Tools To Manage Quotes

He slung off his backpack. He'd managed to grab a lot of supplies at the Napa Bargain Mart: a portable GPS, duct tape, lighter, superglue, water bottle, camping roll, a Comfy Panda Pillow Pet (as seen on TV), and a Swiss army knife—pretty much every tool a modern demigod could want.

you must get the right talent and set the proper expectations. If you don’t, you will pay for the job twice—through your employees’ time and your own.

Balancing your money is the key to having enough.

Shh." I squeeze his hand. His palm feels clammy. "We have to keep it down, okay? We don't want my dad coming in." He grits his teeth against more shivers. "Always knew I'd end up in your bed . . . and hear you say those words one day." He manages a smirk. Jeb snarls. "Unbelievable. Even when he's at death's door he's a tool." He arranges a pillow beneath Morpheus's neck. "Why don't you keep your mouth shut while we help you." Morpheus laughs weakly, his skin flashing with blue light. "What say Alyssa"--his breath rattles--"give my mouth something else to do?

Every entrepreneur faces mediocre moments or points in their careers when they are not meeting their goals. What they do in response to these shortcomings is what either leads them astray or guides them to success.

Has it ever struck you as odd, or unfortunate, that today, when the proportion of literacy is higher than it has ever been, people should have become susceptible to the influence of advertisement and mass propaganda to an extent hitherto unheard of and unimagined?

A Visionaire always takes a step back during a crisis to get out of their own way.

Shepley walked out of his bedroom pulling a T-shirt over his head. His eyebrows pushed together. “Did they just leave?” “Yeah,” I said absently, rinsing my cereal bowl and dumping Abby’s leftover oatmeal in the sink. She’d barely touched it. “Well, what the hell? Mare didn’t even say goodbye.” “You knew she was going to class. Quit being a cry baby.” Shepley pointed to his chest. “I’m the cry baby? Do you remember last night?” “Shut up.” “That’s what I thought.” He sat on the couch and slipped on his sneakers. “Did you ask Abby about her birthday?” “She didn’t say much, except that she’s not into birthdays.” “So what are we doing?” “Throwing her a party.” Shepley nodded, waiting for me to explain. “I thought we’d surprise her. Invite some of our friends over and have America take her out for a while.” Shepley put on his white ball cap, pulling it down so low over his brows I couldn’t see his eyes. “She can manage that. Anything else?” “How do you feel about a puppy?” Shepley laughed once. “It’s not my birthday, bro.” I walked around the breakfast bar and leaned my hip against the stool. “I know, but she lives in the dorms. She can’t have a puppy.” “Keep it here? Seriously? What are we going to do with a dog?” “I found a Cairn Terrier online. It’s perfect.” “A what?” “Pidge is from Kansas. It’s the same kind of dog Dorothy had in the Wizard of Oz.” Shepley’s face was blank. “The Wizard of Oz.” “What? I liked the scarecrow when I was a little kid, shut the fuck up.” “It’s going to crap every where, Travis. It’ll bark and whine and … I don’t know.” “So does America … minus the crapping.” Shepley wasn’t amused. “I’ll take it out and clean up after it. I’ll keep it in my room. You won’t even know it’s here.” “You can’t keep it from barking.” “Think about it. You gotta admit it’ll win her over.” Shepley smiled. “Is that what this is all about? You’re trying to win over Abby?” My brows pulled together. “Quit it.” His smile widened. “You can get the damn dog…” I grinned with victory. “…if you admit you have feelings for Abby.” I frowned in defeat. “C’mon, man!” “Admit it,” Shepley said, crossing his arms. What a tool. He was actually going to make me say it. I looked to the floor, and everywhere else except Shepley’s smug ass smile. I fought it for a while, but the puppy was fucking brilliant. Abby would flip out (in a good way for once), and I could keep it at the apartment. She’d want to be there every day. “I like her,” I said through my teeth. Shepley held his hand to his ear. “What? I couldn’t quite hear you.” “You’re an asshole! Did you hear that?” Shepley crossed his arms. “Say it.” “I like her, okay?” “Not good enough.” “I have feelings for her. I care about her. A lot. I can’t stand it when she’s not around. Happy?” “For now,” he said, grabbing his backpack off the floor.

I don't think science is hard to teach because humans aren't ready for it, or because it arose only through a fluke, or because, by and large, we don't have the brainpower to grapple with it. Instead, the enormous zest for science that I see in first-graders and the lesson from the remnant hunter-gatherers both speak eloquently: A proclivity for science is embedded deeply within us, in all times, places, and cultures. It has been the means for our survival. It is our birthright. When, through indifference, inattention, incompetence, or fear of skepticism, we discourage children from science, we are disenfranchising them, taking from them the tools needed to manage their future.

[Speaking to a group of wealthy New Yorkers] A million years ago, the cave man, without tools, with small brain, and with nothing but the strength of his body, managed to feed his wife and children, so that through him the race survived. You on the other hand, armed with all the modern means of production, multiplying the productive capacity of the cave man a million times — you are incompetents and muddlers, you are unable to secure to millions even the paltry amount of bread that would sustain their physical life. You have mismanaged the world, and it shall be taken from you. 

We master our lives by mastering our perception. Life is not what happens to us but how we manage what happens.

How is it every time we're talking about the real world, you manage to bring up fantasy, and every time we're talking about fantasy, you manage to bring up the real world? Travis shrugged. "My fantasies are more interesting than the real world and machines and tools are more interesting than you guys' fantasies.

At root, they fail to appreciate that the basic nature of the law and the police, since its earliest origins, is to be a tool for managing inequality and maintaining the status quo. Police reforms that fail to directly address this reality are doomed to reproduce it.

You realize, of course, the Omegans nearly lost this Earth. They had everything yet let it disintegrate through their rampant carelessness. Two hundred years past they possessed the rudimentary beginnings of the NET to bring them together. They called it the Internet. Yet they treated it like a toy, tribalized themselves, and thus nearly lost the planet. “Nationalist wars, self serving ideologies, competing religions . . . more significant, though not to the Omegans, was climate change itself, which mattered more than any petty dogma, but they ignored it until too late. It has ultimately determined our lives, managed now by the CORPORATE, using the only possible tools to survive. There were billions of Humans then. There is now but a fraction of that: some 300 million we know in the MEGS and, of course, the uncounted MASSes.

Getting straight with your money is as complicated as a trip to the grocery store: You need a comparison shop, add and subtract, stick with a plan, and ask questions- nothing more.

Change Management provides strategies, tools, and methods that equip an organization to achieve a desired future state.

The skeptic says that the believer has lost his own mind under God. On the contrary, it is the people who follow God who are most like his children, who willingly and consciously walk in his will; but those who oppose him oppose him vainly and at their own expense, and, figuratively, seem to be more like his tools. They don't diminish his glory, but instead he still manages to use them in ways of unconsciously carrying out his will.

His silence had begun as something protective, but over the years it has transformed into something near oppressive, something that manages him rather than the other way around. Now he cannot find a way out of it, even when he wants to. He imagines he is floating in a small bubble of water, encased on all sides by walls and ceilings and floors of ice, all many feet thick. He knows there is a way out, but he is unequipped; he has no tools to begin his work, and his hands scrabble uselessly against the ice's slick. He had thought that by not saying who he was, he was making himself more palatable, less strange. But now, what he doesn't say makes him stranger, an object of pity and even suspicion.

Being simply “better than average” is not good enough. You have to be head and shoulders above the crowd to win a minus-sum game.

Markets need a fresh supply of losers just as builders of the ancient pyramids needed a fresh supply of slaves. Losers bring money into the markets, which is necessary for the prosperity of the trading industry.

At cocktail parties, I played the part of a successful businessman's wife to perfection. I smiled, I made polite chit-chat, and I dressed the part. Denial and rationalization were two of my most effective tools in working my way through our social obligations. I believed that playing the roles of wife and mother were the least I could do to help support Tom's career. During the day, I was a puzzle with innumerable pieces. One piece made my family a nourishing breakfast. Another piece ferried the kids to school and to soccer practice. A third piece managed to trip to the grocery store. There was also a piece that wanted to sleep for eighteen hours a day and the piece that woke up shaking from yet another nightmare. And there was the piece that attended business functions and actually fooled people into thinking I might have something constructive to offer. I was a circus performer traversing the tightwire, and I could fall off into a vortex devoid of reality at any moment. There was, and had been for a very long time, an intense sense of despair. A self-deprecating voice inside told me I had no chance of getting better. I lived in an emotional black hole. p20-21, talking about dissociative identity disorder (formerly multiple personality disorder).

But there is not one management course in the world where they recommend Self-Righteousness as a tool.

Management is 5% instruction and 95% communication.

So far, the only people who've made money from trading systems are their sellers.

An astute trader aims to enter the market during quiet times and take profits during wild times.

Losing is a powerful management tool so long as it does not become a habit.

The answer is to draw a line between a businessman's risk and a loss. As traders, we always take businessman's risks, but we may never take a loss greater than this predetermined risk.

In trying to explain this linkage, I was inspired by a traditional African tool that has three legs and a basin to sit on. To me the three legs represent three critical pillars of just and stable societies. The first leg stands for democratic space, where rights are respected, whether they are human rights, women's rights, children's rights, or environmental rights. The second represents sustainable and equitable management and resources. And the third stands for cultures of peace that are deliberately cultivated within communities and nations. The basin, or seat, represents society and its prospects for development. Unless all three legs are in place, supporting the seat, no society can thrive. Neither can its citizens develop their skills and creativity. When one leg is missing, the seat is unstable; when two legs are missing, it is impossible to keep any state alive; and when no legs are available, the state is as good as a failed state. No development can take place in such a state either. Instead, conflict ensues.

I wasn’t convinced anyone felt the exact same way I did. That’s the rub about being human, I guess. You have all these tools to express yourself, art and music and poetry and stuff, but no one will ever truly know how you feel unless you somehow manage to create a projection of your brain and play it on to the wall. Even then it might not be as vivid. Even then it might not be as close.

As you work to become a better student, remember that learning is far more important than the numbers on your transcript. I know it can be hard sometimes to remember what you're in school for. In some places, students go crazy over a tenth of a point - but this is an unhealthy and unsustainable way to manage your education. The real reason you're in school is to grow as a person and fulfill your potential.

Treat your work as a refuge—an oasis of control and creative satisfaction in the midst of the bad stuff. Don’t beat yourself up if you’re not on fire creatively every day—give yourself credit if you show up for work and make even a small amount of progress. When you put down your tools for the day, you may even see your personal situation with a fresh eye. POVERTY

Rules and consequences are not the best tools for classroom management. Giving students goals and rewards is more effective. It’s about putting systems in place that actively incentivize good behavior and passively decentivize bad behavior. In this way, as a teacher you can spend less time on managing behaviors and more time on educating and leading.

The most important tool you have on a resume is language.

To help ensure success, practice defensive money management. A good trader watches his capital as carefully as a professional scuba diver watches his air supply.

Money is a tool. Used properly it makes something beautiful- used wrong, it makes a mess!

Social tools leave a digital audit trail, documenting our learning journey—often an unfolding story—and leaving a path for others to follow.

Don't let your tools become your process.

But here’s the secret to success when you possess a much-larger-than-average-size cock. You can’t just wave it around like a big bat. You’ve got to treat it like a baseball manager does a closer. A cock with firepower is your secret weapon, and it’s worth its weight in gold if you know what to do with the rest of the lineup. Meaning, the dick should never be the star of the show. The woman’s name should be the one in lights, and you need to make her feel that way from start to finish. Warm her up right. Use all your tools—hands, fingers, mouth, tongue, words.

As an empiricist I continue to think of the conceptual scheme of science as a tool, ultimately, for predicting future experience in the light of past experience. Physical objects are conceptually imported into the situation as convenient intermediaries-not by definition in terms of experience, but simply as irreducible posits comparable, epistemologically, to the gods of Homer. For my part I do, qua lay physicist, believe in physical objects and not in Homer's gods; and I consider it a scientific error to believe otherwise. But in point of epistemological footing the physical objects and the gods differ only in degree and not in kind. Both sorts of entities enter our conception only as cultural posits. The myth of physical objects is epistemologically superior to most in that it has proved more efficacious than other myths as a device for working a manageable structure into the flux of experience.

Mutual understanding can never be attained by “communications down,” can never be created by talking. It can result only from “communications up.” It requires both the superior’s willingness to listen and a tool especially designed to make lower managers heard.

Urgency addiction is a self-destructive behavior that temporarily fills the void created by unmet needs. And instead of meeting these needs, the tools and approaches of time management often feed the addiction. They keep us focused on daily prioritization of the urgent.

That’s what tools are for. They help keep us upright and balanced, better able to coexist with uncertainty. They help us deal with flux, to manage when life feels out of control. And they help us continue onward, even while in discomfort, even as we live with our strands exposed.

Everybody tries to protect this vulnerable two three four five six seven eight year old inside, and to acquire skills and aptitudes for dealing with the situations that threaten to overwhelm it... Usually, that child is a wretchedly isolated undeveloped little being. It’s been protected by the efficient armour, it’s never participated in life, it’s never been exposed to living and to managing the person’s affairs, it’s never been given responsibility for taking the brunt. And it’s never properly lived. That’s how it is in almost everybody. And that little creature is sitting there, behind the armour, peering through the slits. And in its own self, it is still unprotected, incapable, inexperienced... And in fact, that child is the only real thing in them. It’s their humanity, their real individuality, the one that can’t understand why it was born and that knows it will have to die, in no matter how crowded a place, quite on its own. That’s the carrier of all the living qualities. It’s the centre of all the possible magic and revelation. What doesn’t come out of that creature isn’t worth having, or it’s worth having only as a tool—for that creature to use and turn to account and make meaningful... And so, wherever life takes it by surprise, and suddenly the artificial self of adaptations proves inadequate, and fails to ward off the invasion of raw experience, that inner self is thrown into the front line—unprepared, with all its childhood terrors round its ears. And yet that’s the moment it wants. That’s where it comes alive—even if only to be overwhelmed and bewildered and hurt. And that’s where it calls up its own resources—not artificial aids, picked up outside, but real inner resources, real biological ability to cope, and to turn to account, and to enjoy. That’s the paradox: the only time most people feel alive is when they’re suffering, when something overwhelms their ordinary, careful armour, and the naked child is flung out onto the world. That’s why the things that are worst to undergo are best to remember. But when that child gets buried away under their adaptive and protective shells—he becomes one of the walking dead, a monster. So when you realise you’ve gone a few weeks and haven’t felt that awful struggle of your childish self—struggling to lift itself out of its inadequacy and incompetence—you’ll know you’ve gone some weeks without meeting new challenge, and without growing, and that you’ve gone some weeks towards losing touch with yourself.

Some risks that are thought to be unknown, are not unknown. With some foresight and critical thought, some risks that at first glance may seem unforeseen, can in fact be foreseen. Armed with the right set of tools, procedures, knowledge and insight, light can be shed on variables that lead to risk, allowing us to manage them.

Socialism was made to be an ideology of radical democracy, of working-class self-emancipation, not a tool for state-managed development. A revolution from above, with an unelected party overseeing the creation of a social surplus and rerouting it to certain ends, even with the best of intentions, is a formula for authoritarianism.

Forget physics, forget organic chem, forget reading James Joyce's Ulysses - organizing your time is one of the biggest challenges you'll face in your academic career.

Delegation is not a binary thing. There are shades of grey between a dictatorship and an anarchy.

Praise is underused and underappreciated as a management tool.

To win in the markets, we need to master three essential components of trading: sound psychology, a logical trading system, and an effective risk management plan.

It is hard enough to know what the market is going to do; if you don't know what you are going to do, the game is lost.

Change is difficult, but it can be managed when you stay aware of the power of your choices, even if it’s simply your attitude.

A stock screening feature is then used to find the leading stocks within the leading sectors.

Any woman with kinky textured hair - can wear it, love it and manage it. She only needs the right tools, inspiration and motivation.

Once individuals have the motivation to do something different, the whole world can begin to change. The

when people managed to reach seventy years of age, filters and other tools of tact could be discarded.

The husband and wife who open another delicatessen store or another Mexican restaurant in the American suburb surely take a risk. But are they entrepreneurs? All they do is what has been done many times before. They gamble on the increasing popularity of eating out in their area, but create neither a new satisfaction nor new consumer demand. Seen under this perspective they are surely not entrepreneurs even though theirs is a new venture. McDonald’s, however, was entrepreneurship. It did not invent anything, to be sure. Its final product was what any decent American restaurant had produced years ago. But by applying management concepts and management techniques (asking, What is “value” to the customer?), standardizing the “product,” designing process and tools, and by basing training on the analysis of the work to be done and then setting the standards it required, McDonald’s both drastically upgraded the yield from resources, and created a new market and a new customer. This is entrepreneurship.

Business people love to hate their current software and love to love the next software they haven't yet bought. Salespeople count on this. But tomorrow's tools will become the current tools.

Since my symptoms began 13 years ago, I’ve tried every form of pain management I could access — NSAIDS, nonopioid analgesics, neurologic medications, acupuncture, laser therapy, physical therapy, prolotherapy, massage, and trigger-point injections. Most of these have been unhelpful; others provide temporary relief, often at great expense. At the end of the day, when my body is fully depleted of its resources and in the most pain, a single dose of Percocet is the only tool that silences the pain enough for me to fall asleep. I honestly don’t know what I’d do if Percocet became unavailable to me, and the very thought scares me. I’ve been taking it for five years. To avoid any chance of addiction, I only take it at night and have stayed on a consistently low dose.

Some of my scientific friends and colleagues confess that they cannot for the life of them see why I don't abandon ship and join them. The short answer is that I have managed, by straddling the boundaries, to have the best of both worlds. By working with scientists I get a rich diet of fascinating and problematic facts to think about, but by staying a philosopher without a lab or a research grant, I get to think about all the theories and experiments and never have to do the dishes

New Orleanians are notoriously late showing up, if they show up at all, because by and large they don't keep calendars. Calendars are tools for managing the future, and in New Orleans the future doesn't exist.

There are good trading systems out there, but they have to be monitored and adjusted using individual judgment. You have to stay on the ball—you cannot abdicate responsibility for your success to a mechanical system.

People trade for many reasons—some rational and many irrational. Trading offers an opportunity to make a lot of money in a hurry. Money symbolizes freedom to many people, even though they often don't know what to do with it.

Mrs Loudon was even more successful than her husband thanks to a single work, Practical Instructions in Gardening for Ladies, published in 1841, which proved to be magnificently timely. It was the first book of any type ever to encourage women of elevated classes to get their hands dirty and even to take on a faint glow of perspiration. This was novel almost to the point of eroticism. Gardening for Ladies bravely insisted that women could manage gardening independent of male supervision if they simply observed a few sensible precautions – working steadily but not too vigorously, using only light tools, never standing on damp ground because of the unhealthful emanations that would rise up through their skirts.

99U’s Manage Your Day-to-Day assembles insights around four key skill sets you must master to succeed: building a rock-solid daily routine, taming your tools (before they tame you), finding focus in a distracted world, and sharpening your creative mind.

Liquidity is important to investors. When opportunities arise, businesses need to have sufficient cash available in order to act on the opportunity promptly. Having sufficient cash available can also serve as protection against losses or a tool with which the business acquired solutions in the event of crises. We like to see that businesses have a sufficient amount of available cash.

You go out into your world, and try and find the things that will be useful to you. Your weapons. Your tools. Your charms. You find a record, or a poem, or a picture of a girl that you pin to the wall and go, "Her. I'll try and be her. I'll try and be her - but here." You observe the way others walk, and talk, and you steal little bits of them - you collage yourself out of whatever you can get your hands on. You are like the robot Johnny 5 in Short Circuit, crying, "More input! More input for Johnny 5! as you rifle through books and watch films and sit in front of the television, trying to guess which of these things that you are watching - Alexis Carrington Colby walking down a marble staircase; Anne of Green Gables holding her shoddy suitcase; Cathy wailing on the moors; Courtney Love wailing in her petticoat; Dorothy Parker gunning people down; Grace Jones singing "Slave to the Rhythm" - you will need when you get out there. What will be useful. What will be, eventually, you? And you will be quite on your own when you do all this. There is no academy where you can learn to be yourself; there is no line manager slowly urging you toward the correct answer. You are midwife to yourself, and will give birth to yourself, over and over, in dark rooms, alone. And some versions of you will end in dismal failure - many prototypes won't even get out the front door, as you suddenly realize that no, you can't style-out an all-in-one gold bodysuit and a massive attitude problem in Wolverhampton. Others will achieve temporary success - hitting new land-speed records, and amazing all around you, and then suddenly, unexpectedly exploding, like the Bluebird on Coniston Water. But one day you'll find a version of you that will get you kissed, or befriended, or inspired, and you will make your notes accordingly, staying up all night to hone and improvise upon a tiny snatch of melody that worked. Until - slowly, slowly - you make a viable version of you, one you can hum every day. You'll find the tiny, right piece of grit you can pearl around, until nature kicks in, and your shell will just quietly fill with magic, even while you're busy doing other things. What your nature began, nature will take over, and start completing, until you stop having to think about who you'll be entirely - as you're too busy doing, now. And ten years will pass without you even noticing. And later, over a glass of wine - because you drink wine now, because you are grown - you will marvel over what you did. Marvel that, at the time, you kept so many secrets. Tried to keep the secret of yourself. Tried to metamorphose in the dark. The loud, drunken, fucking, eyeliner-smeared, laughing, cutting, panicking, unbearably present secret of yourself. When really you were about as secret as the moon. And as luminous, under all those clothes.

Why do most traders lose and wash out of the markets? Emotional and mindless trading are big reasons, but there is another. Markets are actually set up so that most traders must lose money. The trading industry slowly kills traders with commissions and slippage.

How do we get more comfortable, less paralyzed, inside of uncertainty? What tools do we have to sustain ourselves? Where do we find extra pillars of support? How can we create safety and stability for others? And if we work as one, what might we manage to overcome together?

Money on its own is nothing but peace of paper, and a million kwacha's today maybe worth only two bags of Irish potatoes in 10 years time due to inflation. Don't keep your millions at the bank and boost that your rich, those are just papers, put them on the investments that covers for inflation as well.

We are told that the police are the bringers of justice. They are here to help maintain social order so that no one should be subjected to abuse. The neutral enforcement of the law sets us all free. This understanding of policing, however, is largely mythical. American police function, despite whatever good intentions they have, as a tool for managing deeply entrenched inequalities in a way that systematically produces injustices for the poor, socially marginal, and nonwhite.

That was the rub of being human. You had all these tools to express yourself, art and music and poetry and stuff, but no one would ever truly know how you felt unless you somehow managed to create a projection of your brain and played it on a wall. Even then, it might not be as vivid. Even then, it might not be as close.

I often see teams that maniacally focus on their metrics around customer acquisition and retention. This usually works well for customer acquisition, but not so well for retention. Why? For many products, metrics often describe the customer acquisition goal in enough detail to provide sufficient management guidance. In contrast, the metrics for customer retention do not provide enough color to be a complete management tool. As a result, many young companies overemphasize retention metrics and do not spend enough time going deep enough on the actual user experience. This generally results in a frantic numbers chase that does not end in a great product.

The very tool that had helped make NASA so consistently successful, what Diane Vaughan called “the original technical culture” in the agency’s DNA, suddenly worked perversely in a situation where the familiar brand of data did not exist. Reason without numbers was not accepted. In the face of an unfamiliar challenge, NASA managers failed to drop their familiar tools.

Does trying to understand the universe at all betray a lack of humility ? I believe it is true that humility is the only just response in a confrontation with the universe, but not a humility that prevents us from seeking the nature of the universe we are admiring. If we seek that nature, then love can be informed by truth instead of being based on ignorance and self-deception. If a Creator God exists, would He or She or It or whatever the appropriate pronoun is, prefer a kind of sodden blockhead who worships while understanding nothing ? Or would He prefer His votaries to admire the real universe in all its intricacy ? I would suggest that science is, at least in part, informed worship. My deeply held belief is that if a god of anything like the traditional sort exists, then our curiosity and intelligence are provided by such a god. We would be unappreciative of those gifts if we suppressed our passion to explore the universe and ourselves. On the other hand, if such a traditional god does not exist, then our curiosity and our intelligence are the essential tools for managing our survival in an extremely dangerous time. In either case the enterprise of knowledge is consistent surely with science; it should be with religion, and it is essential for the welfare of the human species.

I think that happiness is very important. But I will also say that the most effective people I know are not the happiest, and there is something to be said for effectiveness. Even if we were managing a team of nearly a hundred thousand volunteer social media users, living with my girlfriend and my monkey, watching Netflix, having breakfast, and taking care of a single lovingly spoiled potato plant was pretty fucking relaxing. But I think there's somethng inside of us, something that blooms in us in adolescence and never leaves...and it's just...want. Some people have more of it than others, but I think we all have it. And the most amazing tool that I think anyone in the world can have is the ability to control and direct that want. Some people work to minimize it with mindfulness and meditation; some people let it grow and run free and take over their lives. But some people, and I consider myself one of them, study their want, refine it, and build an engine that burns it. Even if their want pushes all in one direction, they can tack against it like a sailboat, getting somewhere better than where they wanted to be.

Dictators around the globe are betting on continued divisions in the U.S. and the opportunities to exploit them. They are hoping that our country becomes more like theirs and uses the tool of democracy -laws, elections, referenda - to produce undemocratic results. Putin calls it "managed democracy." And Putin and his ilk are doing whatever they can to influence our choices and our politics.

You can try to fight it back. You can buy a daily planner and a to-do list application for your phone. You can write yourself notes and fill out schedules. You can become a productivity junkie surrounded by instruments to make life more efficient, but these tools alone will not help, because the problem isn’t you are a bad manager of your time—you are a bad tactician in the war inside your brain.

You have brought out the awkward squad this morning, colonel! Let me see if I can manage them better. Now, men! Hold your tool higher there, you to the left. Bless your heart, man, it's a carbine you've got in your hand, not a fryingpan! Are you all straight? Now then! Ready present "Fire!" the colonel interrupted, starting forward. It was intolerable that this man should give the command for his own death.

Over the years, they’ve all felt, believed, or said that I was too smart to be so … irresponsible, clueless, inept. And when you hear something often enough from enough people in enough places, you believe it. I certainly did. No matter how hard I’ve tried to dot each i and cross each t, I’ve so often managed to screw up the simple stuff with no better idea of how to prevent another disaster. Humiliated, hurt, and lonely, I felt caught in a hamster wheel, futilely running as hard as I could without actually making progress. Defending my heart again. My character again. Hopelessly explaining myself, again, until even I became sick of my voice.

Next is diet or nutrition—or as I prefer to call it, nutritional biochemistry. The third domain is sleep, which has gone underappreciated by Medicine 2.0 until relatively recently. The fourth domain encompasses a set of tools and techniques to manage and improve emotional health. Our fifth and final domain consists of the various drugs, supplements, and hormones that doctors learn about in medical school and beyond. I lump these into one bucket called exogenous molecules, meaning molecules we ingest that come from outside the body.

One day, I think, we'll invent the most impressive broom an interrogating mind might ever attest to seeing. Enormous, this thing would be, and whole formidable chōbu high and with bristles as coarse and catching as the most perniciously effective cleaning tool. And we will invent a mess esteemed and distinguished enough to satisfy the functions of our enormous, genius broom, and the time will converge wherein both the mess and the broom will not do, so what then, but manufacture something bigger, and more furious, and less manageable?

Industrial innovations are costly, and managers must justify their high cost by producing measurable proof of their superiority... [P]eriodic innovations in goods or tools foster the belief that anything new will be proven better. This belief has become an integral part of the modern world view. It is forgotten that whenever a society lives by this delusion, each marketed unit generates more wants than it satisfies. If new things are made because they are better, then the things most people use are not quite good. New models constantly renovate poverty. The consumer feels the lag between what he has and what he ought to get. He believes that products can be made measurably more valuable and allows himself to be constantly re-educated for their consumption. The "better" replaces the "good" as the fundamental normative concept.

Impulsivity and a tendency toward perseveration but away from reciprocity lead us to dominate the conversation, redirect the topic back toward our favorite, and interrupt other people frequently. Our limited theory of mind makes it difficult to register when we’re boring or running off those around us—and executive function differences make it incredibly difficult to stop or redirect even when we do. As so often happens, we confuse attention for affection, prioritize accuracy over pleasantry, and instead of interesting and charming, we’ve managed to convey ourselves as self-centered and one-dimensional. Which

How is it possible to manage a group of dozens of artists to keep to a cohesive vision? At dinner that night I asked Guillermo how he did it. “You have to give everyone complete autonomy within a narrow bandwidth,” he replied. What he meant was that after you get their buy-in on the larger vision, you need to strictly define their roles in the fulfillment of that vision, and then you need to set them free to do their thing. You want the people helping you to be energized and involved; you want them contributing their creativity, not just following your orders. Giving them creative autonomy rewards their individual genius while keeping them oriented to the North Star of your larger shared vision.

The gunnery sergeant didn’t crack a smile at the radio intercept of Faith’s concept of a backup plan, an intercept that had caused Commander Bradburn, skipper of the Dallas, to literally fall out of his command chair laughing. Sands managed to watch the video stone-faced as she boarded the Voyage and began her “fifteen minutes of mayhem,” set in the video to the tune of Chumbawamba’s Tubthumping. He managed to keep a straight face the third time she popped back up like a jack-in-the-box after being dogpiled by zombies. He held it in during her overheard running commentary as the rest of the Marines, even the NCOs, started rolling on the deck. It was when she got the Halligan tool stuck in a zombie’s head and overbalanced that he snorted. When she unstuck her bent machete and it caught a male zombie in the groin he started laughing out loud. When the, admittedly not petite, girl stuck a boot knife in a zombie’s eye then threw him over the side, tears started running down his face and he completely lost his composure as a senior NCO of the United States Marine Corps.

There is an advantage, the research shows us, in being op­timistic. People who cope well tend to have an indelible belief that things will somehow turn out OK. They also tend to be confident. They believe that they will be able to exert at least some control over the outcome of even the most difficult life events. This is not to say that optimistic people believe they can undo the past or stop certain things from happening. Sometimes, even the hardiest of individuals are initially stunned after a tragedy. Nonetheless, fueled by their deep-rooted sense that they can and should be able to move on, they manage to gather their strength, regroup, and work toward restoring the balance in their lives. Along with these optimistic, self-confident beliefs, people who cope well also have a broader repertoire of behaviors. Simply put, they seem to have more tools in their toolboxes. One example is how resilient people express emotion. We think that, as a general rule, the more we show what we are feeling, the better off we will be. This is especially true when bad things happen to us, and it is actually a cornerstone of the traditional grief work idea.

On the island of Java, in Indonesia, lived Homo soloensis, ‘Man from the Solo Valley’, who was suited to life in the tropics. On another Indonesian island – the small island of Flores – archaic humans underwent a process of dwarfing. Humans first reached Flores when the sea level was exceptionally low, and the island was easily accessible from the mainland. When the seas rose again, some people were trapped on the island, which was poor in resources. Big people, who need a lot of food, died first. Smaller fellows survived much better. Over the generations, the people of Flores became dwarves. This unique species, known by scientists as Homo floresiensis, reached a maximum height of only 3.5 feet and weighed no more than fifty-five pounds. They were nevertheless able to produce stone tools, and even managed occasionally to hunt down some of the island’s elephants – though, to be fair, the elephants were a dwarf species as well.

People are the foundation of any company’s success. The primary job of each manager is to help people be more effective in their job and to grow and develop. We have great people who want to do well, are capable of doing great things, and come to work fired up to do them. Great people flourish in an environment that liberates and amplifies that energy. Managers create this environment through support, respect, and trust. Support means giving people the tools, information, training, and coaching they need to succeed. It means continuous effort to develop people’s skills. Great managers help people excel and grow. Respect means understanding people’s unique career goals and being sensitive to their life choices. It means helping people achieve these career goals in a way that’s consistent with the needs of the company. Trust means freeing people to do their jobs and to make decisions. It means knowing people want to do well and believing that they will.

Shaking, I pushed at him and managed to turn my head long enough to gasp, “I can’t. No. That’s enough, Jack.” He stopped at once. But he kept me against him, his chest moving hard and fast. I couldn’t look at him. My voice was hoarse as I said, “That shouldn’t have happened.” “I’ve wanted this since the first second I saw you.” His arms tightened, and he bent over me until his mouth was close to my ear. Gently he whispered, “You did, too.” “I didn’t. I don’t.” “You need some fun, Ella.” I let out an incredulous laugh. “Believe me, I don’t need fun, I need—” I broke off with a gasp as he pressed my hips closer to his. The feel of him was more than my dazzled senses could handle. To my mortification, I hitched up against him before I could stop myself, heat and instinct winning out over sanity. Feeling the reflexive response, Jack smiled against my scarlet cheek. “You should take me on. I’d be good for you.” “You are so full of yourself . . . and you would not be good for me, with your steaks and power tools and your attention-deficit libido, and . . . I’ll bet you’re a card-carrying member of the NRA. Admit it, you are.” I couldn’t seem to shut up. I was talking too much, breathing too fast, jittering like a wind-up toy that had been wound to the limits of its mechanism. Jack nuzzled into a sensitive place behind my ear. “Why does that matter?” “Is that a yes? It must be. God. It matters because— stop that. It matters because I would only go to bed with a man who respected me and my views. My—” I broke off with an inarticulate sound as he nibbled lightly at my skin. “I respect you,” he murmured. “And your views. I think of you as an equal. I respect your brains, and all those big words you like to use. But I also want to rip your clothes off and have sex with you until you scream and cry and see God.” His mouth dragged gently along my throat. I jerked helplessly, muscles jolting with pleasure, and his hands gripped my hips, keeping me in place. “I’m gonna show you a good time, Ella. Starting with some take-no-prisoners sex. The kind when you can’t remember your own name after.

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

You’ll get all dusty.” He made a sound deep in his throat. “You can brush me off.” She grinned wickedly. “Now that’s what I call incentive!” He chuckled. “Cut it out. We’ve got a serious and sensitive situation here.” “So you intimated on the phone.” She glanced around the airport. “Where’s baggage claim? I brought some tools and electronic equipment, too.” “How about clothes?” She stared at him blankly. “What do I need with a lot of clothes cluttering up my equipment case? These are wash-and-wear.” He made another sound. “You can’t expect to go to a restaurant in that!” “Why not? And who’s taking me to any restaurant?” she demanded. “You never do.” He shrugged. “I’m going to do penance while we’re out here.” Her eyes sparkled. “Great! Your bed or mine?” He laughed in spite of himself. She was the only person in his life who’d ever been able to make him feel carefree, even briefly. She lit fires inside him, although he was careful not to let them show too much. “You never give up, do you?” “Someday you’ll weaken,” she assured him. “And I’m prepared. I have a week’s supply of Trojans in my fanny pack…” He managed to look shocked. “Cecily!” She shrugged. “Women have to think about these things. I’m twenty-three, you know.” She added, “You came into my life at a formative time and rescued me from something terrible. Can I help it if you make other potential lovers look like fried sea bass by comparison?” “I didn’t bring you out here to discuss your lack of lovers,” he pointed out. “And here I hoped you were offering yourself up as an educational experience,” she sighed. He glared down at her as they walked toward baggage claim. “Okay,” she said glumly. “I’ll give up, for now.

Security is a big and serious deal, but it’s also largely a solved problem. That’s why the average person is quite willing to do their banking online and why nobody is afraid of entering their credit card number on Amazon. At 37signals, we’ve devised a simple security checklist all employees must follow: 1. All computers must use hard drive encryption, like the built-in FileVault feature in Apple’s OS X operating system. This ensures that a lost laptop is merely an inconvenience and an insurance claim, not a company-wide emergency and a scramble to change passwords and worry about what documents might be leaked. 2. Disable automatic login, require a password when waking from sleep, and set the computer to automatically lock after ten inactive minutes. 3. Turn on encryption for all sites you visit, especially critical services like Gmail. These days all sites use something called HTTPS or SSL. Look for the little lock icon in front of the Internet address. (We forced all 37signals products onto SSL a few years back to help with this.) 4. Make sure all smartphones and tablets use lock codes and can be wiped remotely. On the iPhone, you can do this through the “Find iPhone” application. This rule is easily forgotten as we tend to think of these tools as something for the home, but inevitably you’ll check your work email or log into Basecamp using your tablet. A smartphone or tablet needs to be treated with as much respect as your laptop. 5. Use a unique, generated, long-form password for each site you visit, kept by password-managing software, such as 1Password.§ We’re sorry to say, “secretmonkey” is not going to fool anyone. And even if you manage to remember UM6vDjwidQE9C28Z, it’s no good if it’s used on every site and one of them is hacked. (It happens all the time!) 6. Turn on two-factor authentication when using Gmail, so you can’t log in without having access to your cell phone for a login code (this means that someone who gets hold of your login and password also needs to get hold of your phone to login). And keep in mind: if your email security fails, all other online services will fail too, since an intruder can use the “password reset” from any other site to have a new password sent to the email account they now have access to. Creating security protocols and algorithms is the computer equivalent of rocket science, but taking advantage of them isn’t. Take the time to learn the basics and they’ll cease being scary voodoo that you can’t trust. These days, security for your devices is just simple good sense, like putting on your seat belt.

Perhaps that had been one of the ineradicable faults of mankind - for even a convinced atheist had to admit there were faults - that it was never content with a thing as a thing; it had to turn things into symbols of other things. A rainbow was never only a rainbow; a storm was a sign of celestial anger; and even from the puddingy earth came forth dark chthonian gods. What did it all mean? What an agnostic believed and what the willowy parson believed were not only irreconcilable systems of thought: they were equally valid systems of thought because, somewhere along the evolutionary line, man, developing this habit of thinking of symbols, had provided himself with more alternatives than he could manage. Animals moved in no such channel of imagination - they copulated and they ate; but the the saint, bread was a symbol of life, as the phallus was to the pagan. The animals themselves were pressed into symbolic service - and not only in the medieval bestiaries, by any means. Such a usage was a distortion, although man seemed unable to ratiocinate without it. That had been the trouble right from the beginning. Perhaps it had even been the beginning, back among the first men that man could never get clearly defined (for the early men, being also symbols, had to be either lumbering brutes, or timid noble savages, or to undergo some other interpretation). Perhaps the first fire, the first tool, the first wheel, the first carving in a limestone cave, had each possessed a symbolic rather than a practical value, had each been pressed to serve distortion rather than reality. It was a sort of madness that had driven man from his humble sites on the edges of woods into towns and cities, into arts and wars, into religious crusades, into martyrdom and prostitution, into dyspepsia and fasting, into love and hatred, into this present cul-de-sac; it had all come about in pursuit of symbols. In the beginning was the symbol, and darness was over the face of the Earth.

Complex operations, in which agencies assume complementary roles and operate in close proximity-often with similar missions but conflicting mandates-accentuate these tensions. The tensions are evident in the processes of analyzing complex environments, planning for complex interventions, and implementing complex operations. Many reports and analyses forecast that these complex operations are precisely those that will demand our attention most in the indefinite future. As essayist Barton and O'Connell note, our intelligence and understanding of the root cause of conflict, multiplicity of motivations and grievances, and disposition of actors is often inadequate. Moreover, the problems that complex operations are intended and implemented to address are convoluted, and often inscrutable. They exhibit many if not all the characteristics of "wicked problems," as enumerated by Rittel and Webber in 1973: they defy definitive formulations; any proposed solution or intervention causes the problem to mutate, so there is no second chance at a solution; every situation is unique; each wicked problem can be considered a symptom of another problem. As a result, policy objectives are often compound and ambiguous. The requirements of stability, for example, in Afghanistan today, may conflict with the requirements for democratic governance. Efforts to establish an equitable social contract may well exacerbate inter-communal tensions that can lead to violence. The rule of law, as we understand it, may displace indigenous conflict management and stabilization systems. The law of unintended consequences may indeed be the only law of the land. The complexity of the challenges we face in the current global environment would suggest the obvious benefit of joint analysis - bringing to bear on any given problem the analytic tools of military, diplomatic and development analysts. Instead, efforts to analyze jointly are most often an afterthought, initiated long after a problem has escalated to a level of urgency that negates much of the utility of deliberate planning.

So we’ve made a truce. I have agreed that, in the spring, I will either enlist or marry.” He stopped spinning the tile in his fingers. “You’ll marry, then.” “Yes. But at least I will have six months of peace first.” Arin dropped the tile to the table. “Let’s play again.” This time Kestrel won, and wasn’t prepared for how her blood buzzed with triumph. Arin stared at the tiles. His mouth thinned to a line. A thousand questions swam into Kestrel’s mind, nudging, fighting to be first. But she was as taken aback as Arin seemed to be by the one that slipped out of her mouth. “Why were you trained as a blacksmith?” For a moment, Kestrel thought he wouldn’t answer. His jaw tightened. Then he said, “I was chosen because I was the last nine-year-old boy in the world suited to be a blacksmith. I was scrawny. I daydreamed. I cringed. Have you looked at the tools in the forge? At the hammer? You’d want to think carefully about what kind of slave you’d let pick that up. My first slaver looked at me and decided I wasn’t the type to raise my hand in anger. He chose me.” Arin’s smile was cold. “Well, do you like your answer?” Kestrel couldn’t speak. Arin pushed his tiles away. “I want to go into the city.” Even though Kestrel had said that he could, and knew that there was nothing wrong with a slave hoping to see his sweetheart, she wanted to say no. “So soon?” she managed. “It’s been a month.” “Oh.” Kestrel told herself that a month must be a long time to go without seeing the person one loves. “Of course. Go.

Likewise, we “trusted the process,” but the process didn’t save Toy Story 2 either. “Trust the Process” had morphed into “Assume that the Process Will Fix Things for Us.” It gave us solace, which we felt we needed. But it also coaxed us into letting down our guard and, in the end, made us passive. Even worse, it made us sloppy. Once this became clear to me, I began telling people that the phrase was meaningless. I told our staff that it had become a crutch that was distracting us from engaging, in a meaningful way, with our problems. We should trust in people, I told them, not processes. The error we’d made was forgetting that “the process” has no agenda and doesn’t have taste. It is just a tool—a framework. We needed to take more responsibility and ownership of our own work, our need for self-discipline, and our goals. Imagine an old, heavy suitcase whose well-worn handles are hanging by a few threads. The handle is “Trust the Process” or “Story Is King”—a pithy statement that seems, on the face of it, to stand for so much more. The suitcase represents all that has gone into the formation of the phrase: the experience, the deep wisdom, the truths that emerge from struggle. Too often, we grab the handle and—without realizing it—walk off without the suitcase. What’s more, we don’t even think about what we’ve left behind. After all, the handle is so much easier to carry around than the suitcase. Once you’re aware of the suitcase/handle problem, you’ll see it everywhere. People glom onto words and stories that are often just stand-ins for real action and meaning. Advertisers look for words that imply a product’s value and use that as a substitute for value itself. Companies constantly tell us about their commitment to excellence, implying that this means they will make only top-shelf products. Words like quality and excellence are misapplied so relentlessly that they border on meaningless. Managers scour books and magazines looking for greater understanding but settle instead for adopting a new terminology, thinking that using fresh words will bring them closer to their goals. When someone comes up with a phrase that sticks, it becomes a meme, which migrates around even as it disconnects from its original meaning. To ensure quality, then, excellence must be an earned word, attributed by others to us, not proclaimed by us about ourselves. It is the responsibility of good leaders to make sure that words remain attached to the meanings and ideals they represent.

I can hardly believe that our nation’s policy is to seek peace by going to war. It seems that President Donald J. Trump has done everything in his power to divert our attention away from the fact that the FBI is investigating his association with Russia during his campaign for office. For several weeks now he has been sabre rattling and taking an extremely controversial stance, first with Syria and Afghanistan and now with North Korea. The rhetoric has been the same, accusing others for our failed policy and threatening to take autonomous military action to attain peace in our time. This gunboat diplomacy is wrong. There is no doubt that Secretaries Kelly, Mattis, and other retired military personnel in the Trump Administration are personally tough. However, most people who have served in the military are not eager to send our young men and women to fight, if it is not necessary. Despite what may have been said to the contrary, our military leaders, active or retired, are most often the ones most respectful of international law. Although the military is the tip of the spear for our country, and the forces of civilization, it should not be the first tool to be used. Bloodshed should only be considered as a last resort and definitely never used as the first option. As the leader of the free world, we should stand our ground but be prepared to seek peace through restraint. This is not the time to exercise false pride! Unfortunately the Trump administration informed four top State Department management officials that their services were no longer needed as part of an effort to "clean house." Patrick Kennedy, served for nine years as the “Undersecretary for Management,” “Assistant Secretaries for Administration and Consular Affairs” Joyce Anne Barr and Michele Bond, as well as “Ambassador” Gentry Smith, director of the Office for Foreign Missions. Most of the United States Ambassadors to foreign countries have also been dismissed, including the ones to South Korea and Japan. This leaves the United States without the means of exercising diplomacy rapidly, when needed. These positions are political appointments, and require the President’s nomination and the Senate’s confirmation. This has not happened! Moreover, diplomatically our country is severely handicapped at a time when tensions are as hot as any time since the Cold War. Without following expert advice or consent and the necessary input from the Unites States Congress, the decisions are all being made by a man who claims to know more than the generals do, yet he has only the military experience of a cadet at “New York Military Academy.” A private school he attended as a high school student, from 1959 to 1964. At that time, he received educational and medical deferments from the Vietnam War draft. Trump said that the school provided him with “more training than a lot of the guys that go into the military.” His counterpart the unhinged Kim Jong-un has played with what he considers his country’s military toys, since April 11th of 2012. To think that these are the two world leaders, protecting the planet from a nuclear holocaust….

The extraordinary value of the I Ching is that it reveals the secrets of dynamic natural law. Working with its changes opens up access to the middle level of the Positive Paradigm Wheel, the “e” energy layer of Einstein's Unified Theory. This middle level serves as mediating, two-directional gate-keeper between the ever-changing surface rim and the universal, timeless center. You can't get from here to there, except through the middle layer which, in Western thinking, is effectively taboo, buried in the inaccessible "unconscious." To the extent that natural law is a blind spot in the prevailing, linear and exclusively empirical paradigm, we are left powerless to move beyond the surface level of experience. The realm of light and conscience which rests beyond, on the far side of the dynamic energy level, remains functionally inaccessible. Moral codes promoted by religionists or politicians are sometimes equated with conscience. But they're no substitute for direct experience. Only by becoming intelligently competent in managing the subtle energies of the middle level is it possible to travel further inwards for the immediate, personal experience of inner light. When the middle level becomes clogged with painful memories, negative emotions and socially taboo urges, it becomes a barrier to deeper knowing. The Book of Change is indispensable as a tool for restoring the unnecessarily "unconscious" to conscious awareness, so that the levels of human potential can be linked and unified. In Positive Paradigm context, survivors who prevail in dangerous times aren't those with the most material wealth, possessions or political power. They're the ones who've successfully navigated the middle realm, reached the far shore of enlightenment and returned to the surface with their new information intact. Those who succeed in linking the levels of experience are genius-leaders in whatever fields they choose to engage. They're the fortunate ones who've acquired the inner wealth necessary to both hear the inner voice of conscience and act on the guidance they receive.

With our desire to have more, we find ourselves spending more and more time and energy to manage and maintain everything we have. We try so hard to do this that the things that were supposed to help us end up ruling us. We eventually get used to the new state where our wishes have been fulfilled. We start taking those things for granted and there comes a time when we start getting tired of what we have. We're desperate to convey our own worth, our own value to others. We use objects to tell people just how valuable we are. The objects that are supposed to represent our qualities become our qualities themselves. There are more things to gain from eliminating excess than you might imagine: time, space, freedom and energy. When people say something is impossible, they have already decided that they don't want to do it. Differentiate between things you want and things you need. Leave your unused space empty. These open areas are incredibly useful. They bring us a sense of freedom and keep our minds open to the more important things in life. Memories are wonderful but you won't have room to develop if your attachment to the past is too strong. It's better to cut some of those ties so you can focus on what's important today. Don't get creative when you are trying to discard things. There's no need to stock up. An item chosen with passion represents perfection to us. Things we just happen to pick up, however, are easy candidates for disposal or replacement. As long as we stick to owning things that we really love, we aren't likely to want more. Our homes aren't museum, they don't need collections. When you aren't sure that you really want to part with something, try stowing it away for a while. Larger furniture items with bold colors will in time trigger visual fatigue and then boredom. Discarding things can be wasteful. But the guilt that keeps you from minimizing is the true waste. The real waste is the psychological damage that you accrue from hanging on to things you don't use or need. We find our originality when we own less. When you think about it, it's experience that builds our unique characteristics, not material objects. I've lowered my bar for happiness simply by switching to a tenugui. When even a regular bath towel can make you happy, you'll be able to find happiness almost everywhere. For the minimalist, the objective isn't to reduce, it's to eliminate distractions so they can focus on the things that are truly important. Minimalism is just the beginning. It's a tool. Once you've gone ahead and minimized, it's time to find out what those important things are. Minimalism is built around the idea that there's nothing that you're lacking. You'll spend less time being pushed around by something that you think may be missing. The qualities I look for in the things that I buy are: - the item has a minimalistic kind of shape and is easy to clean - it's color isn't too loud - I'll be able to use it for a long time - it has a simple structure - it's lightweight and compact - it has multiple uses A relaxed moment is not without meaning, it's an important time for reflection. It wasn't the fallen leaves that the lady had been tidying up, it was her own laziness that she had been sweeping away. We are what we repeatedly do. Excellence, then, is not an act but a habit. With daily cleaning, the reward may be the sense of accomplishment and calmness we feel afterward. Cleaning your house is like polishing yourself. Simply by living an organized life, you'll be more invigorated, more confident and like yourself better. Having parted with the bulk of my belongings, I feel true contentment with my day-to-day life. The very act of living brings me joy. When you become a minimalist, you free yourself from all the materialist messages that surround us. All the creative marketing and annoying ads no longer have an effect on you.

In the EPJ results, there were two statistically distinguishable groups of experts. The first failed to do better than random guessing, and in their longer-range forecasts even managed to lose to the chimp. The second group beat the chimp, though not by a wide margin, and they still had plenty of reason to be humble. Indeed, they only barely beat simple algorithms like “always predict no change” or “predict the recent rate of change.” Still, however modest their foresight was, they had some. So why did one group do better than the other? It wasn’t whether they had PhDs or access to classified information. Nor was it what they thought—whether they were liberals or conservatives, optimists or pessimists. The critical factor was how they thought. One group tended to organize their thinking around Big Ideas, although they didn’t agree on which Big Ideas were true or false. Some were environmental doomsters (“We’re running out of everything”); others were cornucopian boomsters (“We can find cost-effective substitutes for everything”). Some were socialists (who favored state control of the commanding heights of the economy); others were free-market fundamentalists (who wanted to minimize regulation). As ideologically diverse as they were, they were united by the fact that their thinking was so ideological. They sought to squeeze complex problems into the preferred cause-effect templates and treated what did not fit as irrelevant distractions. Allergic to wishy-washy answers, they kept pushing their analyses to the limit (and then some), using terms like “furthermore” and “moreover” while piling up reasons why they were right and others wrong. As a result, they were unusually confident and likelier to declare things “impossible” or “certain.” Committed to their conclusions, they were reluctant to change their minds even when their predictions clearly failed. They would tell us, “Just wait.” The other group consisted of more pragmatic experts who drew on many analytical tools, with the choice of tool hinging on the particular problem they faced. These experts gathered as much information from as many sources as they could. When thinking, they often shifted mental gears, sprinkling their speech with transition markers such as “however,” “but,” “although,” and “on the other hand.” They talked about possibilities and probabilities, not certainties. And while no one likes to say “I was wrong,” these experts more readily admitted it and changed their minds. Decades ago, the philosopher Isaiah Berlin wrote a much-acclaimed but rarely read essay that compared the styles of thinking of great authors through the ages. To organize his observations, he drew on a scrap of 2,500-year-old Greek poetry attributed to the warrior-poet Archilochus: “The fox knows many things but the hedgehog knows one big thing.” No one will ever know whether Archilochus was on the side of the fox or the hedgehog but Berlin favored foxes. I felt no need to take sides. I just liked the metaphor because it captured something deep in my data. I dubbed the Big Idea experts “hedgehogs” and the more eclectic experts “foxes.” Foxes beat hedgehogs. And the foxes didn’t just win by acting like chickens, playing it safe with 60% and 70% forecasts where hedgehogs boldly went with 90% and 100%. Foxes beat hedgehogs on both calibration and resolution. Foxes had real foresight. Hedgehogs didn’t.