Work Allocation Quotes

The accumulation of capital is a good thing. When we look at nature, we see the accumulation of capital everywhere. But accumulated capital usually works in harmony with the productivity of capital. Plots of soil work in harmony with the forest; and each exists in service to the other.

70/20/10 became our rule for resource allocation: 70 percent of resources dedicated to the core business, 20 percent on emerging, and 10 percent on new.

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

Be patient. Changes that alter the structure of power and widen opportunity require years of hard work, as those who toiled for the Civil Rights and Voting Rights Acts, or have been working for the rights of the disabled and gays, would tell you. It took thirty years of continuous fulmination for women to get the right to vote; fifty years of agitation before employers were required to bargain with unionized workers. Those who benefit from the prevailing allocation of power and wealth don’t give up their privileged positions without a fight, and they usually have more resources at their disposal than the insurgents. Take satisfaction from small victories, but don’t be discouraged or fall into cynicism. And don’t allow yourself to burn out. I

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

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

Mischel refers to this skill as the “strategic allocation of attention,” and he argues that it’s the skill underlying self-control. Too often, we assume that willpower is about having strong moral fiber. But that’s wrong. Willpower is really about properly directing the spotlight of attention, learning how to control that short list of thoughts in working memory. It’s about realizing that if we’re thinking about the marshmallow, we’re going to eat it, which is why we need to look away.

The state must answer these questions, too, but whatever it does, it does it without being subject to the profit-and-loss criterion. Hence, its action is arbitrary and necessarily involves countless wasteful misallocations from the consumer’s viewpoint. Independent to a large degree of consumer wants, the state-employed security producers instead do what they like. They hang around instead of doing anything, and if they do work they prefer doing what is easiest or work where they can wield power rather than serving consumers. Police officers drive around a lot, hassle petty traffic violators, spend huge amounts of money investigating victimless crimes that many people (i.e., nonparticipants) do not like but that few would be willing to spend their money on to fight, as they are not immediately affected by them. Yet with respect to what consumers want most urgently—the prevention of hardcore crime (i.e., crimes with victims), the apprehension and effective punishment of hard-core criminals, the recovery of loot, and the securement of compensation of victims of crimes from the aggressors—the police are notoriously inefficient, in spite of ever higher budget allocations.

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

The actual “Root Bug” is the fact that earning opportunities (work) aren’t allocated to people (in the mid-term) according to their willingness to spend and invest.

When professional work is decomposed, constituent tasks tend to be allocated to the least costly sources consistent with the quality and nature of the work involved.

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

The first is the notion that machines and systems will work alongside tomorrow’s professionals as partners. The challenge here is to allocate tasks, as between human beings and machines, according to their relative strengths.

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

Marketing is the art of allocating resources—sending more power to the wheels that are getting traction, sending it away from the ones that are spinning. And investing in each strategy until the results stop working. Then find the next one!

As a rule of thumb, a manager whose work is largely supervisory should have six to eight subordinates; three or four are too few and ten are too many. This range comes from a guideline that a manager should allocate about a half day per week to each of his subordinates.

The problem with fiat is that simply maintaining the wealth you already own requires significant active management and expert decision-making. You need to develop expertise in portfolio allocation, risk management, stock and bond valuation, real estate markets, credit markets, global macro trends, national and international monetary policy, commodity markets, geopolitics, and many other arcane and highly specialized fields in order to make informed investment decisions that allow you to maintain the wealth you already earned. You effectively need to earn your money twice with fiat, once when you work for it, and once when you invest it to beat inflation. The simple gold coin saved you from all of this before fiat.

Most of the institutions that come in to offer help after disaster don't have the resources to provide concrete help. . . . Donor communities invest billions funding peace talks and disarmament. Then they stop. The most important part of postwar help is missing: providing basic social services to people. Not having those resources might have been a reason men went to war in the first place; they crossed a border and joined an armed group because they didn't have jobs. In Liberia right now, there are hundreds of thousands of unemployed young people, and they're ready-made mercenaries for wars in West Africa. You'd think the international community would be sensible enough to know they should work to change this. But they aren't.

Probably, in the unfamiliar situation, responsibility was never formally allocated to anyone by anybody, and, human nature being incurably optimistic and fundamentally hostile to assuming any work not established as its own by long tradition, each person who might have shouldered the task of organization hopefully supposed it to have been performed by one of the other.

The economic approach is both broader and simpler than that. It relies on data, rather than hunch or ideology, to understand how the world works, to learn how incentives succeed (or fail), how resources get allocated, and what sort of obstacles prevent people from getting those resources, whether they are concrete (like food and transportation) or more aspirational (like education and love).

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

As far back as 1922, Ludwig von Mises wrote a 500-page treatise predicting that socialism would not work. Socialist theorists, he wrote, had failed to recognize basic economic realities that would eventually bankrupt the future they were creating. These included the indispensability of markets for allocating resources, and of private property for providing the incentives that drive the engines of social wealth.

The Realistic Vision acknowledges that people vary widely both physically and intellectually—in large part because of natural inherited differences—and therefore will rise (or fall) to their natural levels. Therefore governmental redistribution programs are not only unfair to those from whom the wealth is confiscated and redistributed, but the allocation of the wealth to those who did not earn it cannot and will not work to equalize these natural inequalities.

contrary to conventional leadership in which the leader’s focus is on himself and what he can accomplish and achieve. Rather, the focus is on those being served. Servant leaders do many of the same things other leaders do—cast vision, build teams, allocate resources, and so on. The big difference is their orientation and their motivation; these make all the difference in the world. They possess an others-first mindset. The servant leader constantly works to help others win.

The politics of deference focuses on the consequences that are likeliest to show up in the rooms where elites do most of their interacting: classrooms, boardrooms, political parties. As a result, we seem to end up with far more, and more specific, practical advice about how to, say, allocate tasks at a committee meeting than how to keep people alive. Deference as a default political orientation can work counter to marginalized groups' interests. We are surrounded by a discourse that locates attentional injustice in the selection of spokespeople and book lists taken to represent the marginalized, rather than focusing on the actions of the corporations and algorithms that much more powerfully distribute attention. This discourse ultimately participates in the weaponization of attention in the service of marginalization. It directs what little attentional power we can control at symbolic sites of power rather than at the root political issues that explain why everything is so fucked up.

Allocate millions more to brain research, and every airport could be equipped with ultra-sophisticated FMRI scanners that could immediately recognise angry and hateful thoughts in people’s brains. Will it really work? Who knows. Is it wise to develop bionic flies and thought-reading scanners? Not necessarily. Be that as it may, as you read these lines, the US Department of Defense is transferring millions of dollars to nanotechnology and brain laboratories for work on these and other such ideas.

the battle between Democrats and Republicans each election cycle now came down to whether America’s squeezed middle class was more likely to identify the wealthy and powerful or the poor and minorities as the reason they weren’t doing better. I didn’t want to believe that this was all our politics had to offer. I hadn’t run simply to fan anger and allocate blame. I had run to rebuild the American people’s trust—not just in the government but in one another. If we trusted one another, democracy worked.

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

We have commoditized wellness & creativity, and so gay men are up against these much larger contexts that aren't particularly conducive to the strongest, healthiest, most holistic approaches. Access to basic healthcare, and a healthcare system that is not homophobic and that is responsive to the needs of gay men, would radically change the pressures and therefore the opoprtunities for those of us who work primarily within the HIV/AIDS sector of healthcare, whether in research, programming and cultural production, or advocacy. Similarly with the arts: if we had sufficient and adequate funding for community-based arts programming--of all kinds, not just related to gay men and HIV--then it wouldn't seem so shocking and misappropriated to allocate some of those funds for gay men to tell their stories. So it's in this larger, structural context that we gt forced into very painful conversations about prioritizing of funding, or what's most important, and it's always a reductive conversation because of limited resources. --Patrick "Pato" Hebert

That’s why I’ve come to see you today, in the hope that there might be some other function in which I’d have less responsibility, without having to relate to the overall workflow to the same extent. I’d like to be assigned to that kind of position. I realize the abilities I’ve been allocated won’t be fully exploited in that case, but does the pain I feel not mean anything? I venture to suggest that such pain impacts the quality of my work and moreover may negatively influence the work of my colleagues. OK. I see. So I wouldn’t have the power of speech? No, I understand. I hereby consent. When

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

Abundance and scarcity In a society where value is created by the manufacture of goods or the allocation of limited resources, it’s not a surprise that organizations seek scarcity. We hesitate to share, because if I give you this, then I don’t have it any more. We erect barriers and create rules to make it difficult for some people to have access to these limited resources. While we don’t set out to become miserly, it’s an economic instinct, because what’s yours is no long mine. Even though we give lip service to sharing when kids show up for kindergarten classes, most of school is organized around the same ideas. We rank students, we cut players from the roster, we grade on a curve. Success, we teach, is scarce. Our new economy, though, is based on abundance, the abundance that comes from ideas and access. If I benefit when everyone knows my idea, then the more people I give the idea to, the better we all do. If I benefit when I earn a reputation leading, connecting and creating positive change, then I’ll benefit if I can offer these insights to anyone who can benefit from them. With an abundance mindset, we intentionally create goods that can be shared. It’s not based on our traditional factory-based economy, but it works now (in fact, it’s just about all that works)… engaging with the mesh, building communities that benefit from sharing resources instead of destroying them is a strategy that scales. With an abundance mindset, we create ideas and services that do better when people share.

Keeping a population growing was best served by creating conditions in which as many women as possible were having as many babies as they could, raising those children to be useful to the state as future breeders, workers, and warriors. Ancient Mesopotamian cities became concerned with taking censuses – including gender as a category alongside age and location – so they could measure their human resources and collect taxes more efficiently. Categories were needed for hierarchies to function, for leaders to know how many people they had, and how to allocate work and rations between them. People had to be given social codes to follow so the state would keep ticking over efficiently without falling apart. In many ways it was like a machine: every part designed for a particular function.

The principal reason that districts within states often differ markedly in per-pupil expenditures is that school funding is almost always tied to property taxes, which are in turn a direct function of local wealth. Having school funding depend on local wealth creates a situation in which poor districts must tax themselves far more heavily than wealthy ones, yet still may not be able to generate adequate income. For example, Baltimore City is one of the poorest jurisdictions in Maryland, and the Baltimore City Public Schools have the lowest per-pupil instructional expenses of any of Maryland's 24 districts. Yet Baltimore's property tax rate is twice that of the next highest jurisdiction.(FN2) Before the funding equity decision in New Jersey, the impoverished East Orange district had one of the highest tax rates in the state, but spent only $3,000 per pupil, one of the lowest per-pupil expenditures in the state.(FN3) A similar story could be told in almost any state in the U.S.(FN4) Funding formulas work systematically against children who happen to be located in high-poverty districts, but also reflect idiosyncratic local circumstances. For example, a factory closing can bankrupt a small school district. What sense does it make for children's education to suffer based on local accidents of geography or economics? To my knowledge, the U.S. is the only nation to fund elementary and secondary education based on local wealth. Other developed countries either equalize funding or provide extra funding for individuals or groups felt to need it. In the Netherlands, for example, national funding is provided to all schools based on the number of pupils enrolled, but for every guilder allocated to a middle-class Dutch child, 1.25 guilders are allocated for a lower-class child and 1.9 guilders for a minority child, exactly the opposite of the situation in the U.S. where lower-class and minority children typically receive less than middle-class white children.(FN5) Regional differences in per-pupil costs may exist in other countries, but the situation in which underfunded urban or rural districts exist in close proximity to wealthy suburban districts is probably uniquely American. Of course, even equality in per-pupil costs in no way ensures equality in educational services. Not only do poor districts typically have fewer funds, they also have greater needs.

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

But despite the Secret Service–like behavior, and the regal nomenclature, there’s nothing hierarchical about the way an ant colony does its thinking. “Although queen is a term that reminds us of human political systems,” Gordon explains, “the queen is not an authority figure. She lays eggs and is fed and cared for by the workers. She does not decide which worker does what. In a harvester ant colony, many feet of intricate tunnels and chambers and thousands of ants separate the queen, surrounded by interior workers, from the ants working outside the nest and using only the chambers near the surface. It would be physically impossible for the queen to direct every worker’s decision about which task to perform and when.” The harvester ants that carry the queen off to her escape hatch do so not because they’ve been ordered to by their leader; they do it because the queen ant is responsible for giving birth to all the members of the colony, and so it’s in the colony’s best interest—and the colony’s gene pool—to keep the queen safe. Their genes instruct them to protect their mother, the same way their genes instruct them to forage for food. In other words, the matriarch doesn’t train her servants to protect her, evolution does. Popular culture trades in Stalinist ant stereotypes—witness the authoritarian colony regime in the animated film Antz—but in fact, colonies are the exact opposite of command economies. While they are capable of remarkably coordinated feats of task allocation, there are no Five-Year Plans in the ant kingdom. The colonies that Gordon studies display some of nature’s most mesmerizing decentralized behavior: intelligence and personality and learning that emerges from the bottom up.

what. Content strategy asks these questions of stakeholders and clients: Why are we doing this? What are we hoping to accomplish, change, or encourage? How will we measure the success of this initiative and the content in it? What measurements of success or metrics do we need to monitor to know if we are successful? How will we ensure the web remains a priority? What do we need to change in resources, staffing, and budgets to maintain the value of communication within and from the organization? What are we trying to communicate? What's the hierarchy of that messaging? This isn't Sophie's Choice, but when you start prioritizing features on a homepage and allocating budget to your list of features and content needs, get ready to make some tough calls. What content types best meet the needs of our target audience and their changing, multiple contexts? What content types best fit the skills of our

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

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

More specifically, this book will try to establish the following points. First, there are not two great liberal social and political systems but three. One is democracy—political liberalism—by which we decide who is entitled to use force; another is capitalism—economic liberalism—by which we decide how to allocate resources. The third is liberal science, by which we decide who is right. Second, the third system has been astoundingly successful, not merely as a producer of technology but also, far more important, as a peacemaker and builder of social bridges. Its great advantages as a social system for raising and settling differences of opinion are inherent, not incidental. However, its disadvantages—it causes pain and suffering, it creates legions of losers and outsiders, it is disorienting and unsettling, it allows and even thrives on prejudice and bias—are also inherent. And today it is once again under attack. Third, the attackers seek to undermine the two social rules which make liberal science possible. (I’ll outline them in the next chapter and elaborate them in the rest of the book.) For the system to function, people must try to follow those rules even if they would prefer not to. Unfortunately, many people are forgetting them, ignoring them, or carving out exemptions. That trend must be fought, because, fourth, the alternatives to liberal science lead straight to authoritarianism. And intellectual authoritarianism, although once the province of the religious and the political right in America, is now flourishing among the secular and the political left. Fifth, behind the new authoritarian push are three idealistic impulses: Fundamentalists want to protect the truth. Egalitarians want to help the oppressed and let in the excluded. Humanitarians want to stop verbal violence and the pain it causes. The three impulses are now working in concert. Sixth, fundamentalism, properly understood, is not about religion. It is about the inability to seriously entertain the possibility that one might be wrong. In individuals such fundamentalism is natural and, within reason, desirable. But when it becomes the foundation for an intellectual system, it is inherently a threat to freedom of thought. Seventh, there is no way to advance knowledge peacefully and productively by adhering to the principles advocated by egalitarians and humanitarians. Their principles are poisonous to liberal science and ultimately to peace and freedom. Eighth, no social principle in the world is more foolish and dangerous than the rapidly rising notion that hurtful words and ideas are a form of violence or torture (e.g., “harassment”) and that their perpetrators should be treated accordingly. That notion leads to the criminalization of criticism and the empowerment of authorities to regulate it. The new sensitivity is the old authoritarianism in disguise, and it is just as noxious.

First, as I showed in Chapter 5, the term “cultural Marxism” refers to a particular Marxist theory and strategy inaugurated by Antonio Gramsci – working to establish “cultural hegemony” in order to effect socialist revolution. Second, the substitution of special identity groups advocated for by social justice activists for the working class championed by Marxists does not lead to an identical or nearly identical politics. With the working class as a lever, Marxism proposes to overcome its nemesis – the capitalist class, which maintains the class system, including a class-based system of production and resource allocation. Social justice, on the other hand, aims at little more than debunking particular identity groups from atop a putative social hierarchy, knocking them from their supposed positions of totemic privilege, and replacing them with members of supposedly subordinated groups. Third, in Chapter 5, I told why Marxism and postmodernism can’t be equated. I’ll restate it here. While postmodern theory is anti-capitalist, it not only rejects capitalism but also other “totalizing” systems, or “meta-narratives,” including even the major system proposed to counter capitalism – Marxism itself.

Viewed in this light, life itself appears as a dynamics of integration that is equipped with auto-therapeutic or 'endo-clinical' competencies and refers to a species-specific space of surprise. It has an equally innate and - in higher organisms - adaptively acquired responsibility for the injuries and invasions it regularly encounters in its permanently allocated environment or conquered surroundings. Such immune systems could equally be described as organismic early forms of a feeling for transcendence: thanks to the efficiency of these devices, which are constantly at the ready, the organism actively confronts the potential bringers of its death, opposing them with its endogenous capacity to overcome the lethal. Such functions have earned immune systems of this type comparisons to a 'body police' or border patrol. But as the concern, already at this level, is to work out a modus vivendi with foreign and invisible powers - and, in so far as these can bring death, 'higher' and 'supernatural' ones - this is a preliminary stage to the behaviour one is accustomed to terming religious or spiritual in human contexts. For every organism, its environment is its transcendence, and the more abstract and unknown the danger from that environment, the more transcendent it appears.

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

One argument of Uniqueness is that it is not any particular renaissance, revolution, or liberal institution that marks out the West, but its far higher levels of achievement in all the intellectual and artistic spheres of life. I relied on Charles Murray’s book, Human Accomplishment: Pursuit of Excellence in the Arts and Sciences, 800 B.C. to 1950, to make this argument.[1] This book is the first effort to quantify ‘as facts’ the accomplishments of individuals and countries across the world in the arts and sciences, by calculating the amount of space allocated to these individuals in reference works, encyclopaedias, and dictionaries. Murray concludes that ‘whether measured in people or events, 97% of accomplishment in the scientific inventories occurred in Europe and North America’ from 800 BC to 1950.[2] Murray also notes the far higher accomplishments of Europeans in the arts, particularly after 1400. Although Murray does not compare their achievements but compiles separate lists for each civilisation, he notes that the sheer number of ‘significant figures’ in the arts is higher in the West in comparison to the combined number of the other civilisations.[3] In literature, the number in the West is 835; whereas in India, the Arab World, China, and Japan combined, the number is 293. In the visual arts, it is 479 for the West as compared to 192 for China and Japan combined (with no significant figures listed for India and the Arab World). In music, ‘the lack of a tradition of named composers in non-Western civilization means that the Western total of 522 significant figures has no real competition at all’.

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

Smart Sexy Money is About Your Money As an accomplished entrepreneur with a history that spans more than fourteen years, Annette Wise is constantly looking for ways to give back to her community. Using enterprising efforts, she qualified for $125,000 in startup funding to develop a specialized residential facility that allows developmentally disabled adults to live in the community after almost a lifetime of living in a state institution. In doing so, she has provided steady employment in her community for the last thirteen years. After dedicating years to her residential facility, Annette began to see clearly the difficulty business owners face in planning for retirement successfully. Searching high and low to find answers, she took control of financial uncertainty and in less than 2 years, she became a Full Life Agent, licensed Registered Representative, Investment Advisor Representative and Limited Principal. Her focus is on building an extensive list of clients that depend on her for smart retirement guidance, thorough college planning, detailed business continuation, and business exit strategies. Clients have come to rely on Annette for insight on tax advantaged savings and retirement options. Annette’s primary goal is to help her clients understand more than just concepts, but to easily understand how money works, the consequences of their decisions and how they work in conjunction with their desires and goal. Ever the curious soul who is always up for a challenge, Annette is routinely resourceful at finding sensible means to a sometimes-challenging end. She believes in infinite possibilities as well as in sharing her knowledge with others. She is the go-to source for “Smart Wealth Solutions.” Among Annette’s proudest accomplishments are her two wonderful sons, Michael III and Matthew. As a single mom, they have been her inspiration and joy. She is forever grateful to the greatest brothers in the world- Andrew and Anthony Wise, for assistance in grooming them into amazing young men.

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

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

What information consumes is rather obvious: it consumes the attention of its recipients. Hence, a wealth of information creates a poverty of attention and a need to allocate that attention efficiently among the overabundance of information sources that might consume it. —HERBERT SIMON, recipient of Nobel Memorial Prize in Economics8 and the A.M. Turing Award, the “Nobel Prize of Computer Science

Strategic Planning Today: A Six-Step Process  The strategic planning process offers incredible benefits if we pursue it correctly. The following six steps constitute one version of the process: mission, objective, situation analysis, strategy formulation, strategy implementation, and control.  The first step in the process is to define your mission; as we saw at the beginning of this lecture, this is the core that guides you. Your mission is what you look to in setting your objectives.  The objectives established in the second step are chosen based on some notion of wanting to fulfill your mission. They should be clear, concise, achievable, and in some sense, measurable.  The third step, the environmental scan, is pivotal for most firms, and it is the most involved. Look at both the external and internal environments in which your firm functions. On a personal level, evaluate the external factors that impinge on you with respect to your objectives.  The fourth step is the actual formulation of strategy. Decide what you will actually do to get from where you are to where you want to be. Allocate resources and connect your management decisions with the people who will implement the plan.  The fifth step is implementation of strategy, and here is where many companies fail because they do not follow the military dictum to “supervise and refine.” This means not to simply issue orders and assume that they’ll be carried out.  The sixth step, control, involves developing a control mechanism to evaluate whether or not the plan is working. When the control or monitoring system tells you that something is amiss in your strategy, you can then circle back to your environmental scan to discover whether the relevant environmental factors have changed.

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

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

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

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

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

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

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

What Susanne Jaeggi has found with the N-back, what Torkel has shown with working memory training, what others have found with meditation, and what we have shown with video games—they are all different ways of getting at the same underlying mechanisms,” she said. “We’re all training the flexible allocation of executive and attentional resources.

The most striking and obvious thing about an administrative organization is its formal system of rules and objectives. Here tasks, powers, and procedures are set out according to some officially approved pattern. This pattern purports to say how the work of the organization is to be carried on, whether it be producing steel, winning votes, teaching children, or saving souls. The organization thus designed is a technical instrument for mobilizing human energies and directing them toward set aims. We allocate tasks, delegate authority, channel communication, and find some way of co-ordinating all that has been divided up and parceled out. All this is conceived as an exercise in engineering; it is governed by the related ideals of rationality and discipline.

Simply stated, Community Policing can be viewed as a philosophy that governs how citizen expectations and demands for police services are integrated into the actions of the police to identify and address those conditions that have an adverse effect on the safety and welfare of neighborhood life. To that end, the very essence of Community Policing can be viewed from two important perspectives: 1.   A realization that every community consists of neighborhoods that place different service demands on a police agency. The uniqueness of these demands requires police managers to devise “customized” service responses. Therefore, the term community is viewed from the perspective of “geographical locations.” Given the diversity associated with these different locations, it becomes the department’s responsibility to properly allocate, deploy and manage its resources so that services are adequately and consistently rendered from one location to the next. 2.   Acknowledging the importance of knowing when to form interactive partnerships between the police and the public in order to identify and resolve neighborhood problems of crime and disorder. This perspective defines Community Policing in terms of citizen involvement. It becomes the responsibility of the department to determine when, where and how citizens can work with police officials.

What is a Website Domain? A domain name is a string that identifies a space within the internet allocated to your website. Since every website “lives” on some kind of a server somewhere within the world, we need to have a specific way of accessing it, one way or another. Servers are another sort of machine, and like any other machine, they don’t like working with words. They like numbers. A minimum of one IP (Internet Protocol) address gets assigned to each server; this of this is the server’s address. If your website is the only website hosted on a web server, you could use the IP address to access it. Take hostconnect.com for example. It’s definitely easier to say or remember than the IP address of the server it’s hosted on, which is 67.225.187.61.

The event that hastened the confrontation between the army and the Palace was the starvation in the northern provinces. Usually it is said that periodic droughts cause bad crops and therefore starvation. But it is the elites of starving countries that propagate this idea. It is a false idea. The unjust or mistaken allocation of funds and national property is the most frequent source of hunger. There was a lot of grain in Ethiopia, but it had first been hidden by the rich and then thrown on the market at a doubled price, inaccessible to peasants and the poor. Figures about the hundreds of thousands who starved next to abundantly stocked granaries were published. On the orders of local dignitaries, the police finished off whole clans of still-living human skeletons. This situation of intense evil, of horror, of desperate absurdity, became the signal for the conspiring officers to go to work. The mutiny involved all the divisions in turn, and it was probably the army that had been the main prop of Imperial power. After a short period of bewilderment, shock, and hesitation, H. S. began to realize that he was losing his most important instrument.

First, figure out when you and your spouse will be laid off or be too sick to work. Second, figure out when you will die. Third, understand that you need to save 7% of every dollar you earn. (Didn’t start doing that when you were 25, and you are 55 now? Just save 30% of every dollar.) Fourth, earn at least 3% above inflation on your investments, every year. (Easy. Just find the best funds for the lowest price and have them optimally allocated.) Fifth, do not withdraw any funds when you lose your job, have a health problem, get divorced, buy a house, or send a kid to college. Sixth, time your retirement account withdrawals so the last cent is spent the day you die.

The global financial crisis was caused by excesses of the liberal system of regulations and the belief that a completely free market will allow enormous innovation and allocate capital to the most profitable enterprises with the highest returns. Once the Federal Reserve Chairman decided it was not necessary to regulate derivatives and supervise them, the fuse was lit. Once you find that you can mash up a lot of good and bad assets in one bundle and pass on your risk all around Europe and other parts of the world, you have started something like a Ponzi scheme which must come to an end sometime…The business of a person in a financial institution is to make the biggest profit for himself, so just condemning the bankers and the profit takers does not make sense. You have allowed these rules, and they work within these rules.

I don't know how you'll be getting your money into my bank account, but don't make me do too much work for it.

Principle 1: Leaders Embrace Extreme Ownership. "On any team, in any organization, all responsibility for success and failure rests with the leader. The leader must own everything in his or her world. There is no one else to blame." Principle 2: There Are No Bad Teams, Only Bad Leaders. "When leaders drive their teams to achieve a higher standard of performance, they must recognize that when it comes to standards, as a leader, it’s not what you preach, it’s what you tolerate." Principle 3: Mission Clarity. "Everyone on the team must understand not only what do to, but why." Principle 4: Keep Your Ego in Check. "Ego clouds and disrupts everything: the planning process, the ability to take good advice, and the ability to accept constructive criticism." Principle 5: Teamwork. "Each member of the team is critical to success, though the main effort and supporting efforts must be clearly identified. If the overall team fails, everyone fails, even if a specific member or an element within the team did their job successfully. Pointing fingers and placing blame on others contributes to further dissension between teams and individuals. These individuals and teams must instead find a way to work together, communicate with each other, and mutually support one another. The focus must always be on how to best accomplish the mission." Principle 6: Simplicity and Clarity. "Leaders eliminate complexity in problems and in situations. Leaders bring clarity to a situation. They keep plans simple, clear, and concise." Principle 7: Prioritize and Execute. "Leaders must determine the highest priority task and execute. Prioritize and Execute." Principle 8: Decentralized Command. "Good leaders delegate. They trust their teams to execute. They provide freedom to execute by giving them clarity in the mission and clear boundaries." Principle 9: Manage Up and Manage Down. "As leader, if you don’t understand why decisions are being made, requests denied, or support allocated elsewhere, you must ask those questions up the chain. Then, once understood, you can pass that understanding down to your team." Principle 10: Discipline Equals Freedom.

Principle 1: Leaders Embrace Extreme Ownership. "On any team, in any organization, all responsibility for success and failure rests with the leader. The leader must own everything in his or her world. There is no one else to blame." Principle 2: There Are No Bad Teams, Only Bad Leaders. "When leaders drive their teams to achieve a higher standard of performance, they must recognize that when it comes to standards, as a leader, it’s not what you preach, it’s what you tolerate." Principle 3: Mission Clarity. "Everyone on the team must understand not only what do to, but why." Principle 4: Keep Your Ego in Check. "Ego clouds and disrupts everything: the planning process, the ability to take good advice, and the ability to accept constructive criticism." Principle 5: Teamwork. "Each member of the team is critical to success, though the main effort and supporting efforts must be clearly identified. If the overall team fails, everyone fails, even if a specific member or an element within the team did their job successfully. Pointing fingers and placing blame on others contributes to further dissension between teams and individuals. These individuals and teams must instead find a way to work together, communicate with each other, and mutually support one another. The focus must always be on how to best accomplish the mission." Principle 6: Simplicity and Clarity. "Leaders eliminate complexity in problems and in situations. Leaders bring clarity to a situation. They keep plans simple, clear, and concise." Principle 7: Prioritize and Execute. "Leaders must determine the highest priority task and execute. Prioritize and Execute." Principle 8: Decentralized Command. "Good leaders delegate. They trust their teams to execute. They provide freedom to execute by giving them clarity in the mission and clear boundaries." Principle 9: Manage Up and Manage Down. "As leader, if you don’t understand why decisions are being made, requests denied, or support allocated elsewhere, you must ask those questions up the chain. Then, once understood, you can pass that understanding down to your team." Principle 10: Discipline Equals Freedom.

Encourage teams to organize internal “yak days,” where teams get together to work on technical debt. These are great events because technical debt is so rarely prioritized. Hold regular internal DevOps mini-conferences. We’ve seen organizations achieve success using the classic DevOpsDays format, which combines pre-prepared talks with “open spaces” where participants self-organize to propose and facilitate their own sessions. Give staff dedicated time, such as 20% time or several days after a release, to experiment with new tools and technologies. Allocate budget and infrastructure for special projects.

For DeHaven it was well worth the extra money to a federal budget that had always allocated more to war than it ever did to peaceful purposes. For a fraction of the cost of one missile he could purchase on the open market every work the library needed to round out its rare books collection. Yet politicians believed that missiles kept you safe, whereas actually books did, and for a simple reason. Ignorance caused wars, and people who read widely were seldom ignorant. Perhaps it was an overly simplistic philosophy, but DeHaven was sticking to it.

How much awareness does the HR department have about software systems? Does the group of department leaders deciding how to allocate budget across teams know of the likely effects of their choices on the viability of the software architecture? Given that there is increasing evidence for the homomorphism behind Conway’s law, it is very ineffective (perhaps irresponsible) for organizations that build software systems to decide on the shape, responsibilities, and boundaries of teams without input from technical leaders. Organization design and software design are, in practice, two sides of the same coin, and both need to be undertaken by the same informed group of people. Allan Kelly’s view of a software architect’s role expands further on this idea: More than ever I believe that someone who claims to be an Architect needs both technical and social skills, they need to understand people and work within the social framework. They also need a remit that is broader than

But as Bill Gates said to us when Mark and I met with him in his Seattle-area office, “People invest in high-probability scenarios: the markets that are there. And these low-probability things that maybe you should buy an insurance policy for by investing in capacity up front, don’t get done. Society allocates resources primarily in this capitalistic way. The irony is that there’s really no reward for being the one who anticipates the challenge.” Every time there is a new, serious viral outbreak, such as Ebola in 2012 and Zika in 2016, there is a public outcry, a demand to know why a vaccine wasn’t available to combat this latest threat. Next a public health official predicts a vaccine will be available in x number of months. These predictions almost always turn out to be wrong. And even if they’re right, there are problems in getting the vaccine production scaled up to meet the size and location of the threat, or the virus has receded to where it came from and there is no longer a demand for prevention or treatment. Here is Bill Gates again: Unfortunately, the message from the private sector has been quite negative, like H1N1 [the 2009 epidemic influenza strain]: A lot of vaccine was procured because people thought it would spread. Then, after it was all over, they sort of persecuted the WHO people and claimed GSK [GlaxoSmithKline] sold this stuff and they should have known the thing would end and it was a waste of money. That was bad. Even with Ebola, these guys—Merck, GSK, and J & J [Johnson & Johnson]—all spent a bunch of money and it’s not clear they won’t have wasted their money. They’re not break-even at this stage for the things they went and did, even though at the time everyone was saying, “Of course you’ll get paid. Just go and do all this stuff.” So it does attenuate the responsiveness. This model will never work or serve our worldwide needs. Yet if we don’t change the model, the outcome will not change, either.

value judgment raises important ethical questions. For example, children and the elderly who are not working will not be valued the same as people in the workforce; women may not be valued equally to men. Inclusion of productivity and consumption may result in resource allocations that some observers may consider discriminatory. These are important limitations that analysts and decision makers need to consider carefully. More generally, as an analysis moves from the narrower healthcare sector perspective to the broader societal perspective, more social value judgments of this sort will need to be made. To summarize our Reference Case recommendations in somewhat greater detail, we suggest that analysts include Reference Case analyses from both the healthcare sector perspective and the societal perspective (see Chapter 3 and Recommendations 2–5). Table 4.1 summarizes the cost components included in these two perspectives. The healthcare sector Reference Case includes formal healthcare sector (medical) costs borne by third-party payers plus patients’ out-of-pocket medical costs. Both types of medical expenditures include current and future costs that are related and unrelated to the condition under consideration. We recommend that the results of the healthcare sector Reference Case analysis be summarized in the conventional form, as an ICER. The net monetary benefit (NMB) or net health benefit (NHB) may also be reported, and a range of cost-effectiveness thresholds should be considered. We also recommend that analysts include a Reference Case analysis from a societal perspective (Recommendation 4). A societal perspective is particularly important when interventions are likely to have important effects on sectors of the economy outside of the formal healthcare sector, and when there is a need or desire to understand the wide range of costs and effects. A societal perspective includes medical costs (current and future,

In recent decades, as the economy has shifted and large companies promising lifelong employment have given way to freelance jobs and migratory careers, understanding motivation has become increasingly important. In 1980, more than 90 percent of the American workforce reported to a boss. Today more than a third of working Americans are freelancers, contractors, or in otherwise transitory positions. The workers who have succeeded in this new economy are those who know how to decide for themselves how to spend their time and allocate their energy. They understand how to set goals, prioritize tasks, and make choices about which projects to pursue. People who know how to self-motivate, according to studies, earn more money than their peers, report higher levels of happiness, and say they are more satisfied with their families, jobs, and lives.

if you consistently practice the techniques recommended in this book, you will automatically side-step most of the emotional investment traps. Pay off your credit card and high-interest debts and stay out of debt. Formulate a simple, sound, asset allocation plan and stick to it. Systematically save and invest a part of each paycheck in accordance with the asset allocation plan. The earlier you start, the richer you become. Invest most or all of your money in index funds. Keep your costs of investing and taxes low. Don’t try to time the market. Tune out the noise, rebalance your portfolio when necessary, and stick with your plan. By doing those things, you will intelligently manage risk. You will buy low, sell high, and have the power of compounding working in your favor. You will slowly but systematically build wealth and a nest egg for a comfortable retirement. With a little luck, you will have more money than you dreamed you would ever have. These time-tested techniques have worked for millions of other people and they can work for you, too.

A dramatic ageing of the population. Its effects will start being felt in 2005 (from the retirement of numerous groups). Since the government did not foresee and reform the retirement system paid out of each year’s taxes, we know it is already too late. There will not be sufficient funds to furnish allocations and healthcare to seniors and ever higher taxes will be levied on those who are working. The result will necessarily be a generalised lowering of purchasing power and therefore of economic growth based on consumption. The ageing of the population will also rapidly lead — it is already happening — to another frightening effect: a loss of technological skills. There are not enough young minds. 2)  The massive immigration of new battalions from the Third World to palliate these gaps, so desired by the UN, is an imposture. These migrants are unskilled and need social services themselves. They are mouths to feed, not the brains needed in a post-industrial society. Germany wanted to import more than 30,000 engineers that it needs (already), but got only 9,000 Indians. The immigration-colonisation (of which the entire cost is already more than 122 billion euros a year), which will not stop growing, added to the steadily increasing birth rate of the foreigners — most of them, as everyone knows, are not able to earn a good education — will be one more brake on economic prosperity. The current masses of ‘youths’ from Africa and North Africa will for the most part have a choice only between unemployment supported by welfare payments or participation in the parallel and criminal economy. The professional value of the workforce is going to experience a dramatic decline as soon as 2010.

At 50, people are still looking for a stockbroker to work a miracle for them, but at 60 they start looking for an advisor to help them negotiate a truce with reality. Regardless of when people are actually planning to retire, 60 is psychologically the beginning of the end of the accumulation period in their lives, and the beginning of the beginning of the distribution phase.... Variable annuitization offers genuine hope to people who (a) need to live on more than six percent of their capital, (b) need their income to grow in some relation to equity returns, which have historically been more than three times the inflation rate, and (c) at the very, very least, need to be assured that some income will continue for their entire lives. Variable annuitization is the only chance these people have. ...If Americans understood how the capital markets actually work, most folks would choose variable universal life insurance over variable life and whole life as the cheapest form of permanent insurance they could buy for the long run. That's simply because the insurance cost of an insurance policy is a pure function of how much of its own money the insurance company has exposed. Since the policyholder's own cash value builds up most significantly over time - and therefore the insurance company's exposure falls further, faster - in variable universal policies than in other debt-based (or general account-based) contracts, the net premium dollars allocated to the purchase of the death benefit must be lower, at the end of the day. And the policyholder's equity must be commensurately greater.

Be intentional about locational arrangements. Your location determines your allocation.

A free market economy, which by necessity involves a lot of liberty, just happens to work well in terms of allocating resources,

Over time, the way parents have allocated their non-market-work hours has shifted considerably. The biggest change in the new home economics has been time devoted to housework. This has fallen precipitously—almost in half over 40 years.

costs of this so-called deal in time and effort? Most high-income generators, whether they are PAWs or UAWs, work more than forty hours a week. Typically, the amount of time remaining each week is allocated in ways that are congruent with their goals. All

Capitalism allocates resources, generates innovation, rewards effort, and builds affluence with high efficiency, and these are extraordinarily important things to do well in a society. As a system capitalism is not perfect, but it’s far better than the alternatives. Winston Churchill said that, “Democracy is the worst form of government except for all those others that have been tried.”2 We believe the same about capitalism. The

One broad way of thinking about the use of blockchain concepts is applying them beyond the original context to see ways in which everything is like an economy, a market, and a currency — and equally important, how everything is not like an economy. This is a mindset that requires recognizing the fundamental properties of economics and markets in real-life situations. Blockchain technology helps elucidate that everything we see and experience, every system in life, is economics to some degree: a system for allocating resources. Furthermore, systems and interactions are economics in that they are a matter of awareness and discovery, value attribution, and potential interaction and exchange, and may include a mechanism for this exchange like a currency or token, or even a simple exchange of force, energy, or concentration (as in biological systems). This same basic economic structure could be said to exist universally, whether in a collaborative work team or at a farmers’ market. The quantized structure of blockchain technology in the form of ledger transaction-level tracking could mean higher-resolution activity tracking, several orders of magnitude more detailed and extensive than we are accustomed to at present, a time at which we are still grateful for SKU-level tracking on a bill of materials.

In my experience, high-achievers focus a great deal on becoming the person they want to be at work—and far too little on the person they want to be at home. Investing our time and energy in raising wonderful children or deepening our love with our spouse often doesn’t return clear evidence of success for many years. What this leads us to is over-investing in our careers, and under-investing in our families—starving one of the most important parts of our life of the resources it needs to flourish. It should be becoming clear that the answers to all three of our questions are deeply connected. Try as you might, it’s very hard to wall off different parts of your life. Your career priorities—the motivators that will make you happy at work—are simply one part of a broader set of priorities in your life, priorities that include your family, your friends, your faith, your health, and so on. Similarly, the way you balance your plans with unanticipated opportunities, and allocate your resources—your time and energy—does not stop when you walk out the door of your office. You’re making decisions about these every moment of your life. You will be constantly pressured, both at home and at work, to give people and projects your attention. How do you decide who gets what? Whoever makes the most noise? Whoever grabs you first? You have to make sure that you allocate your resources in a way that is consistent with your priorities. You have to make sure that your own measures of success are aligned with your most important concern. And you have to make sure that you’re thinking about all these in the right time frame—overcome the natural tendency to focus on the short term at the expense of the long term. It

It's better to be treated as a paper airplane than a fighter jet. When you are disrupting, the best possible start-up scenario is to be dismissed, even ignored, just as Blockbuster ignored Netflix—right up until Blockbuster was "netflixed."17 Southern New Hampshire University (SNHU) is a good example of an organization that took on fly-under-the-radar market risk.18 A decade ago, SNHU was a two-thousand-student college with declining enrollment. Instead of trying to increase enrollment by competing for Ivy League-caliber professors at the high end or with government-funded community colleges at the low end, the university chose to play where no one else was playing—online. There was no guarantee that students would be interested in online degree programs. But because SNHU took on market risk, playing where no one else was playing, and there were many students looking for the flexibility provided by online courses, it is now considered the Amazon of education, with thirty-four thousand students enrolled. SNHU is in the process of jumping to yet another growth curve to decrease the cost of a college degree by measuring competencies rather than credits. One student demonstrated all 120 competencies in one hundred days. His associate's degree cost a grand total of $1,250. A good example of taking on market risk in personal, career terms is Amy Jo Martin, founder of Digital Royalty. In 2008, of the hundreds of millions of dollars being spent on advertising and publicity by the NBA, very little was allocated to social media. Martin saw an unmet need, and leveraged her expertise to persuade the Phoenix Suns to hire her as director of digital media, a first-of-its-kind position within the NBA. Martin's clients have included Shaquille O'Neal, and she has more than a million Twitter followers. Her gig sounds fantastically fun, but at the outset people wondered if it was even a job.

For DeHaven it was well worth the extra money to a federal budget that had always allocated more to war than it ever did to peaceful purposes. For a fraction of the cost of one missile he could purchase on the open market every work the library needed to round out its rare books collection. Yet politicians believed that missiles kept you safe, whereas actually books did, and for a simple reason. Ignorance caused wars, and people who read widely were seldom ignorant.

The antiquated rhetoric of ‘having it all’ disregards the basis of every economic relationship: the idea of trade-offs. All of us are dealing with the constrained optimization that is life, attempting to maximize our utility based on parameters like career, kids, relationships, etc., doing our best to allocate the resource of time. Due to the scarcity of this resource, therefore, none of us can ‘have it all,’ and those who claim to are most likely lying.”1

One of the primary purposes of representations is to allocate risk between the parties.

18. The Political Left/Right Cycle. Capitalists (i.e., those of the right) and socialists (i.e., those of the left) don’t just have different self-interests—they have different deep-seated ideological beliefs that they are willing to fight for. The typical perspective of the rightist/capitalist is that self-sufficiency, hard work, productivity, limited government interference, allowing people to keep what they make, and individual choice are morally good and good for society. They also believe that the private sector works better than the public sector, that capitalism works best for most people, and that self-made billionaires are the biggest contributors to society. Capitalists are typically driven crazy by financial supports for people who lack productivity and profitability. To them, making money = being productive = getting what one deserves. They don’t pay much attention to whether the economic machine is producing opportunity and prosperity for most people. They can also overlook the fact that their form of profit making is suboptimal when it comes to achieving the goals of most people. For example, in a purely capitalist system, the provision of excellent public education—which is clearly a leading cause of higher productivity and greater wealth across a society—is not a high priority. The typical perspective of the leftist/socialist is that helping each other, having the government support people, and sharing wealth and opportunity are morally good and good for society. They believe that the private sector is by and large run by capitalists who are greedy, while common workers, such as teachers, firefighters, and laborers, contribute more to society. Socialists and communists tend to focus on dividing the pie well and typically aren’t very good at increasing its size. They favor more government intervention, believing those in government will be fairer than capitalists, who are simply trying to exploit people to make more money. I’ve had exposure to all kinds of economic systems all over the world and have seen why the ability to make money, save it, and put it into capital (i.e., capitalism) is an effective motivator of people and allocator of resources that raises people’s living standards. But capitalism is also a source of wealth and opportunity gaps that are unfair, can be counterproductive, are highly cyclical, and can be destabilizing. In my opinion, the greatest challenge for policy makers is to engineer a capitalist economic system that raises productivity and living standards without worsening inequities and instabilities. 21.

Learning Should Never Stop And It Should Be Like A Habit, As A Professional Everyone Works On Average For 40 Years. As Per My Views, Allocate The First 15 Years Of Your Career For Exposure, Training, Feedback, Development, And Learning, So That In The Next 25 Years, You Can Have Exceptional Earnings.

Cindy Haden wanted to be able to touch Richard, hold him, and be close to him, and she constantly thought of ways she could make that happen. When her employer had a mass layoff and she was fired, she decided she would become a private detective. If she had a detective’s license, she’d be able to work with Richard’s new San Francisco attorneys and have a visit with Richard in a private room. She applied for a job with a San Francisco security firm, was hired, and moved to San Francisco. She took a quiet apartment in Richmond. The security firm sponsored her for a license, and she passed the required examination. She went to one of the San Francisco public defenders representing Richard and talked him into taking her inside the county jail with him when he went to visit Richard. She and the attorney were shown into one of seven rooms allocated for lawyers who come to see inmates. It was ten by ten and had a wooden table and a few chairs. There were panels of glass in a wall so guards could look in. As Cindy waited for Richard to be brought down, her heart raced. She paced back and forth, her hands trembling. When Richard got there, the guard uncuffed him and he sat at the table. They were like two school kids, laughing and giggling. Under the desk she raised her foot and put it on Richard’s thigh; his eyes bulged. He couldn’t believe he was actually sitting with one of the jurors who had handed him a ticket to the death room. After a few minutes, Cindy later related, the attorney went to look for a bathroom. When he left and Cindy was sure there were no guards about, she stood and quickly gave Richard a deep kiss as he groped her with his huge hands. She nearly passed out, she was so excited. When later asked if she was afraid to be alone with Richard, she said, “No, absolutely not. He’d never hurt me.” When the lawyer returned, Cindy sat down, breathless, her heart pounding. On subsequent visits to the jail, as she helped with Richard’s legal problems, she says, she was able to have more contact visits and was actually alone with Richard.

In any chain of command, the leadership must always present a united front to the troops. A public display of discontent or disagreement with the chain of command undermines the authority of leaders at all levels. This is catastrophic to the performance of any organization. As a leader, if you don’t understand why decisions are being made, requests denied, or support allocated elsewhere, you must ask those questions up the chain. Then, once understood, you can pass that understanding down to your team. Leaders in any chain of command will not always agree. But at the end of the day, once the debate on a particular course of action is over and the boss has made a decision—even if that decision is one you argued against—you must execute the plan as if it were your own. When leading up the chain of command, use caution and respect. But remember, if your leader is not giving the support you need, don’t blame him or her. Instead, reexamine what you can do to better clarify, educate, influence, or convince that person to give you what you need in order to win. The major factors to be aware of when leading up and down the chain of command are these: • Take responsibility for leading everyone in your world, subordinates and superiors alike. • If someone isn’t doing what you want or need them to do, look in the mirror first and determine what you can do to better enable this. • Don’t ask your leader what you should do, tell them what you are going to do. APPLICATION TO BUSINESS “Corporate doesn’t understand what’s going on out here,” said the field manager. “Whatever experience those guys had in the field from years ago, they have long forgotten. They just don’t get what we are dealing with, and their questions and second-guessing prevents me and my team from getting the job done.” The infamous they. I was on a visit to a client company’s field leadership team, the frontline troops that executed the company’s mission. This was where the rubber met the road: all the corporate capital initiatives, strategic planning sessions, and allocated resources were geared to support this team here on the ground. How the frontline troops executed the mission would ultimately mean success or failure for the entire company. The field manager’s team was geographically separated from their corporate headquarters located hundreds of miles away. He was clearly frustrated. The field manager had a job to do, and he was angry at the questions and scrutiny from afar. For every task his team undertook he was required to submit substantial paperwork. In his mind, it made for a lot more work than necessary and detracted from his team’s focus and ability to execute. I listened and allowed him to vent for several minutes. “I’ve been in your shoes,” I said. “I used to get frustrated as hell at my chain of command when we were in Iraq. They

Managers handle parallel projects all the time. They juggle with people, work tasks, and goals to ensure the success of every project process. However, managing projects, by design, is not an easy task. Since there are plenty of moving parts, it can easily become disorganized and chaotic. It is vital to use an efficient project management system to stay organized at work while designing and executing projects. Project Management Online Master's Programs From XLRI offers unique insights into project management software tools and make teams more efficient in meeting deadlines. How can project management software help you? Project management tools are equipped with core features that streamline different processes including managing available resources, responding to problems, and keeping all the stakeholders involved. Having the best project management software can make a significant influence on the operational and strategic aspects of the company. Here is a list of 5 key benefits to project professionals and organizations in using project management software: 1. Enhanced planning and scheduling Project planning and scheduling is an important component of project management. With project management systems, the previous performance of the team relevant to the present project can be accessed easily. Project managers can enroll in an online project management course to develop a consistent management plan and prioritize tasks. Critical tasks like resource allocation, identification of dependencies, and project deliverables can be completed comfortably using project management software. 2. Better collaboration Project teams sometimes have to handle cross-functional projects along with their day to day responsibilities. Communication between different team members is critical to avoid expensive delays and precludes the waste of precious resources. A key upside of project management software is that it makes effectual collaboration extremely simple. All project communication is stored in a universally accessible place. The project management online master's program offers unique insights to project managers on timeline and status updates which leads to a synergy between the team’s functions and project outcomes. 3. Effective task delegation Assigning tasks to team members in a fair way is a challenging proposition for most project managers. With a project management program, the delegation of project tasks can be easily done. In most instances, these programs send out automatic reminders when deadlines are approaching to ensure a smooth and efficient project workflow. 4. Easier File access and sharing Important documents should be safely accessed and shared among team members. Project management tools provide cloud-based storage which enables users to make changes, leave feedback and annotate easily. PM software logs any user changes to ensure project transparency within the team. 5. Easier integration of new members Project managers are responsible to get new members up to speed on the important project parameters within a short time. Project management online master's programs from XLRI Jamshedpuroffer vital learning to management professionals in maintaining a project log and in simplistically visualizing the complete project. Takeaway Choosing the perfect PM software for your organization helps you to effectively collaborate to achieve project success. Simple and intuitive PM tools are useful to enhance productivity in remote-working employees.

This much being said, don’t get trapped into microallocating people’s time. Allocating personnel-months is sufficient for most projects of any strategic significance.

The most important behavior on your part involves dedicating a disproportionate share of your own time, attention, and discretionary resources to creating new business models. Existing businesses, and the leaders in charge of them, face little difficulty in articulating their needs, building a case for their support, and attracting people. Entrepreneurial initiatives, on the other hand, are usually seen as marginal or unimportant in their early stages. Unless you personally allocate to them disproportionate attention, disproportionate resources, and disproportionate talent, they will get squeezed by the existing business to the extent that they never have a chance to take off. Your challenge is to provide counterpressure to the inertial forces that lead your people to constantly attend to the demands of today’s business. [...] By disproportionate resources, we mean budget, access to operating capacity or operating assets, and, most vitally, the very best people. Ironically, these are the very resources that are highly desired by managers of the existing business, who are apt to hotly contest any other claim on them. Like the payment of disproportionate attention, the disproportionate allocation of resources to new business models has its costs. Every dollar and every hour of operations capacity allocated disproportionately to entrepreneurial initiatives is money and time denied the existing business. Disproportionate allocation must be a deliberate process, with commitment of resources being visibly recognized as a matter of strategic choice, not a struggle between long- and short-term goals. [...] Finally, you must be prepared for your organization’s top talent to work on entrepreneurial initiatives. This can create a painful dilemma. When top talent works on an entrepreneurial initiative, the current business is weakened accordingly. However, if only mediocre talent is assigned to the difficult task of new business development, the ventures are doomed. Furthermore, allowing ventures to be run by mediocre people sends an even stronger signal to the rest of the business about your real priorities. The smart people in the firm will recognize that business development is not truly a priority for you, and they will organize their own priorities accordingly. The message: If you don’t walk the talk, only the dumb people will listen.

Professional investment advisers are best at providing other valuable services, including asset allocation guidance, information on tax considerations, and advice on how much to save while you work and how much to spend when you retire. Further, most advisers are always there to consult with you about the financial markets.

A launch that includes a frank discussion of such constraints enables the team to set expectations around how teammates allocate their time to different commitments.

Conway’s law says: Any organization that designs a system will produce a design whose structure is a copy of the organization’s communication structure. A system that must be developed by an organization with many teams and many concerns must have an architecture that facilitates independent actions by those teams, so that the teams do not interfere with each other during development. This is accomplished by properly partitioning the system into well-isolated, independently developable components. Those components can then be allocated to teams that can work independently of each other.

BERNARDINE QUINN: We’re calling marriage equality ‘equality’ as if the day that there’s a bill stamped saying lesbian and gay people can get married that we’ll have full equality. Yet in Meath, there isn’t one single support service for a young lesbian or gay person to attend; there isn’t one qualified full-time youth worker to work with young LGBT people; there is absolutely zero trans services, where the trans services in Dublin are mediocre at best. There’s something about ‘marriage equality’ – that we’ll all be equal when marriage comes in, when a kid in west Kerry doesn’t even have a telephone number of a helpline that he can ring for support. This was raised by our young people to Mairead McGuinness and to Mary Lou McDonald when they were here, just to say, thinking that your work around marriage equality – that that’s not all. The allocation of finances to LGBT work in this country is tiny compared to what is given to most other services. There’s something about calling it ‘equality’. It’s another step on the ladder and it’s a hugely important step … But it isn’t all. There’s another battle after that, and that is to get services to west Donegal, to Mayo, into the Midlands, to get real, solid support in these areas so that a young LGBT person has something in every county, trained qualified people to talk to. In some areas where those services aren’t available, where there isn’t training for schools, where there’s nobody that a kid can talk to, to say that they think they’re transgender – I don’t want to sound negative – I think marriage equality is going to be fantastic for a lot of lesbian and gay people. I think if you were 14 and coming out today, your story is going to be so much more different than when I was 14. The prospects of you considering yourself what every other young person considers themselves of 14 when you think about your future and what you’re going to do: you’re going to meet the person that you love, you’re going to get married, going to have kids, going to have the house and the picket fence. That will be an option for a kid. When I came out, those dreams were put very firmly away. I was never going to get married, I was never going to have children, I was never going to make my family proud, my dad was never going to walk me up the aisle. All of those kinds of things were not even an option when I came out. As a matter of fact, there was a better chance that I was going to have to go to London, I was going to bring huge shame on my family, I probably would end up not speaking to half my siblings and my parents, having to go away and fend for myself. That was my option. I think that option has dramatically changed. People can live in their home towns easier now … Anything that makes a young person’s life easier, and gives them more opportunities, is fantastic. I think that a young person, 14, 15, only starting to discover themselves, they’ve got a whole other suite of options. They can talk about, ‘I’ll eventually marry my partner.’ I think I’m only after saying that for the first time in my life, that there will be an option to marry my partner.

There are two very different ways to view time with your family. One way is to see it as a compartment of your life to which you allocate time. If you spend time with your family in this way, you will never avoid the constant frustration that your family time is taking away from other important activities or that other important activities are taking away from family time. For working moms and dads, this involves long seasons where the family loses their best time and attention and those times can never be recaptured. We need to seriously consider another way. What if you decide to live in, with and through your family? What if you reject family as one of the compartments of your life and see family instead as the environment in which you experience as much of your life as possible? The more I began to identify myself with my family, the more this felt like the natural way to live. But be aware, virtually all elements of western culture are set up to separate individuals from their families. Rejecting this requires building a very different kind of culture. However, when I consider God’s design for the family and who he has called me to be as a father, I no longer believe treating family like a compartment is an option. Family is not a part of my life. My family is in me and I am in them and so we need to be deeply interconnected. To live like separate individuals is to deny this reality. How is this possible in today’s society? What does this look like? It begins by taking the elements of life that are compartments—work, worship, friendships, hobbies, learning etc.—and doing as many as possible with, in, through and as a family. Perhaps every day should be “take your child to work day.” Maybe it means you don’t separate and go into different groups to worship. You worship together, and even more importantly, you worship as a family in your home. Maybe it means your friends are friends of your family and that when you give your love and loyalty to a friend, you are giving that love and loyalty to their family. Maybe it means you either find ways to enjoy your hobbies with your family or you find new hobbies that your family can enjoy with you. Maybe it means that whenever someone in your family acquires a new skill, you complete the learning experience by sharing it with your family. But whenever possible you learn together.

To hack back, schedule time in your day to catch up on group chats, just as you would for any other task in your timeboxed calendar. It’s important to set colleagues’ expectations by letting them know when you plan to be unavailable. You can put them at ease by assuring them that you will contribute to the conversation during an allocated time later in the day, but until then you shouldn’t feel guilty for turning on the Do Not Disturb feature while doing focused work.