use Seth Godin’s term). I don’t believe many are born, rather they are products of an environment, or their experiences. They are usually the people that find the accepted norm does not meet their requirements and have the self-confidence, appetite, independence, degree of self reliance and sufficient desire to carve out their own niche in life. I believe a maverick thinker can take a new idea, champion it, and push it beyond the ability of a normal person to do so. I also believe the best mavericks can build a team, can motivate with their vision, their passion, and can pull together others to accomplish great things. A wise maverick knows that they need others to give full form to their views and can gather these necessary contributors around them. Mavericks, in my experience, fall into various categories – a/ the totally off-the-wall, uncontrollable genius who won’t listen to anyone; b/ the person who thinks that they have the ONLY solution to a challenge but prepared to consider others’ views on how to conquer the world &, finally, the person who thinks laterally to overcome problems considered to be irresolvable. I like in particular the third category. The upside is that mavericks, because of their different outlook on life, often sees opportunities and solutions that others cannot. But the downside is that often, because in life there is always some degree of luck in success (i.e. being in the right place at the right time), mavericks that fail are often ridiculed for their unorthodox approach. However when they succeed they are acclaimed for their inspiration. It is indeed a fine line they walk in life.

His team gathers in a semicircle beneath the trees, waiting for trouble. But they’re too big, too strong; everyone on the beach goes to the same school, so nobody dares. The beach belongs to Lyt after that. It is divided in the way that all worlds are divided between people: between those who are listened to and those who aren’t.

learned, could be very demanding; I still had limited direct contact with them, which suited me just fine. From what I could gather, they would routinely be completely unable to articulate their requirements, at which point, in desperation, the designers would create some artwork for them based on the few vague hints they had managed to elicit. After many hours of work, involving a full team of staff, the work would be submitted to the client for approval. At that point, the client would say, “No. That’s exactly what I don’t want.” There

The sun is setting, Ona reminds us, and our light is fading. We should light the kerosene lamp. But what of your question? asks Greta. Should we consider asking the men to leave? None of us have ever asked the men for anything, Agatha states. Not a single thing, not even for the salt to be passed, not even for a penny or a moment alone or to take the washing in or to open a curtain or to go easy on the small yearlings or to put your hand on the small of my back as I try, again, for the twelfth or thirteenth time, to push a baby out of my body. Isn't it interesting, she says, that the one and only request the women would make of the men would be to leave? The women break out laughing again. They simply can't stop laughing, and if one of them stops for a moment she will quickly resume laughing with a loud burst, and off they'll all go again. It's not an option, says Agata, at last. No, the others (finally in complete accord!) agree. Asking the men to leave is not an option. Greta asks the women to imagine her team, Ruth and Cheryl (Agata yelps in exasperation at the mention of their names), requesting that Greta leave them alone for the day to graze in the field and do nothing. Imagine my hens, adds Agata, telling me to turn around and leave the premises when I show up to gather the eggs. Ona begs the women to stop making her laugh, she's afraid she'll go into premature labour. This makes them laugh harder! They even find it uproariously funny that I continue to write during all of this. Ona's laughter is the finest, the most exquisite sound in all of nature, filled with breath and promise, and the only sound she releases into the world that she doesn't also try to retrieve.

And no hope is greater than that of the Wookiees of Kashyyyk. Heroes of the Rebellion Han Solo and Chewbacca have gathered a team of smugglers and scoundrels to free Kashyyyk from its Imperial slavers once and for all.

The media was gathering for the statement the chief planned to make after their team meeting later. She wanted to tell them all to piss off and let her do her job. Probably why she wasn’t in charge of public relations.

What kind of soldier are you that you’re going to just sit in a cell while the world is thrown into chaos? Do you not understand what could happen if those weapons fall into the wrong hands? How could you be so selfish? (Syd) I’m selfish? Look, Agent Westbrook, your daddy’s a Boston stockbroker. I’m a death broker. I’m sure you don’t lecture Daddy on finance, so don’t even try to lecture me on assassination politics. I know all about them. Some bureaucratic ass-wipe sitting in a pristine office that’s totally isolated from the rest of the world decides the son of King Oomp-Loomp is a threat. He then hands down orders to people like me to go off King Oomp-Loompa’s son. Like an idiot, I do what he says without question. I hunt my target down, using information that is mostly bullshit and unreliable, gathered by someone like you who assured me it was correct as the time. But hey, if it changes minute by minute, and God forbid we pass that along to you. So me and my spotter lie in the grass, sand, or snow for days on end, cramped and hungry, never able to move more than a millimeter an hour until I have that one perfect shot I’ve been waiting for days. I take it, and then we lie there like pieces of dirt until we can inch our way back to safety, where hopefully the helicopter team will remember that they were supposed to retrieve us. Have you any idea of the nerves it takes to do what I do? To lie there on the ground while other armed men search for you? Have them step on you and not be able to even breathe or wince because if you do, it’s not only your life, but the life of your spotter? Do you know what it’s like to have the brains of your best friend spayed into your face and not be able to render aid to him because you know he’s dead and if you do, you’ll be killed too? I have been into the bowels of hell and back, Miz Westbrook. I have stared down the devil and made him sweat. So don’t tell me I don’t take this seriously. (Steele)

When you are with Marines gathering to eat, you will notice that the most junior are served first and the most senior are served last. When you witness this act, you will also note that no order is given. Marines just do it.

Apocalyptic saucer cults have started to spring up all over America. One small group, which has been receiving messages from outer space via Lake City housewife Mrs. Marian Keech, becomes the subject of a research team led by psychologist Leon Festinger. According to an alien entity named Sananda, the end of the world is due any day and under the most cataclysmic of circumstances. The group meets regularly to discuss the latest predictions from Sananda and the rest of the Space Brothers, all relayed to them by Mrs. Keech. Some members bake cakes in the shape of flying saucers to be consumed during their gatherings while local college football scores are closely debated.

That day was an education for me. I'll never forget it. Standing in teh doorway, watching the reaction of the men and women gathered there, I witnessed the poewrful effect of unwavering, uncomplaining, uncompromising leadership. It changed me. It was one of those moments when you say to yourself, [in italics] That's what I want to be when I grow up. and you know you've grown up a little already, simply because you recognize it. Norman called Ducky-Bob's party supply and ordered chairs while I wheeled the second bed out to the hallway. Mommy, Margaret Valentine, and I rushed around, getting everything we needed to cater the cramped but memorable even, and on Tuesday morning, about three dozen top members of the Chili's team jammed into Norman's room at Presbyterian Hospital. Norman didn't what his people to see him lying down, so I'd helped him get into a jogging suit and robe, and propped him up on one of those rolling carts they use to distribute meals. He was in unthinkable pain, but he spoke to them from his heart about how much he appreciated them, how committed he was to the success of the organization, and how far they could all go together.

The beauty of baseball is multidimensional, appealing to the eye and the mind. There is beauty, for instance, in its geometry, the space between the bases and the fielders; beauty in the arc of the season, which brings us out of doors to gather, until fall calls us back in; and beauty in its democracy, that each player hits in turn. But one of its greatest beauties is that, more than any other sport, it emboldens an expertise from those who watch it. Everybody can manage. That does not happen as easily in other sports. In

In opposition, Abbott once gathered his staff to ask for suggestions on how the team could improve. One brave staffer mentioned Credlin’s tendency to micro-manage. Abbott wasn’t impressed and told the staffer to apologise and buy Credlin flowers. Chivalry wasn’t dead for Abbott.

It works like this: when your team gathers to kick off a new project, conclude that meeting by pretending to gaze into a crystal ball and say, “Look six months into the future. The news is not good. Despite our hopes, the project has failed. How did this happen?” Give your team members three minutes to run a mental simulation, and ask them to write down why they think their work derailed. All sorts of reasons will emerge. For example, “There were too many distractions,” “The project was overly ambitious,” or “We pushed the project too much toward our own self-interests, without considering those of our partners.

Good teams get their inspiration and product ideas from their vision and objectives, from observing customers' struggle, from analyzing the data customers generate from using their product, and from constantly seeking to apply new technology to solve real problems. Bad teams gather requirements from sales and customers.

After the Macintosh team returned to Bandley 3 that afternoon, a truck pulled into the parking lot and Jobs had them all gather next to it. Inside were a hundred new Macintosh computers, each personalized with a plaque. “Steve presented them one at a time to each team member, with a handshake and a smile, as the rest of us stood around cheering,” Hertzfeld recalled.

I’m fine, really.” “Like hell you are.” He caught her chin, tilted her head so that he could see. “He split your cheek.” She drew back. “We should check him … maybe do first aid.” “He’s dead.” Jack gathered her in his arms. “Would you please just let me hold you? God, woman! For a moment there, I thought I’d lost you.” Her arms went around him. “I thought you’d lost me, too.

Attempts to thwart or muzzle the media continued as well. At a conservative caucus meeting in Charlottetown in August 2007, journalists assembled in the lobby of the hotel, as they usually do at such gatherings, to talk to caucus members as they passed by. The [Prime Minister's Office] communications team, however, was not prepared to allow it. Taking their cue, or so it appeared, from a police state, they had the RCMP remove the reporters from the hotel.

Every time somebody asks me, “How ’bout the Cubs?” I want to respond with “Yeah, the Cubs, they’re going to die someday. Do you ever think about that? All of them. All of them. Rizzo. Bryant. The one with the goatee. The other ones. The entire team. Some of them probably soon, you don’t know. They could be dying right now while we’re sitting here making conversation about baseball. Death is lurking.” Susie always wants me to come with her to these type of gatherings and she almost always regrets it.

Since their invention about half a century ago, video games have come to play a vital role in modern human civilization. I think this is because we modern humans were never designed to live like we do now—sitting in traffic, working in offices, shopping in stores. We are, by design, hunter-gatherers. Millions of years of evolution have wired our brains with an inherent need to hunt, gather, explore, solve puzzles, form teams, and conquer challenge after challenge in order to survive as we claw our way to the top of the food chain. For most people, day-to-day life no longer requires many of those experiences or challenges, and so those primal, instinctive needs inside us have no natural outlet. To keep our minds and bodies healthy, we have to simulate those old ways in the midst of our modern, technological lives, where everything on the planet has already been hunted and gathered. Thankfully, the technology that created this problem also gave rise to its solution—a way for us modern city dwellers to exorcise our inner evolutionary demons: video games.

The Mongols loved competitions of all sorts, and they organized debates among rival religions the same way they organized wrestling matches. It began on a specific date with a panel of judges to oversee it. In this case Mongke Khan ordered them to debate before three judges: a Christian, a Muslim, and a Buddhist. A large audience assembled to watch the affair, which began with great seriousness and formality. An official lay down the strict rules by which Mongke wanted the debate to proceed: on pain of death “no one shall dare to speak words of contention.” Rubruck and the other Christians joined together in one team with the Muslims in an effort to refute the Buddhist doctrines. As these men gathered together in all their robes and regalia in the tents on the dusty plains of Mongolia, they were doing something that no other set of scholars or theologians had ever done in history. It is doubtful that representatives of so many types of Christianity had come to a single meeting, and certainly they had not debated, as equals, with representatives of the various Muslim and Buddhist faiths. The religious scholars had to compete on the basis of their beliefs and ideas, using no weapons or the authority of any ruler or army behind them. They could use only words and logic to test the ability of their ideas to persuade. In the initial round, Rubruck faced a Buddhist from North China who began by asking how the world was made and what happened to the soul after death. Rubruck countered that the Buddhist monk was asking the wrong questions; the first issue should be about God from whom all things flow. The umpires awarded the first points to Rubruck. Their debate ranged back and forth over the topics of evil versus good, God’s nature, what happens to the souls of animals, the existence of reincarnation, and whether God had created evil. As they debated, the clerics formed shifting coalitions among the various religions according to the topic. Between each round of wrestling, Mongol athletes would drink fermented mare’s milk; in keeping with that tradition, after each round of the debate, the learned men paused to drink deeply in preparation for the next match. No side seemed to convince the other of anything. Finally, as the effects of the alcohol became stronger, the Christians gave up trying to persuade anyone with logical arguments, and resorted to singing. The Muslims, who did not sing, responded by loudly reciting the Koran in an effort to drown out the Christians, and the Buddhists retreated into silent meditation. At the end of the debate, unable to convert or kill one another, they concluded the way most Mongol celebrations concluded, with everyone simply too drunk to continue.

That’s when Musk started pushing the idea of using Neuralink to enable paralyzed people to actually use their limbs again. A chip in the brain could send signals to the relevant muscles, bypassing any spinal-cord blockage or neurological malfunction. As soon as he got back to Hatchet Alley from the pig barn, he gathered his top Austin team, with their colleagues in Fremont dialing in, to announce this new additional mission. “Getting someone in a wheelchair to walk again, people will get it right away,” he said. “It’s a gut-punch idea, a fucking bold thing. And a good thing.

When Steve Jobs was a kid, his neighbor showed him a rock tumbler—a can that spun on a motor. The neighbor asked Steve to gather up some ordinary rocks from the yard. He took the stones, threw them into the can, added some grit, turned on the motor, and, over the racket, asked Steve to come back two days later. When Steve returned to the noisy clatter of the garage, the neighbor turned off the contraption and Steve was astounded to see how the ordinary rocks had become beautiful polished stones. Steve would later say that when a team debated, both the ideas and the people came out more beautiful—results well worth all the friction and noise.5 Your job as a boss is to turn on that “rock tumbler.

The goal of Combined Intelligence Objectives Subcommittee was to investigate all things related to German science. Target types ran the gamut: radar, missiles, aircraft, medicine, bombs and fuses, chemical and biological weapons labs. And while CIOS remained an official joint venture, there were other groups in the mix, with competing interests at hand. Running parallel to CIOS operations were dozens of secret intelligence-gathering operations, mostly American. The Pentagon’s Special Mission V-2 was but one example. By late March 1945, Colonel Trichel, chief of U.S. Army Ordnance, Rocket Branch, had dispatched his team to Europe. Likewise, U.S. Naval Technical Intelligence had officers in Paris preparing for its own highly classified hunt for any intelligence regarding the Henschel Hs 293, a guided missile developed by the Nazis and designed to sink or damage enemy ships. The U.S. Army Air Forces (AAF) were still heavily engaged in strategic bombing campaigns, but a small group from Wright Field, near Dayton, Ohio, was laying plans to locate and capture Luftwaffe equipment and engineers. Spearheading Top Secret missions for British intelligence was a group of commandos called 30 Assault Unit, led by Ian Fleming, the personal assistant to the director of British naval intelligence and future author of the James Bond novels. Sometimes, the members of these parallel missions worked in consort with CIOS officers in the field.

Pretty soon, however, I noticed something familiar. Most books are also about the exceptional. The biggest history bestsellers are invariably about catastrophes and adversity, tyranny and oppression. About war, war, and, to spice things up a little, war. And if, for once, there is no war, then we’re in what historians call the interbellum: between wars. In science, too, the view that humanity is bad has reigned for decades. Look up books on human nature and you’ll find titles like Demonic Males, The Selfish Gene and The Murderer Next Door. Biologists long assumed the gloomiest theory of evolution, where even if an animal appeared to do something kind, it was framed as selfish. Familial affection? Nepotism! Monkey splits a banana? Exploited by a freeloader!31 As one American biologist mocked, ‘What passes for co-operation turns out to be a mixture of opportunism and exploitation. […] Scratch an “altruist” and watch a “hypocrite” bleed.’32 And in economics? Much the same. Economists defined our species as the homo economicus: always intent on personal gain, like selfish, calculating robots. Upon this notion of human nature, economists built a cathedral of theories and models that wound up informing reams of legislation. Yet no one had researched whether homo economicus actually existed. That is, not until economist Joseph Henrich and his team took it up in 2000. Visiting fifteen communities in twelve countries on five continents, they tested farmers, nomads, and hunters and gatherers, all in search of this hominid that has guided economic theory for decades. To no avail. Each and every time, the results showed people were simply too decent. Too kind.

Clients, I soon learned, could be very demanding; I still had limited direct contact with them, which suited me just fine. From what I could gather, they would routinely be completely unable to articulate their requirements, at which point, in desperation, the designers would create some artwork for them based on the few vague hints they had managed to elicit. After many hours of work, involving a full team of staff, the work would be submitted to the client for approval. At that point, the client would say, "No. That's exactly what I don't want." There would be several tortuous iterations of this process before the client finally declared his or herself satisfied with the end results. Inevitably, Bob said, the artwork that was signed off on at the end of the process was virtually identical to the first piece of work submitted, which the client had immediately dismissed as unsuitable.

For almost forty years now, I have lived on the ocean. I have dedicated myself to the sea, and wholly consecrated myself to it. I have explored depths that, until then, were unknown. I have had good days and bad days. I have dived in the waters of incredible transparency, and I have experienced the violence of waves like those at Europa, which tore the Calypso from its anchorage and battered its aging carcass with elemental fury. But, despite all the dangers, all the fatigue, all the sacrifices, I have never regretted the choice I made. The sea, in the final account, always brought me more joy than pain. And that was true in this case also; for I had the pleasure of seeing us all together again - our entire team, gathered under a blue sky, on a blue sea. Once more, the sea had refused to exact a price for our audacity and our curiosity; and once more I was grateful to her for her generosity. -P219

Dream Meditation Practices are best performed in an isolated (close to nature) chamber that is clean and dry. Diet should be modified before practice so that solid food is reduced and a sense of lightness is obtained. This meditation is best done after bathing; the student can be nude or wear a light robe. Begin by lying on your back. Focus your mind on the lower tan tien. Summon the spirits residing in the organs by chanting their names in the order of the creation cycle: Houhou or Shen (heart), Beibei or Yi (spleen), Yanyan or Po (lungs), Fu Fu or Zhi (kidneys), and Jianjian or Hun (liver).20 Repeat the chanting and gathering until a bright light and warmth appear in the lower tan tien. Opening this place will automatically open the Microcosmic Orbit. Coordinate your breathing with this meditation to assist the process: inhaling stimulates the kidneys and liver, while exhaling moves the heart and lungs to the centerpoint—the stomach and spleen. Bring the merged five spirits from the lower tan tien (you can also include the other four spirits) up to the heart, and then to the Crystal Palace (also known as the Divine Palace or Hall of Light). The team of merged spirits—now the Yuan Shen or Original Spirit—can exit via the crown. Being conscious during the whole dream, or alternatively remembering the dream after waking, completes the process. You also have the choice of practicing meditation during your dream state. Process the content of the dream during the day, taking any actions in the material world that are now necessary. Remember that one of our goals with the Kan and Li practice is to merge the everyday mind with your dream landscape and meditation. Fusion of these three minds (different from the three tan tiens) is a feature of the developing sage. Ideally, dreaming can include the practice of Microcosmic Orbit, Fusion, and even Kan and Li.

In 2012, a Taliban leader in northern Pakistan banned polio vaccination in his region until the United States ceased drone strikes there. Vaccination campaigns, he claimed, were a form of American espionage. While resembling the rumors of secret plots in Nigeria, this was, unfortunately, more easily verifiable. In pursuit of Osama bin Laden, the CIA had used a fake vaccination campaign—administering real hep B vaccine, but not the three doses necessary for immunity—to gather DNA evidence to help verify bin Laden’s location. This deception, like other acts of war, would cost the lives of women and children. The Lady Health Workers of Pakistan, a team of over 110,000 women trained to deliver health care door-to-door, had already endured years of brutal intimidation by the Taliban and hardly needed association with the CIA. Not long after the Taliban banned immunization, nine polio vaccinators, five of them women, were murdered in a coordinated series of attacks.

Help your children grow and excel in the gifts God has given them. Let them know you're on their team. s a mom I want to leave a legacy that goes way beyond ordinary life skills such as cooking and cleaning. I want to teach values about caring for ourselves and others and shaping a godly atmosphere at home and in our lives. The time you spend teaching your daughters the joys and responsibilities of womanhood will benefit generations to come. And we teach best by what we are, don't we? Not by what we say. And how we raise our sons demonstrates how they should treat the women they encounter: teachers, moms, their wives, and daughters. My prayer is, "Lord, may Your love permeate my heart and life. May the gentle but strong spirit of being a woman of Yours add beauty and meaning to generations to come. Amen." on't you love springtime? It's a time for planting, for growing, for awakening. There's no better place to be than your garden. My first garden was nothing more than a sweet potato in a jar. Remember those? And flowers! They're food to my soul. My mama would always pick a few to float in a bowl or gather in a jelly jar. And once in a while we'd splurge and spend precious money on daisies or carnations from a

The essence of Roosevelt’s leadership, I soon became convinced, lay in his enterprising use of the “bully pulpit,” a phrase he himself coined to describe the national platform the presidency provides to shape public sentiment and mobilize action. Early in Roosevelt’s tenure, Lyman Abbott, editor of The Outlook, joined a small group of friends in the president’s library to offer advice and criticism on a draft of his upcoming message to Congress. “He had just finished a paragraph of a distinctly ethical character,” Abbott recalled, “when he suddenly stopped, swung round in his swivel chair, and said, ‘I suppose my critics will call that preaching, but I have got such a bully pulpit.’ ” From this bully pulpit, Roosevelt would focus the charge of a national movement to apply an ethical framework, through government action, to the untrammeled growth of modern America. Roosevelt understood from the outset that this task hinged upon the need to develop powerfully reciprocal relationships with members of the national press. He called them by their first names, invited them to meals, took questions during his midday shave, welcomed their company at day’s end while he signed correspondence, and designated, for the first time, a special room for them in the West Wing. He brought them aboard his private railroad car during his regular swings around the country. At every village station, he reached the hearts of the gathered crowds with homespun language, aphorisms, and direct moral appeals. Accompanying reporters then extended the reach of Roosevelt’s words in national publications. Such extraordinary rapport with the press did not stem from calculation alone. Long before and after he was president, Roosevelt was an author and historian. From an early age, he read as he breathed. He knew and revered writers, and his relationship with journalists was authentically collegial. In a sense, he was one of them. While exploring Roosevelt’s relationship with the press, I was especially drawn to the remarkably rich connections he developed with a team of journalists—including Ida Tarbell, Ray Stannard Baker, Lincoln Steffens, and William Allen White—all working at McClure’s magazine, the most influential contemporary progressive publication. The restless enthusiasm and manic energy of their publisher and editor, S. S. McClure, infused the magazine with “a spark of genius,” even as he suffered from periodic nervous breakdowns. “The story is the thing,” Sam McClure responded when asked to account for the methodology behind his publication. He wanted his writers to begin their research without preconceived notions, to carry their readers through their own process of discovery. As they educated themselves about the social and economic inequities rampant in the wake of teeming industrialization, so they educated the entire country. Together, these investigative journalists, who would later appropriate Roosevelt’s derogatory term “muckraker” as “a badge of honor,” produced a series of exposés that uncovered the invisible web of corruption linking politics to business. McClure’s formula—giving his writers the time and resources they needed to produce extended, intensively researched articles—was soon adopted by rival magazines, creating what many considered a golden age of journalism. Collectively, this generation of gifted writers ushered in a new mode of investigative reporting that provided the necessary conditions to make a genuine bully pulpit of the American presidency. “It is hardly an exaggeration to say that the progressive mind was characteristically a journalistic mind,” the historian Richard Hofstadter observed, “and that its characteristic contribution was that of the socially responsible reporter-reformer.

Knowledgeable observers report that dating has nearly disappeared from college campuses and among young adults generally. It has been replaced by something called “hanging out.” You young people apparently know what this is, but I will describe it for the benefit of those of us who are middle-aged or older and otherwise uninformed. Hanging out consists of numbers of young men and young women joining together in some group activity. It is very different from dating. For the benefit of some of you who are not middle-aged or older, I also may need to describe what dating is. Unlike hanging out, dating is not a team sport. Dating is pairing off to experience the kind of one-on-one association and temporary commitment that can lead to marriage in some rare and treasured cases. . . . All of this made dating more difficult. And the more elaborate and expensive the date, the fewer the dates. As dates become fewer and more elaborate, this seems to create an expectation that a date implies seriousness or continuing commitment. That expectation discourages dating even more. . . . Simple and more frequent dates allow both men and women to “shop around” in a way that allows extensive evaluation of the prospects. The old-fashioned date was a wonderful way to get acquainted with a member of the opposite sex. It encouraged conversation. It allowed you to see how you treat others and how you are treated in a one-on-one situation. It gave opportunities to learn how to initiate and sustain a mature relationship. None of that happens in hanging out. My single brothers and sisters, follow the simple dating pattern and you don’t need to do your looking through Internet chat rooms or dating services—two alternatives that can be very dangerous or at least unnecessary or ineffective. . . . Men, if you have returned from your mission and you are still following the boy-girl patterns you were counseled to follow when you were 15, it is time for you to grow up. Gather your courage and look for someone to pair off with. Start with a variety of dates with a variety of young women, and when that phase yields a good prospect, proceed to courtship. It’s marriage time. That is what the Lord intends for His young adult sons and daughters. Men have the initiative, and you men should get on with it. If you don’t know what a date is, perhaps this definition will help. I heard it from my 18-year-old granddaughter. A “date” must pass the test of three p’s: (1) planned ahead, (2) paid for, and (3) paired off. Young women, resist too much hanging out, and encourage dates that are simple, inexpensive, and frequent. Don’t make it easy for young men to hang out in a setting where you women provide the food. Don’t subsidize freeloaders. An occasional group activity is OK, but when you see men who make hanging out their primary interaction with the opposite sex, I think you should lock the pantry and bolt the front door. If you do this, you should also hang up a sign, “Will open for individual dates,” or something like that. And, young women, please make it easier for these shy males to ask for a simple, inexpensive date. Part of making it easier is to avoid implying that a date is something very serious. If we are to persuade young men to ask for dates more frequently, we must establish a mutual expectation that to go on a date is not to imply a continuing commitment. Finally, young women, if you turn down a date, be kind. Otherwise you may crush a nervous and shy questioner and destroy him as a potential dater, and that could hurt some other sister. My single young friends, we counsel you to channel your associations with the opposite sex into dating patterns that have the potential to mature into marriage, not hanging-out patterns that only have the prospect to mature into team sports like touch football. Marriage is not a group activity—at least, not until the children come along in goodly numbers.

We end up at an outdoor paintball course in Jersey. A woodsy, rural kind of place that’s probably brimming with mosquitos and Lyme disease. When I find out Logan has never played paintball before, I sign us both up. There’s really no other option. And our timing is perfect—they’re just about to start a new battle. The worker gathers all the players in a field and divides us into two teams, handing out thin blue and yellow vests to distinguish friend from foe. Since Logan and I are the oldest players, we both become the team captains. The wide-eyed little faces of Logan’s squad follow him as he marches back and forth in front of them, lecturing like a hot, modern-day Winston Churchill. “We’ll fight them from the hills, we’ll fight them in the trees. We’ll hunker down in the river and take them out, sniper-style. Save your ammo—fire only when you see the whites of their eyes. Use your heads.” I turn to my own ragtag crew. “Use your hearts. We’ll give them everything we’ve got—leave it all on the field. You know what wins battles? Desire! Guts! Today, we’ll all be frigging Rudy!” A blond boy whispers to his friend, “Who’s Rudy?” The kid shrugs. And another raises his hand. “Can we start now? It’s my birthday and I really want to have cake.” “It’s my birthday too.” I give him a high-five. “Twinning!” I raise my gun. “And yes, birthday cake will be our spoils of war! Here’s how it’s gonna go.” I point to the giant on the other side of the field. “You see him, the big guy? We converge on him first. Work together to take him down. Cut off the head,” I slice my finger across my neck like I’m beheading myself, “and the old dog dies.” A skinny kid in glasses makes a grossed-out face. “Why would you kill a dog? Why would you cut its head off?” And a little girl in braids squeaks, “Mommy! Mommy, I don’t want to play anymore.” “No,” I try, “that’s not what I—” But she’s already running into her mom’s arms. The woman picks her up—glaring at me like I’m a demon—and carries her away. “Darn.” Then a soft voice whispers right against my ear. “They’re already going AWOL on you, lass? You’re fucked.” I turn to face the bold, tough Wessconian . . . and he’s so close, I can feel the heat from his hard body, see the small sprigs of stubble on that perfect, gorgeous jaw. My brain stutters, but I find the resolve to tease him. “Dear God, Logan, are you smiling? Careful—you might pull a muscle in your face.” And then Logan does something that melts my insides and turns my knees to quivery goo. He laughs. And it’s beautiful. It’s a crime he doesn’t do it more often. Or maybe a blessing. Because Logan St. James is a sexy, stunning man on any given day. But when he laughs? He’s heart-stopping. He swaggers confidently back to his side and I sneer at his retreating form. The uniformed paintball worker blows a whistle and explains the rules. We get seven minutes to hide first. I cock my paintball shotgun with one hand—like Charlize Theron in Fury fucking Road—and lead my team into the wilderness. “Come on, children. Let’s go be heroes.” It was a massacre. We never stood a chance. In the end, we tried to rush them—overpower them—but we just ended up running into a hail of balls, getting our hearts and guts splattered with blue paint. But we tried—I think Rudy and Charlize would be proud

In fact, the same basic ingredients can easily be found in numerous start-up clusters in the United States and around the world: Austin, Boston, New York, Seattle, Shanghai, Bangalore, Istanbul, Stockholm, Tel Aviv, and Dubai. To discover the secret to Silicon Valley’s success, you need to look beyond the standard origin story. When people think of Silicon Valley, the first things that spring to mind—after the HBO television show, of course—are the names of famous start-ups and their equally glamorized founders: Apple, Google, Facebook; Jobs/ Wozniak, Page/ Brin, Zuckerberg. The success narrative of these hallowed names has become so universally familiar that people from countries around the world can tell it just as well as Sand Hill Road venture capitalists. It goes something like this: A brilliant entrepreneur discovers an incredible opportunity. After dropping out of college, he or she gathers a small team who are happy to work for equity, sets up shop in a humble garage, plays foosball, raises money from sage venture capitalists, and proceeds to change the world—after which, of course, the founders and early employees live happily ever after, using the wealth they’ve amassed to fund both a new generation of entrepreneurs and a set of eponymous buildings for Stanford University’s Computer Science Department. It’s an exciting and inspiring story. We get the appeal. There’s only one problem. It’s incomplete and deceptive in several important ways. First, while “Silicon Valley” and “start-ups” are used almost synonymously these days, only a tiny fraction of the world’s start-ups actually originate in Silicon Valley, and this fraction has been getting smaller as start-up knowledge spreads around the globe. Thanks to the Internet, entrepreneurs everywhere have access to the same information. Moreover, as other markets have matured, smart founders from around the globe are electing to build companies in start-up hubs in their home countries rather than immigrating to Silicon Valley.

You might expect that if you spent such an extended period in twelve different households, what you would gather is twelve different ideas about how to raise children: there would be the strict parents and the lax parents and the hyperinvolved parents and the mellow parents and on and on. What Lareau found, however, is something much different. There were only two parenting “philosophies,” and they divided almost perfectly along class lines. The wealthier parents raised their kids one way, and the poorer parents raised their kids another way. The wealthier parents were heavily involved in their children’s free time, shuttling them from one activity to the next, quizzing them about their teachers and coaches and teammates. One of the well-off children Lareau followed played on a baseball team, two soccer teams, a swim team, and a basketball team in the summer, as well as playing in an orchestra and taking piano lessons. That kind of intensive scheduling was almost entirely absent from the lives of the poor children. Play for them wasn’t soccer practice twice a week. It was making up games outside with their siblings and other kids in the neighborhood. What a child did was considered by his or her parents as something separate from the adult world and not particularly consequential. One girl from a working-class family—Katie Brindle—sang in a choir after school. But she signed up for it herself and walked to choir practice on her own. Lareau writes: What Mrs. Brindle doesn’t do that is routine for middle-class mothers is view her daughter’s interest in singing as a signal to look for other ways to help her develop that interest into a formal talent. Similarly Mrs. Brindle does not discuss Katie’s interest in drama or express regret that she cannot afford to cultivate her daughter’s talent. Instead she frames Katie’s skills and interests as character traits—singing and acting are part of what makes Katie “Katie.” She sees the shows her daughter puts on as “cute” and as a way for Katie to “get attention.

The first cut at the problem—the simplest but still eye-opening—is to ask how much income would have to be transferred from rich countries to poor countries to lift all of the world’s extreme poor to an income level sufficient to meet basic needs. Martin Ravallion and his colleagues on the World Bank’s poverty team have gathered data to address this question, at least approximately. The World Bank estimates that meeting basic needs requires $1.08 per day per person, measured in 1993 purchasing-power adjusted prices. Using household surveys, the Ravallion team has calculated the numbers of poor people around the world who live below that threshold, and the average incomes of those poor. According to the Bank’s estimates, 1.1 billion people lived below the $1.08 level as of 2001, with an average income of $0.77 per day, or $281 per year. More important, the poor had a shortfall relative to basic needs of $0.31 per day ($1.08 minus $0.77), or $113 per year. Worldwide, the total income shortfall of the poor in 2001 was therefore $113 per year per person multiplied by 1.1 billion people, or $124 billion. Using the same accounting units (1993 purchasing power adjusted U.S. dollars), the income of the twenty-two donor countries of the Development Assistance Committee (DAC) in 2001 was $20.2 trillion. Thus a transfer of 0.6 percent of donor income, amounting to $124 billion, would in theory raise all 1.1 billion of the world’s extreme poor to the basic-needs level. Notably, this transfer could be accomplished within the 0.7 percent of the GNP target of the donor countries. That transfer would not have been possible in 1980, when the numbers of the extreme poor were larger (1.5 billion) and the incomes of the rich countries considerably smaller. Back in 1981, the total income gap was around $208 billion (again, measured in 1993 purchasing power prices) and the combined donor country GNP was $13.2 trillion. Then it would have required 1.6 percent of donor income in transfers to raise the extreme poor to the basic-needs level.

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The goal was ambitious. Public interest was high. Experts were eager to contribute. Money was readily available. Armed with every ingredient for success, Samuel Pierpont Langley set out in the early 1900s to be the first man to pilot an airplane. Highly regarded, he was a senior officer at the Smithsonian Institution, a mathematics professor who had also worked at Harvard. His friends included some of the most powerful men in government and business, including Andrew Carnegie and Alexander Graham Bell. Langley was given a $50,000 grant from the War Department to fund his project, a tremendous amount of money for the time. He pulled together the best minds of the day, a veritable dream team of talent and know-how. Langley and his team used the finest materials, and the press followed him everywhere. People all over the country were riveted to the story, waiting to read that he had achieved his goal. With the team he had gathered and ample resources, his success was guaranteed. Or was it? A few hundred miles away, Wilbur and Orville Wright were working on their own flying machine. Their passion to fly was so intense that it inspired the enthusiasm and commitment of a dedicated group in their hometown of Dayton, Ohio. There was no funding for their venture. No government grants. No high-level connections. Not a single person on the team had an advanced degree or even a college education, not even Wilbur or Orville. But the team banded together in a humble bicycle shop and made their vision real. On December 17, 1903, a small group witnessed a man take flight for the first time in history. How did the Wright brothers succeed where a better-equipped, better-funded and better-educated team could not? It wasn’t luck. Both the Wright brothers and Langley were highly motivated. Both had a strong work ethic. Both had keen scientific minds. They were pursuing exactly the same goal, but only the Wright brothers were able to inspire those around them and truly lead their team to develop a technology that would change the world. Only the Wright brothers started with Why. 2.

recalled Stephen Crocker, a graduate student on the UCLA team who had driven up with his best friend and colleague, Vint Cerf. So they decided to meet regularly, rotating among their sites. The polite and deferential Crocker, with his big face and bigger smile, had just the right personality to be the coordinator of what became one of the digital age’s archetypical collaborative processes. Unlike Kleinrock, Crocker rarely used the pronoun I; he was more interested in distributing credit than claiming it. His sensitivity toward others gave him an intuitive feel for how to coordinate a group without trying to centralize control or authority, which was well suited to the network model they were trying to invent. Months passed, and the graduate students kept meeting and sharing ideas while they waited for some Powerful Official to descend upon them and give them marching orders. They assumed that at some point the authorities from the East Coast would appear with the rules and regulations and protocols engraved on tablets to be obeyed by the mere managers of the host computer sites. “We were nothing more than a self-appointed bunch of graduate students, and I was convinced that a corps of authority figures or grownups from Washington or Cambridge would descend at any moment and tell us what the rules were,” Crocker recalled. But this was a new age. The network was supposed to be distributed, and so was the authority over it. Its invention and rules would be user-generated. The process would be open. Though it was funded partly to facilitate military command and control, it would do so by being resistant to centralized command and control. The colonels had ceded authority to the hackers and academics. So after an especially fun gathering in Utah in early April 1967, this gaggle of graduate students, having named itself the Network Working Group, decided that it would be useful to write down some of what they had conjured up.95 And Crocker, who with his polite lack of pretense could charm a herd of hackers into consensus, was tapped for the task. He was anxious to find an approach that did not seem presumptuous. “I realized that the mere act of writing down what we were talking about could be seen as a presumption of authority and someone was going to come and yell at us—presumably some adult out of the east.

Our team’s vision for the facility was a cross between a shooting range and a country club for special forces personnel. Clients would be able to schedule all manner of training courses in advance, and the gear and support personnel would be waiting when they arrived. There’d be seven shooting ranges with high gravel berms to cut down noise and absorb bullets, and we’d carve a grass airstrip, and have a special driving track to practice high-speed chases and real “defensive driving”—the stuff that happens when your convoy is ambushed. There would be a bunkhouse to sleep seventy. And nearby, the main headquarters would have the feel of a hunting lodge, with timber framing and high stone walls, with a large central fireplace where people could gather after a day on the ranges. This was the community I enjoyed; we never intended to send anyone oversees. This chunk of the Tar Heel State was my “Field of Dreams.” I bought thirty-one hundred acres—roughly five square miles of land, plenty of territory to catch even the most wayward bullets—for $900,000. We broke ground in June 1997, and immediately began learning about do-it-yourself entrepreneurship. That land was ugly: Logging the previous year had left a moonscape of tree stumps and tangled roots lorded over by mosquitoes and poisonous creatures. I killed a snake the first twelve times I went to the property. The heat was miserable. While a local construction company carved the shooting ranges and the lake, our small team installed the culverts and forged new roads and planted the Southern pine utility poles to support the electrical wiring. The basic site work was done in about ninety days—and then we had to figure out what to call the place. The leading contender, “Hampton Roads Tactical Shooting Center,” was professional, but pretty uptight. “Tidewater Institute for Tactical Shooting” had legs, but the acronym wouldn’t have helped us much. But then, as we slogged across the property and excavated ditches, an incessant charcoal mud covered our boots and machinery, and we watched as each new hole was swallowed by that relentless peat-stained black water. Blackwater, we agreed, was a name. Meanwhile, within days of being installed, the Southern pine poles had been slashed by massive black bears marking their territory, as the animals had done there since long before the Europeans settled the New World. We were part of this land now, and from that heritage we took our original logo: a bear paw surrounded by the stylized crosshairs of a rifle scope.

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Yet in 2012, he returned. Plenty of the speechwriters were livid. The club was the embodiment of everything we had promised to change. Was it really necessary to flatter these people, just because they were powerful and rich? In a word, yes. In fact, thanks to the Supreme Court, the rich were more powerful than ever. In 2010, the court’s five conservative justices gutted America’s campaign finance laws in the decision known as Citizens United. With no more limits to the number of attack ads they could purchase, campaigns had become another hobby for the ultrawealthy. Tired of breeding racehorses or bidding on rare wines at auction? Buy a candidate instead! I should make it clear that no one explicitly laid out a strategy regarding the dinner. I never asked point-blank if we hoped to charm billionaires into spending their billions on something other than Mitt Romney’s campaign. That said, I knew it couldn’t hurt. Hoping to mollify the one-percenters in the audience, I kept the script embarrassingly tame. I’ve got about forty-five more minutes on the State of the Union that I’d like to deliver tonight. I am eager to work with members of Congress to be entertaining tonight. But if Congress is unwilling to cooperate, I will be funny without them. Even for a politician, this was weak. But it apparently struck the right tone. POTUS barely edited the speech. A few days later, as a reward for a job well done, Favs invited me to tag along to a speechwriting-team meeting with the president. I had not set foot in the Oval Office since my performance of the Golden Girls theme song. On that occasion, President Obama remained behind his desk. For larger gatherings like this one, however, he crossed the room to a brown leather armchair, and the rest of us filled the two beige sofas on either side. Between the sofas was a coffee table. On the coffee table sat a bowl, which under George W. Bush had contained candy but under Obama was full of apples instead. Hence the ultimate Oval Office power move: grab an apple at the end of a meeting, polish it on your suit, and take a casual chomp on your way out the door. I would have sooner stuck my finger in an electrical socket. Desperate not to call attention to myself, I took the seat farthest away and kept my eyes glued to my laptop. I allowed myself just one indulgence: a quick peek at the Emancipation Proclamation. That’s right, buddy. Look who’s still here. It was only at the very end of the meeting, as we rose from the surprisingly comfy couches, that Favs brought up the Alfalfa dinner. The right-wing radio host Laura Ingraham had been in the audience, and she was struck by the president’s poise. “She was talking about it this morning,” Favs told POTUS. “She said, ‘I don’t know if Mitt Romney can beat him.

What would be the natural thing? A man goes to college. He works as he wants to work, he plays as he wants to play, he exercises for the fun of the game, he makes friends where he wants to make them, he is held in by no fear of criticism above, for the class ahead of him has nothing to do with his standing in his own class. Everything he does has the one vital quality: it is spontaneous. That is the flame of youth itself. Now, what really exists?" "...I say our colleges to-day are business colleges—Yale more so, perhaps, because it is more sensitively American. Let's take up any side of our life here. Begin with athletics. What has become of the natural, spontaneous joy of contest? Instead you have one of the most perfectly organized business systems for achieving a required result—success. Football is driving, slavish work; there isn't one man in twenty who gets any real pleasure out of it. Professional baseball is not more rigorously disciplined and driven than our 'amateur' teams. Add the crew and the track. Play, the fun of the thing itself, doesn't exist; and why? Because we have made a business out of it all, and the college is scoured for material, just as drummers are sent out to bring in business. "Take another case. A man has a knack at the banjo or guitar, or has a good voice. What is the spontaneous thing? To meet with other kindred spirits in informal gatherings in one another's rooms or at the fence, according to the whim of the moment. Instead what happens? You have our university musical clubs, thoroughly professional organizations. If you are material, you must get out and begin to work for them—coach with a professional coach, make the Apollo clubs, and, working on, some day in junior year reach the varsity organization and go out on a professional tour. Again an organization conceived on business lines. "The same is true with the competition for our papers: the struggle for existence outside in a business world is not one whit more intense than the struggle to win out in the News or Lit competition. We are like a beef trust, with every by-product organized, down to the last possibility. You come to Yale—what is said to you? 'Be natural, be spontaneous, revel in a certain freedom, enjoy a leisure you'll never get again, browse around, give your imagination a chance, see every one, rub wits with every one, get to know yourself.' "Is that what's said? No. What are you told, instead? 'Here are twenty great machines that need new bolts and wheels. Get out and work. Work harder than the next man, who is going to try to outwork you. And, in order to succeed, work at only one thing. You don't count—everything for the college.' Regan says the colleges don't represent the nation; I say they don't even represent the individual.

Similarly, the computers used to run the software on the ground for the mission were borrowed from a previous mission. These machines were so out of date that Bowman had to shop on eBay to find replacement parts to get the machines working. As systems have gone obsolete, JPL no longer uses the software, but Bowman told me that the people on her team continue to use software built by JPL in the 1990s, because they are familiar with it. She said, “Instead of upgrading to the next thing we decided that it was working just fine for us and we would stay on the platform.” They have developed so much over such a long period of time with the old software that they don’t want to switch to a newer system. They must adapt to using these outdated systems for the latest scientific work. Working within these constraints may seem limiting. However, building tools with specific constraints—from outdated technologies and low bitrate radio antennas—can enlighten us. For example, as scientists started to explore what they could learn from the wait times while communicating with deep space probes, they discovered that the time lag was extraordinarily useful information. Wait times, they realized, constitute an essential component for locating a probe in space, calculating its trajectory, and accurately locating a target like Pluto in space. There is no GPS for spacecraft (they aren’t on the globe, after all), so scientists had to find a way to locate the spacecraft in the vast expanse. Before 1960, the location of planets and objects in deep space was established through astronomical observation, placing an object like Pluto against a background of stars to determine its position.15 In 1961, an experiment at the Goldstone Deep Space Communications Complex in California used radar to more accurately define an “astronomical unit” and help measure distances in space much more accurately.16 NASA used this new data as part of creating the trajectories for missions in the following years. Using the data from radio signals across a wide range of missions over the decades, the Deep Space Network maintained an ongoing database that helped further refine the definition of an astronomical unit—a kind of longitudinal study of space distances that now allows missions like New Horizons to create accurate flight trajectories. The Deep Space Network continued to find inventive ways of using the time lag of radio waves to locate objects in space, ultimately finding that certain ways of waiting for a downlink signal from the spacecraft were less accurate than others. It turned to using the antennas from multiple locations, such as Goldstone in California and the antennas in Canberra, Australia, or Madrid, Spain, to time how long the signal took to hit these different locations on Earth. The time it takes to receive these signals from the spacecraft works as a way to locate the probes as they are journeying to their destination. Latency—or the different time lag of receiving radio signals on different locations of Earth—is the key way that deep space objects are located as they journey through space. This discovery was made possible during the wait times for communicating with these craft alongside the decades of data gathered from each space mission. Without the constraint of waiting, the notion of using time as a locating feature wouldn’t have been possible.

I have since gathered data from more than five hundred individuals about their experience on more than one thousand teams. I asked them to answer a series of questions about a time when they had worked on a unified team, what the experience was like, what role their manager played, and what the end result was. Then I had them contrast this with a time when they had been on a disunified team and what that was like, what role their manager played, and how it affected the end result. The results of this research were startling: when there was a high level of clarity of purpose, the teams and the people on it overwhelmingly thrived. When there was a serious lack of clarity about what the team stood for and what their goals and roles were, people experienced confusion, stress, frustration, and ultimately failure. As one senior vice president succinctly summarized it when she looked at the results gathered from her extended team: “Clarity equals success.

When you are with Marines gathering to eat, you will notice that the most junior are served first and the most senior are served last. When you witness this act, you will also note that no order is given. Marines just do it. At the heart of this very simple action is the Marine Corps’ approach to leadership. Marine leaders are expected to eat last because the true price of leadership is the willingness to place the needs of others above your own. Great leaders truly care about those they are privileged to lead and understand that the true cost of the leadership privilege comes at the expense of self-interest.

Achievement Seekers will prefer to be recognized one-on-one or in a team meeting. You need to be specific about what they achieved. Even better, point to how what they did helped the team or the organization accomplish goals. This group would gather even more motivation if their achievement was compared to others on a leaderboard.

So Medtronic adjusted not only its marketing efforts, but also the services it provided to directly target potential patients. For example, in conjunction with local cardiologists, Medtronic organized heart-health screening clinics across the country—providing prospective patients with free, direct access to specialists and high-tech equipment without having to go through an overwhelmed GP first. The question of paying for a pacemaker and the attendant medical services was no small concern. So Medtronic created a loan program to help patients pay for the pacemaker procedure. The company initially assumed that patients might be drawn to loans that actually expired upon the patient’s death, so that they were not saddling the family with the burden of debt—the emotional and social component of their Job to Be Done. And, as the Medtronic team learned from patients themselves, that was what they often wanted. But friends and family wanted something different: they tended to rally around a patient to find the money necessary. In those cases, the patient was more likely simply to need a bridge loan until those funds could be gathered. Medtronic made sure that the loan process was not daunting for the family: a loan is typically approved within two days, requiring minimum paperwork and entailing no asset mortgage. The experience of navigating the complex web of health care in India could be overwhelming for both patients and their families. So the company began to work with local hospitals to create a patient counselor role, initially calling them “Sherpas,” that helped patients navigate the often mind-boggling bureaucracy of a hospital, keeping their procedure and aftercare as top priorities. The patient counselor role became so popular that hospitals asked if the company would allow patients obtaining pacemakers through traditional routes to seek assistance from a counselor, too. Seeing an opportunity to further identify Jobs to Be Done from within the hospital system, Medtronic jumped at the chance. “At the end of the day, we realized the role was such an important position, we adjusted the role. And we were OK with it,” Monson recalls. “It ingrained the value of that person into the entire hospital system, and thus our business model. And it made us the partner of choice. To me that was a clear example of hitting a Job to Be Done.” The first Medtronic pacemaker distributed through the Healthy Heart for All (HHFA) program in India was implanted in late 2010. Medtronic currently has partnerships with more than one hundred hospitals in thirty cities. India is considered to be one of the most high-potential growth markets for the company.

he would launch a massive brainstorming sessions and gather the opinions and thoughts of all his people. The idea there was to make a list of ten priorities based on the team beliefs, but in the end, he would only keep three, thus making them even more important (while keeping a certain form of control over the decision-making process).

When his management team gathers, the focus is never on what is going well; it’s on the handful of problems that need to be addressed.

Ayaz was impressed with the team of brain and brawn that Papamani had gathered around her.

Here is the story, which I have abridged (with acknowledgement to Sergey Parkhomenko, journalist and broadcaster, who reported it): The River Ob makes a turn at Kolpashevo, and every year it eats away a few feet of a sand cliff there. On April 30, 1979, the Ob's waters eroded another six-foot section of bank. Hanging from the newly exposed wall were the arms, legs and heads of people who had been buried there. A cemetery at least several yards wide had been exposed. The bodies had been packed in and layered tightly. Some of the skulls from the uppermost layer rolled out from the sandbank, and little boys picked them up and began playing with them. News of the burial spread quickly and people started gathering at the sandbank. The police and neighbourhood watch volunteers quickly cordoned off the whole thing. Shortly afterwards, they built a thick fence around the crumbling sandbank, warning people away. The next day, the Communist Party called meeting in the town, explaining that those buried were traitors and deserters from the war. But the explanation wasn't entirely convincing. If this were so, why was everyone dressed in civilian clothes? Why had women and children been executed as well? And from where, for that matter, did so many deserters come in a town of just 20,000 people? Meanwhile, the river continued to eat away at the bank and it became clear that the burial site was enormous; thousands were buried there. People could remember that there used to be a prison on these grounds in the late 1930s. It was general knowledge that there were executions there, but nobody could imagine just how many people were shot. The perimeter fence and barbed wire had long ago been dismantled, and the prison itself was closed down. But what the town's people didn't know was that Kolpashevo's prison operated a fully-fledged assembly line of death. There was a special wooden trough, down which a person would descend to the edge of a ditch. There, he'd be killed by rifle fire, the shooter sitting in a special booth. If necessary, he'd be finished off with a second shot from a pistol, before being added to the next layer of bodies, laid head-to-toe with the last corpse. Then they'd sprinkle him lightly with lime. When the pit was full, they filled in the hole with sand and moved the trough over a few feet to the side, and began again. But now the crimes of the past were being revealed as bodies fell into the water and drifted past the town while people watched from the shore. In Tomsk, the authorities decided to get rid of the burial site and remove the bodies. The task, it turned out, wasn't so easy. Using heavy equipment so near a collapsing sandbank wasn't wise and there was no time to dig up all the bodies by hand. The Soviet leadership was in a hurry. Then from Tomsk came new orders: two powerful tugboats were sent up the Ob, right up to the riverbank, where they were tied with ropes to the shore, facing away from the bank. Then they set their engines on full throttle. The wash from the ships' propellers quickly eroded the soft riverbank and bodies started falling into the water, where most of them were cut to pieces by the propellers. But some of the bodies escaped and floated away downstream. So motorboats were stationed there where men hooked the bodies as they floated by. A barge loaded with scrap metal from a nearby factory was moored near the boats and the men were told to tie pieces of scrap metal to the bodies with wire and sink them in the deepest part of the river. The last team, also composed of local men from the town, worked a bit further downstream where they collected any bodies that had got past the boats and buried them on shore in unmarked graves or sank them by tying the bodies to stones. This cleanup lasted almost until the end of the summer.

Your bellwether team is where you gather the most perspective. The coworker interviews are going to find some informational gems, and their opinions will greatly affect your decision to hire, but bellwethers are your constant. When they tell you, “This guy is going to change the face of your team,” you believe them because they are rarely wrong. There are three key bellwethers I have for each interview.

Bahira Shami is a young CEO tasked with ensuring the successful operation and growth of Beauty Elite Group. It's her mission to keep every department focused on their task and to her high standards. Bahira Shami plans to continue her growth with this company, gathering a team of like-minded professionals. She is proud of the company culture she has fostered at Beauty Elite Group. Bahira Shami got named Woman of the Year by the Houston Major.

From the word go, the two of us have been a team. I was not an experienced trainer, but she and I worked through it all together, both learning as we went. She is the most loyal dog I will ever own. She will sit and gaze into my eyes. I am her world. She does not have the strength of some sheepdogs, but what she lacks in raw power she more than makes up for in pure effort. If I were to set her an impossible task, she would persevere to her last breath rather than let me down. Whether we are out checking the sheep, gathering lambs for dosing or just sitting together in my car, having lunch and listening to Radio 1, we are inseparable. I doubt I will ever own another dog like her.

adult piglin pointed at Kate. “You need to get that thing out of here right this instant! If one of us goes through, we’ll get zombified!” Kate opened her arms wide, then pulled out her diamond pickaxe. “I know, I’m so sorry. This wasn’t supposed to happen.” She mined the obsidian, breaking the nether portal then gave out the chocolate chip cookies she had been saving to the kids. “Sorry about that!”  She ran out of the apartment, Bruce following her. Mom saw her from the nether village square and waved, a big smiled on her face. When Kate got there before she could even talk Mom swooped her up in a huge hug. “Ack! Mom! We just saw each other like a few hours ago.”  “I’m allowed to hug my kids,” Mom said, winking at her. She set her down. “How’d it go?”  “Well besides scaring the piglins half to death, pretty good. I found the perfect spot and got a small mine started. Is everyone ready here?”  Mom nodded. “Yep. Lots of potions and launchers are made. We didn’t have enough slime blocks, so you’ll have to use water.”  “Rats,” Kate said. “Oh well, it’ll have to work. Let’s get everyone ready.”  They spent a while rounding up everyone who was going to be on the team and gathered in the portal room of the castle. Ethan and Elijah were both there, along with a whole team of miners. Also Alex, who had been in charge of making all the launchers, and Delilah with several other evokers.  “We thought some vexes would be useful against the creature,” Delilah said.  “Oh good idea.” Kate smiled. “I’m starting to wonder if we could just take care of it before Dad and Jack even get back. Wouldn’t that be something?

When you say, “We'll match it,” you are conveying a full sentence, but you only hear yourself saying half of it. So, if you or someone on your team says, “We'll match it,” then gather your team together and practice the full sentence out loud. “We'll match it … because we're no better than them.” This is the clear message that you are conveying to the other side when you say these words. If you do not like the sound of that sentence, I would avoid saying the first half of it.

You get the sense that people here are rooting for defendants and litigants to get their lives in order. It's not uncommon for [the judge] to praise a defendant who has shown progress. …. According to independent evaluators, it reduced the recidivism rate of adult defendants by 10% and juvenile defendants by 20% and only 1% of the cases processed by the justice center result in jail at arraignment. [The judge said] I finally feel that I have a chance to really get to the problem that causes the person to come in front of me. The justice center team has been able to do this because they figured out the larger purpose of why they wanted to gather. They wanted to solve the community's problems together and they built a proceeding around that.

The importance of a group seeing one another may sound trivial, but it can be deadly serious. Until recently when medical teams gathered to operate on a patient, studies showed that they often did not know one another's names before starting. A 2001 John's Hopkins study showed that when members introduced themselves and shared concerns ahead of time, the likelihood of complications and deaths fell by 35%. Surgeons, like many of us felt they shouldn't waste time with the formalities of seeing and being seen, for something as important as saving lives, yet it was these silly formalities that directly affected the outcomes of surgeries. It was when [the surgical team] practiced good gathering principles that they felt more comfortable speaking up during surgery and offering solutions.

untapped need. Give employees three weeks to develop proposals, and then have them evaluate one another’s ideas, advancing the most original submissions to the next round. The winners receive a budget, a team, and the relevant mentoring and sponsorship to make their ideas a reality. 2. Picture yourself as the enemy. People often fail to generate new ideas due to a lack of urgency. You can create urgency by implementing the “kill the company” exercise from Lisa Bodell, CEO of futurethink. Gather a group together and invite them to spend an hour brainstorming about how to put the organization out of business—or decimate its most popular product, service, or technology. Then, hold a discussion about the most serious threats and how to convert them into opportunities to transition from defense to offense. 3. Invite employees from different functions and levels to pitch ideas. At DreamWorks Animation, even accountants and lawyers are encouraged and trained to present movie ideas. This kind of creative engagement can add skill variety to work, making it more interesting for employees while increasing the organization’s access to new ideas. And involving employees in pitching has another benefit: When they participate in generating ideas, they adopt a creative

untapped need. Give employees three weeks to develop proposals, and then have them evaluate one another’s ideas, advancing the most original submissions to the next round. The winners receive a budget, a team, and the relevant mentoring and sponsorship to make their ideas a reality. 2. Picture yourself as the enemy. People often fail to generate new ideas due to a lack of urgency. You can create urgency by implementing the “kill the company” exercise from Lisa Bodell, CEO of futurethink. Gather a group together and invite them to spend an hour brainstorming about how to put the organization out of business—or decimate

Learning Plan Template Before Entry Find out whatever you can about the organization’s strategy, structure, performance, and people. Look for external assessments of the performance of the organization. You will learn how knowledgeable, fairly unbiased people view it. If you are a manager at a lower level, talk to people who deal with your new group as suppliers or customers. Find external observers who know the organization well, including former employees, recent retirees, and people who have transacted business with the organization. Ask these people open-ended questions about history, politics, and culture. Talk with your predecessor if possible. Talk to your new boss. As you begin to learn about the organization, write down your first impressions and eventually some hypotheses. Compile an initial set of questions to guide your structured inquiry after you arrive. Soon After Entry Review detailed operating plans, performance data, and personnel data. Meet one-on-one with your direct reports and ask them the questions you compiled. You will learn about convergent and divergent views and about your reports as people. Assess how things are going at key interfaces. You will hear how salespeople, purchasing agents, customer service representatives, and others perceive your organization’s dealings with external constituencies. You will also learn about problems they see that others do not. Test strategic alignment from the top down. Ask people at the top what the company’s vision and strategy are. Then see how far down into the organizational hierarchy those beliefs penetrate. You will learn how well the previous leader drove vision and strategy down through the organization. Test awareness of challenges and opportunities from the bottom up. Start by asking frontline people how they view the company’s challenges and opportunities. Then work your way up. You will learn how well the people at the top check the pulse of the organization. Update your questions and hypotheses. Meet with your boss to discuss your hypotheses and findings. By the End of the First Month Gather your team to feed back to them your preliminary findings. You will elicit confirmation and challenges of your assessments and will learn more about the group and its dynamics. Now analyze key interfaces from the outside in. You will learn how people on the outside (suppliers, customers, distributors, and others) perceive your organization and its strengths and weaknesses. Analyze a couple of key processes. Convene representatives of the responsible groups to map out and evaluate the processes you selected. You will learn about productivity, quality, and reliability. Meet with key integrators. You will learn how things work at interfaces among functional areas. What problems do they perceive that others do not? Seek out the natural historians. They can fill you in on the history, culture, and politics of the organization, and they are also potential allies and influencers. Update your questions and hypotheses. Meet with your boss again to discuss your observations.

Yet as we know, PayPal triumphed over Billpoint, leading eBay to purchase PayPal for over $1.5 billion. One of the key factors was PayPal’s superior use of network intelligence. Reid led this intelligence-gathering effort for PayPal (he was executive vice president at the time) and asked all the members of the team, from executives to individual engineers, to use their network intelligence to learn about Billpoint’s strategy. Billpoint’s team, on the other hand, completely ignored the potential for network intelligence to provide insights into PayPal’s strategy.

I want this place to be where everyone gathers. I want team dinners here. I want our friends over. I want our kids to have their friends over. We can breathe out here, Ind. There are no fans or media waiting outside of the building. You should see the stars at night. It’s incredible, and there’s so much room outside. You can have a whole garden or a greenhouse. And I can’t wait to watch you turn this house into a home just like you did with the apartment.

As I was to learn, the process for creating the digital media business would be quite different because there was so much more to creating a great digital media customer experience than simply adding the next retail category to the Amazon website. The first part of the process went as normal. Our team of three or four people developed plans using the tried-and-true MBA-style methods of the time. We gathered data about the size of the market opportunity. We constructed financial models projecting our annual sales in each category, assuming, of course, an ever-increasing share of digital sales. We calculated gross margin assuming a certain cost of goods from our suppliers. We projected an operating margin based on the size of the team we would need to support the business. We outlined the deals we would make with media companies. We sketched out pricing parameters. We described how the service would work for customers. We put it all together in crisp-looking PowerPoint slides (this was still several months before the switch to narratives) and comprehensive Excel spreadsheets.

Mothers not only pass the harms of endocrine-disrupting chemicals on to their fetuses but on to even more distant generations. When a mother is exposed to EDCs, so too are her fetus's germ cells, which develop into eggs or sperm. "It's thought that during that exposure, the chemical can target those germ cells and do what we call reprogramming, or making epigenetic changes," says Flaws. "That can be a permanent change that gets carried through generations, because those germ cells will eventually be used to make the next generation, and those fetuses will have abnormal germ cells that would then go on to make the next generation." In the mid-20th century, scientists documented this in women who took a synthetic form of estrogen, called diethylstilbestrol or DES, to prevent miscarriages.? The drug worked as intended, and the women gave birth to healthy babies. But once some of those children hit puberty, the girls developed vaginal and breast cancer. The boys developed testicular cancer, and some suffered abnormal development of the penis. Scientists called them DES daughters and sons. "When those DES daughters and sons had children, we now have DES granddaughters and grandsons, and a lot of them have increased risk of those same cancers and reproductive problems," says Flaws. "Even though it was their great-grandmother that took DES and they don't have any DES in their system-their germ cells have been reprogramming, and they're passing down some of these disease traits." And now toxicologists are gathering evidence that mothers are passing microplastics and nanoplastics complete with EDCs and other toxic substances- to their fetuses. In 2021, scientists announced that they'd found microplastics in human placentas for the first time, both on the fetal side and maternal side.Later that year, another team of researchers found the same, and they also tested meconium-a newborn's first feces and discovered microplastic there too. Children are consuming microplastics, then, before they're even born.

A memorial on the crash site. Behind the memorial is the mountain that Parrado and Canessa climbed for the final push to reach rescue. That evening, as Parrado gathered firewood, Canessa looked up and saw a man on a horse on the other side of the river. Parrado dropped his sticks and, although he was utterly exhausted, he galloped down to the water’s edge. The world knew first For the fourteen people still at the crash site it was the most joyous radio broadcast they ever heard: the national news announced that Parrado and Canessa had successfully found help and rescue teams were on their way. Parrado guided two helicopters back to the site and by the morning of 23 December 1972 the fourteen remaining passengers of Flight 571 had been plucked from the mountain.

Our solar system, in turn, is just one tiny corner of the Milky Way galaxy, that thick band of stars visible in the darkest night skies stretching far over our heads. We’re about 25,000 light-years away from the center of the rotating galaxy, which astronomers estimate contains somewhere between 100 and 400 billion stars—and at least that number of planets—and stretches across some 87,400 light-years. What we see in our skies from Earth is the equivalent of staring at the side of the Milky Way stretching off before us, as if we’re looking at the edge of a plate or a Frisbee. It is spiral-shaped, like an enormous spinning pinwheel, first mentioned, as far as we know, by the Persian astronomer Abd al-Rahman al-Sufi in AD 964, recorded in his The Book of the Fixed Stars. In 1610, Galileo was the first astronomer to piece together, using a telescope, that the Milky Way visible in our skies was a collection of faint stars; a century later, Immanuel Kant surmised that it was a rotating body of stars, and over the next two hundred years, astronomers came to begin to grasp how enormous the universe truly is. Now we understand that our Milky Way is about 2.5 million light-years from the next closest galaxy, known as Andromeda. Together, these two massive galaxies—and all the stuff in between them, including a number of so-called dwarf galaxies and satellite galaxies, as well as a third large galaxy known as Triangulum—make up what astronomers call the “Local Group,” which is one corner of a larger cosmic structure known as a “supercluster.”II For most of the last fifty years, our particular galactic neighborhood was believed to be part of the “Virgo Supercluster,” a gathering of about one hundred galaxies, but in 2014 a team of astronomers led by Hawaii’s R. Brent Tully realized we were more connected to our neighbors than anyone had realized; they redrew the boundaries of the galactic map after realizing that our supercluster was far more vast and in fact consisted of what had been four separate superclusters that all moved in the same gravitational rhythm. They dubbed the new supercluster “Laniakea,” Hawaiian for “immense heaven,” and we now believe it encompasses about one hundred thousand other galaxies that astronomers define as “nearby,” despite the fact that they stretch across more than 520 million light-years of outer space. Laniakea, in turn, is now understood to be part of the Pisces-Cetus Supercluster Complex, an enormous structure of about sixty superclusters that together stretch across a billion light-years. The Pisces-Cetus Supercluster Complex is what’s known as a “galaxy filament,” the largest structures known to exist in our universe, in which NASA now estimates there are about 200 billion galaxies stretching across 46 billion light-years.III (Each of those galaxies is estimated to have perhaps 100 million stars—although the largest, known as supergiants, can contain 100 trillion.)

HOW I BUSTED MY UNFAITHFUL WIFE WITH THE HELP OF GRAYHATHACKS CONTRACTOR My wife had become increasingly distant, her behavior erratic, and she would often go out with friends and return home at odd hours. Her phone was her sanctuary, which she guarded fiercely. I had a gut-wrenching feeling that she was being unfaithful, but no matter how hard I tried, I couldn't catch her in the act. That's when I stumbled upon Grayhathacks Contractor, a team of professional hackers who specialize in investigating matters of infidelity. The process was swift and straightforward. They requested some basic information about Rachel's phone and her daily routines, which I provided with a heavy heart. I had to be meticulous in my details, describing her habits such as her favorite coffee shop where she'd often go to 'work' on her laptop, the secret password she used for her phone among other details. Their service was impeccable. Within a few hours, they had infiltrated Rachel's phone and installed an undetectable spyware that would allow me to monitor her messages, calls, location, and even her social media accounts. The software was so sophisticated that it didn't drain her battery or cause any glitches that would raise suspicion. The first few days were agonizing as I waited for any signs of deceit, but the evidence I gathered was chilling. She had been meeting her ex-boyfriend, at a motel just outside of town. The spyware provided me with the exact dates, times, and even the exact location where they were staying. I could see their flirty texts, the lovey-dovey emojis, and the incriminating photos they exchanged. But what was most disturbing was Rachel's level of deception. She had gone to great lengths to cover her tracks. She would delete messages and call logs, and even change her phone's settings to prevent any notifications from her ex from reaching her lock screen. It was like watching a masterclass in infidelity, and she had done it all right under my nose. Grayhathacks Contractor also provided me with a detailed report of her whereabouts. I could see the exact moments she lied to me about her whereabouts, the hours she spent with Michael, and the clandestine meetings she arranged when she thought I was out of town. It was a crushing realization, but I needed to know the truth. When I finally gathered the courage to confront her, I had irrefutable proof of her betrayal. The look on her face said it all. She had been caught red-handed, and she knew it. The truth was out, and it was disgusting. She had betrayed me in the worst possible way. The service they provide is not for the faint of heart, but for those who suspect their partner of infidelity and need concrete evidence, I can't recommend Grayhathacks Contractor enough. They gave me the tools to uncover the harsh reality and, ultimately, make the right decision for my life. Contact Email grayhathacks@contractor.net

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His mamãe was the best artist at that show, the disaster that became the yardstick by which I measured all others. Her series of child-sized mannequins depicting the stages of life of a waka in Palmares Três made me bite back tears. She dressed a child in a smock made lovely by a border of hand-stitched coffee beans and sugarcane. The older ones wore a shimmering aquamarine dress with a wistful bow gathered like flowers beneath her chin; a soccer jersey for a team that didn’t exist and shockingly orange cleats; and the last mannequin came of age in a simple wide skirt and blouse in blushing pink and a turban the color of dried blood.

In requirements gathering meetings giving right answers to wrong questions is worse than giving wrong answers to the right questions. Wrong questions mislead the team, generate conflicts, waste project time, and result in failure. Business analysts should prepare simple, objective, and to-the-point questions before these meetings.

The idea for Google News (Mayer, 2006) came from Krishna, an engineer who was passionate about reading news. Krishna (Mayer, 2006) had 15 favorite news websites and he would read all versions of the same news to get all perspectives. In order to be more efficient, Krishna created a script (Mayer, 2006) that crawled “his favorite news sites, gathered up all the news, and then clustered it, so it would actually group the stories to read together” (Mayer, 2006). Krishna (Mayer, 2006) mailed the script to Google, in case some colleagues would like to read news more efficiently. The Google team found it helpful (Mayer, 2006) and decided to “take it up to the next level” and created a useful tool for the users.

Complex environments for social interventions and innovations are those in which what to do to solve problems is uncertain and key stakeholders are in conflict about how to proceed. Informed by systems thinking and sensitive to complex nonlinear dynamics, developmental evaluation supports social innovation and adaptive management. Evaluation processes include asking evaluative questions, applying evaluation logic, and gathering realtime data to inform ongoing decision making and adaptations. The evaluator is often part of a development team whose members collaborate to conceptualize, design, and test new approaches in a long-term, ongoing process of continuous development, adaptation, and experimentation, keenly sensitive to unintended results and side effects. The evaluator’s primary function in the team is to infuse team discussions with evaluative questions, thinking, and data, and to facilitate systematic data-based reflection

Let’s play rummy,” he said. “I don’t know how to play,” I said. “You’ll have to teach me.” He gave me a rundown on the basics; then we started a game. For some strange reason I was able to beat him at rummy even though he’d been playing the card game his whole life. So we moved on to dominoes. Again Jep taught me the basics, and we practiced a little then started a game. I beat him again. He wasn’t smiling and raising his eyebrow anymore, and I could tell the competition was heating up and he wasn’t enjoying losing to me. We moved on to board games, and he pulled out Battleship. “I’ve never played it,” I said. “Okay, I’ll teach you.” And wouldn’t you know it? I won again. Although I wasn’t as outwardly competitive as the Robertson clan, you have to have a strong competitive streak to do well in sports, and I definitely had that inside me. I liked winning, but I could tell Jep didn’t like losing. I found out later that the Robertsons were extremely competitive and played for blood, whether it was Monopoly, dominoes, or card games. But back then I didn’t know, and what Jep said next really surprised me. “I want you to leave.” His face was stern and his eyes hard. “What?” I said, laughing. I thought he was joking. He wasn’t. “I want you to leave this house right now.” “You want me to leave?” “Yes.” So I did. I gathered up my stuff, walked out the front door, and got in my car. Jep trailed behind, and right before I drove away, he leaned over and said, “I’m sorry I’m so competitive. I learned it from my grandparents, my dad, and my uncles.” He told me later about the domino games at Granny and Pa’s with loud arguing and slamming of dominoes on the table. “I knew those games,” Jep said. “I was really good. None of my friends could stay with me at all, so when you beat me, I was embarrassed. Nobody was supposed to beat me at those games.” So we learned early on to only play on the same team. We never play against each other if we can help it. Otherwise, I’ll be out in the doghouse when I beat Jep!

When people gather and discuss in a group, independence of thought and expression can be lost. Maybe one person is a loudmouth who dominates the discussion, or a bully, or a superficially impressive talker, or someone with credentials that cow others into line. In so many ways, a group can get people to abandon independent judgment and buy into errors. When that happens, the mistakes will pile up, not cancel out. This is the root of collective folly, whether it’s Dutch investors in the seventeenth century, who became collectively convinced that a tulip bulb was worth more than a laborer’s annual salary, or American home buyers in 2005, talking themselves into believing that real estate prices could only go up. But loss of independence isn’t inevitable in a group, as JFK’s team showed during the Cuban missile crisis. If forecasters can keep questioning themselves and their teammates, and welcome vigorous debate, the group can become more than the sum of its parts.

Joe Paterno would end every game by gathering the players and reciting the Lord’s Prayer. He loved it—not so much for religious reasons but for the words. Look. The Lord’s Prayer uses the words “us” and “we” and “our.” It doesn’t use the word “I” or “me” or “mine.” Paterno understood. It’s a team prayer.

Interviewing is a team sport and failing to get everyone’s perspective regarding a candidate is not only a lost opportunity in terms of gathering some random piece of perspective, but it also sends an implied message to the team when Dave gets excused.

Today the Church has 220 data-gathering teams in forty-five countries that are making digital copies of new records. They are also converting 2.4 million microfilm records into a digital format.

Opening the freezer, Easy smiled. God bless the Rixeys’ ice-cream addiction. There were so many containers, it seemed entirely plausible that they’d robbed an ice-cream delivery truck. He sorted through the tubs until he found a container of chocolate. Bingo. Next, he grabbed the milk from the fridge. And then he opened a bunch of cabinets until he found a blender at the back of one of them. The layer of dust on its surfaces told of how long it had gone unused. He rinsed and wiped it off, then brought the detachable pitcher to the other counter, where the ice cream lay waiting. Shane’s expression was two seconds away from amused. “Not a word, McCallan.” He held up his hands and shook his head, but he couldn’t hold back the smile. Fucker. Scoop, scoop, scoop, milk. Lid on, Easy placed the container on the blender and hit mix. Two minutes later, he had something approximating a very thick milk shake. He spooned it into a glass, then gathered the bagel and soup. Next he built his sandwich, sneaking pieces of beef and cheese as he worked. “Damn, that looks good,” Shane said, pushing off the stool and grabbing a plate for himself. “Think I’ll make some food for me and Sara, too.” Easy suddenly felt less self-conscious with Shane making food for his woman, too. Whoa. He froze with a piece of rye bread in his hand. Jenna was not his woman. But maybe she could be. Slapping the bread on top of the lettuce, Easy’s thoughts spun—he came up with lots of reasons why it probably wasn’t a good idea, but that didn’t make him want it any less. Mid-sandwich-making, Shane spoke in low, even tones. “We don’t have to do that thing where I tell you to handle Jenna with care if you’re thinking of starting something with her, do we?” For. Fuck. Sake. Not that Easy was particularly surprised by the question. Hadn’t he been half expecting it? And, his brain noted with interest, it wasn’t a warning off. “Nope.” “I didn’t think so,” Shane said in that same casual, even tone. “I see how protective you are of her, Easy, and I’m glad for that. I know you’ll treat her right, so I’m not saying a thing about it, except handle with care.” Nodding, Easy concentrated on making the floor stand still under his feet. “I like her, Shane,” he finally said, echoing the conversation he and Shane had had a few nights ago about Shane’s growing feelings for Sara. And, well, hi, how ya doin’, Mr. Hypocrite, Easy had told Shane he had to come clean with the team. Despite the fact that Easy hadn’t done so himself. Still. “Yeah,” Shane said, clapping him on the back of the neck and squeezing. “I know.” Wow. From the thin cabinet next to the oven Easy retrieved a baking sheet to use as a tray. Improvisation he could do. He loaded it down with everything he thought they’d need, lifted it into his arms and then he was all about getting back to Jenna.

Teams gather around change.

Dana followed a specific structure: Set the stage. Gather data. Generate insights. Decide what to do. Close the retrospective.

Ten months after Jamie’s death, the 2006 football season began. The Colts played peerless football, winning their first nine games, and finishing the year 12–4. They won their first play-off game, and then beat the Baltimore Ravens for the divisional title. At that point, they were one step away from the Super Bowl, playing for the conference championship—the game that Dungy had lost eight times before. The matchup occurred on January 21, 2007, against the New England Patriots, the same team that had snuffed out the Colts’ Super Bowl aspirations twice. The Colts started the game strong, but before the first half ended, they began falling apart. Players were afraid of making mistakes or so eager to get past the final Super Bowl hurdle that they lost track of where they were supposed to be focusing. They stopped relying on their habits and started thinking too much. Sloppy tackling led to turnovers. One of Peyton Manning’s passes was intercepted and returned for a touchdown. Their opponents, the Patriots, pulled ahead 21 to 3. No team in the history of the NFL had ever overcome so big a deficit in a conference championship. Dungy’s team, once again, was going to lose.3.36 At halftime, the team filed into the locker room, and Dungy asked everyone to gather around. The noise from the stadium filtered through the closed doors, but inside everyone was quiet. Dungy looked at his players. They had to believe, he said. “We faced this same situation—against this same team—in 2003,” Dungy told them. In that game, they had come within one yard of winning. One yard. “Get your sword ready because this time we’re going to win. This is our game. It’s our time.”3.37 The Colts came out in the second half and started playing as they had in every preceding game. They stayed focused on their cues and habits. They carefully executed the plays they had spent the past five years practicing until they had become automatic. Their offense, on the opening drive, ground out seventy-six yards over fourteen plays and scored a touchdown. Then, three minutes after taking the next possession, they scored again. As the fourth quarter wound down, the teams traded points. Dungy’s Colts tied the game, but never managed to pull ahead. With 3:49 left in the game, the Patriots scored, putting Dungy’s players at a three-point disadvantage, 34 to 31. The Colts got the ball and began driving down the field. They moved seventy yards in nineteen seconds, and crossed into the end zone. For the first time, the Colts had the lead, 38 to 34. There were now sixty seconds left on the clock. If Dungy’s team could stop the Patriots from scoring a touchdown, the Colts would win. Sixty seconds is an eternity in football.