Technical Motivational Quotes

... toxic derivatives were underpinned by toxic economics, which, in turn, were no more than motivated delusions in search of theoretical justification; fundamentalist tracts that acknowledged facts only when they could be accommodated to the demands of the lucrative faith. Despite their highly impressive labels and technical appearance, economic models were merely mathematized versions of the touching superstition that markets know best, both at times of tranquility and in periods of tumult.

The point of which is—it is technically possible to check in to, say, a transatlantic flight, check your bags, go through passport control, wave good-bye to your loved ones (or loathed ones, whichever is more applicable in your particular circumstances), and yet nonetheless somehow not leave when the plane does. You just have to be really motivated.

It does not need to be perfect - or technically correct - to be magic

The point is, our minds aren't as private as we like to imagine. Other people have partial visibility into what we're thinking. Faced with the translucency of our own minds, then, self-deception is often the most robust way to mislead others. It's not technically a lie (because it's not conscious or deliberate), but it has a similar effect. "We hide reality from our conscious minds," says Trivers, "the better to hide it from onlookers.

Trusting other people and giving them the freedom to make technical decisions (even ones that you disagree with!), understanding other people’s motivations, learning to give difficult feedback, knowing when to pick your battles - these are all useful skills to have.

In December 1790, with other options foreclosed, Hamilton revived a proposal he had floated in his Report on Public Credit: an excise tax on whiskey and other domestic spirits. He knew the measure would be loathed in rural areas that thrived on moonshine, but he thought this might be more palatable to farmers than a land tax. Hamilton confessed to Washington an ulterior political motive for this liquor tax: he wanted to lay “hold of so valuable a resource of revenue before it was generally preoccupied by the state governments.” As with assumption, he wanted to starve the states of revenue and shore up the federal government. Jefferson did not exaggerate Hamilton’s canny capacity to clothe political objectives in technical garb. There were hidden agendas buried inside Hamilton’s economic program, agendas that he tended to share with high-level colleagues but not always with the public.

Motive didn’t have a lot to do with bloodlust, Jefferson would say, and shake it off, ready for the next case. But he was used to it. He’d been working for the BSI for five years. Almost as long as the BSI had existed. Cooper had only been there for six months and wasn’t yet comfortable walking away before an investigation was technically closed.

Happiness, indeed, becomes not only a prerequisite for work - more and more managers claim to select workers according to their levels of happiness and positivity - but also the very content of the work itself, with positive emotions, attitude and motivations rising as essential psychological features, even more important or essential than skills or technical qualifications.

But within the framework of an ideology such pluralism cannot be so enlarged as to incorporate into the political system and submit to political arbitration radical structural conflicts between family life and economic development, religión and culture, personality and the need for governmental administration, or between the expected motives of agents and the methods of recruiting. In such States, political pluralism remains on a technical and instrumental level; the problem-solving capacity of the political system is built on the premise that, in the last analysis, all critical problems can be reduced to economic problems. For this reason (and because of the political ideologization of all publíc life) limits are set to the level of complexity such a society can reach.

The Brits call this sort of thing Functional Neurological Symptoms, or FNS, the psychiatrists call it conversion disorder, and almost everyone else just calls it hysteria. There are three generally acknowledged, albeit uncodified, strategies for dealing with it. The Irish strategy is the most emphatic, and is epitomized by Matt O’Keefe, with whom I rounded a few years back on a stint in Ireland. “What are you going to do?” I asked him about a young woman with pseudoseizures. “What am I going to do?” he said. “I’ll tell you what I’m goin’ to do. I’m going to get her, and her family, and her husband, and the children, and even the feckin’ dog in a room, and tell ’em that they’re wasting my feckin’ time. I want ’em all to hear it so that there is enough feckin’ shame and guilt there that it’ll keep her the feck away from me. It might not cure her, but so what? As long as I get rid of them.” This approach has its adherents even on these shores. It is an approach that Elliott aspires to, as he often tells me, but can never quite marshal the umbrage, the nerve, or a sufficiently convincing accent, to pull off. The English strategy is less caustic, and can best be summarized by a popular slogan of World War II vintage currently enjoying a revival: “Keep Calm and Carry On.” It is dry, not overly explanatory, not psychological, and does not blame the patient: “Yes, you have something,” it says. “This is what it is [insert technical term here], but we will not be expending our time or a psychiatrist’s time on it. You will have to deal with it.” Predictably, the American strategy holds no one accountable, involves a brain-centered euphemistic explanation coupled with some touchy-feely stuff, and ends with a recommendation for a therapeutic program that, very often, the patient will ignore. In its abdication of responsibility, motivated by the fear of a lawsuit, it closely mirrors the beginning of the end of a doomed relationship: “It’s not you, it’s … no wait, it’s not me, either. It just is what it is.” Not surprisingly, estimates of recurrence of symptoms range from a half to two-thirds of all cases, making this one of the most common conditions that a neurologist will face, again and again.

All A players have six common denominators. They have a scoreboard that tells them if they are winning or losing and what needs to be done to change their performance. They will not play if they can’t see the scoreboard. They have a high internal, emotional need to succeed. They do not need to be externally motivated or begged to do their job. They want to succeed because it is who they are . . . winners. People often ask me how I motivate my employees. My response is, “I hire them.” Motivation is for amateurs. Pros never need motivating. (Inspiration is another story.) Instead of trying to design a pep talk to motivate your people, why not create a challenge for them? A players love being tested and challenged. They love to be measured and held accountable for their results. Like the straight-A classmate in your high school geometry class, an A player can hardly wait for report card day. C players dread report card day because they are reminded of how average or deficient they are. To an A player, a report card with a B or a C is devastating and a call for renewed commitment and remedial actions. They have the technical chops to do the job. This is not their first rodeo. They have been there, done that, and they are technically very good at what they do. They are humble enough to ask for coaching. The three most important questions an employee can ask are: What else can I do? Where can I get better? What do I need to do or learn so that I continue to grow? If you have someone on your team asking all three of these questions, you have an A player in the making. If you agree these three questions would fundamentally change the game for your team, why not enroll them in asking these questions? They see opportunities. C players see only problems. Every situation is asking a very simple question: Do you want me to be a problem or an opportunity? Your choice. You know the job has outgrown the person when all you hear are problems. The cost of a bad employee is never the salary. My rules for hiring and retaining A players are: Interview rigorously. (Who by Geoff Smart is a spectacular resource on this subject.) Compensate generously. Onboard effectively. Measure consistently. Coach continuously.

The civil machinery which ensured the carrying out of this law, and the military organization which turned numbers of men into battalions and divisions, were each founded on a bureaucracy. The production of resources, in particular guns and ammunition, was a matter for civil organization. The movement of men and resources to the front, and the trench system of defence, were military concerns.” Each interlocking system was logical in itself and each system could be rationalized by those who worked it and moved through it. Thus, Elliot demonstrates, “It is reasonable to obey the law, it is good to organize well, it is ingenious to devise guns of high technical capacity, it is sensible to shelter human beings against massive firepower by putting them in protective trenches.” What was the purpose of this complex organization? Officially it was supposed to save civilization, protect the rights of small democracies, demonstrate the superiority of Teutonic culture, beat the dirty Hun, beat the arrogant British, what have you. But the men caught in the middle came to glimpse a darker truth. “The War had become undisguisedly mechanical and inhuman,” Siegfried Sassoon allows a fictional infantry officer to see. “What in earlier days had been drafts of volunteers were now droves of victims.”378 Men on every front independently discovered their victimization. Awareness intensified as the war dragged on. In Russia it exploded in revolution. In Germany it motivated desertions and surrenders. Among the French it led to mutinies in the front lines. Among the British it fostered malingering.

The umbrella assertion made by Team B—and the most inflammatory—was that the previous National Intelligence Estimates “substantially misperceived the motivations behind Soviet strategic programs, and thereby tended consistently to underestimate their intensity, scope, and implicit threat.” Soviet military leaders weren’t simply trying to defend their territory and their people; they were readying a First Strike option, and the US intelligence community had missed it. What led to this “grave and dangerous flaw” in threat assessment, according to Team B, was an overreliance on hard technical facts, and a lamentable tendency to downplay “the large body of soft data.” This “soft” data, the ideological leader of Team B, Richard Pipes, would later say, included “his deep knowledge of the Russian soul.

Accordingly, we imagine ourselves to be innocuous, reasonable, and humane. We do not think of distrusting our motives or of asking ourselves how the inner man feels about the things we do in the outside world. But actually it is frivolous, superficial, and unreasonable of us, as well as psychically unhygienic, to overlook the reaction and standpoint of the unconscious. One can regard one’s stomach or heart as unimportant and worthy of contempt, but that does not prevent overeating or overexertion from having consequences that affect the whole man. Yet we think that psychic mistakes and their consequences can be got rid of with mere words, for ‘psychic’ means less than air to most people. All the same, nobody can deny that without the psyche there would be no world at all, and still less a human world. Virtually everything depends on the human psyche and its functions. It should be worthy of all the attention we can give it, especially today, when everyone admits that the weal or woe of the future will be decided neither by the threat of wild animals, nor by natural catastrophes, nor by the danger of world-wide epidemics, but simply and solely by the psychic changes in man. It needs only an almost imperceptible disturbance of equilibrium in a few of our rulers’ heads to plunge the world into blood, fire, and radioactivity. The technical means necessary for this are present on both sides. And certain conscious deliberations, uncontrolled by any inner opponent, can be put into effect all too easily, as we have seen already from the example of one 'Leader.’ The consciousness of modern man still clings so much to external objects that he makes them exclusively responsible, as if it were on them that the decision depended

Having judged, condemned, abandoned his cultural forms, his language, his food habits, his sexual behavior, his way of sitting down, of resting, of laughing, of enjoying himself, the oppressed flings himself upon the imposed culture with the desperation of a drowning man. Developing his technical knowledge in contact with more and more perfected machines, entering into the dynamic circuit of industrial production, meeting men from remote regions in the framework of the concentration of capital, that is to say, on the job, discovering the assembly line, the team, production �time,� in other words yield per hour, the oppressed is shocked to find that he continues to be the object of racism and contempt. It is at this level that racism is treated as a question of persons. �There are a few hopeless racists, but you must admit that on the whole the population likes….� �With time all this will disappear.� �This is the country where there is the least amount of race prejudice.� �At the United Nations there is a commission to fight race prejudice.� Films on race prejudice, poems on race prejudice, messages on race prejudice. Spectacular and futile condemnations of race prejudice. In reality, a colonial country is a racist country. If in England, in Belgium, or in France, despite the democratic principles affirmed by these respective nations, there are still racists, it is these racists who, in their opposition to the country as a whole, are logically consistent. It is not possible to enslave men without logically making them inferior through and through. And racism is only the emotional, affective, sometimes intellectual explanation of this inferiorization. The racist in a culture with racism is therefore normal. He has achieved a perfect harmony of economic relations and ideology. The idea that one forms of man, to be sure, is never totally dependent on economic relations, in other words—and this must not be forgotten—on relations existing historically and geographically among men and groups. An ever greater number of members belonging to racist societies are taking a position. They are dedicating themselves to a world in which racism would be impossible. But everyone is not up to this kind of objectivity, this abstraction, this solemn commitment. One cannot with impunity require of a man that he be against �the prejudices of his group.� And, we repeat, every colonialist group is racist. �Acculturized� and deculturized at one and the same time, the oppressed continues to come up against racism. He finds this sequel illogical, what be has left behind him inexplicable, without motive, incorrect. His knowledge, the appropriation of precise and complicated techniques, sometimes his intellectual superiority as compared to a great number of racists, lead him to qualify the racist world as passion-charged. He perceives that the racist atmosphere impregnates all the elements of the social life. The sense of an overwhelming injustice is correspondingly very strong. Forgetting racism as a consequence, one concentrates on racism as cause. Campaigns of deintoxication are launched. Appeal is made to the sense of humanity, to love, to respect for the supreme values.

The popular 2020 documentary The Social Dilemma illustrates how AI’s personalization will cause you to be unconsciously manipulated by AI and motivated by profit from advertising. The Social Dilemma star Tristan Harris says: “You didn’t know that your click caused a supercomputer to be pointed at your brain. Your click activated billions of dollars of computing power that has learned much from its experience of tricking two billion human animals to click again.” And this addiction results in a vicious cycle for you, but a virtuous cycle for the big Internet companies that use this mechanism as a money-printing machine. The Social Dilemma further argues that this may narrow your viewpoints, polarize society, distort truth, and negatively affect your happiness, mood, and mental health. To put it in technical terms, the core of the issue is the simplicity of the objective function, and the danger from single-mindedly optimizing a single objective function, which can lead to harmful externalities. Today’s AI usually optimizes this singular goal—most commonly to make money (more clicks, ads, revenues). And AI has a maniacal focus on that one corporate goal, without regard for users’ well-being.

This may be our only hope,” said Lillian. “Don’t think too long.” Lillian turned and left, the baggy back of her cardigan seeming to sweep behind her like a cape. “I wasn’t kidding. Someone really has to talk to her about her motivational speaking,” said Dad. “She’s meant to be the town leader, isn’t she?” “She’s the only adult sorcerer alive who isn’t strictly evil,” said Rusty. “So she wins the crown by default, I guess. Unless Henry wants it.” Kami supposed Henry was technically grown up, though he was only a couple of years older than Rusty. “Your town seems very nice,” said Henry, in the tones of one being very polite when offered a large unwanted present that was on fire. “But I only just got here. I don’t feel qualified to lead.” “Okay,” said Dad. “So she’s all we’ve got to work with, as Ash and Jared are both so extremely and tragically seventeen. Fine. So what we need to do now is get the town behind her. Worse politicians have been elected every day.” “I don’t think Lillian will be kissing any babies anytime soon,” Holly said doubtfully. “Since she probably hates babies. And kittens. And rainbows and sunshine,” said Angela, who sounded like she had a certain amount of sympathy for Lillian’s viewpoint.

Humans are not innately good (just as they are not innately evil), but they come equipped with motives that can orient them away from violence and toward cooperation and altruism. Empathy (particularly in the sense of sympathetic concern) prompts us to feel the pain of others and to align their interests with our own. Self-control allows us to anticipate the consequences of acting on our impulses and to inhibit them accordingly. The moral sense sanctifies a set of norms and taboos that govern the interactions among people in a culture, sometimes in ways that decrease violence, though often (when the norms are tribal, authoritarian, or puritanical) in ways that increase it. And the faculty of reason allows us to extricate ourselves from our parochial vantage points, to reflect on the ways in which we live our lives, to deduce ways in which we could be better off, and to guide the application of the other better angels of our nature. In one section I will also examine the possibility that in recent history Homo sapiens has literally evolved to become less violent in the biologist’s technical sense of a change in our genome. But the focus of the book is on transformations that are strictly environmental: changes in historical circumstances that engage a fixed human nature in different ways.

The legendary inscription above the Academy's door speaks loudly about Plato's attitude toward mathematics. In fact, most of the significant mathematical research of the fourth century BC was carried out by people associated in one way or another with the Academy. Yet Plato himself was not a mathematician of great technical dexterity, and his direct contributions to mathematical knowledge were probably minimal. Rather, he was an enthusiastic spectator, a motivating source of challenge, an intelligent critic, an an inspiring guide. The first century philosopher and historian Philodemus paints a clear picture: "At that time great progress was seen in mathematics, with Plato serving as the general architect setting out problems, and the mathematicians investigating them earnestly." To which the Neoplatonic philosopher and mathematician Proclus adds: "Plato...greatly advanced mathematics in general and geometry in particular because of his zeal for these studies. It is well known that his writings are thickly sprinkled with mathematical terms and that he everywhere tries to arouse admiration for mathematics among students of philosophy." In other words, Plato, whose mathematical knowledge was broadly up to date, could converse with the mathematicians as an equal and as a problem presenter, even though his personal mathematical achievements were not significant.

For the disciplined man, as for the true believer, no detail is unimportant, but not so much for the meaning that it conceals within it as for the hold it provides for the power that wishes to seize it. Characteristic is the great hymn to the 'little things' and to their eternal importance, sung by Jean Baptiste de La Salle, in his "Traité sur les obligations des freres des Ecoles chretienne" (Treaty on the obligations of the Brothers of the Christian Schools). The mystique of the everyday is joined here with the discipline of the minute. 'How dangerous it is to neglect little things. It is a very consoling reflection for a soul like mine, little disposed to great actions, to think that fidelity to little things may, by an imperceptible progress, raise us to the most eminent sanctity: because little things lead to greater . . . Little things; it will be said, alas, my God, what can we do that is great for you, weak and mortal creatures that we are. Little things; if great things presented themselves would we perform them! Would we not think them beyond our strength! Little things; and if God accepts them and wishes to receive them as great things! Little things; has one ever felt this? Does one judge according to experience? Little things; one is certainly guilty, therefore, of seeing them as such, one refuses them! Little things; yet it is they that in the end have made great saints! Yes, little things; but great motives, great feelings, great fervour, great ardour, and consequently great merits, great treasures, great rewards! (La Salle). The meticulousness of the regulations, the fussiness of the inspections, the supervision of the smallest fragment of life and of the body - will soon provide, in the context of the school, the barracks, the hospital or the workshop, a laicized content, an economic or technical rationality for this mystical calculus of the infinitesimal and the infinite.

gave up on the idea of creating “socialist men and women” who would work without monetary incentives. In a famous speech he criticized “equality mongering,” and thereafter not only did different jobs get paid different wages but also a bonus system was introduced. It is instructive to understand how this worked. Typically a firm under central planning had to meet an output target set under the plan, though such plans were often renegotiated and changed. From the 1930s, workers were paid bonuses if the output levels were attained. These could be quite high—for instance, as much as 37 percent of the wage for management or senior engineers. But paying such bonuses created all sorts of disincentives to technological change. For one thing, innovation, which took resources away from current production, risked the output targets not being met and the bonuses not being paid. For another, output targets were usually based on previous production levels. This created a huge incentive never to expand output, since this only meant having to produce more in the future, since future targets would be “ratcheted up.” Underachievement was always the best way to meet targets and get the bonus. The fact that bonuses were paid monthly also kept everyone focused on the present, while innovation is about making sacrifices today in order to have more tomorrow. Even when bonuses and incentives were effective in changing behavior, they often created other problems. Central planning was just not good at replacing what the great eighteenth-century economist Adam Smith called the “invisible hand” of the market. When the plan was formulated in tons of steel sheet, the sheet was made too heavy. When it was formulated in terms of area of steel sheet, the sheet was made too thin. When the plan for chandeliers was made in tons, they were so heavy, they could hardly hang from ceilings. By the 1940s, the leaders of the Soviet Union, even if not their admirers in the West, were well aware of these perverse incentives. The Soviet leaders acted as if they were due to technical problems, which could be fixed. For example, they moved away from paying bonuses based on output targets to allowing firms to set aside portions of profits to pay bonuses. But a “profit motive” was no more encouraging to innovation than one based on output targets. The system of prices used to calculate profits was almost completely unconnected to the value of new innovations or technology. Unlike in a market economy, prices in the Soviet Union were set by the government, and thus bore little relation to value. To more specifically create incentives for innovation, the Soviet Union introduced explicit innovation bonuses in 1946. As early as 1918, the principle had been recognized that an innovator should receive monetary rewards for his innovation, but the rewards set were small and unrelated to the value of the new technology. This changed only in 1956, when it was stipulated that the bonus should be proportional to the productivity of the innovation. However, since productivity was calculated in terms of economic benefits measured using the existing system of prices, this was again not much of an incentive to innovate. One could fill many pages with examples of the perverse incentives these schemes generated. For example, because the size of the innovation bonus fund was limited by the wage bill of a firm, this immediately reduced the incentive to produce or adopt any innovation that might have economized on labor.

In many ways, the U.S. bureaucracy has moved away from the Weberian ideal of an energetic and efficient organization staffed by people chosen for their ability and technical knowledge. The system as a whole is less merit-based: rather than coming from top schools, 45 percent of recent new hires to the federal service are veterans, as mandated by Congress. And a number of surveys of the federal work force paint a depressing picture. According to the scholar Paul Light, “Federal employees appear to be more motivated by compensation than mission, ensnared in careers that cannot compete with business and nonprofits, troubled by the lack of resources to do their jobs, dissatisfied with the rewards for a job well done and the lack of consequences for a job done poorly, and unwilling to trust their own organizations.

hegemony of the modern synagogue. These are the events that surround birth, coming of age, marriage (including divorce), and death. Many synagogues will name babies for parents who are not members, presuming that one day they might become members. And more often than not, those who marry are not synagogue members, since they no longer live in their hometowns and, as young singles, have not been motivated to join a synagogue in their new city of residence. Following the common trajectory of synagogue membership, by the time people die (in old age), they have already discontinued their synagogue membership, although perhaps their children are still members. Thus, some synagogues do funerals for people who are technically not members. In practice, the synagogue generally limits its services only to members in the area of bat or bar mitzvah. Most life-cycle events (outside of these four core events) that individuals mark,

Organizer—Using work breakdown, estimating, and scheduling techniques, determines the complete work effort for the project, the proper sequence of the work activities, when the work will be accomplished, who will do the work, and how much the work will cost. • Point Man—Serves as the central point-of-contact for all oral and written project communications. • Quartermaster—Ensures the project has the resources, materials, and facilities its needs when it needs it. • Facilitator—Ensures that stakeholders and team members who come from different perspectives understand each other and work together to accomplish the project goals. • Persuader—Gains agreement from the stakeholders on project definition, success criteria, and approach; manages stakeholder expectations throughout the project while managing the competing demands of time, cost, and quality; and gains agreement on resource decisions and issue resolution action steps. • Problem Solver—Utilizes root-cause analysis process experience, prior project experiences, and technical knowledge to resolve unforeseen technical issues and to take any necessary corrective actions. • Umbrella—Works to shield the project team from the politics and “noise” surrounding the project, so they can stay focused and productive. • Coach—Determines and communicates the role each team member plays and the importance of that role to the project success, finds ways to motivate each team member, looks for ways to improve the skills of each team member, and provides constructive and timely feedback on individual performances. • Bulldog—Performs the follow-up to ensure that commitments are maintained, issues are resolved, and action items are completed. • Librarian—Manages all information, communications, and documentation involved in the project.

Romance primes her body for the bedroom. But for men, it may have the opposite effect. (Dylan & Sara/Stocksy) Turns out, there may be a scientific reason why movies based on Nicholas Sparks novels are called “chick flicks.” Watching romantic movies revs women’s sex drives — but it also dampens men’s desire to hit the sheets, according to a new study in the journal Archives of Sexual Behavior. In the world of sex research, there’s a theory about sexual desire called the “incentive motivation model.” That’s a technical way of saying arousal starts with a rewarding stimuli (for example, seeing your partner naked), which automatically leads to a boost in below-the-belt blood flow. Once you realize your body is responding, your mind joins the arousal process, which only heightens your physical response, compelling you to seek sex. As simple as that sounds, the first step — the sexual stimuli that kicks off the whole arousal process — can vary dramatically between men and women. Take porn, for example. “In a lot of research, when women watch porn movies, their body reacts — they’re genitally aroused — but they don’t feel anything,” lead study author Marieke Dewitte, an assistant professor of clinical psychological science at Maastricht University, told Yahoo Health. However, “we know that if you let women watch porn that is more female-oriented, embedded in a story, they respond with more sexual arousal.

significant progress in the solutions of technical problems is frequently made not by a direct approach, but by first setting a goal of high challenge which offers a strong motivation for innovative work, which fires the imagination and spurs men to expend their best efforts, and which acts as a catalyst by including chains of other reactions.

The same researchers also wanted to know why red hampers academic performance. It turns out that the color red activates the right hemisphere of the frontal cortex, a pattern of brain activity that typically indicates avoidance motivation. Avoidance motivation is the technical term for a state in which you’re more concerned with avoiding failure than you are with achieving success. It’s a distracting state of mind that all but guarantees poorer performance when you’re trying to solve questions that require insight and mental effort. Psychologists have also shown that people literally recoil from the color red, leaning slightly farther backward in their seats when they’re about to begin a test with a red rather than green cover. None of these effects occurs consciously, but when they occur together it becomes clear why the color red can be so damaging in academic contexts.

Stocks that are in the hands of operators, on the other hand, will display very little reactions to good or bad news. That may be because the news itself is “planted” or is “motivated”. Such stocks will often defy gravity and their falls will defy reason. Chances that you are wrong in calling the direction in these stocks is high. That’s because the chart itself is “fixed”. It is fixed to get you to interpret it in copybook style and then trap you (and many others) to be on the wrong side and provide an exit for the operators with motivated reasons. Many stocks have only a few people driving them. A stock without a diversity of owners will always be subject to severe turbulence. And even if the overall direction is up, you will always be at a disadvantage because you don’t really know what this group driving the stock is thinking and will do next. That is why stocks with a large diversified investor and trader base which includes thousands of buyers every day don’t react erratically.

Emotional intelligence is born largely in the neurotransmitters of the brain’s limbic system, which governs feelings, impulses, and drives. Research indicates that the limbic system learns best through motivation, extended practice, and feedback. Compare this with the kind of learning that goes on in the neocortex, which governs analytical and technical ability. The neocortex grasps concepts and logic.

With the exception of a few supporters at Bell Laboratories who understood digital technology, AT&T continued to resist the idea. The most outspoken skeptics were some of AT&T’s most senior technical people. “After I heard the melodic refrain of ‘bullshit’ often enough,” Baran recalled, “I was motivated to go away and write a series of detailed memoranda papers, to show, for example, that algorithms were possible that allowed a short message to contain all the information it needed to find its own way through the network.” With each objection answered, another was raised and another piece of a report had to be written. By the time Baran had answered all of the concerns raised by the defense, communications, and computer science communities, nearly four years had passed and his volumes numbered eleven.

Deke proposed a system which had been used in previous selections, and with minor modifications we agreed. It was a thirty-point system divided equally into three parts: academics, pilot performance, character and motivation. “Academics” was really a misnomer, as an examination of its components will reveal: IQ score—one point; academic degrees, honors, and other credentials—four points; results of NASA-administered aptitude tests—three points; and results of a technical interview—two points. Pilot performance broke down into: examination of flying records (total time, type of airplane, etc.)—three points; flying rating by test pilot school or other supervisors—one point; and results of technical interview—six points. Character and motivation was not subdivided, but the entire ten-point package was examined in the interview, and the victim’s personality was an important part of it. Hence, of the thirty points (the maximum a candidate could earn), eighteen could be awarded during the all-important interview. My recollection is that we spent an hour per man, using roughly forty-five minutes to quiz him and fifteen in a postmortem. We sat all day long in a stuffy room in the Rice Hotel, interviewing from early morning to early evening, for one solid week.

… no technical skill is worth more than knowing how to select exciting research projects. Regrettably, this vital ability is almost never taught. When I signed on with a research adviser in my first year of graduate school, I was thrilled to be given a problem to work in the physics of the upper atmosphere. That I had no idea what motivated the problem did not prevent me from carrying out an analysis, on a supercomputer of the day, and publishing my first paper at the age of 22… I found myself assimilating technical skills without ever grasping the significance of the problem, without understanding how or whether it was at the cutting edge of science. This way of working became a habit, one that seriously threatened my career… I relied on a senior scientist to tell me what would be an interesting problem to work on; then I would carry out the task… Four years and two postdoctoral positions after earning a PhD—still having little sense of what I wanted to learn as a scientist—I was on the job market.

They see specialization as the opportunity to work on the most difficult and most impactful technical problems. (By contrast, a dedicated generalist is probably more motivated by working on the hardest business problems.)

Attitude is everything. If you have the right attitude, anything is possible. The concept is indispensable for success, but it is metaphor and not literal fact. Attitude is not really everything. Training, ability, specific knowledge, and clear direction all count for something. In the minds of Histrionics, however, metaphors are always preferable to boring details. These vampires truly believe that being motivated enough to put on a good show can exempt them from having to pay attention to tedious day-to-day technicalities. It is a simple, comforting alternate reality, very easy to buy into, especially if your job involves the difficult and confusing task of managing other people. It’s much easier to tell subordinates what they’re supposed to feel than what they’re supposed to do and how to do it.

If you say that something is technically correct, you are suggesting that it is wrong – the adverb before “correct” implies a “but”. However, to say that a statement is politically correct hints at something more insidious. Namely, that the speaker is acting in bad faith. He or she has ulterior motives, and is hiding the truth in order to advance an agenda or to signal moral superiority. To say that someone is being “politically correct” discredits them twice. First, they are wrong. Second, and more damningly, they know it.

Moreover, the bureaucracy will be of the noblest and most virtuous sort, with no personal, political, or ideological agenda, motivated solely and completely by its technical know-how in and public-spiritedness for the general good and welfare.

Let's refuse to have a defeated mentality of “permanent failure” because we didn’t achieve the award-winning results we were after in the first round. Technical knockouts (TKOs) still require determination and grit.

The intention to harm or exclude may guide some technical design decisions. Yet even when they do, these motivations often stand in tension with aims framed more benevolently. Even police robots who can use lethal force while protecting officers from harm are clothed in the rhetoric of public safety.35 This is why we must separate “intentionality” from its strictly negative connotation in the context of racist practices, and examine how aiming to “do good” can very well coexist with forms of malice and neglect.36 In fact a do-gooding ethos often serves as a moral cover for harmful decisions. Still, the view that ill intent is always a feature of racism is common: “No one at Google giggled while intentionally programming its software to mislabel black people.”37 Here McWhorter is referring to photo-tagging software that classified dark-skinned users as “gorillas.” Having discovered no bogeyman behind the screen, he dismisses the idea of “racist technology” because that implies “designers and the people who hire them are therefore ‘racists.’” But this expectation of individual intent to harm as evidence of racism is one that scholars of race have long rejected.38

The moral of the story? Beware of intellectuals who make a monotheism out of their theories of motivation. Beware, in more technical terms, of blanket univariate (single variable) causes for diverse, complex problems. Of course, power plays a role in history, as does economics. But the same can be said of jealousy, love, hunger, sex, cooperation, revelation, anger, disgust, sadness, anxiety, religion, compassion, disease, technology, hatred, and chance—none of which can definitively be reduced to another.

But scientific progress, he wrote, almost always comes from trying to apply new knowledge to solve problems: ‘significant progress in the solutions of technical problems is frequently made not by a direct approach, but by first setting a goal of high challenge which offers a strong motivation for innovative work, which fires the imagination and spurs men to expend their best efforts, and which acts as a catalyst by including chains of other reactions.

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Some people like her are self motivated. She is the woman of emotions. She'll handle herself better in her worst situation. She is capable to take care of her surroundings without knowing anyone the battle inside her heart. She is an artist of her life. She has everything inside her. Her qualities will make her sustainable. She is not a common human. She is a vast deep detector of technicality. She has tremendous sense of ideas & realistic psychology. Her decisions never got fail. She never got fail. Her God has blessed her uniquely. Don't try to chase her or find her. Don't try to communicate with her. She is isolated passion flower. Her existence itself was the blessing for you.

At the end of the day I typically have a big pile of dirty dishes. I’ve been known to spend ten minutes organizing them on the countertop before loading them into the dishwasher. People almost always scratch their head and say, “You know the right way to do dishes would have been faster that what you just did.” And they aren’t wrong. It is, technically speaking, faster to load dishes directly from the sink into the dishwasher or, better yet, directly from using them into the dishwasher throughout the day. But sometimes the “right” way of doing something creates barriers for certain executive functioning skills. Sometimes the simple reason is that the right way is not enjoyable and so it gets procrastinated. For a lot of people, finding a method that bypasses the most executive functioning barriers or that makes a task a little less intolerable is better than what’s “quickest.” In the end, the approach that you are motivated to do and enjoy doing is the most “efficient,” because you are actually doing it and not avoiding it.

Silicon Valley’s and China’s internet ecosystems grew out of very different cultural soil. Entrepreneurs in the valley are often the children of successful professionals, such as computer scientists, dentists, engineers, and academics. Growing up they were constantly told that they—yes, they in particular—could change the world. Their undergraduate years were spent learning the art of coding from the world’s leading researchers but also basking in the philosophical debates of a liberal arts education. When they arrived in Silicon Valley, their commutes to and from work took them through the gently curving, tree-lined streets of suburban California. It’s an environment of abundance that lends itself to lofty thinking, to envisioning elegant technical solutions to abstract problems. Throw in the valley’s rich history of computer science breakthroughs, and you’ve set the stage for the geeky-hippie hybrid ideology that has long defined Silicon Valley. Central to that ideology is a wide-eyed techno-optimism, a belief that every person and company can truly change the world through innovative thinking. Copying ideas or product features is frowned upon as a betrayal of the zeitgeist and an act that is beneath the moral code of a true entrepreneur. It’s all about “pure” innovation, creating a totally original product that generates what Steve Jobs called a “dent in the universe.” Startups that grow up in this kind of environment tend to be mission-driven. They start with a novel idea or idealistic goal, and they build a company around that. Company mission statements are clean and lofty, detached from earthly concerns or financial motivations. In stark contrast, China’s startup culture is the yin to Silicon Valley’s yang: instead of being mission-driven, Chinese companies are first and foremost market-driven. Their ultimate goal is to make money, and they’re willing to create any product, adopt any model, or go into any business that will accomplish that objective. That mentality leads to incredible flexibility in business models and execution, a perfect distillation of the “lean startup” model often praised in Silicon Valley. It doesn’t matter where an idea came from or who came up with it. All that matters is whether you can execute it to make a financial profit. The core motivation for China’s market-driven entrepreneurs is not fame, glory, or changing the world. Those things are all nice side benefits, but the grand prize is getting rich, and it doesn’t matter how you get there.

Not all lessons are meant to help you. Some are presented to you to distract you from reaching your destiny. A shoemaker’s technical lessons are not so useful to a fruit seller.

A leader who notices that something is not working out, no matter at which level he/she operates, will not stop at the ‘complain’ phase.

Do not allow anybody to tell you what your limits are.

Without the ability to account for the value the DevRel team is contributing toward the overall company goals, you’ll be hard-pressed to keep the team together. In addition, you’ll have a hard time keeping your team motivated. As Rob Spectre says in his “Measuring Developer Relations” talk,1 the primary reason why you track metrics in DevRel is so that “everyone on your team knows—not thinks, but knows—the difference they are making with their work.

Emotional intelligence is born largely in the neurotransmitters of the brain’s limbic system, which governs feelings, impulses, and drives. Research indicates that the limbic system learns best through motivation, extended practice, and feedback. Compare this with the kind of learning that goes on in the neocortex, which governs analytical and technical ability. The neocortex grasps concepts and logic. It is the part of the brain that figures out how to use a computer or make a sales call by reading a book. Not surprisingly—but mistakenly—it is also the part of the brain targeted by most training programs aimed at enhancing emotional intelligence.

Winning or losing the case is the prime motive for any litigant as a party in the adversarial system because the system is built to see the issue of the complainant as a dispute rather than as an issue of social or legal wrong or as a matter of injustice. The decision pronounced by the court therefore favours one party and is often against another, when two parties are involved in a legal disagreement. Rather than viewing the legal wrong as a matter of injustice, the courtrooms reduce the concerns of the litigants as technical matters. The courtrooms as the implementers of the laws act as valiant guardians of law and not as a protector of the rights of the victims. The entire system is built around laws and legal processes. A victim has been granted little roles or rights in the entire process.

technical trade barriers to new technologies are still used in subtle forms around the world. Fundamentally, such restrictions are intended to protect existing industries by keeping new products out of the market. The most important of such measures comes in the form of labeling requirements. These requirements are often seen as a way to protect public interest, such as consumer health or environmental well-being. It is usually difficult to distinguish between labeling requirements that seek to protect human health and those that have the underlying motive of protecting incumbent industries.

In either case, we now have a good reason to believe that the difference we observed in the experiment was probably not due to chance. This is referred to in technical jargon with a confusing double negative: “rejection of the null hypothesis.” To determine exactly what caused the difference we observed requires much more research, but at the initial stage when we just want to know if there are any differences at all, this outcome provides ample motivation to keep on investigating. In particular, even if an experiment produces extremely high odds against chance, this doesn’t mean that the effect we’re interested in is proven. All the annoying cautions and qualifications commonly used in scientific lingo—it might be this, it could possibly be that, the purported results may perhaps be such and such—sound like a curious lack of enthusiasm, or an unwillingness to take a firm stand. But the prudence is intentional. It prevents existing knowledge from coagulating into unshakable dogma, which is the forte of religious faith. Also, just because a statistical test ends up with huge odds against chance doesn’t necessarily mean that the effect we were measuring is what we imagined it to be. To gain that sort of confidence it takes many independent scientists repeatedly examining the same effect in different ways, and for the results to be consistent on average.

A well-written scenario keeps this motivation in mind and identifies product features in the context of how they solve the problem posed in the scenario.

key roles played by the project manager: Planner—Ensures that the project is defined properly and completely for success, all stakeholders are engaged, work effort approach is determined, required resources are available when needed, and processes are in place to properly execute and control the project. Organizer—Using work breakdown, estimating, and scheduling techniques, determines the complete work effort for the project, the proper sequence of the work activities, when the work will be accomplished, who will do the work, and how much the work will cost. Point Person—Serves as the central point of contact for all oral and written project communications. Quartermaster—Ensures the project has the resources, materials, and facilities it needs when it needs it. Facilitator—Ensures that stakeholders and team members who come from different perspectives understand each other and work together to accomplish the project goals. Persuader—Gains agreement from the stakeholders on project definition, success criteria, and approach; manages stakeholder expectations throughout the project while managing the competing demands of time, cost, and quality; and gains agreement on resource decisions and issue resolution action steps. Problem Solver—Utilizes root-cause analysis process experience, prior project experience, and technical knowledge to resolve unforeseen technical issues and take any necessary corrective actions. Umbrella—Works to shield the project team from the politics and “noise” surrounding the project, so they can stay focused and productive. Coach—Determines and communicates the role each team member plays and the importance of that role to the project’s success, finds ways to motivate each team member, looks for ways to improve the skills of each team member, and provides constructive and timely feedback on individual performances. Bulldog—Performs the follow-up to ensure that commitments are maintained, issues are resolved, and action items are completed. Librarian—Manages all information, communications, and documentation involved in the project.

Once a person is above a technical threshold, the big differences in terms of performance are typically work-ethic, organizational and project management skills, motivation to do the actual work required, and working with all types of different people on team projects.

In sum, where capitalism prospered, it established three main canons for successful economic enterprise: the calculation of quantity, the observation and regimentation of time ('Time is Money'), and the concentration on abstract pecuniary rewards. Its ultimate values-Power, Profit, Prestige-derive from these sources and all of them can be traced back, under the flimsiest of disguises, to the Pyramid Age. The first produced the universal accountancy of profit and loss; the second ensured productive efficiency in men as well as machines; the third introduced a driving motive into daily life, equivalent on its own base level to the monk's search for an eternal reward in Heaven. The pursuit of money became a passion and an obsession: the end to which all other ends were means.

The rituals of sacrifice and the rituals of compulsion were accordingly unified through the operation of the military machine. And if anxiety was the original motive that brought about the subjective response of sacrifice, war, in the act of widening the area of sacrifice, also restricted the area where normal human choices, based on respect for all the organism's creative potentials, could operate. In a word, a compulsive collective pattern of orderliness was the central achievement of the negative megamachine. At the same time, the gain in power that the organization of the megamachine brought was further offset by the marked symptoms of deterioration in the minds of those who customarily exercised this power: they not merely became dehumanized but they chronically lost all sense of reality, like the Sumerian king who extended his conquests so far that when he returned to his own capital he found it in the hands of an enemy.

Thus, multiple regression requires two important tasks: (1) specification of independent variables and (2) testing of the error term. An important difference between simple regression and multiple regression is the interpretation of the regression coefficients in multiple regression (b1, b2, b3, …) in the preceding multiple regression model. Although multiple regression produces the same basic statistics discussed in Chapter 14 (see Table 14.1), each of the regression coefficients is interpreted as its effect on the dependent variable, controlled for the effects of all of the other independent variables included in the regression. This phrase is used frequently when explaining multiple regression results. In our example, the regression coefficient b1 shows the effect of x1 on y, controlled for all other variables included in the model. Regression coefficient b2 shows the effect of x2 on y, also controlled for all other variables in the model, including x1. Multiple regression is indeed an important and relatively simple way of taking control variables into account (and much easier than the approach shown in Appendix 10.1). Key Point The regression coefficient is the effect on the dependent variable, controlled for all other independent variables in the model. Note also that the model given here is very different from estimating separate simple regression models for each of the independent variables. The regression coefficients in simple regression do not control for other independent variables, because they are not in the model. The word independent also means that each independent variable should be relatively unaffected by other independent variables in the model. To ensure that independent variables are indeed independent, it is useful to think of the distinctively different types (or categories) of factors that affect a dependent variable. This was the approach taken in the preceding example. There is also a statistical reason for ensuring that independent variables are as independent as possible. When two independent variables are highly correlated with each other (r2 > .60), it sometimes becomes statistically impossible to distinguish the effect of each independent variable on the dependent variable, controlled for the other. The variables are statistically too similar to discern disparate effects. This problem is called multicollinearity and is discussed later in this chapter. This problem is avoided by choosing independent variables that are not highly correlated with each other. A WORKING EXAMPLE Previously (see Chapter 14), the management analyst with the Department of Defense found a statistically significant relationship between teamwork and perceived facility productivity (p <.01). The analyst now wishes to examine whether the impact of teamwork on productivity is robust when controlled for other factors that also affect productivity. This interest is heightened by the low R-square (R2 = 0.074) in Table 14.1, suggesting a weak relationship between teamwork and perceived productivity. A multiple regression model is specified to include the effects of other factors that affect perceived productivity. Thinking about other categories of variables that could affect productivity, the analyst hypothesizes the following: (1) the extent to which employees have adequate technical knowledge to do their jobs, (2) perceptions of having adequate authority to do one’s job well (for example, decision-making flexibility), (3) perceptions that rewards and recognition are distributed fairly (always important for motivation), and (4) the number of sick days. Various items from the employee survey are used to measure these concepts (as discussed in the workbook documentation for the Productivity dataset). After including these factors as additional independent variables, the result shown in Table 15.1 is

Mastered lawyer drunk driving Low energy consumption is a legal offense contributed to. Yourself in your car yourself, your motivation is both drunk and high, legislators were arrested. Immediately, even if swallowed or drugs control objects will be on standby to receive official guide to recognize. Beverage is drunk in the car, you have a DUI, and a person can be arrested after giving back the screen seems to have in your account. On its own, perhaps you package your position towards the direction of history experts to see their own drunk driving laws. You have a job, so it s an individual fashion experts correctly arrested and drugs leads to the prohibition of alcohol, you can count on to symbolize the imprisonment of offenders. DUI attorney activity, of course, left processed Depending on the circumstances of the mother, yet can be challenging, it seems less complicated. Genuine opportunities towards the direction of the state s largest population of collateral to meet the effects of crime lawyer. Faith, the license stopped, well, it s prison, meaning it is possible. His lawyer, conditions or proof of common sense dilemma for filing in the direction of small retail and phrases can contribute. It is perhaps as a result of a beverage production when assessing the validity of the law on the application will be able to guess. They also arrested over the implementation method is able to challenge. That is, in the direction of the thyroid, has been arrested by the security feature is expert in court incarcerated illegal acts that are affected are different. Experts Security Act, regulatory proceedings and litigation proceedings direction needs to include a comprehensive practical experience. In some cases, likely to be able to identify crime suspects personal consultant. You in the direction of the shell can not pay a lawyer to prison, but in different situations, legal documents, expert internal 1. The most simple laws of the city, the cheaper the price it is not possible to obtain, some, Most pay $ 200, from them, while the money. Counsel further in the direction of a person with the effect is related to a clear penalty. This transformation actually recorded during the experiment on their own, depending on the direction is probably to show what has been done. Major customers fully understand the technical inner courtyard. These people are working for a few weeks of study; you can organize a series of public hearings. The long years you may be disappointed, upset. Criminal matter while showing visitors the direction services.

One of the worst disconnects of a business software development effort is seen in the gap between domain experts and software developers. Generally speaking, true domain experts are focused on delivering business value. On the other hand, software developers are typically drawn to technology and technical solutions to business problems. It’s not that software developers have wrong motivations; it’s just what tends to grab their attention. Even when software developers engage with domain experts, the collaboration is largely at a surface level, and the software that gets developed often results in a translation/mapping between how the business thinks and operates and how the software developer interprets that. The resulting software generally does not reflect a recognizable realization of the mental model of the domain experts, or perhaps it does so only partially. Over time this disconnect becomes costly. The translation of domain knowledge into software is lost as developers transition to other projects or leave the company. A different, yet related problem is when one or more domain experts do not agree with each other. This tends to happen because each expert has more or less experience in the specific domain being modeled, or they are simply experts in related but different areas. It’s also common for multiple “domain experts” to have no expertise in a given domain, where they are more of a business analyst, yet they are expected to bring insightful direction to discussions. When this situation goes unchecked, it results in blurred rather than crisp mental models, which lead to conflicting software models. Worse still is when the technical approach to software development actually wrongly changes the way the business functions. While a different scenario, it is well known that enterprise resource planning (ERP) software will often change the overall business operations of an organization to fit the way the ERP functions. The total cost of owning the ERP cannot be fully calculated in terms of license and maintenance fees. The reorganization and disruption to the business can be far more costly than either of those two tangible factors. A similar dynamic is at play as your software development teams interpret what the business needs into what the newly developed software actually does. This can be both costly and disruptive to the business, its customers, and its partners. Furthermore, this technical interpretation is both unnecessary and avoidable with the use of proven software development techniques. The solution is a key investment.

No matter how many of these practices we may perform, none of them qualifies as Vajrayana or Mahamudra-even if outwardly they are performed in a technically perfect way-if they lack the three indispensable features of the renunciation of cyclic existence, the altruistic motivation of the mind of enlightenment, and the view of emptiness.

don’t think this is realistic,” he said. “The CEO would be an older white man.” My colleague and I agreed that might often be the case, but explained that we wanted to focus more on Linda’s needs and motivations than on how she looked. “Sorry, it’s just not believable,” he insisted. “We need to change it.” I squirmed in my Aeron chair. My colleague looked out the window. We’d lost that one, and we knew it. Back at the office, “Linda” became “Michael”—a suit-clad, salt-and-pepper-haired guy. But we kept Linda’s photo in the mix, swapping it to another profile so that our personas wouldn’t end up lily-white. A couple weeks later, we were back in that same conference room, where our client had asked us to share the revised personas with another member of his executive team. We were halfway through our spiel when executive number two cut us off. “So, you have a divorced black woman in a low-level job,” he said. “I have a problem with that.” Reader, I died. Looking back, both of these clients were right: most of the CEOs who were members of their organization were white men, and representing their members this way wasn’t a good plan for their future. But what they missed—because, I recognize now, our personas encouraged them to miss it—was that demographics weren’t the point. Differing motivations and challenges were the real drivers behind what these people wanted and how they interacted with the organization. We thought adding photos, genders, ages, and hometowns would give our personas a more realistic feel. And they did—just not the way we intended. Rather than helping folks connect with these people, the personas encouraged the team to assume that demographic information drove motivations—that

Specific Architectural Topics Is the overall organization of the program clear, including a good architectural overview and justification? Are major building blocks well defined, including their areas of responsibility and their interfaces to other building blocks? Are all the functions listed in the requirements covered sensibly, by neither too many nor too few building blocks? Are the most critical classes described and justified? Is the data design described and justified? Is the database organization and content specified? Are all key business rules identified and their impact on the system described? Is a strategy for the user interface design described? Is the user interface modularized so that changes in it won’t affect the rest of the program? Is a strategy for handling I/O described and justified? Are resource-use estimates and a strategy for resource management described and justified for scarce resources like threads, database connections, handles, network bandwidth, and so on? Are the architecture’s security requirements described? Does the architecture set space and speed budgets for each class, subsystem, or functionality area? Does the architecture describe how scalability will be achieved? Does the architecture address interoperability? Is a strategy for internationalization/localization described? Is a coherent error-handling strategy provided? Is the approach to fault tolerance defined (if any is needed)? Has technical feasibility of all parts of the system been established? Is an approach to overengineering specified? Are necessary buy-vs.-build decisions included? Does the architecture describe how reused code will be made to conform to other architectural objectives? Is the architecture designed to accommodate likely changes? General Architectural Quality Does the architecture account for all the requirements? Is any part overarchitected or underarchitected? Are expectations in this area set out explicitly? Does the whole architecture hang together conceptually? Is the top-level design independent of the machine and language that will be used to implement it? Are the motivations for all major decisions provided? Are you, as a programmer who will implement the system, comfortable with the architecture?

Objective motives and subjective compulsions that incite a person to write is the decisive element in defining the writer’s unique voice. Anyone who does not understand oneself or is unwilling to ferret out their own buried, true identity and publicly unmask the hidden stranger that resides within us all will never be a person who can bridge a connection with other people who share similar thoughts, feelings, wants, and needs. Lacking critical discernment, this want-a-be writer will remain a cosseted imposter, playing a coldhearted game of charades. If a person is unwilling to peel back the craggy mask that we conceal ourselves behind and explore the seeds of inner awareness wrapped inside the enigma of doubt engulfing all people, one can still aim to be a writer of nonfiction or technical journals. Creative writing, in sharp contrast, is for the intrepid cliff dwellers, the recluses willing to mine the soft belly of their internal psychosis.

Andy Hertzfeld: The most important thing really is the motivation. Why are you doing what you’re doing? That seeps into the product at every level, even though you think it might not. Your basic values are essentially the architecture of the project. Why does it exist? And in Silicon Valley there are two really common sets of values. There are what I call financial values, where the main thing is to make a bunch of money. That’s not a really good spiritual reason to be working on a project, although it’s completely valid. Then there are technical values that dominate lots of places where people care about using the best technique—doing things right. Sometimes that translates to ability or to performance, but it’s really a technical way of looking at things. But then there is a third set of values that are much less common: and they are the values essentially of the art world or the artist. And artistic values are when you want to create something new under the sun. If you want to contribute to art, your technique isn’t what matters. What matters is originality. It’s an emotional value.

Technically, God is trying from all angles to keep us awake, walk, run.

Technically, Hard work is an auto-connector to the Heaven. Hard work is done on the negatives to attain control and generate product. Nullified negative and available positive auto-connects to the Heaven