Time Allocation Quotes

Have you ever lost yourself in a kiss? I mean pure psychedelic inebriation. Not just lustful petting but transcendental metamorphosis when you became aware that the greatness of this being was breathing into you. Licking the sides and corners of your mouth, like sealing a thousand fleshy envelopes filled with the essence of your passionate being and then opened by the same mouth and delivered back to you, over and over again - the first kiss of the rest of your life. A kiss that confirms that the universe is aligned, that the world's greatest resource is love, and maybe even that God is a woman. With or without a belief in God, all kisses are metaphors decipherable by allocations of time, circumstance, and understanding

Sometimes just the tiniest allocation of time spent with a friend, imprints on your mind and gives you something to smile about for the rest of the week, month, or your life!

In your life, there are going to be constant demands for your time and attention. How are you going to decide which of those demands gets resources? The trap many people fall into is to allocate their time to whoever screams loudest, and their talent to whatever offers them the fastest reward. That’s a dangerous way to build a strategy.

I would like to allocate more time to dating, though. I need to find a girlfriend. That’s why I need to carve out just a little more time. I think maybe even another five to ten—how much time does a woman want a week? Maybe ten hours? That’s kind of the minimum? I don’t know.

When the human species figures out how to efficiently utilize capital, many of the problems that have haunted us for a long time will cease to exist.

Allocating time and money in the pursuit of looking superior often has a predictable outcome: inferior economic achievement. What are three words that profile the affluent? FRUGAL FRUGAL FRUGAL

Yet for some reason, we as a society have collectively decided it’s better to have millions of human beings spending years of their lives pretending to type into spreadsheets or preparing mind maps for PR meetings than freeing them to knit sweaters, play with their dogs, start a garage band, experiment with new recipes, or sit in cafés arguing about politics, and gossiping about their friends’ complex polyamorous love affairs.

I often think of life as a deposit of time. We are each allocated so many years, just like a fixed sum in a bank. When twenty-four hours have passed I have spent one more day. I read in the People's Daily that the average life expectancy for a Chinese woman is seventy-two. I am already seventy-four years old. I spent all my deposits two years ago and am on bonus time. Every day is already a gift. What is there to complain of?

When you allocate yourself time, it is always easier to manage.

Every man has been called to produce a certain number of products within the time allocated to him to live on earth and failure to hit the target would mean a wasted life.

Remember, you’re allocating time to write, not finding time to write.

Your decisions about allocating your personal time, energy, and talent ultimately shape your life’s strategy. I have a bunch

It has been said that life has no guarantees and with that I disagree. Life gives us two great assurances and the first is that we have our personal allocation of time. For some it is only a minute and for others a century or more. Like a great inheritance of calendars and clocks, we are measured a portion of time to have as our own. The rhythm of your heart is your concert of life and no others. The impressions and thoughts of daily events are independent of any other person. We are magnificently autonomous and gifted with a liberation waiting to happen.

My schedule and social skills had now been brought into line with conventional practice, to the best of my ability within the time I had allocated. The Don Project was complete. It was time to commence the Rosie Project.

To live means to experience-through doing, feeling, thinking. Experience takes place in time, so time is the ultimate scarce resource we have. Over the years, the content of experience will determine the quality of life. Therefore one of the most essential decisions any of us can make is about how one's time is allocated or invested.

don't ever allocate necessary time for unnecessary things. Understand what time it is to do what it is

Consider the following sequence of cases, which we shall call the Tale of the Slave, and imagine it is about you. 1. There is a slave completely at the mercy of his brutal master’s whims. He is often cruelly beaten, called out in the middle of the night, and so on. 2. The master is kindlier and beats the slave only for stated infractions of his rules (not fulling the work quota, and so on). He gives the slave some free time. 3. The master has a group of slave, and he decides how things are to be allocated among them on nice grounds, taking into account their needs, merit, and so on. 4. The master allows the slave four days on their own and requires them to work only three days a week on his land. The rest of the time is their own. 5. The master allows his slaves to go off and work in the city (or anywhere they wish) for wages. He also retains the power to recall them to the plantation if some emergency threatens his land; and to raise or lower the three-sevenths amount required to be turned over to him. He further retains the right to restrict the slaves from participating in certain dangerous activities that threaten his financial return, for example, mountain climbing, cigarette smoking. 6. The master allows all of his 10,000 slaves, except you, to vote, and the joint decision is made by all of them. There is open discussion, and so forth, among them, and they have the power to determine to what use to put whatever percentage of your (and their) earnings they decide to take; what activities legitimately may be forbidden to you, and so on. 7. Though still not having the vote, you are at liberty (and are given the right) to enter into discussion of the 10,000, to try to persuade them to adopt various policies and to treat you and themselves in a certain way. They then go off to vote to decide upon policies covering the vast range of their powers. 8. In appreciation of your useful contributions to discussion, the 10,000 allow you to vote if they are deadlocked; they commit themselve3s to this procedure. After the discussion you mark your vote on a slip of paper, and they go off and vote. In the eventuality that they divide evenly on some issue, 5,000 for and 5,000 against, they look at your ballot and count it in. This has never yet happened; they have never yet had occasion to open your ballot. (A single master may also might commit himself to letting his slave decide any issue concerning him about which he, the master, was absolutely indifferent.) 9. They throw your vote in with theirs. If they are exactly tied your vote carries the issue. Otherwise it makes no difference to the electoral outcome. The question is: which transition from case 1 to case 9 made it no longer the tale of the slave?

In education, we need to begin paying attention to matters routinely ignored. We spend long hours trying to teach a variety of courses on, say, the structure of government or the structure of the amoeba. But how much effort goes into studying the structure of everyday life — the way time is allocated, the personal uses of money, the places to go for help in a society exploding with complexity? We take for granted that young people already know their way around our social structure. In fact, most have only the dimmest image of the way the world of work or business is organized. Most students have no conception of the architecture of their own city's economy, or the way the local bureaucracy operates, or the place to go to lodge a complaint against a merchant. Most do not even understand how their own schools — even universities — are structured, let alone how much structures are changing under the impact of the Third Wave.

The traffic system needs a complete rethink," mused Bryant as the unit's only allocated vehicle, a powder-blue Vauxhall with a thoroughly thrashed engine, accelerated through Belsize Park. "Look at these road signs. Ministerial graffiti." "It's no use lecturing on the problem, Arthur. That's why your driving examiner failed you thirty-seven times." "What makes you such a great driver?' "I don't hit things.

The grandmothers decided on William’s eighth birthday that the time had come for the boy to learn the value of money. With this in mind, they allocated him one dollar a week as pocket money, but insisted that he keep an inventory accounting for every cent he spent. Grandmother Kane presented him with a green leather-bound ledger, at a cost of 95 cents, which she deducted from his first week’s allowance. From then on the grandmothers divided the dollar up every Saturday morning. William could invest 50 cents, spend 20 cents, give 10 cents to charity and keep 20 cents in reserve. At the end of each quarter they would inspect the ledger and his written report on any unusual transactions.

Without a clear purpose you have no foundation on which you base decisions, allocate your time, and use your resources. You will tend to make choices based on circumstances, pressures, and your mood at that moment. People who don’t know their purpose try to do too much — and that causes stress, fatigue, and conflict.

When you do a fault analysis, there's no point in assigning fault to a part of the system you can't change afterward, it's like stepping off a cliff and blaming gravity. Gravity isn't going to change next time. There's no point in trying to allocate responsibility to people who aren't going to alter their actions. Once you look at it from that perspective, you realize that allocating blame never helps anything unless you blame yourself, because you're the only one whose actions you can change by putting blame there.

Productivity is effectively stewarding your gifts, talents, time, energy, and enthusiasm for the good of others and the glory of God. You have limited amounts of gifting, talents, time, energy, and enthusiasm, but unlimited ways of allocating them. For this reason productivity involves making decisions about how to allocate these finite resources.

Habit formation is incredibly useful because the conscious mind is the bottleneck of the brain. It can only pay attention to one problem at a time. As a result, your brain is always working to preserve your conscious attention for whatever task is most essential. Whenever possible, the conscious mind likes to pawn off tasks to the non conscious mind to do automatically. This is precisely what happens when a habit is formed. Habits reduce cognitive load and free up mental capacity, so you can allocate your attention other tasks.

Always allocate enough time to pursue the things that are of value to you.

Input is much more certain than outcome. When it comes to living the life you want, making sure you allocate time to living your values is the only thing you should focus on.

When a team must allocate a disproportionate amount of time to resolving tickets at the cost of spending time improving the service, scalability and reliability suffer.

Decide what you want. Determine the Five Major Moves that will help you leap toward that goal. Do deep work on each of the major five moves—at least 60 percent of your workweek going to these efforts—until they are complete. Designate all else as distraction, tasks to delegate, or things to do in blocks of time you’ve allocated in the remaining 40 percent of your time.

The trap many people fall into is to allocate their time to whoever screams loudest, and their talent to whatever offers them the fastest reward. That’s a dangerous way to build a strategy.

Loan amortization schedules outline how loan payments are allocated between principal and interest. These can make the difference between pays as agreed or default at some future point in time.

One of the most important decisions any CEO makes is how he spends his time—specifically, how much time he spends in three essential areas: management of operations, capital allocation, and investor relations.

By some estimates, the data-storage curve is rocketing upward at the rate of 800 percent per year. Organizations are collecting so much data they're overwhelmed. Families are no different; we have more things on disk, more photos, more items stored than we'll ever have to allocate time for. "Since Kodachrome made way for jpeg, pictures accumulate on hard drives like wet leaves in a gutter." (Jim Lewis, author of "The King is Dead")

Lee Kuan Yew ruled Singapore from 1959 until 1990, making him, we believe, the longest serving prime minister anywhere. His party, the People’s Action Party (PAP), dominated elections and that dominance was reinforced by the allocation of public housing, upon which most people in Singapore rely. Neighborhoods that fail to deliver PAP votes come election time found the provision and maintenance of housing cut off.18 In Zimbabwe, Robert Mugabe went one step further. In an operation called Murambatsvina (Operation Drive Out the Rubbish), he used bulldozers to demolish the houses and markets in neighborhoods that failed to support him in the 2005 election.

If you're going to err, err on the side of simplicity...assume that you have a very brief time to make an impression, and that you'll be allocated a tiny amount of memory space in overloaded and preoccupied brains of your audience.

How the public felt about government aid to the poor seemed to depend on how the question was put. Both parties, and the media, talked incessantly about the “welfare” system, that it was not working, and the word “welfare” became a signal for opposition. When people were asked (a New York Times/CBS News poll of 1992) if more money should be allocated to welfare, 23 percent said no. But when the same people were asked, should the government help the poor, 64 percent said yes.

[Mood allocates] investments of time, effort, resources, and risk taking to maximize Darwinian fitness in situations of varying propitiousness. High and low moods adjust cognition and behavior to cope with propitious and unpropitious situations.

He said that those five minutes seemed to him an infinite length of time, an immense richness; it seemed to him that during those five minutes he would live so many lives that there was no point in thinking about the last moment yet, so he made various allocations: he calculated the time he needed to say goodbye to his companions, and allotted some two minutes to it, then he allotted another two minutes to think about himself for the last time, and then look around him for the last time. He

The real law underlying the arrests of those years was the assignment of quotas, the norms set, the planned allocations. Every city, every district, every military unit was assigned a specific quota of arrests to be carried out by a stipulated time.

In a traditional business, the only consideration that really matters is the accumulation of profit. All else is subordinated to this goal. In a co-op, the dominant consideration is whatever the workforce wants it to be, for example the maintenance of steady employment, service to the community, or the accumulation of profit (to be allocated as the members decide). We’ll see below that, as a rule, workers prefer the continued employment of as much of the workforce as possible to the retention of high revenues, which in hard times means that they accept pay cuts in order to avoid layoffs.

In the fleeting window of just 24 hours, humanity has witnessed the pinnacle of greatness. Time, the ultimate arbiter of our existence, holds within it the potential for unparalleled achievement. The only obstacle standing in the way of your own greatness lies in the manner in which you choose to allocate this most precious resource.

Nothing shows a greater contempt for individuality than the train. Modern civilization uses every possible means to develop individuality, and having done so, tries everything in its power to stamp it out. It allots a few square yards to each person, and tells them that they are free to lead their life as they please within that area. At the same time it erects railings around them, and threatens them with all sorts of dire consequences if they should dare to take but one step beyond their compass. It is only natural that the person who has freedom within the confines of their allocated plot, should desire to have freedom to do as they wish outside it too. Civilization's pitiable subjects are forever snapping and snarling at imprisoning bars, for they have been made as fierce as tigers by the gift of liberty, but have been thrown into a cage to preserve universal peace. This, however, is not a true peace. It is the peace of the tiger in a menagerie who lies glowering at those who have come to look at it.

You can talk all you want about having a strategy for your life, understanding motivation, and balancing aspirations with unanticipated opportunities. But ultimately, this means nothing if you do not align those with where you actually expend your time, money, and energy. In other words, how you allocate resources is where the rubber meets the road.

The final element is execution. The only way a strategy can get implemented is if we dedicate resources to it. Good intentions are not enough—you’re not implementing the strategy that you intend if you don’t spend your time, your money, and your talent in a way that is consistent with your intentions. In your life, there are going to be constant demands for your time and attention. How are you going to decide which of those demands gets resources? The trap many people fall into is to allocate their time to whoever screams loudest, and their talent to whatever offers them the fastest reward. That’s a dangerous way to build a strategy. All of these factors—priorities, balancing plans with opportunities, and allocating your resources—combine to create your strategy.

With this warning, Mussolini demanded and was given authority to do just about whatever he wanted; but his initial priority, surprisingly, was good government. He knew that citizens were fed up with a bureaucracy that seemed to grow bigger and less efficient each year, so he insisted on daily roll calls in ministry offices and berated employees for arriving late to work or taking long lunches. He initiated a campaign to drenare la palude (“drain the swamp”) by firing more than 35,000 civil servants. He repurposed Fascist gangs to safeguard rail cargo from thieves. He allocated money to build bridges, roads, telephone exchanges, and giant aqueducts that brought water to arid regions. He gave Italy an eight-hour workday, codified insurance benefits for the elderly and disabled, funded prenatal health care clinics, established seventeen hundred summer camps for children, and dealt the Mafia a blow by suspending the jury system and short-circuiting due process. With no jury members to threaten and judges answerable directly to the state, the courts were as incorruptible as they were docile. Contrary to legend, the dictator didn’t quite succeed in making the trains run on time, but he earned bravos for trying.

It is a refinement of Jeremy Bentham’s formulation of utilitarianism, the idea that all humans tend to gravitate toward what make them happy, and to stay away from what hurts them. On that account, trekonomics could be seen as the highest form of utilitarianism. The Federation is organized in such a way that every one of its citizens gets a chance to maximize his or her own utility. Since almost nothing is scarce, the necessity to make choices on budgeting and spending is removed from everyday life. The only thing that one really needs to decide upon is how to balance the goal of bettering oneself vis-à-vis the injunction to better humanity. In other words, the biggest challenge for every Federation citizen resides in how to allocate his or her talents, time, and capacity for empathy, and how to best contribute to the common wealth.

It is unfortunate that some people judge others by their choice in foods, beverages, suits, watches, motor vehicles, and such. To them, superior people have excellent tastes in consumer goods. But it is easier to purchase products that denote superiority than to be actually superior in economic achievement. Allocating time and money in the pursuit of looking superior often has a predictable outcome: inferior economic achievement.

In October 1982, President Reagan officially announced his administration’s War on Drugs. At the time he declared this new war, less than 2 percent of the American public viewed drugs as the most important issue facing the nation.72 This fact was no deterrent to Reagan, for the drug war from the outset had little to do with public concern about drugs and much to do with public concern about race. By waging a war on drug users and dealers, Reagan made good on his promise to crack down on the racially defined “others”—the undeserving. Practically overnight the budgets of federal law enforcement agencies soared. Between 1980 and 1984, FBI antidrug funding increased from $8 million to $95 million.73 Department of Defense antidrug allocations increased from $33 million in 1981 to $1,042 million in 1991. During that same period, DEA antidrug spending grew from $86 to $1,026 million, and FBI antidrug allocations grew from $38 to $181 million.74 By contrast, funding for agencies responsible for drug treatment, prevention, and education was dramatically reduced. The budget of the National Institute on Drug Abuse, for example, was reduced from $274 million to $57 million from 1981 to 1984, and antidrug funds allocated to the Department of Education were cut from $14 million to $3 million.75

System 2 and the electrical circuits in your home both have limited capacity, but they respond differently to threatened overload. A breaker trips when the demand for current is excessive, causing all devices on that circuit to lose power at once. In contrast, the response to mental overload is selective and precise: System 2 protects the most important activity, so it receives the attention it needs; “spare capacity” is allocated second by second to other tasks. In our version of the gorilla experiment, we instructed the participants to assign priority to the digit task. We know that they followed that instruction, because the timing of the visual target had no effect on the main task. If the critical letter was presented at a time of high demand, the subjects simply did not see it. When the transformation task was less demanding, detection performance was better.

Ludwig von Mises wrote a book on socialism that predicted the catastrophe we see before us. Socialist economy, he argued, was economic irrationality, and socialist planning a prescription for chaos. Only a capitalist market could provide a system of rational allocations and rational accounts. Only private property and the profit-motive could unleash the forces of individual initiative and human creativity to produce real and expanding wealth—not only for the rich but

Phaethon asked: “Do you think there is something wrong with the Sophotechs? We are Manorials, father! We let Rhadamanthus control our finances and property, umpire our disputes, teach our children, design our thoughtscapes, and even play matchmaker to find us wives and husbands!” “Son, the Sophotechs may be sufficient to advise the Parliament on laws and rules. Laws are a matter of logic and common sense. Specially designed human-thinking versions, like Rhadamanthus, can tell us how to fulfill our desires and balance our account books. Those are questions of strategy, of efficient allocation of resources and time. But the Sophotechs, they cannot choose our desires for us. They cannot guide our culture, our values, our tastes. That is a question of the spirit.” “Then what would you have us do? Would you change our laws?” “Our mores, not our laws. There are many things which are repugnant, deadly to the spirit, and self-destructive, but which law should not forbid. Addiction, self-delusion, self-destruction, slander, perversion, love of ugliness. How can we discourage such things without the use of force? It was in response to this need that the College of Hortators evolved. Peacefully, by means of boycotts, public protests, denouncements, and shunnings, our society can maintain her sanity against the dangers to our spirit, to our humanity, to which such unboundried liberty, and such potent technology, exposes us.” (...) But Phaethon certainly did not want to hear a lecture, not today. “Why are you telling me all this? What is the point?” “Phaethon, I will let you pass through those doors, and, once through, you will have at your command all the powers and perquisites I myself possess. The point of my story is simple. The paradox of liberty of which you spoke before applies to our entire society. We cannot be free without being free to harm ourselves. Advances in technology can remove physical dangers from our lives, but, when they do, the spiritual dangers increase. By spiritual danger I mean a danger to your integrity, your decency, your sense of life. Against those dangers I warn you; you can be invulnerable, if you choose, because no spiritual danger can conquer you without your own consent. But, once they have your consent, those dangers are all-powerful, because no outside force can come to your aid. Spiritual dangers are always faced alone. It is for this reason that the Silver-Gray School was formed; it is for this reason that we practice the exercise of self-discipline. Once you pass those doors, my son, you will be one of us, and there will be nothing to restrain you from corruption and self-destruction except yourself. “You have a bright and fiery soul, Phaethon, a power to do great things; but I fear you may one day unleash such a tempest of fire that you may consume yourself, and all the world around you.

To become fit requires discomfort, to earn a significant income requires discomfort, to become great at anything, requires you to pay the price. .. To become great, you must choose to allocate your time to your greatest opportunities. You will have to choose to spend time on the difficult things that create your biggest payoffs. To be great you will need to live with intention. That will require you to be clear on what matters most, and then to have the courage to say no to things that distract you.

big forces to worry about: growth and inflation. Each could either be rising or falling, so I saw that by finding four different investment strategies—each one of which would do well in a particular environment (rising growth with rising inflation, rising growth with falling inflation, and so on)—I could construct an asset-allocation mix that was balanced to do well over time while being protected against unacceptable losses. Since that strategy would never change, practically anyone could implement it.

Rust’s central feature is ownership. Although the feature is straightforward to explain, it has deep implications for the rest of the language. All programs have to manage the way they use a computer’s memory while running. Some languages have garbage collection that constantly looks for no longer used memory as the program runs; in other languages, the programmer must explicitly allocate and free the memory. Rust uses a third approach: memory is managed through a system of ownership with a set of rules that the compiler checks at compile time. None of the ownership features slow down your program while it’s running.

Imagine having to put a code into your phone when you go to the toilet, and then have a weekly meeting with your supervisor where you have to justify why you were 1.2 minutes above the average toilet break allocated to you last week,” wrote another. Lindsay, who worked as a rep on Walmart and Sam’s Club accounts a few years back, told me the stress of her job caused her to develop digestive problems. “Even though I went to the doctor and brought a note explaining what was wrong, my supervisor still insisted on following me into the bathroom to ‘make sure’ I really did have diarrhea every single time,” Lindsay said. “She would stand outside the stall door and listen to me shit.

Ilona Otto and her colleagues point out that in 2017 alone – according to official rolls – forty-four individuals inherited more than $1 billion each, a total sum of $189 billion. The four largest global funds for financing adaptation to climate impacts approved projects amounting to $2.78 billion. Forty-four individuals thus cashed out sixty-eight times more unearned wealth than what the world’s victims of climate catastrophe were allocated, and most likely, some of it went straight to superyachts and the like – as if the act of injecting poison into the groundwater also coincided with snatching purification tablets out of the hands of slum-dwellers. This compounding of the crime can only intensify at higher levels.

I have not attempted to cover all aspects of the ethics of in vitro fertilization and embryo experimentation. To do that, it would be necessary to investigate several other issues, including the appropriateness of allocating scarce medical resources to this area at a time when the world has a serious problem of overpopulation. Further uses of IVF, such as donating or selling embryos to others, employing a surrogate to bear the child, using IVF to enable older women to have children (in 2008, a 70-year-old Indian woman used the technique to become the oldest woman reliably recorded as having had a child), or selecting from among a number of embryos for the one that meets some criteria of genetic desirability, raise separate ethical issues.

Probability theory naturally comes into play in what we shall call situation 1: When the data-point can be considered to be generated by some randomizing device, for example when throwing dice, flipping coins, or randomly allocating an individual to a medical treatment using a pseudo-random-number generator, and then recording the outcomes of their treatment. But in practice we may be faced with situation 2: When a pre-existing data-point is chosen by a randomizing device, say when selecting people to take part in a survey. And much of the time our data arises from situation 3: When there is no randomness at all, but we act as if the data-point were in fact generated by some random process, for example in interpreting the birth weight of our friend’s baby.

Groupies and hangers-on somehow fancy themselves entitled to the narcissist’s favour and largesse, his time, attention, and other resources. They convince themselves that they are exempt from the narcissist’s rage and wrath and immune to his vagaries andabuse . This self-imputed and self-conferred status irritates the narcissist no end as it challenges and encroaches on his standing as the only source of preferential treatment and the sole decision-maker when it comes to the allocation of his precious and cosmically significant wherewithal. The narcissist is the guru at the centre of a cult. Like other gurus, he demands complete obedience from his flock: his spouse, his offspring, other family  members, friends, and colleagues. He feels entitled to adulation and special treatment by his followers. He punishes the wayward and the straying lambs. He enforces discipline, adherence to his teachings, and common goals. The less accomplished he is in reality – the more stringent his mastery and the more pervasive the brainwashing. Cult leaders are narcissists who failed in their mission to "be someone", to become famous, and to impress the world with their uniqueness, talents, traits, and skills. Such disgruntled narcissists withdraw into a "zone of comfort" (known as the "Pathological Narcissistic Space") that assumes the hallmarks of a cult. The – often involuntary – members of the narcissist's mini-cult inhabit a twilight zone of his own construction. He imposes on them an exclusionary or inclusionary shared psychosis, replete with persecutory delusions, "enemies", mythical-grandiose narratives, and apocalyptic scenarios if he is flouted. Exclusionary shared psychosis involves the physical and emotional isolation of the narcissist and his “flock” (spouse, children, fans, friends) from the outside world in order to better shield them from imminent threats and hostile intentions. Inclusionary shared psychosis revolves around attempts to spread the narcissist’s message in a missionary fashion among friends, colleagues, co-workers, fans, churchgoers, and anyone else who comes across the mini-cult. The narcissist's control is based on ambiguity, unpredictability, fuzziness, and ambientabuse . His ever-shifting whims exclusively define right versus wrong, desirable and unwanted, what is to be pursued and what to be avoided. He alone determines the rights and obligations of his disciples and alters them at will.

And in the aftermath of the Bay of Pigs failure, not only our psychological state, but living conditions generally in the prison became much more severe. Even food was much scarcer. At that time, they would bring in vats full of greasy water with some vegetables floating in it — potatoes, pumpkins, yams — frequently dirty and rotten, at that. We found out from men working in the kitchen, who belonged to Circular 4, that one hundred pounds of foodstuffs per day were allocated for the six thousand prisoners on Isla de Pinos — that worked out to less than a pound for every fifty prisoners. And that was the extent of our food. The bread had not a drop of fat or lard in it, just salt, and not always that. Its texture was so rubbery that you could stretch it out to more than a third longer without breaking it.

The strategy paradox arises from the need to commit in the face of unavoidable uncertainty. The solution to the paradox is to separate the management of commitments from the management of uncertainty. Since uncertainty increases with the time horizon under consideration, the basis for the allocation of decision making is the time horizon for which different levels of the hierarchy are responsible: the corporate office, responsible for the longest time horizon, must focus on managing uncertainty, while operating managers must focus on delivering on commitments. This is the principle of Requisite Uncertainty. A critically important tool in applying Requisite Uncertainty is Strategic Flexibility, a framework for identifying uncertainties and developing the options needed to mitigate risk or exploit opportunity.

The trouble is that such categories do not take us much further. They are academic abstractions that do not do justice to the process-character of the observable social data to which they refer. Underlying them is the idea that the tidy division into epochs we usually find in history books best fits the actual course of social development. Each figure who is known through the magnitude of his or her achievement is then allocated to one epoch or the other as its high point. On closer examination, however, it not uncommonly emerges that outstanding achievements occur most frequently at times which could at most be called transitional phases if static concepts of epochs are used. In other words, such achievements arise from the dynamics of the conflict between the canons of older declining classes and newer rising ones.

have to give it, especially if that engagement seems emotionally charged. When you decide not to dignify an irrational communication with a response, it’s about preserving your personal dignity and mental clarity. Just because someone throws the ball doesn’t mean you have to catch it. Think of it this way: How would you feel if you sent someone an emotionally charged email but never received a response? You’d initially be confused. First, you’d double-check your Sent folder to make sure it went through. Then you’d start obsessing over the audible “ding” of your incoming messages, thinking it might be their response. Finally, you’d begin wondering if they even got your electronic tirade, somehow found a way to block your emails, or what else they might be doing that was more important than sending you a reply. In the end, you’d feel embarrassed, your pride deflated, and the fire you had to engage in keyboard karate would burn out. That’s the power of not reacting. When faced with a situation in which you’re being provoked, take a moment to let your emotions pass, and then ask yourself, “Do I really need to respond?” Assess the situation from a logical vantage point—rather than an emotional one—and base your decisions on what will ultimately benefit you in the long run. This mental strategy, however, isn’t solely for dealing with insults or slander. It’s just as effective when trying to handle people who constantly want your time and attention. Sometimes you simply don’t have it to give. Or giving it will distract you from things that are more important. When it comes to time allocation, it’s good to separate the signals from the noise. If everything in your life is important, then nothing is.

The underlying reason why this transition was piecemeal is that food production systems evolved as a result of the accumulation of many separate decisions about allocating time and effort. Foraging humans, like foraging animals, have only finite time and energy, which they can spend in various ways. We can picture an incipient farmer waking up and asking: Shall I spend today hoeing my garden (predictably yielding a lot of vegetables several months from now), gathering shellfish (predictably yielding a little meat today), or hunting deer (yielding possibly a lot of meat today, but more likely nothing)? Human and animal foragers are constantly prioritizing and making effort-allocation decisions, even if only unconsciously. They concentrate first on favorite foods, or ones that yield the highest payoff. If these are unavailable, they shift to less and less preferred foods.

In the words of Andy Grove: “To understand a company’s strategy, look at what they actually do rather than what they say they will do.”…. Here is a way to frame the investments that we make in the strategy that becomes our lives: we have resources – which include personal time, energy, talent and wealth – and we are using them to try to grow several “businesses” in our personal lives… How should we devote our resources to these pursuits? Unless you manage it mindfully, your personal resource allocation process will decide investments for you according to the “default” criteria that essentially are wired into your brain and your heart. As is true in companies, your resources are not decided and deployed in a single meeting or when you review your calendar for the week ahead. It is a continuous process –and you have, in your brain, a filter for making choices about what to prioritize. But it’s a messy process. People ask for your time and energy every day, and even if you are focused on what’s important to you, it’s still difficult to know which are the right choices. If you have an extra ounce of energy or a spare 30 minutes, there are a lot of people pushing you to spend them here rather than there. With so many people and projects wanting your time and attention, you can feel like you are not in charge of your own destiny. Sometimes that’s good: opportunities that you never anticipated emerge. But other times, those opportunities can take you far off course… The danger for high-achieving people is that they’ll unconsciously allocate their resources to activities that yield the most immediate, tangible accomplishments… How you allocate your own resources can make your life turn out to be exactly as you hope or very different from what you intend.

you’re a leader with no power over business strategy and no ability to allocate people to important tasks, you’re at best at the mercy of your influence with other executives and managers, and at worst a figurehead. You can’t give up the responsibility of management without giving up the power that comes with it. The CTO who doesn’t also have the authority of management must be able to get things done purely by influencing the organization. If the managers won’t actually give people and time to work on the areas that the CTO believes are important, he is rendered effectively powerless. If you give up management, you’re giving up the most important power you ever had over the business strategy, and you effectively have nothing but your organizational goodwill and your own two hands. My advice for aspiring CTOs is to remember that it’s a business strategy job first and foremost. It’s also a management job.

I’ll say it: I am lucky enough to not have to work, in the sense that Jesse and I could change how we organize our life to live on one income. I work because I like to. I love my kids! They are amazing. But I wouldn’t be happy staying home with them. I’ve figured out that my happiness-maximizing allocation is something like eight hours of work and three hours of kids a day. It isn’t that I like my job more than my kids overall—if I had to pick, the kids would win every time. But the “marginal value” of time with my kids declines fast. In part, this is because kids are exhausting. The first hour with them is amazing, the second less good, and by hour four I’m ready for a glass of wine or, even better, some time with my research. My job doesn’t have this feature. Yes, the eighth hour is less fun than the seventh, but the highs are not as high and the lows are not as low. The physical and emotional challenges of work pale in comparison to the physical and emotional challenges of being an on-scene parent. The eighth hour at my job is better than the fifth hour with the kids on a typical day. And that is why I have a job. Because I like it. It should be okay to say this. Just like it should be okay to say that you stay home with your kids because that is what you want to do. I’m well aware that many people don’t want to be an economist for eight hours a day. We shouldn’t have to say we’re staying home for children’s optimal development, or at least, that shouldn’t be the only factor in the decision. “This is the lifestyle I prefer” or “This is what works for my family” are both okay reasons to make choices! So before you even get into reading what the evidence says is “best” for your child or thinking about the family budget, you—and your partner, or any other caregiving adults in the house—should think about what you would really like to do.

Chapter 28 Genghis Cat Gracing Whatever Shithole This Is, Washington, USA You can all relax now, because I am here. What did you think? I’d run for safety at the whim of a fucking parrot with under-eye bags like pinched scrotums? Did you suspect I—a ninja with feather-wand fastness and laser-pointer focus—had the spine of a banana slug? Then you are a shit-toned oink with the senses of a sniveling salamander. Then you don’t know Genghis Cat. I look around and can see that we are surrounded by The Bird Beasts, those crepe-faced, hair ball–brained fuck goblins. I intensely dislike these lumpy whatthefuckareyous who straddle between the Mediocre Servant and animal worlds, trying to be one thing and really not being, like imitation crabmeat in a sushi log that is really just fucking whitefish and WE ALL KNOW IT. “Would you like a little of the crabmeat, Genghis?” my Mediocre Servants seemed to ask with their blobfish lips and stupid faces. “THAT’S FUCKING WHITEFISH, YOU REGURGITATED MOLES!” I’d yowl, and then I’d steal the sushi log and run off and growl very much so they couldn’t have it back, and later I would pee on their night pillows for good measure. I cannot imagine their lives before me. We mustn’t think of those bleak dark ages. But the Beasts are dangerous. I have watched them morph and chew into a house. I have seen them with spider legs and second stomachs and camouflage skins. I have seen them tear the legs off a horse and steal flight from those with feathers. Orange and I have lost family to their fuckish appetites. But they are still fakish faking beasts and I’m fucking Genghis Cat. They are imitation crab and Genghis is filet mignon Fancy Feast, bitch. Probably I should come clean here and tell you that I’m immortal. I always suspected it but can confirm it now that I have surpassed the allocated nine lives. I’m somewhere around life 884, give or take seventy-eight. Some mousers have called me a god, but I insist on modesty. I also don’t deny it. I might be a god. It seems to fit. It feels right. A stealthy, striped god with an exotically spotted tummy—it seems certain, doesn’t it to you? I’m 186 percent sure at this point. Orange insists we stay away from the Beasts all the time, but I only let Orange think he’s in charge. Orange is incredibly sensitive, despite being the size of a Winnebago. He hand-raised each of my kittens and has terrible nightmares, and I have to knead my paws on him to calm him down. Orange and I have a deal. I will kill anything that comes to harm Orange and Orange will continue to be the reason I purr.

My Future Self My future self and I become closer and closer as time goes by. I must admit that I neglected and ignored her until she punched me in the gut, grabbed me by the hair and turned my butt around to introduce herself. Well, at least that’s what it felt like every time I left the convalescent hospital after doing skills training for a certification I needed to help me start my residential care business. I was going to be providing specialized, 24/7 residential care and supervising direct care staff for non-verbal, non-ambulatory adult men in diapers! I ran to the Red Cross and took the certified nurse assistant class so I would at least know something about the job I would soon be hiring people to do and to make sure my clients received the best care. The training facility was a Medicaid hospital. I would drive home in tears after seeing what happens when people are not able to afford long-term medical care and the government has to provide that care. But it was seeing all the “young” patients that brought me to tears. And I had thought that only the elderly lived like this in convalescent hospitals…. I am fortunate to have good health but this experience showed me that there is the unexpected. So I drove home each day in tears, promising God out loud, over and over again, that I would take care of my health and take care of my finances. That is how I met my future self. She was like, don’t let this be us girlfriend and stop crying! But, according to studies, we humans have a hard time empathizing with our future selves. Could you even imagine your 30 or 40 year old self when you were in elementary or even high school? It’s like picturing a stranger. This difficulty explains why some people tend to favor short-term or immediate gratification over long-term planning and savings. Take time to picture the life you want to live in 5 years, 10 years, and 40 years, and create an emotional connection to your future self. Visualize the things you enjoy doing now, and think of retirement saving and planning as a way to continue doing those things and even more. However, research shows that people who interacted with their future selves were more willing to improve savings. Just hit me over the head, why don’t you! I do understand that some people can’t even pay attention or aren’t even interested in putting money away for their financial future because they have so much going on and so little to work with that they feel like they can’t even listen to or have a conversation about money. But there are things you’re doing that are not helping your financial position and could be trouble. You could be moving in the wrong direction. The goal is to get out of debt, increase your collateral capacity, use your own money in the most efficient manner and make financial decisions that will move you forward instead of backwards. Also make sure you are getting answers specific to your financial situation instead of blindly guessing! Contact us. We will be happy to help!

This bio-power was without question an indispensable element in the development of capitalism; the latter would not have been possible without the controlled insertion of bodies into the machinery of production and the adjustment of the phenomena of population to economic processes. But this was not all it required; it also needed the growth of both these factors, their reinforcement as well as their availability and docility; it had to have methods of power capable of optimizing forces, aptitudes, and life in general without at the same time making them more difficult to govern. If the development of the great instruments of the state, as institutions of power, ensured the maintenance of production relations, the rudiments of anatomo- and bio-politics, created in the eighteenth century as techniques of power present at every level of the social body and utilized by very diverse institutions (the family and the army, schools and the police, individual medicine and the administration of collective bodies), operated in the sphere of economic processes, their development, and the forces working to sustain them. They also acted as factors of segregation and social hierarchization, exerting their influence on the respective forces of both these movements, guaranteeing relations of domination and effects of hegemony. The adjustment of the accumulation of men to that of capital, the joining of the growth of human groups to the expansion of productive forces and the differential allocation of profit, were made possible in part by the exercise of bio-power in its many forms and modes of application. The investment of the body, its valorization, and the distributive management of its forces were at the time indispensable.

Collateral Capacity or Net Worth? If young Bill Gates had knocked on your door asking you to invest $10,000 in his new company, Microsoft, could you get your hands on the money? Collateral capacity is access to capital. Your net worth is irrelevant if you can’t access any of the money. Collateral capacity is my favorite wealth concept. It’s almost like having a Golden Goose! Collateral can help a borrower secure loans. It gives the lender the assurance that if the borrower defaults on the loan, the lender can repossess the collateral. For example, car loans are secured by cars, and mortgages are secured by homes. Your collateral capacity helps you to avoid or minimize unnecessary wealth transfers where possible, and accumulate an increasing pool of capital providing accessibility, control and uninterrupted compounding. It is the amount of money that you can access through collateralizing a loan against your money, allowing your money to continue earning interest and working for you. It’s very important to understand that accessibility, control and uninterrupted compounding are the key components of collateral capacity. It’s one thing to look good on paper, but when times get tough, assets that you can’t touch or can’t convert easily to cash, will do you little good. Three things affect your collateral capacity: ① The first is contributions into savings and investment accounts that you can access. It would be wise to keep feeding your Golden Goose. Often the lure of higher return potential also brings with it lack of liquidity. Make sure you maintain a good balance between long-term accounts and accounts that provide immediate liquidity and access. ② Second is the growth on the money from interest earned on the money you have in your account. Some assets earn compound interest and grow every year. Others either appreciate or depreciate. Some accounts could be worth a great deal but you have to sell or close them to access the money. That would be like killing your Golden Goose. Having access to money to make it through downtimes is an important factor in sustaining long-term growth. ③ Third is the reduction of any liens you may have against these accounts. As you pay off liens against your collateral positions, your collateral capacity will increase allowing you to access more capital in the future. The goose never quit laying golden eggs – uninterrupted compounding. Years ago, shortly after starting my first business, I laughed at a banker that told me I needed at least $25,000 in my business account in order to borrow $10,000. My business owner friends thought that was ridiculously funny too. We didn’t understand collateral capacity and quite a few other things about money.

The most vexing managerial aspect of this problem of asymmetry, where the easiest path to growth and profit is up, and the most deadly attacks come from below, is that “good” management—working harder and smarter and being more visionary—doesn’t solve the problem. The resource allocation process involves thousands of decisions, some subtle and some explicit, made every day by hundreds of people, about how their time and the company’s money ought to be spent. Even when a senior manager decides to pursue a disruptive technology, the people in the organization are likely to ignore it or, at best, cooperate reluctantly if it doesn’t fit their model of what it takes to succeed as an organization and as individuals within an organization. Well-run companies are not populated by yes-people who have been taught to carry out mindlessly the directives of management. Rather, their employees have been trained to understand what is good for the company and what it takes to build a successful career within the company. Employees of great companies exercise initiative to serve customers and meet budgeted sales and profits. It is very difficult for a manager to motivate competent people to energetically and persistently pursue a course of action that they think makes no sense.

The strategic level is concerned with the use of military force to achieve national objectives. In the new American style of war, it has come to be interpreted as the highest political and diplomatic level at which decisions are made to collect and deploy military forces to a distant theater. The size of strategic land forces varies, depending on the nature of the topography and the seriousness of the enemy threat. In past limited wars, deployments involved relatively large armies consisting of multiple corps of 50,000 soldiers each. The numbers of soldiers deployed in more recent campaigns have been considerably smaller. The strategic challenge in the years ahead will center on "time versus risk"-that is, the decisions that must be made to balance the size of the strategic force to be projected versus the time necessary for the force to arrive ready to fight. The United States must be able to overcome the problems of distance and time without unnecessarily exposing early arriving forces to an enemy already in place within a theater of war. The operational level of warfare provides a connection between strategic deployments and the tactical engagements of small units. The "art" of maneuvering forces to achieve decisive results on the battlefield nest here. As with the deployments of strategic level forces, the basic elements of operational maneuver have shrunk as the conflict environment has changed since the end of the Second World War. During the Cold War, corps conducted operational maneuver. More recently, the task has devolved to brigades, usually self contained units of all arms capable of independent maneuver. An independent brigade consists of about 5,000 soldiers. At the operational level, ground forces will face the challenge of determining the proper balance between "firepower and maneuver" resources and technologies to ensure that the will of the enemy's army to resist can be collapsed quickly and decisively. Battles are fought at the tactical level. In the past, the tactical fight has been a face-to-face endeavor; small units of about company size, no more that several hundred soldiers, are locked in combat at close range. The tactical fight is where most casualties occur. The tactical challenge of the future will be to balance the anticipated "ends," or what the combat commander is expected to achieve on the battlefield, with the "means," measured in the lives of soldiers allocated to achieve those ends. Since ground forces suffer casualties disproportionately, ground commanders face the greatest challenge of balancing ends versus means. All three challenges must be addressed together if reform of the landpower services - the Army and the Marine Corps - is to be swift and lasting. The essential moderating influence on the process of change is balance. At the strategic level, the impulse to arrive quickly must be balanced with the need for forces massive and powerful enough to fight successfully on arrival. The impulse to build a firepower-dominant operational forces will be essential if the transitory advantage of fires is to be made permanent by the presence of ground forces in the enemy's midst. The impulse to culminate tactical battle by closing with and destroying the enemy must be balanced by the realization that fighting too close may play more to the advantage of enemy rather than friendly forces.

dismissals, which focus on gentrification as culture, ignore that Lee's was a critique of the racist allocation of resources. Black communities whose complaints about poor schools and city services go unheeded find these complaints are readily addressed when wealthier, whiter people move in. Meanwhile, long-time locals are treated as contagions on the landscape, targeted by police for annoying the new arrivals. Gentrifiers focus on aesthetics, not people. Because people, to them, are aesthetics.

Principles of War  Objective: Direct every military operation toward a clearly defined, decisive, and attainable objective.  Offensive: Seize, retain, and exploit the initiative.  Mass: Mass the effects of overwhelming combat power at the decisive place and time.  Economy of force: Employ all combat power available in the most effective way possible; allocate minimum essential combat power to secondary efforts.  Maneuver: Place the enemy in a position of disadvantage through the flexible application of combat power.  Unity of command: For every objective, seek unity of command and unity of effort.  Security: Never permit the enemy to acquire unexpected advantage.  Surprise: Strike the enemy at a time or place or in a manner for which it is unprepared.  Simplicity: Prepare clear, uncomplicated plans and concise orders to ensure thorough understanding.

Identify your 70/20/10 (or 60/30/10 depending on risk appetite). Most people know of this allocation from the innovation approach that Eric Schmidt pioneered at Google: 70 percent of time allocated to core business tasks, 20 percent to projects directly related to the core business, and 10 percent dedicated to projects unrelated to the core business.

In the United States, most boards are benign, and the power resides primarily with the chief executive; boards tend to only become significant when it comes time to replace a failing CEO. The AB Inbev board, however, is the primary power center in the company. It exemplifies that boards can play a central role in setting BHAGs, developing strategy, sustaining culture, seizing opportunities and leading through tumultuous times. Without such a strong and unified board, AB Inbev would not have come through the 2008-09 challenges as strong as it did (and perhaps even not at all). The AB Inbev board pays constant attention to its own culture, disciplines and vibrancy, with as much fanatic attention as building and preserving the management culture of the company. Most important, it makes decisions and allocates capital for long-term shareholder value, measured in multiple decades, not in terms of quarterly moments. If more boards behaved this way, we would have better performing enterprises and lasting companies.

A long-term temperament as well as long-term circumstances A Japanese man went into a bank to change some Japanese notes into sterling. He was surprised at how little he got. “Please explain,” he said to the cashier. “Yesterday I was changing same yen for sterling and I received many more sterling. Why is this?” The cashier shrugged his shoulders. “Fluctuations,” he explained. The Japanese man was aghast. “And fluck you bloody Europeans too,” he responded, grabbed the notes, and walked out. Fluctuations matter if the money could be needed soon. Money invested in equities must not be money which will be wanted in a year or two, or might be urgently wanted at any time, because there is a fair chance that the moment when it is needed will be a bad one for the stock market and the investor will therefore be selling at low prices. If investors think they might need the money soon, the message is clearly stay away: the chance of a minus return is just too great. Even if investors are in a position to allocate a fair amount to equities, they should not necessarily do so. It is not enough that the circumstances are right. Investors need to be temperamentally inclined to the sort of long-term investment which equities are. Long-termness must be subjective as well as objective. The fact that the circumstances of a particular investor might objectively lead to a certain viewpoint does not mean that he or she necessarily has that viewpoint. A baby is in an objective position to take a long-term view, but will not actually look beyond the next feeding-time.

Service design is about arranging things so that people who need things done are connected to other people and equipment that get things done-on an as- and when-needed basis. The technical term, which comes from the logistics industry, is "dynamic resource allocation in real time.

learning—we have learned how to increase productivity, the outputs that can be produced with any inputs. There are two aspects of learning that we can distinguish: an improvement in best practices, reflected in increases in productivity of firms that marshal all available knowledge and technology, and improvements in the productivity of firms as they catch up to best practices. In fact, the distinction may be somewhat artificial; there may be no firm that has employed best practices in every aspect of its activities. One firm may be catching up with another in some dimension, but the second firm may be catching up with the first in others. In developing countries, almost all firms may be catching up with global best practices; but the real difference between developing and developed countries is the larger fraction of firms that are significantly below global best practices and the larger gap between their productivity and that of the best-performing firms. While we are concerned in this book with both aspects of learning, it is especially the learning associated with catching up that we believe has been given short shrift in the economics literature, and which is central to improvements in standards of living, especially in developing countries. But as we noted in chapter 1, the two are closely related; because of the improvements in best practices by the most innovative firms, most other firms are always engaged in a process of catching up. While the evidence of Solow and the work that followed demonstrated (what to many seems obvious) the importance of learning for increases in standards of living, to further explicate the role of learning, the first three sections of this chapter marshal other macro- and microeconomic evidence. In particular, we stress the pervasive gap between best practices and the productivity of most firms. We argue that this gap is far more important than the traditional allocative inefficiencies upon which most of economics has focused and is related to learning—or more accurately, the lack of learning. The final section provides a theoretical context within which to think about the sources of sustained increases in standards of living, employing the familiar distinction of movements of the production possibilities curve and movements toward the production possibilities curve. Using this framework, we explain why it is that we ascribe such importance to learning. Macroeconomic Perspectives There are several empirical arguments that can be brought to bear to support our conclusion concerning the importance of learning. The first is a simple argument: In theory, leading-edge technology is globally available. Thus, with sufficient capital and trained labor (or sufficient mobility for capital and trained labor), all countries should enjoy comparable standards of living. The only difference would be the rents associated with ownership of intellectual property rights and factor supplies. Yet there is an enormous divergence in economic performance and standards of living across national economies, far greater than can be explained by differences in factor supplies.1 And this includes many low-performing economies with high levels of capital intensity (especially among formerly socialist economies) and highly trained labor forces. Table 2.1 presents a comparison of formerly socialist countries with similar nonsocialist economies in the immediate aftermath of the collapse of the state-controlled model of economic activity. TABLE 2.1 Quality of Life Comparisons, 1992–1994 (U.S. $) Source: Greenwald and Khan (2009), p. 30. In most of these cases, at the time communism was imposed after World War II, the subsequently socialist economies enjoyed higher levels of economic development than

The western average human lifespan is 2.5 billion seconds (or 77 years). Here are 2 time-dilating perception strategies to enhance one's allocated living time: 1.Make choices. 2.Focus on your best qualities.

As Sharon Poczter, professor of economics at Cornell, explains, “The antiquated rhetoric of ‘having it all’ disregards the basis of every economic relationship: the idea of trade-offs. All of us are dealing with the constrained optimization that is life, attempting to maximize our utility based on parameters like career, kids, relationships, etc., doing our best to allocate the resource of time. Due to the scarcity of this resource, therefore, none of us can ‘have it all,’ and those who claim to are most likely lying.

the school leadership team should specifically: • Build consensus for the school’s mission of collective responsibility • Create a master schedule that provides sufficient time for team collaboration, core instruction, supplemental interventions, and intensive interventions • Coordinate schoolwide human resources to best support core instruction and interventions, including the site counselor, psychologist, speech and language pathologist, special education teacher, librarian, health services, subject specialists, instructional aides, and other classified staff • Allocate the school’s fiscal resources to best support core instruction and interventions, including school categorical funding • Assist with articulating essential learning outcomes across grade levels and subjects • Lead the school’s universal screening efforts to identify students in need of Tier 3 intensive interventions before they fail • Lead the school’s efforts at Tier 1 for schoolwide behavior expectations, including attendance policies and awards and recognitions (the team may create a separate behavior team to oversee these behavioral policies) • Ensure that all students have access to grade-level core instruction • Ensure that sufficient, effective resources are available to provide Tier 2 interventions for students in need of supplemental support in motivation, attendance, and behavior • Ensure that sufficient, effective resources are available to provide Tier 3 interventions for students in need of intensive support in the universal skills of reading, writing, number sense, English language, motivation, attendance, and behavior • Continually monitor schoolwide evidence of student learning

This is why it is so fundamental for us right now to grab hold of this idea of power and to democratize it. One of the things that is so profoundly exciting and challenging about this moment is that as a result of this power illiteracy that is so pervasive, there is a concentration of knowledge, of understanding, of clout. I mean, think about it: How does a friendship become a subsidy? Seamlessly, when a senior government official decides to leave government and become a lobbyist for a private interest and convert his or her relationships into capital for their new masters. How does a bias become a policy? Insidiously, just the way that stop-and-frisk, for instance, became over time a bureaucratic numbers game. How does a slogan become a movement? Virally, in the way that the Tea Party, for instance, was able to take the "Don't Tread on Me" flag from the American Revolution, or how, on the other side, a band of activists could take a magazine headline, "Occupy Wall Street," and turn that into a global meme and movement. The thing is, though, most people aren't looking for and don't want to see these realities. So much of this ignorance, this civic illiteracy, is willful. There are some millennials, for instance, who think the whole business is just sordid. They don't want to have anything to do with politics. They'd rather just opt out and engage in volunteerism. There are some techies out there who believe that the cure-all for any power imbalance or power abuse is simply more data, more transparency. There are some on the left who think power resides only with corporations, and some on the right who think power resides only with government, each side blinded by their selective outrage. There are the naive who believe that good things just happen and the cynical who believe that bad things just happen, the fortunate and unfortunate unlike who think that their lot is simply what they deserve rather than the eminently alterable result of a prior arrangement, an inherited allocation, of power.

Civic imagination and innovation and creativity are emerging from local ecosystems now and radiating outward, and this great innovation, this great wave of localism that's now arriving, and you see it in how people eat and work and share and buy and move and live their everyday lives, this isn't some precious parochialism, this isn't some retreat into insularity, no. This is emergent. The localism of our time is networked powerfully. And so, for instance, consider the ways that strategies for making cities more bike-friendly have spread so rapidly from Copenhagen to New York to Austin to Boston to Seattle. Think about how experiments in participatory budgeting, where everyday citizens get a chance to allocate and decide upon the allocation of city funds. Those experiments have spread from Porto Alegre, Brazil to here in New York City, to the wards of Chicago. Migrant workers from Rome to Los Angeles and many cities between are now organizing to stage strikes to remind the people who live in their cities what a day without immigrants would look like. In China, all across that country, members of the New Citizens' Movement are beginning to activate and organize to fight official corruption and graft, and they're drawing the ire of officials there, but they're also drawing the attention of anti-corruption activists all around the world. In Seattle, where I'm from, we've become part of a great global array of cities that are now working together bypassing government altogether, national government altogether, in order to try to meet the carbon reduction goals of the Kyoto Protocol. All of these citizens, united, are forming a web, a great archipelago of power that allows us to bypass brokenness and monopolies of control.

Successful people know that hours, like capital, can be consciously allocated with the goal of creating riches—in the form of a changed world, a life’s work—over time. Indeed, successful people understand that work hours must be more carefully stewarded than capital because time is absolutely limited. You can earn more money, but the mightiest among us is granted no more than 168 hours per week, and it is physically impossible to work for all of them.

It [economics] is the study of how people, companies, and societies allocate scarce resources. Which happens to be the same puzzle you and your spouse are perpetually trying to solve: how to spend your limited time, energy, money and libido in ways that keep you smiling and your marriage thriving.

memory allocations are not cheap. Every time we request memory in order to store a variable or a list, Python must take its time to talk to the operating system in order to allocate the new space, and then we must iterate over the newly allocated space to initialize it to some value.

Checklist: Fitting Product Managers into the Organization ✓ To be most effective as a product manager, focus on being a generalist who can accomplish work through other people and functional departments. ✓ Position yourself with the sales force so that you’re viewed as neither strictly sales support nor corporate dictator. ✓ Understand how your activities fit into the sales process. ✓ Be prepared to represent the voice of the customer in meetings with operations and R & D and to demonstrate at least a minimum understanding of operational techniques and standards. ✓ Don’t be afraid to question and critique the work of your internal or external advertising agency. ✓ Allocate a significant portion of the time you spend with customers gathering information on future product needs and applications.

Turning Your Financial Dreams into Reality   Once you’ve identified your goals and spending habits, it’s time to find out how much work you need to do to turn your financial dreams into reality. This is where the uphill climb begins and your journey can quickly become overwhelming if you don’t break down the planning process into manageable steps. An easy way to do this is to compare yourself to a series of financial benchmarks to identify your individual strengths and weaknesses. Comparing yourself to these benchmarks will show you what parts of your financial plan are in good working order and what parts need to be overhauled. Benchmarking allows you to allocate your resources efficiently so you’re never sacrificing too much in any single area. See how close you come to meeting the following benchmarks.

day, the trigger was an older woman with deep wrinkles. To this day, I cannot be certain about what caused her to react so strongly. Perhaps she had used up her patience simmering in the sun for hours at the back of the line. Perhaps she had some desperately hungry grandchildren who she needed to get back to. It is impossible to know exactly what happened. But after she received her allocation of wheat, she broke the established rules of the feeding site and moved toward Bubba. She looked up at him and unleashed a verbal attack. Bubba, as gentle as ever, simply smiled at her. The more he smiled, the angrier she got. I noticed the commotion when our Somali guards suddenly tensed and turned toward the disturbance. All I could see was Bubba, head and shoulders above a gathering crowd, seemingly unperturbed, and smiling down at someone. His patient response only fueled the woman’s rage. I heard her sound of fury long before I spotted the source when she launched a long stream of vile curses at Bubba. Thankfully, he didn’t understand a word that she was saying. It was now possible to understand her complaint. She was upset about the quality of the “animal feed” that was being distributed for human consumption. She was probably right in her assessment of the food. These were surplus agricultural products that United Nations contributing members didn’t want, couldn’t sell, and had no other use for. As this hulking American continued to smile, the woman realized that she was not communicating. Now, furious and frustrated, she bent down, set her plastic bag on the ground, grabbed two fistfuls of dirty, broken wheat, grain dust, dirt and chaff. She straightened to her full height and flung the filthy mixture as hard as she could into Bubba’s face. The crowd was deathly silent as I heard a series of loud metallic clicks that indicated that an entire squad of American soldiers had instinctively locked and loaded all weapons in readiness for whatever might happen next. Everything felt frozen in time as everyone waited and watched for Bubba’s reaction. A Somali man might have beaten the woman for such a public insult—and he would have considered his action and his anger entirely justified. I knew that Bubba had traveled half-way around the world at his own expense to spend three months of personal vacation time to help hurting people. And this was the thanks that he received? He was hot, sweaty, and drained beyond exhaustion—and he had just been publicly embarrassed. He had every reason to be absolutely livid. Instead, he raised one hand to rub the grit out of his eyes, and then he gave the woman one more big smile. At that point, he began to sing. And what he sang wasn’t just any song. She didn’t understand the words, of course. But she, and the entire crowd, stood in silent amazement as Bubba belted out the words to the 1950’s Elvis Presley rock-n-roll classic: You ain’t nothin’ but a hound dog Cryin’ all the time You ain’t nothin’ but a hound dog Cryin’ all the time Well, you ain’t never caught a rabbit And you ain’t no friend of mine. By the time he started singing the next verse, the old woman had turned and stomped off in frustration, angrily plowing a path through the now-smiling crowd of Somalis to make her escape. Watching her go, Bubba raised his voice to send her off with rousing rendition of the final verse: Well they said you was high-classed Well, that was just a lie Ya know they said you was high-classed Well, that was just a lie Well, you ain’t never caught a rabbit And you ain’t no friend of mine.

Too many discussions end with only a vague sense that people know what they have decided and are going to do. But without a clear conclusion that there is a next action, much less what it is or who’s got it, more often than not a lot of “stuff” gets left up in the air. I am frequently asked to facilitate meetings. I’ve learned the hard way that no matter where we are in the conversation, twenty minutes before the agreed end-time of the discussion I must force the question: “So what’s the next action here?” In my experience, there is usually twenty minutes’ worth of clarifying (and sometimes tough decisions) still required to come up with an answer. This is radical common sense—radical because it often compels discussion at deeper levels than people are comfortable with. “Are we serious about this?” “Do we really know what we’re doing here?” “Are we really ready to allocate precious time and resources to this?” It’s very easy to avoid these more relevant levels of thinking. What prevents those

when arbitrary, predetermined amounts of time are allocated to achieve specific learning outcomes, students who need additional time to learn the concept will be left in the wake as the teacher races to cover all the material.

Sabrina says, “In your essays, explaining why something is important to you is often more important than what you actually did and how you did it because the “why” reveals more about your values, beliefs, character, or motivations. Write reflectively about what matters to you. Allocate lots of time for brainstorming, drafting, and revising dozens of long and short personal essays (plus short-takes), and your résumé. Without devoting sufficient time to these tasks, your essays will not be of high quality and you will regret it. Ask for input from friends, teachers, mentors, and parents (but remember to keep your authentic ‘voice’ intact)! You will learn a lot about yourself and maybe even

hours per week and 24 hours per day of their own time. I attempt to conscientiously use time well weekly and daily, and am always learning to enhance my own skills of time management and resource allocation. So should you. Without a positive and strong mind, time and energy will be wasted, and rarely anything will work well. (Among the plethora of productivity-enhancement and time-management tools and programs I have come across, I think Tony Robbins’s Rapid Planning Method (RPM) is by far the best and most effective.) Most successful people tend to start with the end in mind. They are clear on what outcomes or results they want and why achieving them is important. If they

One downfall of numpy’s optimization of vector operations is that it only occurs on one operation at a time. That is to say, when we are doing the operation A * B + C with numpy vectors, first the entire A * B operation completes, and the data is stored in a temporary vector; then this new vector is added with C. The in-place version of the diffusion code in Example 6-14 shows this quite explicitly. However, there are many modules that can help with this. numexpr is a module that can take an entire vector expression and compile it into very efficient code that is optimized to minimize cache misses and temporary space used. In addition, the expressions can utilize multiple CPU cores (see Chapter 9 for more information) and specialized instructions for Intel chips to maximize the speedup. It is very easy to change code to use numexpr: all that’s required is to rewrite the expressions as strings with references to local variables. The expressions are compiled behind the scenes (and cached so that calls to the same expression don’t incur the same cost of compilation) and run using optimized code. Example 6-19 shows the simplicity of changing the evolve function to use numexpr. In this case, we chose to use the out parameter of the evaluate function so that numexpr doesn’t allocate a new vector to which to return the result of the calculation.

One important lesson to take away from this is that you should always take care of any administrative things the code must do during initialization. This may include allocating memory, or reading configuration from a file, or even precomputing some values that will be needed throughout the lifetime of the program. This is important for two reasons. First, you are reducing the total number of times these tasks must be done by doing them once up front, and you know that you will be able to use those resources without too much penalty in the future. Secondly, you are not disrupting the flow of the program; this allows it to pipeline more efficiently and keep the caches filled with more pertinent data. We also learned more about the importance of data locality and how important simply getting data to the CPU is. CPU caches can be quite complicated, and often it is best to allow the various mechanisms designed to optimize them take care of the issue. However, understanding what is happening and doing all that is possible to optimize how memory is handled can make all the difference. For example, by understanding how caches work we are able to understand that the decrease in performance that leads to a saturated speedup no matter the grid size in Figure 6-4 can probably be attributed to the L3 cache being filled up by our grid. When this happens, we stop benefiting from the tiered memory approach to solving the Von Neumann bottleneck.

When a list of size N is first appended to, Python must create a new list that is big enough to hold the original N items in addition to the extra one that is being appended. However, instead of allocating N+1 items, M items are actually allocated, where M > N, in order to provide extra headroom for future appends. Then, the data from the old list is copied to the new list and the old list is destroyed. The philosophy is that one append is probably the beginning of many appends, and by requesting extra space we can reduce the number of times this allocation must happen and thus the total number of memory copies that are necessary.

Rather than using xrange, we’ve used range — the diagram should make it clear that a large list of 1,000,000 elements is instantiated just for the purposes of generating an index, and that this is an inefficient approach that will not scale to larger list sizes (we will run out of RAM!). The allocation of the memory used to hold this list will itself take a small amount of time, which contributes nothing useful to this function.

Should two founders split the company right down the middle? Answer you’re looking for: “No, you should allocate 25 percent to future employees and 35 percent to the first two rounds of investments. That leaves 40 percent for the founders to split among themselves.

Time is money to successful salespeople. They want to spend their time selling. Waste their time and you reduce their earning capacity, their morale, and the company’s top and bottom line. Allocating corporate resources to inefficient processes or events will waste sales time, corporate assets, and send the wrong messages to the sales force.