Ways To Implement Quotes

Politicians and corporate leaders who appeared to rule over their fellow humans were actually only puppets for the Masters, who used them to implement all their agendas to ensure a continuation of separation and control. In this way, when the populace became irate at a politician or corporate leader, the Masters would force them to resign from their position and have another puppet take their place. The populace would believe the problem had been taken care of and real change had occurred, that the root of the problem had been fixed, so they would rejoice and become complacent. When in actuality, the same old revolving-door record would play over and over again, with the real root of power, the Masters, staying at the helm of the ship.

You just sit there and tolerate it, the same way everything in this country is tolerated. Every deception, every lie, every bullet in the brains. Just as you are already tolerating bullets in the brains that will be implemented only after the bullet is put in your brains.

By Hays' reasoning, penetrating a rectum with a penis is a violation of how God meant humans to function. However, penetrating a human body with a sword, a common way to kill people in biblical times, is acceptable. Apparently human bodies were designed to be penetrated by metal implements, but not by flesh.

Suicide is a form of murder— premeditated murder. It isn’t something you do the first time you think of doing it. It takes some getting used to. And you need the means, the opportunity, the motive. A successful suicide demands good organization and a cool head, both of which are usually incompatible with the suicidal state of mind. It’s important to cultivate detachment. One way to do this is to practice imagining yourself dead, or in the process of dying. If there’s a window, you must imagine your body falling out the window. If there’s a knife, you must imagine the knife piercing your skin. If there’s a train coming, you must imagine your torso flattened under its wheels. These exercises are necessary to achieving the proper distance. The debate was wearing me out. Once you've posed that question, it won't go away. I think many people kill themselves simply to stop the debate about whether they will or they won't. Anything I thought or did was immediately drawn into the debate. Made a stupid remark—why not kill myself? Missed the bus—better put an end to it all. Even the good got in there. I liked that movie—maybe I shouldn’t kill myself. In reality, it was only part of myself I wanted to kill: the part that wanted to kill herself, that dragged me into the suicide debate and made every window, kitchen implement, and subway station a rehearsal for tragedy.

You can talk all you want about having a clear purpose and strategy for your life, but ultimately this means nothing if you are not investing the resources you have in a way that is consistent with your strategy. In the end, a strategy is nothing but good intentions unless it's effectively implemented.

Or to look at it from the other end of the telescope: Who in your life, do you remember most fondly, with the most feelings of warmth? Those who were kindest to you, I bet. It's a little facile, maybe, and certainly hard to implement, but I'd say, as a goal in life, you could do worse than: Try to be kinder.

At a conference of sociologists in America in 1977, love was defined as "the cognitive-affective state characterized by intrusive and obsessive fantasizing concerning reciprocity of amorant feelings by the object of the amorance." That is jargon - the practice of never calling a spade a spade when you might instead call it a manual earth-restructuring implement - and it is one of the great curses of modern English.

One sure way to increase a businesses profits is to implement a process improvement program. When a business audits it's internal processes and extracts waste from those processes, the result is inevitably more time or money being leftover.

Encryption works. Properly implemented strong crypto systems are one of the few things that you can rely on. Unfortunately, endpoint security is so terrifically weak that NSA can frequently find ways around it.

If a new system is implemented, humans can be very resourceful when finding new ways to make mistakes.

Used to the conditions of a capitalistic environment, the average American takes it for granted that every year business makes something new and better accessible to him. Looking backward upon the years of his own life, he realizes that many implements that were totally unknown in the days of his youth and many others which at that time could be enjoyed only by a small minority are now standard equipment of almost every household. He is fully confident that this trend will prevail also in the future. He simply calls it the American way of life and does not give serious thought to the question of what made this continuous improvement in the supply of material goods possible.

While there is wisdom in refraining from implementing change merely for the sake of change, clinging to old ways solely for the sake of their antiquity is obviously equally futile.

It means constantly seeking and implementing better ways of thinking and acting across old and new corners of the system.

efficient systems fail to deliver if they’re implemented without kindness.

If you aim to be the best then it's essential to evolve constantly, learn from past mistakes, look for new opportunities and have the flexibility to implement improved processes and solutions along the way.

Writing is what I know. Conceiving self-implemented schedules: teaching day, reading day, writing day, repeat. What a dry, sad, small idea of a life. And how exposed it looks, now that the people I love are in the same room to witness the way I do time. The way I’ve done it all my life.

When we're talking about implementing change in business, it's good have a holistic view and to consider all of the dynamics, including: What is the scope of the change? Who is being impacted (customers, employees, others)? How are people being impacted, and in what way? Are there different perspectives regarding the experience of the change? What exactly is being changed (systems, processes, jobs)? What is the expected timeline for the change?

Muslims must be warned that plagiarists and pretenders as well as ignorant imitators affect great mischief by debasing values, imposing upon the ignorant, and encouraging the rise of mediocrity. The appropriate original ideas for hasty implementation and make false claims for themselves. Original ideas cannot be implemented when vulgarized; on the contrary, what is praiseworthy in them will turn out to become blameworthy, and their rejection will follow with the dissatisfaction that will emerge. So in this way authentic and creative intellectual effort will continually be sabotaged. It is not surprising that the situation arising out of the loss of adab also provides the breeding ground for the emergence of extremists who make ignorance their capital.

Stephen had been put to sleep in his usual room, far from children and noise, away in that corner of the house which looked down to the orchard and the bowling-green, and in spite of his long absence it was so familiar to him that when he woke at about three he made his way to the window almost as quickly as if dawn had already broken, opened it and walked out onto the balcony. The moon had set: there was barely a star to be seen. The still air was delightfully fresh with falling dew, and a late nightingale, in an indifferent voice, was uttering a routine jug-jug far down in Jack's plantations; closer at hand and more agreeable by far, nightjars churred in the orchard, two of them, or perhaps three, the sound rising and falling, intertwining so that the source could not be made out for sure. There were few birds that he preferred to nightjars, but it was not they that had brought him out of bed: he stood leaning on the balcony rail and presently Jack Aubrey, in a summer-house by the bowling-green, began again, playing very gently in the darkness, improvising wholly for himself, dreaming away on his violin with a mastery that Stephen had never heard equalled, though they had played together for years and years. Like many other sailors Jack Aubrey had long dreamed of lying in his warm bed all night long; yet although he could now do so with a clear conscience he often rose at unChristian hours, particularly if he were moved by strong emotion, and crept from his bedroom in a watch-coat, to walk about the house or into the stables or to pace the bowling-green. Sometimes he took his fiddle with him. He was in fact a better player than Stephen, and now that he was using his precious Guarnieri rather than a robust sea-going fiddle the difference was still more evident: but the Guarnieri did not account for the whole of it, nor anything like. Jack certainly concealed his excellence when they were playing together, keeping to Stephen's mediocre level: this had become perfectly clear when Stephen's hands were at last recovered from the thumb-screws and other implements applied by French counter-intelligence officers in Minorca; but on reflexion Stephen thought it had been the case much earlier, since quite apart from his delicacy at that period, Jack hated showing away. Now, in the warm night, there was no one to be comforted, kept in countenance, no one could scorn him for virtuosity, and he could let himself go entirely; and as the grave and subtle music wound on and on, Stephen once more contemplated on the apparent contradiction between the big, cheerful, florid sea-officer whom most people liked on sight but who would have never been described as subtle or capable of subtlety by any one of them (except perhaps his surviving opponents in battle) and the intricate, reflective music he was now creating. So utterly unlike his limited vocabulary in words, at times verging upon the inarticulate. 'My hands have now regained the moderate ability they possessed before I was captured,' observed Maturin, 'but his have gone on to a point I never thought he could reach: his hands and his mind. I am amazed. In his own way he is the secret man of the world.

use your Daily Reflection as your daily digital detox window. After your PM Reflection, implement a “screens off” policy that lasts until you’ve completed your AM Reflection the following morning. It’s a simple way to get yourself into the habit of unplugging.

At first I hoped that such a technically unsound project would collapse but I soon realized it was doomed to success. Almost anything in software can be implemented, sold, and even used given enough determination. There is nothing a mere scientist can say that will stand against the flood of a hundred million dollars. But there is one quality that cannot be purchased in this way - and that is reliability. The price of reliability is the pursuit of the utmost simplicity. It is a price which the very rich find most hard to pay.

New thinking doesn't mean shuffling your old thoughts around; it means getting rid of the old and implementing the new. That way your, "I can't" become "I can!" and "I did!

Implementing Green Infrastructure on the company’s properties is one of the simplest ways to improve its ESG performance.

The value of an idea lies in the using of it. It's not about ideas, it's about making ideas happen. The mission of innovation is to lead to progress and implemented better ways.

In the market economy the consumers are supreme. Consumers determine, by their buying or abstention from buying, what should be produced, by whom and how, of what quality and in what quantity. The entrepreneurs, capitalists, and landowners who fail to satisfy in the best possible and cheapest way the most urgent of the not yet satisfied wishes of the consumers are forced to go out of business and forfeit their preferred position. In business offices and in laboratories the keenest minds are busy fructifying the most complex achievements of scientific research for the production of ever better implements and gadgets for people who have no inkling of the scientific theories that make the fabrication of such things possible. The bigger an enterprise is, the more it is forced to adjust its production activities to the changing whims and fancies of the masses, its masters. The fundamental principle of capitalism is mass production to supply the masses. It is the patronage of the masses that makes enterprises grow into bigness. The common man is supreme in the market economy. He is the customer “who is always right.

To begin with, we have to be more clear about what we mean by patriotic feelings. For a time when I was in high school, I cheered for the school athletic teams. That's a form of patriotism — group loyalty. It can take pernicious forms, but in itself it can be quite harmless, maybe even positive. At the national level, what "patriotism" means depends on how we view the society. Those with deep totalitarian commitments identify the state with the society, its people, and its culture. Therefore those who criticized the policies of the Kremlin under Stalin were condemned as "anti-Soviet" or "hating Russia". For their counterparts in the West, those who criticize the policies of the US government are "anti-American" and "hate America"; those are the standard terms used by intellectual opinion, including left-liberal segments, so deeply committed to their totalitarian instincts that they cannot even recognize them, let alone understand their disgraceful history, tracing to the origins of recorded history in interesting ways. For the totalitarian, "patriotism" means support for the state and its policies, perhaps with twitters of protest on grounds that they might fail or cost us too much. For those whose instincts are democratic rather than totalitarian, "patriotism" means commitment to the welfare and improvement of the society, its people, its culture. That's a natural sentiment and one that can be quite positive. It's one all serious activists share, I presume; otherwise why take the trouble to do what we do? But the kind of "patriotism" fostered by totalitarian societies and military dictatorships, and internalized as second nature by much of intellectual opinion in more free societies, is one of the worst maladies of human history, and will probably do us all in before too long. With regard to the US, I think we find a mix. Every effort is made by power and doctrinal systems to stir up the more dangerous and destructive forms of "patriotism"; every effort is made by people committed to peace and justice to organize and encourage the beneficial kinds. It's a constant struggle. When people are frightened, the more dangerous kinds tend to emerge, and people huddle under the wings of power. Whatever the reasons may be, by comparative standards the US has been a very frightened country for a long time, on many dimensions. Quite commonly in history, such fears have been fanned by unscrupulous leaders, seeking to implement their own agendas. These are commonly harmful to the general population, which has to be disciplined in some manner: the classic device is to stimulate fear of awesome enemies concocted for the purpose, usually with some shreds of realism, required even for the most vulgar forms of propaganda. Germany was the pride of Western civilization 70 years ago, but most Germans were whipped to presumably genuine fear of the Czech dagger pointed at the heart of Germany (is that crazier than the Nicaraguan or Grenadan dagger pointed at the heart of the US, conjured up by the people now playing the same game today?), the Jewish-Bolshevik conspiracy aimed at destroying the Aryan race and the civilization that Germany had inherited from Greece, etc. That's only the beginning. A lot is at stake.

By making your counterparts articulate implementation in their own words, your carefully calibrated “How” questions will convince them that the final solution is their idea. And that’s crucial. People always make more effort to implement a solution when they think it’s theirs. That is simply human nature. That’s why negotiation is often called “the art of letting someone else have your way.

the only way to determine the timetable for a project is by gaining experience on that same project. This needn't be a paradox if you practice incremental development, repeating the following steps. Check requirements Analyze risk Design, implement, integrate Validate with the users

Make each feature work hard to be implemented. Make each feature prove itself and show that it's a survivor. It's like "Fight Club". You should only consider features if they're willing to stand on the porch for three days waiting to be let in. That's why you start with no. Every feature request that comes in to us — or from us — meets a no. We listen but don't act. The initial response is "not now". If a request for a feature keeps coming back, that's when we know it's time to take a deeper look. Then, and only then, do we start considering the feature for real.

Willed introversion, in fact, is one of the classic implements of creative genius and can be employed as a deliberate device. It drives the psychic energies into depth and activates the lost continent of unconscious infantile and archetypal images. The result, of course, may be a disintegration of consciousness more or less complete (neurosis, psychosis: the plight of spellbound Daphne); but on the other hand, if the personality is able to absorb and integrate the new forces, there will be experienced an almost superhuman degree of self-consciousness and masterful control. This is a basic principle of the Indian disciplines of yoga. It has been the way, also, of many creative spirits in the West.25 It cannot be described, quite, as an answer to any specific call. Rather, it is a deliberate, terrific refusal to respond to anything but the deepest, highest, richest answer to the as yet unknown demand of some waiting void within: a kind of total strike, or rejection of the offered terms of life, as a result of which some power of transformation carries the problem to a plane of new magnitudes, where it is suddenly and finally resolved.

Fill out the Habits Scorecard. Write down your current habits to become aware of them. 1.2 Use implementation intentions: “I will [BEHAVIOR] at [TIME] in [LOCATION].” 1.3 Use habit stacking: “After [CURRENT HABIT], I will [NEW HABIT].” 1.4 Design your environment. Make the cues of good habits obvious and visible. The 2nd Law Make It Attractive

When I was very young and the urge to be someplace else was on me, I was assured by mature people that maturity would cure this itch. When years described me as mature, the remedy prescribed was middle age. In middle age I was assured greater age would calm my fever and now that I am fifty-eight perhaps senility will do the job. Nothing has worked. Four hoarse blasts of a ships's whistle still raise the hair on my neck and set my feet to tapping. The sound of a jet, an engine warming up, even the clopping of shod hooves on pavement brings on the ancient shudder, the dry mouth and vacant eye, the hot palms and the churn of stomach high up under the rib cage. In other words, I don't improve; in further words, once a bum always a bum. I fear the disease is incurable. I set this matter down not to instruct others but to inform myself. When the virus of restlessness begins to take possession of a wayward man, and the road away from Here seems broad and straight and sweet, the victim must first find in himself a good and sufficient reason for going. This to the practical bum is not difficult. He has a built-in garden of reasons to chose from. Next he must plan his trip in time and space, choose a direction and a destination. And last he must implement the journey. How to go, what to take, how long to stay. This part of the process is invariable and immortal. I set it down only so that newcomers to bumdom, like teen-agers in new-hatched sin, will not think they invented it. Once a journey is designed, equipped, and put in process, a new factor enters and takes over. A trip, a safari, an exploration, is an entity, different from all other journeys. It has personality, temperament, individuality, uniqueness. A journey is a person in itself; no two are alike. And all plans, safeguards, policing, and coercion are fruitless. We find after years of struggle that we do not take a trip; a trip takes us. Tour masters, schedules, reservations, brass-bound and inevitable, dash themselves to wreckage on the personality of the trip. Only when this is recognized can the blown-in-the glass bum relax and go along with it. Only then do the frustrations fall away. In this a journey is like marriage. The certain way to be wrong is to think you control it.

Though my own knowledge is limited and my experience is also very poor, I have tried my best to help you understand the full breadth of the Buddha’s teaching. Please implement whatever in these pages appears to be helpful. If you follow another religion, please adopt whatever might assist you. If you do not think it would be helpful, just leave it alone.

the two most common cues are time and location. Implementation intentions leverage both of these cues.

True choice requires that a person have the ability to choose an option and not be prevented from choosing it by any external force, meaning that a system tending too far toward either extreme will limit People’s opportunities. Also, both extremes can produce additional problems in practice. Aside from the fact that a lack of “freedom to” can lead to privation, suffering, and death for those who can’t provide for themselves, it can also lead to a de facto plutocracy. The extremely wealthy can come to wield disproportionate power, enabling them to avoid punishment for illegal practices or to change the law itself in ways that perpetuate their advantages at the cost of others, a charge often levied against the “robber baron” industrialists of the late nineteenth century. A lack of “freedom from,” on the other hand, can encourage people to do less work than they’re capable of since they know their needs will be met, and it may stifle innovation and entrepreneurship because people receive few or no additional material benefits for exerting additional effort. Moreover, a government must have extensive power over its people to implement such a system, and as can be seen in the actions of the majority of communist governments in the past, power corrupts.

Odinism is an ancient religion that acknowledges the gods by fostering thought, courage, honor, light, and beauty. Older than history, Odinism is all that was called wisdom when the world was new and fresh.” “…when the gods made man, they made a weapon.” “And a godlike man–a man who is pure force–inaccessible to any compromise–is called a hero.” “In any combat, the hero is the one who renounces advantages.” “Most mortals can wish–only extraordinary mortals can will.” “A man without gods has a desert in his heart.” “Omnipotence is humbuggery. In this universe of hazard and adventure, the gods implement their wills through struggle-not fiat.” “Beware of gods who cannot laugh.” “In the eyes of gods, there are no chosen peoples and no master races.” “Magic is the technology of gods.” “…if you knew the secret of the runes, the knowledge would surprise and terrify.” “Mysteries should not be explained–they should be experienced. That is the way of Odin.” “The future will be a return to the past.” ” When the world is pregnant with lies, a secret long hidden will be revealed.

That dominance came to an abrupt end with the creation and implementation of what has come to be known as the Southern Strategy. The success of law and order rhetoric among working-class whites and the intense resentment of racial reforms, particularly in the South, led conservative Republican analysts to believe that a “new majority” could be created by the Republican Party, one that included the traditional Republican base, the white South, and half the Catholic, blue-collar vote of the big cities.50 Some conservative political strategists admitted that appealing to racial fears and antagonisms was central to this strategy, though it had to be done surreptitiously. H.R. Haldeman, one of Nixon’s key advisers, recalls that Nixon himself deliberately pursued a Southern, racial strategy: “He [President Nixon] emphasized that you have to face the fact that the whole problem is really the blacks. The key is to devise a system that recognizes this while not appearing to.”51 Similarly, John Ehrlichman, special counsel to the president, explained the Nixon administration’s campaign strategy of 1968 in this way: “We’ll go after the racists.”52 In Ehrlichman’s view, “that subliminal appeal to the anti-black voter was always present in Nixon’s statements and speeches.”53

Raja yoga with asanas (poses and breathing) is a way of leading the inquirer to direct personal experience of the “beyond that is within.” Its method is willed introversion, one of the classic implements of creative genius in any line of endeavor. Its intent is to drive the psychic energy of the self to its deepest part to activate the last continent of the true self

Obama has repeatedly defied the limits of his constitutional authority, aggregating powers unto himself in ways past presidents have not. During more than six years as president, Obama has nullified laws, created laws, delayed the implementation of laws, and issued exemptions from and waivers to laws, much of which has been accomplished through executive branch rule making.

Almost all of those big government programs I just mentioned, which retained such high levels of support from the white masses, had been racially exclusive in design and implementation. In fact, the only way President Roosevelt could get most of the New Deal passed was by capitulating to the racist whims of white Southern senators who insisted that blacks be excluded from most of its benefits.

Some Christians go to great trouble studying Satan's ways so they can identify his deceptions, but I don't do that. I'm determined not to focus on Satan—he is defeated. Christ, who guides me and implements His will through me, is the victor. The only way Satan can affect God's work through me is when I believe Satan and doubt God. Satan will try to deceive you, but he cannot ultimately thwart God's purposes.

This process, known as Pointing-and-Calling, is a safety system designed to reduce mistakes. It seems silly, but it works incredibly well. Pointing-and-Calling reduces errors by up to 85 percent and cuts accidents by 30 percent. The MTA subway system in New York City adopted a modified version that is “point-only,” and “within two years of implementation, incidents of incorrectly berthed subways fell 57 percent.

With making changes, the difficult part of trying to implement a new way, idea or thought, is getting people to believe the effect of your notion, and have them believe in themselves of adapting to something new.

It became my mission to work with young people to help show them the way, not save them! But help them understand that there are choices that can be made that will make the difference for the rest of their lives.

Addressing the cultural differences between teachers and students requires what educational researcher Gloria Ladson-Billings describes as culturally relevant pedagogy.7 This approach to teaching advocates for a consideration of the culture of the students in determining the ways in which they are taught. Unfortunately, this approach cannot be implemented unless teachers broaden their scope beyond traditional classroom teaching.

She stood behind her mother's chair and brushed her hair gently for about five minutes, drawing the brush smoothly from forehead to nape, over and over, in the way her mother liked. It was the only sustained physical contact she seemed to enjoy. Her usual mode of a kiss good-bye, for instance, was the kiss-and-push-you-on-your-way. She wasn't a snuggler. No surprise, really, that this acceptable affection came via a prickly implement.

Some people think Hygge is all about candles, material coziness, and fuzzy blankets with Scandinavian designs. However, it’s way more than that. In the Danish Culture, Hygge is the symbol of making meaningful connections.

Daodejing 65. Those of ancient times who were expert in implementing the Way Did not use it to enlighten the common people But employed it to make them stupid The commoners are difficult to govern Because they know too much.

Suicide is a realistic option, I hear myself saying a minute later. Some people take comfort in the realization that they have control over the way their life ends. What they dread most of all is the implementation. The way in which. A train is so violent. Cutting your wrists in the bathtub is so bloody. Hanging is painful—it takes a long time before death comes. Sleeping pills may be vomited up. But there are substances that bring about a painless, easy death.

The Communist Party leadership likes SOEs because they can implement its policies. The Party members who run them can be ordered to carry out Party policies. But many bosses like running SOEs because they provide plenty of opportunities for personal enrichment. Setting up a subsidiary company and appointing oneself to the board is an easy way to make money. Another is to set up a private company owned by a friend or relative and either sell its assets at cheap prices or award it lucrative contracts.

Snowden put it like this in an online Q&A in 2013: “Encryption works. Properly implemented strong crypto systems are one of the few things that you can rely on. Unfortunately, endpoint security is so terrifically weak that NSA can frequently find ways around it.

But when the cobbler or any other man whom nature designed to be a trader, having his heart lifted up by wealth or strength or the number of his followers, or any like advantage, attempts to force his way into the class of warriors, or a warrior into that of legislators and guardians, for which he is unfitted, and either to take the implements or the duties of the other; or when one man is trader, legislator, and warrior all in one, then I think you will agree with me in saying that this interchange and this meddling of one with another is the ruin of the State. Most true. Seeing

What was the international reaction to this holocaust? The United Nations Secretary General awarded a prize to General Qian in 1983, and recorded his ‘deep appreciation’ for the way in which the Chinese government had ‘marshalled the resources necessary to implement population policies on a massive scale’.

Gandhi's insistence that personal change and the ability to bring about social change are linked. He warns that it is no use striving to implement principles such as nonviolence or justice in public affairs so long as one neglects them in one's personal life. And it is wise to begin in small and piecemeal ways.

Some subjects are timeless, and I would say that food is one of them. Yet only by comparing notes this way can We of the World Who Have Known Real Hunger actually get together and form our own sort of imaginary club. Our members today would be from everywhere, from Africa, from Europe, from Asia, everywhere. But regardless of our assorted languages, regardless of our assorted politics, the members would have something far more in common than the members of most clubs do. Would would at least know that the universal implement we all have, the stomach, usually behaves the same way under duress and causes us all to have much the same kinds of dreams.

Most modules have more users than developers, so it is better for the developers to suffer than the users. As a module developer, you should strive to make life as easy as possible for the users of your module, even if that means extra work for you. Another way of expressing this idea is that it is more important for a module to have a simple interface than a simple implementation.

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.

Unfortunately, many give lip service to the concepts of diversity and inclusion but confuse the two and fail to implement them effectively. These are two different but related ideas. Diversity is the recognition that we are unique in our combination of physical attributes and our life experiences. Each of these differences matters because they help provide unique perspectives for problem-solving. Diverse perspectives, versus a homogeneous group, will bring forward a broader range of potential solutions and more “out of the box” thinking. Inclusion is proactively bringing a diverse population together—whether a community or business organization—and enabling these differences to coalesce in a positive way. Making a diverse group feel welcome and valued is the essence of inclusion.

Clarify goals and gather satisfaction metrics. Determine the people and skills needed to complete a project. Set up project management tools, plans and processes. Run status meetings and gather status reports. Analyze data to identify opportunities. Identify & implement changes to improve efficiency. Manage changes that come in from the customer. Find ways to keep the project on track even when things go wrong.

That’s because both the job title and the job itself have never existed before. We used the term ‘ground-breaking’ to describe this position because that is exactly what it is.” Leonard Scott leaned forward. “The current Administration is committed to solving the greatest problems of our time—climate change, sustainability, the deficit, the impending crisis stemming from shortfalls in Social Security and Medicare, healthcare, and the problems that our nation faces as a result of an aging population. We are implementing a plan that will address all of these issues and will revolutionize the way that this country looks at retirement. Rather than continuing on in a bankrupt, broken system that meets the needs of no one, we are going to introduce American seniors to a new way of life—a holistic community that will engage them like nothing ever has before.

Frontline nurses came up with and implemented two more elements of the patient safety system: Safety Action Teams and Good Catch Logs. Safety Action Teams were self-organized groups of nurses who met to identify and reduce potential hazards in their clinical areas. Second-order problem-solving indeed. The Good Catch Logs were a way of celebrating near misses: by documenting good catches, nurses identified additional opportunities for process improvement.

It turns out that addressing the most urgent problems of our time is, well, hard. But what is maddening about this debate is not how difficult fair-tax implementation would be but how utterly easy it is to find enough money to defeat poverty by closing nonsensical tax loopholes. If you don’t like the changes I suggested above, I can propose twenty smaller reforms, or fifty tinier ones, or a hundred even more innocuous nudges to get us there. We could raise $25 billion by winding down the mortgage interest deduction, which disproportionately benefits high-income families and does nothing to promote homeownership. We could find $64.7 billion by increasing the maximum taxable amount of earnings for Social Security so that high- and low-income workers are taxed at the same rate. We could scratch out another $37.3 billion if we treated capital gains and dividends for wealthy Americans the same way we treat income for tax purposes.

Personal change requires motivation, a plan, and determination to see a plan through to fruition. Although I elected to change the way that I live, this decision was not easy to implement. We frequently act against our better judgment. We sometimes know the correct thing to do, but still struggle doing so. The Ancient Greeks used the term akrasia to refer to a person knowing what course of action is correct and righteous, but electing do somethings else because of a lack of self-control.

For young people who have never known anything other than these abysmal economic conditions, there is another way. Every time we have implemented pro free-enterprise policies of restraining taxes, restraining regulation, reining in out-of-control government spending and debt, the result has been small businesses have prospered and thrived. They have created jobs, and the result has been young people could get jobs, full-time jobs that advance towards a career and towards the American Dream.  

An economically weakened and isolationist America will call into question the Pax Americana, whereby the United States oversees international peace and security, and thus expose the world to the unpredictable whims and values of nondemocratic powers. These are not the solutions the world needs. Creating sustainable economic growth in the twenty-first century requires no less than aggressively retooling history’s greatest engine of growth, democratic capitalism itself. This requires a clear-eyed assessment of how ineffective the system is in its current state, politically as well as economically—and then implementing the repairs that will yield better outcomes. Too much is at stake for us to remain wedded to the status quo. The ominous rise of protectionism and nationalism throughout the world portend that the global economy and community are eroding already. The only way forward is to preserve the best of liberal democratic capitalism and to repair the worst. We cannot cling to past practices and old ideologies simply for their own sake. Doing nothing is no choice at all.

With programmes such as flooding of emotions, the parts involved might not feel safe in turning the programme off. But you might be able to negotiate that they turn it down so it is barely noticeable. Or you could ask the spinner parts to spin in the opposite direction, so that they spin the effects back into the part who originally held those feelings rather than out to the rest of the system. Or you could insert a hidden drain and start draining out some of the feelings. Or you could find a way for the parts doing their jobs to implement the programme without doing harm. p126-127

Hitler’s style of leadership functioned precisely because of the readiness of all his subordinates to accept his unique standing in the party, and their belief that such eccentricities of behaviour had simply to be taken on board in someone they saw as a political genius. ‘He always needs people who can translate his ideologies into reality so that they can be implemented,’ Pfeffer is reported as stating. Hitler’s way was, in fact, not to hand out streams of orders to shape important political decisions. Where possible, he avoided decisions. Rather, he laid out – often in his diffuse and opinionated fashion – his ideas at length and repeatedly. These provided the general guidelines and direction for policy-making. Others had to interpret from his comments how they thought he wanted them to act and ‘work towards’ his distant objectives. ‘If they could all work in this way,’ Hitler was reported as stating from time to time, ‘if they could all strive with firm, conscious tenacity towards a common, distant goal, then the ultimate goal must one day be achieved. That mistakes will be made is human. It is a pity. But that will be overcome if a common goal is constantly adopted as a guideline.’ This instinctive way of operating, embedded in Hitler’s social-Darwinist approach, not only unleashed ferocious competition among those in the party – later in the state – trying to reach the ‘correct’ interpretation of Hitler’s intentions. It also meant that Hitler, the unchallenged fount of ideological orthodoxy by this time, could always side with those who had come out on top in the relentless struggle going on below him, with those who had best proven that they were following the ‘right guidelines’. And since only Hitler could determine this, his power position was massively enhanced.

The doctrinal system, which produces what we call “propaganda” when discussing enemies, has two distinct targets. One target is what’s sometimes called the “political class,” the roughly 20% of the population that’s relatively educated, more or less articulate, playing some role in decision-making. Their acceptance of doctrine is crucial, because they’re in a position to design and implement policy. Then there’s the other 80% or so of the population. These are Lippmann’s “spectators of action,” whom he referred to as the “bewildered herd.” They are supposed to follow orders and keep out of the way of the important people. They’re the target of the real mass media: the tabloids, the sitcoms, the Super Bowl and so on. These sectors of the doctrinal system serve to divert the unwashed masses and reinforce the basic social values: passivity, submissiveness to authority, the overriding virtue of greed and personal gain, lack of concern for others, fear of real or imagined enemies, etc. The goal is to keep the bewildered herd bewildered. It’s unnecessary for them to trouble themselves with what’s happening in the world. In fact, it’s undesirable—if they see too much of reality they may set themselves to change it.

Prostitution clearly promotes the depersonalisation of sex, which can never be good news for women—any women. Prostitution has a ripple effect. It creates the illusory view in the minds of men that women are not human beings as men are, but simply the walking carrier of a product, and that they serve one principal function, whether or not they are paid for it, which is to be used as vessels for the sexual release of men. They are effortlessly and imperceptibly relegated from the realms of the human. They are not people on a par with their male counterparts. How could they be, when their principal function is as something to be fucked? Prostitution obscures women’s humanity from society generally, but it also causes women specifically to lose sensitivity to their own humanity by way of tolerating the prostitution of others of their gender. When women tolerate prostitution they are actually tolerating the dehumanisation of their own gender in a broader and more encompassing sense. Countries with male-majority governments are implementing the legalisation of prostitution with frightening rapidity throughout the western world. Where is the female revolt towards all this? There is no widespread female revolt because female sexuality has so long been viewed as a commodity that woman have begun to believe in the necessity of a separate class of women to provide it. If a woman tolerates this treatment of her fellow women, if she accepts it under the banner of ‘liberalism’ or anything else, then she must also accept that she herself is only removed from prostitution by lack of the circumstances necessary to place her there. Should these circumstances ever occur, her body, too, would be just as welcome for mauling, sucking and fucking by the clients of the brothels and would be just as reviled by the men who are on the look-out for a wife. The acceptance of prostitution makes all women potential prostitutes in the public view since there are only two requirements for a woman to work in a brothel: one is that circumstance has placed her so (and who knows when that can happen, to any of us?) and the other is that she has a vagina, and all women are born meeting at least one of these requirements. It bears repeating: if the commodification of women is to be accepted then all women fall under that potential remit. If a woman accepts prostitution in society, then she accepts this personal indenture, whether she knows it or not; and yes, that is a loss. As

A good writer is likely to know and use, or find out and use, the words for common architectural features, like "lintel," "newel post," "corbelling," "abutment," and the concrete or stone "hems" alongisde the steps leading up into churches or public buildings; the names of carpenters' or pumbers' tools, artists' materials, or whatever furniture, implements, or processes his characters work with; and the names of common household items, including those we do not usually hear named, often as we use them. Above all, the writer should stretch his vocabulary of ordinary words and idioms--words and idioms he sees all the time and knows how to use but never uses. I mean here not language that smells of the lamp but relatively common verbs, nouns, and adjectives. The serious-mined way to vocabulary is to read through a dictionary, making lists of all the common words one happens never to use. And of course the really serious-minded way is to study languages--learn Greek, Latin, and one or two modern languages. Among writers of the first rank one can name very few who were not or are not fluent in at least two. Tolstoy, who spoke Russian, French, and English easily, and other languages and dialects with more difficulty, studied Greek in his forties.

Parenting is truly an exercise in patience, so be patient as you implement these ideas. Many times you may feel frustrated if your child does not respond the way you would like them to. Be calm and be positive. The essential thing is to be positive and to build a strong bond of connection with your child. When parents and children love, trust and respect each other, they can easily handle frustrating moments. So let love be your guiding principle as you teach your child to develop the skill set and mindset to raise their grades in school and position themselves for opportunities in college, scholarships, career and life. Let’s go Above & Beyond…

As a teacher, no matter what grade level, no matter how hard you try to engage the entire class or implement the suggestions above, you will still encounter “that one kid” who will get under your skin: the class clown, the smart-ass, the student who acts like you are pulling his teeth every time you ask him to do something, the kid who always has to say “this is stupid.” They are just part of the clientele base we serve and they can drive us to drinking (figuratively speaking…and sometimes literally).   Please remember that you are the adult.  The negativity or resistance “that one kid” radiates can be handled in a way that does not disturb the class structure.

SECTION IV: CALIBRATED QUESTIONS Prepare three to five calibrated questions to reveal value to you and your counterpart and identify and overcome potential deal killers. Effective negotiators look past their counterparts’ stated positions (what the party demands) and delve into their underlying motivations (what is making them want what they want). Motivations are what they are worried about and what they hope for, even lust for. Figuring out what the other party is worried about sounds simple, but our basic human expectations about negotiation often get in the way. Most of us tend to assume that the needs of the other side conflict with our own. We tend to limit our field of vision to our issues and problems, and forget that the other side has its own unique issues based on its own unique worldview. Great negotiators get past these blinders by being relentlessly curious about what is really motivating the other side. Harry Potter author J. K. Rowling has a great quote that sums up this concept: “You must accept the reality of other people. You think that reality is up for negotiation, that we think it’s whatever you say it is. You must accept that we are as real as you are; you must accept that you are not God.” There will be a small group of “What” and “How” questions that you will find yourself using in nearly every situation. Here are a few of them: What are we trying to accomplish? How is that worthwhile? What’s the core issue here? How does that affect things? What’s the biggest challenge you face? How does this fit into what the objective is? QUESTIONS TO IDENTIFY BEHIND-THE-TABLE DEAL KILLERS When implementation happens by committee, the support of that committee is key. You’ll want to tailor your calibrated questions to identify and unearth the motivations of those behind the table, including: How does this affect the rest of your team? How on board are the people not on this call? What do your colleagues see as their main challenges in this area? QUESTIONS TO IDENTIFY AND DIFFUSE DEAL-

The ‘tail’ of a comet, by the way, is a train of dust, but it is not streaming out behind the head of the comet as we might think. Instead, it is ‘blown’ by a stream of particles coming from the sun, which we call the solar wind. So the tail of the comet always points away from the sun, no matter which way the comet is travelling. There’s an exciting proposal, once confined to science fiction stories but now being implemented by Japanese space engineers, to use the solar wind to propel spacecraft equipped with gigantic ‘sails’. Like sailing yachts on the sea using real wind, solar wind space-yachts would theoretically provide a very economical way to travel to distant worlds.

Joscha: For me a very interesting discovery in the last year was the word spirit—because I realized that what “spirit” actually means: It’s an operating system for an autonomous robot. And when the word was invented, people needed this word, but they didn’t have robots that built themselves yet; the only autonomous robots that were known were people, animals, plants, ecosystems, cities and so on. And they all had spirits. And it makes sense to say that a plant is an operating system, right? If you pinch the plant in one area, then it’s going to have repercussions throughout the plant. Everything in the plant is in some sense connected into some global aesthetics, like in other organisms. An organism is not a collection of cells; it’s a function that tells cells how to behave. And this function is not implemented as some kind of supernatural thing, like some morphogenetic field, it is an emergent result of the interactions of each cell with each other cell. Lex: Oh my god, so what you’re saying is the organism is a function that tells the cells what to do? And the function emerges from the interaction of the cells. Joscha: Yes. So it’s basically a description of what the plant is doing in terms of macro-states. And the macro-states, the physical implementation are too many of them to describe them, so the software that we use to describe what a plant is doing—this spirit of the plant—is the software, the operating system of the plant, right? This is a way in which we, the observers, make sense of the plant. The same is true for people, so people have spirits, which is their operating system in a way, right, and there’s aspects of that operating system that relate to how your body functions, and others how you socially interact, how you interact with yourself and so on. And we make models of that spirit and we think it’s a loaded term because it’s from a pre-scientific age, but it took the scientific age a long time to rediscover a term that is pretty much the same thing and I suspect that the differences that we still see between the old word and the new word are translation errors that over the centuries.

Those who want to forget, to hide, or not to have their peace disturbed by what seems inconceivable must face the fact that the inconceivable was conceived and largely implemented. The destiny of mankind may to a large extent depend on the understanding that future generations have of the Holocaust and on the way they respond to this new awareness of the full potentiality of evil. If oblivion or undue permissiveness are allowed to hide the knowledge that what was called the Final Solution was to a considerable extent accomplished, man may move toward another and greater and realistically possible Final Solution for which there will be no chosen people, but for which all people will be chosen. Will this be man's last choice?

asked him to imagine the following: If I selected an employee of the company at random, from any level or function or region, and that employee had an absolutely brilliant idea that would unlock a dramatic new source of growth for the company, how would he or she get it implemented? Does the company have an automatic process for testing a new idea, to see if it is actually any good? And does the company have the management tools necessary to scale this idea up to maximum impact, even if it doesn’t align with any of the company’s current lines of business? That’s what a modern company does: harnesses the creativity and talent of every single one of its employees. Jeff answered me directly: “That’s what your next book should be about.

It could be argued that one of democracy’s greatest weaknesses is the ability to reform itself. Reform of democracy must, however, be at the heart of a successful plan to improve economic growth and global prosperity. So far this chapter has detailed how the democratic system inherently contains incentives for policymakers to implement bad policy choices that undermine long-term economic success. Nevertheless, as we seek solutions to remedy democracy’s failings, we should acknowledge that politicians in a liberal democracy need not be malicious or even inept to fall prey to short-term thinking. They are wholly rational actors—responding to voters, succumbing to media pressure, and battling to stay in office, even if it means they do so at the expense of the economy’s longer-term success. When democracy works, it delivers economic growth and fundamental freedoms in a way that no other system can. And when it fails, it is rarely, if ever, replaced by a system that can do a better job of delivering for its population. Therefore, creating growth requires that we preserve democratic capitalism’s core strengths—freedom, efficient markets, transparency, and correctly constructed incentives—and reform its weaknesses. Something must be done to remedy the political class’s severe case of myopia, correcting the mismatch between long-term economic challenges and election cycles, safeguarding independent economic choices from political pressures, and eliminating dysfunction and gridlock.

If you could have a gigantic billboard anywhere with anything on it, what would it say and why? “Discipline equals freedom.” Everyone wants freedom. We want to be physically free and mentally free. We want to be financially free and we want more free time. But where does that freedom come from? How do we get it? The answer is the opposite of freedom. The answer is discipline. You want more free time? Follow a more disciplined time-management system. You want financial freedom? Implement long-term financial discipline in your life. Do you want to be physically free to move how you want, and to be free from many health issues caused by poor lifestyle choices? Then you have to have the discipline to eat healthy food and consistently work out. We all want freedom. Discipline is the only way to get it. What is one of the best or most worthwhile investments you’ve ever made? Ever since I have had a home with a garage, I have had a gym in my garage. It is one of the most important factors in allowing me to work out every day regardless of the chaos and mayhem life delivers. The convenience of being able to work out any time, without packing a gym bag, driving, parking, changing, then waiting for equipment . . . The home gym is there for you. No driving. No parking. No little locker to cram your gear into. In your home gym, you never wait for equipment. It is waiting for you. Always. And, perhaps most important: You can listen to whatever music you want, as loud as you want. GET SOME.

I hope this book has inspired you, and perhaps you will come away from it planning a fresh start. Maybe you’re thinking about how to change your routines, to listen to your mind in new ways, to bring more gratitude into your life, and more. But when you wake up tomorrow, things will go wrong. You might sleep through your alarm. Something will break. An important appointment will cancel. The universe isn’t going to suddenly give you green lights all the way to work. It’s a mistake to think that when we read a book, attend a class, and implement changes that we’ll fix everything. The externals will never be perfect, and the goal isn’t perfection. Life is not going to go your way. You have to go your way and take life with you. Understanding this will help you be prepared for whatever may come.

THE 12 COMMANDMENTS OF BOSSES’ DIRTY WORK How to Implement Tough Decisions in Effective and Humane Ways Do not delay painful decisions and actions; hoping the problem will go away or that someone else will do your dirty work rarely is an effective path. Assume that you are clueless, or at least have only a dim understanding, of how people judge you and the dirty work that you do. Implement tough decisions as well as you can – even if they strike you as wrong or misguided. Or get out of the way and let someone else do it. Do everything possible to communicate to all who will be affected how distressing events will unfold, so they can predict when bad things will (and will not) happen to them. Explain early and often why the dirty work is necessary. Look for ways to give employees influence over how painful changes happen to them, even when it is impossible to change what will happen to them. Never humiliate, belittle, or bad-mouth people who are the targets of your dirty work. Ask yourself and fellow bosses to seriously consider if the dirty work is really necessary before implementing it. Just because all your competitors do it, or you have always done it in the past, does not mean it is wise right now. Do not bullshit or lie to employees, as doing so can destroy their loyalty and confidence, along with your reputation. Keep your big mouth shut. Divulging sensitive or confidential information can harm employees, your organization, and you, too. Refrain from doing mean-spirited things to exact personal revenge against employees who resist or object to your dirty work. Do not attempt dirty work if you lack the power to do it right, no matter how necessary it may seem.

Princess Cookie’s cognitive pathways may have required a more comprehensive analysis. He knew that it was possible to employ certain progressive methods of neural interface, but he felt somewhat apprehensive about implementing them, for fear of the risks involved and of the limited returns such tactics might yield. For instance, it would be a particularly wasteful endeavor if, for the sake of exhausting every last option available, he were even to go so far as resorting to invasive Ontological Neurospelunkery, for this unorthodox process would only prove to be the cerebral equivalent of tracking a creature one was not even sure existed: surely one could happen upon some new species deep in the caverns somewhere and assume it to be the goal of one’s trek, but then there was a certain idiocy to this notion, as one would never be sure this newfound entity should prove to be what one wished it to be; taken further, this very need to find something, to begin with, would only lead one to clamber more deeply inward along rigorous paths and over unsteady terrain, the entirety of which could only be traversed with the arrogant resolve of someone who has already determined, with a misplaced sense of pride in his own assumptions, that he was undoubtedly making headway in a direction worthwhile. And assuming still that this process was the only viable option available, and further assuming that Morell could manage to find a way to track down the beast lingering ostensibly inside of Princess Cookie, what was he then to do with it? Exorcise the thing? Reason with it? Negotiate maybe? How? Could one hope to impose terms and conditions upon the behavior of something tracked and captured in the wilds of the intellect? The thought was a bizarre one and the prospect of achieving success with it unlikely. Perhaps, it would be enough to track the beast, but also to let it live according to its own inclinations inside of her. This would seem a more agreeable proposition. Unfortunately, however, the possibility still remained that there was no beast at all, but that the aberration plaguing her consciousness was merely a side effect of some divine, yet misunderstood purpose with which she had been imbued by the Almighty Lord Himself. She could very well have been functioning on a spiritual plane far beyond Morell’s ability to grasp, which, of course, seared any scrutiny leveled against her with the indelible brand of blasphemy. To say the least, the fear of Godly reprisal which this brand was sure to summon up only served to make the prospect of engaging in such measures as invasive Ontological Neurospelunkery seem both risky and wasteful. And thus, it was a nonstarter.

Keeping a new church outwardly focused from the beginning is much easier than trying to refocus an inwardly concerned church. In order to plant a successful church, you have to know that you know that you are undeniably called by God. The call to start a new church plant is not the same as the call to serve in an existing church or work in a ministry-related organization. You may be the greatest preacher this side of Billy Graham but still not be called to start a church. If you think you may have allowed an improper reason, voice or emotion to lead you to the idea of starting a new church, back away now. Spend some more time with God. You don’t want to move forward on a hunch or because you feel “pretty sure” that you should be planting a church. You have to be completely certain. “You’re afraid? So what. Everybody’s afraid. Fear is the common ground of humanity. The question you must wrestle to the ground is, ‘Will I allow my fear to bind me to mediocrity?’” When you think of a people group that you might be called to reach, does your heart break for them? If so, you may want to consider whether God is specifically calling you to reach that group for His kingdom. Is your calling clear? Has your calling been confirmed by others? Are you humbled by the call? Have you acted on your call? Do you know for certain that God has called you to start a new church? Nail it down. When exactly were you called? What were the circumstances surrounding your call? How did it match up with the sources of proper calling? Do you recognize the four specific calls in your calling? How? How does your call measure up to biblical characteristics? What is the emerging vision that God is giving you with this call? As your dependence on God grows, so will your church. One of the most common mistakes that enthusiastic and well-meaning church starters make is to move to a new location and start trying to reach people without thinking through even a short-term strategy. Don’t begin until you count the cost. why would you even consider starting a church (the only institution Jesus left behind and the only one that will last forever) without first developing a God-infused, specific, winning strategy? There are two types of pain: the pain of front-end discipline and the pain of back-end regret. With the question of strategy development, you get to choose which pain you’d rather live with. Basically, a purpose, mission and vision statement provides guiding principles that describe what God has called you to do (mission), how you will do it (purpose) and what it will look like when you get it done (vision). Keep your statement simple. Be as precise as possible. Core values are the filter through which you fulfill your strategy. These are important, because your entire strategy will be created and implemented in such a way as to bring your core values to life. Your strategic aim will serve as the beacon that guides the rest of your strategy. It is the initial purpose for which you are writing your strategy. He will not send more people to you than you are ready to receive. So what can you do? The same thing Dr. Graham does. Prepare in a way that enables God to open the floodgates into your church. If you are truly ready, He will send people your way. If you do the work we’ve described in this chapter, you’ll be able to build your new church on a strong base of God-breathed preparation. You’ll know where you are, where you’re going and how you are going to get there. You’ll be standing in the rain with a huge bucket, ready to take in the deluge. However, if you don’t think through your strategy, write it down and then implement it, you’ll be like the man who stands in the rainstorm with a Dixie cup. You’ll be completely unprepared to capture what God is pouring out. The choice is yours!

When it comes to the Obama administration, we have observed how it has operated by implementing the “Chicago Way,” an approach to government Obama learned in his days serving the Daley Machine in Chicago. It’s a “my way or the highway” style that combines unaccountability and illegal secrecy with brazen favoritism toward allies and the punishment of political enemies. Despite the idealism with which he promised he would govern, President Obama has proven quite comfortable operating in the morally bankrupt idiom of the urban politico. We have detailed shady dealings with cronies, clear and present dangers to our national security, cozy relationships with union bosses, ethically questionable appointments, abuse of power in the use of executive orders, double talk on ethics reform, politicization of government agencies such as the Internal Revenue Service, and, of course, the widespread practice of “crony capitalism,” which rewards friends of the president and the Democratic Party.

After the plates are removed by the silent and swift waiting staff, General Çiller leans forward and says across the table to Güney, ‘What’s this I’m reading in Hürriyet about Strasbourg breaking up the nation?’ ‘It’s not breaking up the nation. It’s a French motion to implement European Regional Directive 8182 which calls for a Kurdish Regional Parliament.’ ‘And that’s not breaking up the nation?’ General Çiller throws up his hands in exasperation. He’s a big, square man, the model of the military, but he moves freely and lightly ‘The French prancing all over the legacy of Atatürk? What do you think, Mr Sarioğlu?’ The trap could not be any more obvious but Ayşe sees Adnan straighten his tie, the code for, Trust me, I know what I’m doing, ‘What I think about the legacy of Atatürk, General? Let it go. I don’t care. The age of Atatürk is over.’ Guests stiffen around the table, breath subtly indrawn; social gasps. This is heresy. People have been shot down in the streets of Istanbul for less. Adnan commands every eye. ‘Atatürk was father of the nation, unquestionably. No Atatürk, no Turkey. But, at some point every child has to leave his father. You have to stand on your own two feet and find out if you’re a man. We’re like kids that go on about how great their dads are; my dad’s the strongest, the best wrestler, the fastest driver, the biggest moustache. And when someone squares up to us, or calls us a name or even looks at us squinty, we run back shouting ‘I’ll get my dad, I’ll get my dad!’ At some point; we have to grow up. If you’ll pardon the expression, the balls have to drop. We talk the talk mighty fine: great nation, proud people, global union of the noble Turkic races, all that stuff. There’s no one like us for talking ourselves up. And then the EU says, All right, prove it. The door’s open, in you come; sit down, be one of us. Move out of the family home; move in with the other guys. Step out from the shadow of the Father of the Nation. ‘And do you know what the European Union shows us about ourselves? We’re all those things we say we are. They weren’t lies, they weren’t boasts. We’re good. We’re big. We’re a powerhouse. We’ve got an economy that goes all the way to the South China Sea. We’ve got energy and ideas and talent - look at the stuff that’s coming out of those tin-shed business parks in the nano sector and the synthetic biology start-ups. Turkish. All Turkish. That’s the legacy of Atatürk. It doesn’t matter if the Kurds have their own Parliament or the French make everyone stand in Taksim Square and apologize to the Armenians. We’re the legacy of Atatürk. Turkey is the people. Atatürk’s done his job. He can crumble into dust now. The kid’s come right. The kid’s come very right. That’s why I believe the EU’s the best thing that’s ever happened to us because it’s finally taught us how to be Turks.’ General Çiller beats a fist on the table, sending the cutlery leaping. ‘By God, by God; that’s a bold thing to say but you’re exactly right.

There is a striking parallel between the emergence of the modern state and the goals of the technology we have discussed in this chapter. In scaling society up from tribes and small groups, governments have had to confront precisely the problem of enabling secure commerce and other interactions among strangers. The methods may be very different, but the goal is a shared one. Although a maximalist vision for decentralization might involve dismantling the state, this is not really a viable vision, especially when others who share our democracy want a state. However, decentralization through technology is not necessarily in opposition to the state at all. In fact, they can be mutually beneficial. For example, assuming well-identified parties, transfers of smart property can use the block chain for efficient transfers and still use the court system if a dispute arises. We think the big opportunity for block chain technology is implementing decentralization in a way that complements the functions of the state, rather than seeking to replace them. It

The most effective way to make time for traction is through “timeboxing.” Timeboxing uses a well-researched technique psychologists call “setting an implementation intention,” which is a fancy way of saying, “deciding what you’re going to do, and when you’re going to do it.” It’s a technique that can be used to make time for traction in each of your life domains. The goal is to eliminate all white space on your calendar so you’re left with a template for how you intend to spend your time each day. It doesn’t so much matter what you do with your time; rather, success is measured by whether you did what you planned to do. It’s fine to watch a video, scroll social media, daydream, or take a nap, as long as that’s what you planned to do. Alternatively, checking work email, a seemingly productive task, is a distraction if it’s done when you intended to spend time with your family or work on a presentation. Keeping a timeboxed schedule is the only way to know if you’re distracted. If you’re not spending your time doing what you’d planned, you’re off track.

We’ve lost our way” is how another manifesto author, Andrew Hunt, put it in a 2015 essay titled “The Failure of Agile.” Hunt tells me the word agile has become “meaningless at best,” having been hijacked by “scads of vocal agile zealots” who had no idea what they were talking about. Agile has split into various camps and methodologies, with names like Large-Scale Scrum (LeSS) and Disciplined Agile Delivery (DAD). The worst flavor, Hunt tells me, is Scaled Agile Framework, or SAFe, which he and some other original manifesto authors jokingly call Shitty Agile for Enterprise. “It’s a disaster,” Hunt tells me. “I have a few consultant friends who are making big bucks cleaning up failed SAFe implementations.” SAFe is the hellspawn brainchild of a company called Scaled Agile Inc., a bunch of mad scientists whose approach consists of a nightmare world of rules and charts and configurations. SAFe itself comes in multiple configurations, which you can find on the Scaled Agile website. Each one is an abomination of corporate complexity and Rube Goldberg-esque interdependencies.

We aren’t simply looking at a demographically induced economic breakdown; we are looking at the end of a half millennium of economic history. At present, I see only two preexisting economic models that might work for the world we’re (d)evolving into. Both are very old-school: The first is plain ol’ imperialism. For this to work, the country in question must have a military, especially one with a powerful navy capable of large-scale amphibious assault. That military ventures forth to conquer territories and peoples, and then exploits said territories and peoples in whatever way it wishes: forcing conquered labor to craft products, stripping conquered territories of resources, treating conquered people as a captive market for its own products, etc. The British Empire at its height excelled at this, but to be honest, so did any other post-Columbus political entity that used the word “empire” in its name. If this sounds like mass slavery with some geographic and legal displacement between master and slave, you’re thinking in the right general direction. The second is something called mercantilism, an economic system in which you heavily restrict the ability of anyone to export anything to your consumer base, but in which you also ram whatever of your production you can down the throats of anyone else. Such ramming is often done with a secondary goal of wrecking local production capacity so the target market is dependent upon you in the long term. The imperial-era French engaged in mercantilism as a matter of course, but so too did any up-and-coming industrial power. The British famously product-dumped on the Germans in the early 1800s, while the Germans did the same to anyone they could reach in the late 1800s. One could argue (fairly easily) that mercantilism was more or less the standard national economic operating policy for China in the 2000s and 2010s (under American strategic cover, no less). In essence, both possible models would be implemented with an eye toward sucking other peoples dry, and transferring the pain of general economic dislocation from the invaders to the invaded. Getting a larger slice of a smaller pie, as it were. Both models might theoretically work in a poorer, more violent, more fractured world—particularly if they are married. But even together, some version of imperialist mercantilism faces a singular, overarching, likely condemning problem: Too many guns, not enough boots.

I have it in my mind that classification is a necessary condition of the working of the mental implement but that it is a departure from the objective truth of things, that classification is very serviceable for the practical purposes of life but a very doubtful preliminary to those fine penetrations the philosophical purpose, in its more arrogant moods, demands. All the peculiarities of my way of thinking derive from that. I submit to you that syllogism is based on classification, that all hard logical reasoning tends to imply and is apt to imply a confidence in the objective reality of classification. Consequently in denying that I deny the absolute validity of logic. Classification and number, which in truth ignore the fine differences of objective realities, have in the past of human thought been imposed upon things. [...] The forceps of our minds are clumsy forceps, and crush the truth a little in taking hold of it. It was about this difficulty that the mind of Plato played a little inconclusively all his life. For the most part he tended to regard the idea as the something behind reality, whereas it seems to me that the idea is the more proximate and less perfect thing, the thing by which the mind, by ignoring individual differences, attempts to comprehend an otherwise unmanageable number of unique realities.

Pull approaches differ significantly from push approaches in terms of how they organize and manage resources. Push approaches are typified by "programs" - tightly scripted specifications of activities designed to be invoked by known parties in pre-determined contexts. Of course, we don't mean that all push approaches are software programs - we are using this as a broader metaphor to describe one way of organizing activities and resources. Think of thick process manuals in most enterprises or standardized curricula in most primary and secondary educational institutions, not to mention the programming of network television, and you will see that institutions heavily rely on programs of many types to deliver resources in pre-determined contexts. Pull approaches, in contrast, tend to be implemented on "platforms" designed to flexibly accommodate diverse providers and consumers of resources. These platforms are much more open-ended and designed to evolve based on the learning and changing needs of the participants. Once again, we do not mean to use platforms in the literal sense of a tangible foundation, but in a broader, metaphorical sense to describe frameworks for orchestrating a set of resources that can be configured quickly and easily to serve a broad range of needs. Think of Expedia's travel service or the emergency ward of a hospital and you will see the contrast with the hard-wired push programs.

In January 2004 President George W. Bush put NASA in high gear, heading back to the moon with a space vision that was to have set in motion future exploration of Mars and other destinations. The Bush space policy focused on U.S. astronauts first returning to the moon as early as 2015 and no later than 2020. Portraying the moon as home to abundant resources, President Bush did underscore the availability of raw materials that might be harvested and processed into rocket fuel or breathable air. “We can use our time on the moon to develop and test new approaches and technologies and systems that will allow us to function in other, more challenging, environments. The moon is a logical step toward further progress and achievement,” he remarked in rolling out his space policy. To fulfill the Bush space agenda required expensive new rockets—the Ares I launcher and the large, unfunded Ares V booster—plus a new lunar module, all elements of the so-called Constellation Program. The Bush plan forced retirement of the space shuttle in 2010 to pay for the return to the moon, but there were other ramifications as well. Putting the shuttle out to pasture created a large human spaceflight gap in reaching the International Space Station. The price tag for building the station is roughly $100 billion, and without the space shuttle, there’s no way to reach it without Russian assistance. In the end, the stars of the Constellation Program were out of financial alignment. It was an impossible policy to implement given limited NASA money.

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Changing what we think is always a sticky process, especially when it comes to religion. When new information becomes available, we cringe under an orthodox mindset, particularly when we challenge ideas and beliefs that have been “set in stone” for decades. Thomas Kuhn coined the term paradigm shift to represent this often-painful transition to a new way of thinking in science. He argued that “normal science” represented a consensus of thought among scientists when certain precepts were taken as truths during a given period. He believed that when new information emerges, old ideas clash with new ones, causing a crisis. Once the basic truths are challenged, the crisis ends in either revolution (where the information provides new understanding) or dismissal (where the information is rejected as unsound). The information age that we live in today has likely surprised all of us as members of the LDS Church at one time or another as we encounter new ideas that revise or even contradict our previous understanding of various aspects of Church history and teachings. This experience is similar to that of the Copernican Revolution, which Kuhn uses as one of his primary examples to illustrate how a paradigm shift works. Using similar instruments and comparable celestial data as those before them, Copernicus and others revolutionized the heavens by describing the earth as orbiting the sun (heliocentric) rather than the sun as orbiting the earth (geocentric). Because the geocentric model was so ingrained in the popular (and scientific!) understanding, the new, heliocentric idea was almost impossible to grasp. Paradigm shifts also occur in religion and particularly within Mormonism. One major difference between Kuhn’s theory of paradigm shift and the changes that occur within Mormonism lies in the fact that Mormonism privileges personal revelation, which is something that cannot be institutionally implemented or decreed (unlike a scientific law). Regular members have varying degrees of religious experience, knowledge, and understanding dependent upon many factors (but, importantly, not “faithfulness” or “worthiness,” or so forth). When members are faced with new information, the experience of processing that information may occur only privately. As such, different members can have distinct experiences with and reactions to the new information they receive. This short preface uses the example of seer stones to examine the idea of how new information enters into the lives of average Mormons. We have all seen or know of friends or family who experience a crisis of faith upon learning new information about the Church, its members, and our history. Perhaps there are those reading who have undergone this difficult and unsettling experience. Anyone who has felt overwhelmed at the continual emergence of new information understands the gravity of these massive paradigm shifts and the potentially significant impact they can have on our lives. By looking at just one example, this preface will provide a helpful way to think about new information and how to deal with it when it arrives.

For Aristotle the literary plot was analogous to the plot of the world in that both were eductions from the potency of matter. Sartre denies this for the world, and specifically denies, in the passage just referred to, that without potentiality there is no change. He reverts to the Megaric view of the matter, which Aristotle took such trouble to correct. But this is not our affair. The fact is that even if you believe in a Megaric world there is no such thing as a Megaric novel; not even Paterson. Change without potentiality in a novel is impossible, quite simply; though it is the hopeless aim of the cut-out writers, and the card-shuffle writers. A novel which really implemented this policy would properly be a chaos. No novel can avoid being in some sense what Aristotle calls 'a completed action.' This being so, all novels imitate a world of potentiality, even if this implies a philosophy disclaimed by their authors. They have a fixation on the eidetic imagery of beginning, middle, and end, potency and cause. Novels, then, have beginnings, ends, and potentiality, even if the world has not. In the same way it can be said that whereas there may be, in the world, no such thing as character, since a man is what he does and chooses freely what he does--and in so far as he claims that his acts are determined by psychological or other predisposition he is a fraud, lâche, or salaud--in the novel there can be no just representation of this, for if the man were entirely free he might simply walk out of the story, and if he had no character we should not recognize him. This is true in spite of the claims of the doctrinaire nouveau roman school to have abolished character. And Sartre himself has a powerful commitment to it, though he could not accept the Aristotelian position that it is through character that plot is actualized. In short, novels have characters, even if the world has not. What about time? It is, effectively, a human creation, according to Sartre, and he likes novels because they concern themselves only with human time, a faring forward irreversibly into a virgin future from ecstasy to ecstasy, in his word, from kairos to kairos in mine. The future is a fluid medium in which I try to actualize my potency, though the end is unattainable; the present is simply the pour-soi., 'human consciousness in its flight out of the past into the future.' The past is bundled into the en-soi, and has no relevance. 'What I was is not the foundation of what I am, any more than what I am is the foundation of what I shall be.' Now this is not novel-time. The faring forward is all right, and fits the old desire to know what happens next; but the denial of all causal relation between disparate kairoi, which is after all basic to Sartre's treatment of time, makes form impossible, and it would never occur to us that a book written to such a recipe, a set of discontinuous epiphanies, should be called a novel. Perhaps we could not even read it thus: the making of a novel is partly the achievement of readers as well as writers, and readers would constantly attempt to supply the very connections that the writer's programme suppresses. In all these ways, then, the novel falsifies the philosophy.

Hitler was a racist in a way that Mussolini wasn’t, with FDR occupying a position somewhere between the two of them. FDR was not an anti-Semite, as Hitler was, but he did share Hitler’s low view of Asians and blacks. During World War II, FDR ordered that many Japanese Americans, under suspicion of disloyalty, be interned in camps. There is, of course, an argument in wartime for holding captive those who pose a security risk. My point, however, is that FDR made no similar arrangements for Italians and Germans in the United States. So there was a clear racial element in FDR’s approach to security. FDR was culpable for doing exactly what progressive Democrats accuse Donald Trump of doing when he threatens to target violent Islamists. Yet Trump doesn’t single out radical Muslims while exonerating other groups who act like them. FDR, by contrast, treated Japanese Americans in a way he didn’t treat German Americans or Italian Americans. That, I’m suggesting, is because FDR, even during World War II, retained a soft spot for German and Italian fascism. Also FDR wasn’t turned off by the fascist idea of a racial hierarchy; indeed, here was FDR implementing one himself. Incidentally Japanese internment is another crime that Democrats blame on “America” when their own hero, FDR, is the one who ordered it. FDR, Mussolini, and Hitler all denounced the free market and blamed the problems of their society on private business. All vowed to use the state to combat the power of business, and offered themselves as the true manifestation of the collective good. If one ended as the enemy of the other two, it shouldn’t blind us to their earlier mutual admiration.

Some moral philosophers try to thread a boundary across this treacherous landscape by equating personhood with cognitive traits that humans happen to possess. These include an ability to reflect upon oneself as a continuous locus of consciousness, to form and savor plans for the future, to dread death, and to express a choice not to die. At first glance the boundary is appealing because it puts humans on one side and animals and conceptuses on the other. But it also implies that nothing is wrong with killing unwanted newborns, the senile, and the mentally handicapped, who lack the qualifying traits. Almost no one is willing to accept a criterion with those implications. There is no solution to these dilemmas, because they arise out of a fundamental incommensurability: between our intuitive psychology, with its all-or-none concept of a person or soul, and the brute facts of biology, which tell us that the human brain evolved gradually, develops gradually, and can die gradually. And that means that moral conundrums such as abortion, euthanasia, and animal rights will never be resolved in a decisive and intuitively satisfying way. This does not mean that no policy is defensible and that the whole matter should be left to personal taste, political power, or religious dogma. As the bioethicist Ronald Green has pointed out, it just means we have to reconceptualize the problem: from finding a boundary in nature to choosing a boundary that best trades off the conflicting goods and evils for each policy dilemma. We should make decisions in each case that can be practically implemented, that maximize happiness, and that minimize current and future suffering.

Westerners, not just Lincoln Steffens. It took in the Central Intelligence Agency of the United States. It even took in the Soviet Union’s own leaders, such as Nikita Khrushchev, who famously boasted in a speech to Western diplomats in 1956 that “we will bury you [the West].” As late as 1977, a leading academic textbook by an English economist argued that Soviet-style economies were superior to capitalist ones in terms of economic growth, providing full employment and price stability and even in producing people with altruistic motivation. Poor old Western capitalism did better only at providing political freedom. Indeed, the most widely used university textbook in economics, written by Nobel Prize–winner Paul Samuelson, repeatedly predicted the coming economic dominance of the Soviet Union. In the 1961 edition, Samuelson predicted that Soviet national income would overtake that of the United States possibly by 1984, but probably by 1997. In the 1980 edition there was little change in the analysis, though the two dates were delayed to 2002 and 2012. Though the policies of Stalin and subsequent Soviet leaders could produce rapid economic growth, they could not do so in a sustained way. By the 1970s, economic growth had all but stopped. The most important lesson is that extractive institutions cannot generate sustained technological change for two reasons: the lack of economic incentives and resistance by the elites. In addition, once all the very inefficiently used resources had been reallocated to industry, there were few economic gains to be had by fiat. Then the Soviet system hit a roadblock, with lack of innovation and poor economic incentives preventing any further progress. The only area in which the Soviets did manage to sustain some innovation was through enormous efforts in military and aerospace technology. As a result they managed to put the first dog, Leika, and the first man, Yuri Gagarin, in space. They also left the world the AK-47 as one of their legacies. Gosplan was the supposedly all-powerful planning agency in charge of the central planning of the Soviet economy. One of the benefits of the sequence of five-year plans written and administered by Gosplan was supposed to have been the long time horizon necessary for rational investment and innovation. In reality, what got implemented in Soviet industry had little to do with the five-year plans, which were frequently revised and rewritten or simply ignored. The development of industry took place on the basis of commands by Stalin and the Politburo, who changed their minds frequently and often completely revised their previous decisions. All plans were labeled “draft” or “preliminary.” Only one copy of a plan labeled “final”—that for light industry in 1939—has ever come to light. Stalin himself said in 1937 that “only bureaucrats can think that planning work ends with the creation of the plan. The creation of the plan is just the beginning. The real direction of the plan develops only after the putting together of the plan.” Stalin wanted to maximize his discretion to reward people or groups who were politically loyal, and punish those who were not. As for Gosplan, its main role was to provide Stalin with information so he could better monitor his friends and enemies. It actually tried to avoid making decisions. If you made a decision that turned

One of the most important of these truths—a new ethic of interaction—began to surface in various places around the globe, but ultimately found clear expression in the philosophy of the ancient Greeks. Instantly I could see the Birth Visions of hundreds of individuals born into the Greek culture, each hoping to remember this timely insight. For generations they had seen the waste and injustice of mankind’s unending violence upon itself, and knew that humans could transcend the habit of fighting and conquering others and implement a new system for the exchange and comparison of ideas, a system that protected the sovereign right of every individual to hold his unique view, regardless of physical strength—a system that was already known and followed in the Afterlife. As I watched, this new way of interaction began to emerge and take form on Earth, finally becoming known as democracy. In this method of exchanging ideas, communication between humans still often degenerated into an insecure power struggle, but at least now, for the first time ever, the process was in place to pursue the evolution of human reality at the verbal rather than the physical level. At the same time, another watershed idea, one destined to completely transform the human understanding of spiritual reality, was surfacing in the written histories of a small tribe in the Middle East. Similarly I could also see the Birth Visions of many of the proponents of this idea as well. These individuals, born into the Judaic culture, knew before birth that while we were correct to intuit a divine source, our description of this source was flawed and distorted. Our concept of many gods was merely a fragmented picture of a larger whole. In truth, they realized, there was only one God, a God, in their view, that was still demanding and threatening and patriarchal—and still existing outside of ourselves—but for the first time, personal and responsive, and the sole creator of all humans. As I continued to watch, I saw this intuition of one divine source emerging and being clarified in cultures all over the world. In China and India, long the leaders in technology, trade, and social development, Hinduism and Buddhism, along with other Eastern religions, moved the East toward a more contemplative focus. Those who created these religions intuited that God was more than a personage. God was a force, a consciousness, that could only be completely found by attaining what they described as an enlightenment experience. Rather than just pleasing God by obeying certain laws or rituals, the Eastern religions sought connection with God on the inside, as a shift in awareness, an opening up of one’s consciousness to a harmony and security that was constantly available.

Growth was so rapid that it took in generations of Westerners, not just Lincoln Steffens. It took in the Central Intelligence Agency of the United States. It even took in the Soviet Union’s own leaders, such as Nikita Khrushchev, who famously boasted in a speech to Western diplomats in 1956 that “we will bury you [the West].” As late as 1977, a leading academic textbook by an English economist argued that Soviet-style economies were superior to capitalist ones in terms of economic growth, providing full employment and price stability and even in producing people with altruistic motivation. Poor old Western capitalism did better only at providing political freedom. Indeed, the most widely used university textbook in economics, written by Nobel Prize–winner Paul Samuelson, repeatedly predicted the coming economic dominance of the Soviet Union. In the 1961 edition, Samuelson predicted that Soviet national income would overtake that of the United States possibly by 1984, but probably by 1997. In the 1980 edition there was little change in the analysis, though the two dates were delayed to 2002 and 2012. Though the policies of Stalin and subsequent Soviet leaders could produce rapid economic growth, they could not do so in a sustained way. By the 1970s, economic growth had all but stopped. The most important lesson is that extractive institutions cannot generate sustained technological change for two reasons: the lack of economic incentives and resistance by the elites. In addition, once all the very inefficiently used resources had been reallocated to industry, there were few economic gains to be had by fiat. Then the Soviet system hit a roadblock, with lack of innovation and poor economic incentives preventing any further progress. The only area in which the Soviets did manage to sustain some innovation was through enormous efforts in military and aerospace technology. As a result they managed to put the first dog, Leika, and the first man, Yuri Gagarin, in space. They also left the world the AK-47 as one of their legacies. Gosplan was the supposedly all-powerful planning agency in charge of the central planning of the Soviet economy. One of the benefits of the sequence of five-year plans written and administered by Gosplan was supposed to have been the long time horizon necessary for rational investment and innovation. In reality, what got implemented in Soviet industry had little to do with the five-year plans, which were frequently revised and rewritten or simply ignored. The development of industry took place on the basis of commands by Stalin and the Politburo, who changed their minds frequently and often completely revised their previous decisions. All plans were labeled “draft” or “preliminary.” Only one copy of a plan labeled “final”—that for light industry in 1939—has ever come to light. Stalin himself said in 1937 that “only bureaucrats can think that planning work ends with the creation of the plan. The creation of the plan is just the beginning. The real direction of the plan develops only after the putting together of the plan.” Stalin wanted to maximize his discretion to reward people or groups who were politically loyal, and punish those who were not. As for Gosplan, its main role was to provide Stalin with information so he could better monitor his friends and enemies. It actually tried to avoid making decisions. If you made a decision that turned out badly, you might get shot. Better to avoid all responsibility. An example of what could happen