A Quote by Mark Twight
We may train ourselves to be adaptable as possible, to respond appropriately in each situation, but the ideal of controlling the outcome or steering events as they occur must be relinquished. Chaos rules it all.
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Some make light of decisions, arguing that all possible decisions will occur. In such a world, how could one be responsible for his actions? Others hold that each decision must be considered and committed to, that without commitment there is chaos. Such people are content to live in contradictory worlds, so long as they know the reason for each.
You know, there’s a philosopher who says, “As you live your life, it appears to be anarchy and chaos, and random events, non-related events, smashing into each other and causing this situation or that situation, and then, this happens, and it’s overwhelming, and it just looks like what in the world is going on ? And later, when you look back at it, it looks like a finely crafted novel. But at the time, it don’t.
You may have an overall target to achieve with each prospect, but if you are going to have an ideal outcome for each call, should you not also have a tolerable outcome to fall back on? Something you are willing to put up with if things don't go completely to plan, but something that still moves things forward ever so slightly?
We must make automatic and habitual, as early as possible, as many useful actions as we can...in the acquisition of a new habit, we must take car to launch ourselves with as strong and decided initiative as possible. Never suffer an exception to occur till the new habit is securely rooted in your life.
We may conclude, therefore, that, in order to establish laws for the regulation of property, we must be acquainted with the nature and situation of man; must reject appearances, which may be false, though specious; and must search for those rules, which are, on the whole, most useful and beneficial.
When we find ourselves in the same situation repeatedly as a result of our conditioned responses, we must stop and do a new thing. The situation may look different. The route we take there may be altogether different. The lesson we must learn does not change. Get honest! Pay attention! Change what you do to create a change for yourself!
I always know what's happening on the court. I see a situation occur, and I respond.
Leaders cannot work in a vacuum. They may take on larger, seemingly more important roles in an organization, but this does not exclude them from asking for and using feedback. In fact, a leader arguably needs feedback more so than anyone else. It's what helps a leader respond appropriately to events in pursuit of successful outcomes.
You can direct the outcome of any situation you face through the power of thought. Keep your thoughts focused on the best possible outcome for everyone involved and never allow yourself to be pushed where you don't choose to be.
Defence must be more adaptable, able to respond quickly to the changes in the security environment and the character of conflict.
We must school and train ourselves to deal personally with the unconverted. We must not excuse ourselves, but force ourselves to the irksome task until it becomes easy.
If we do have realistic confidence in our mind and value, if we feel secure within ourselves, we tend to experience the world as open to us and to respond appropriately to challenges and opportunities.
If I can't get the captains to respond appropriately and show the leadership I expect, how is anyone else going to respond?
Each flitch, each board, each plank can have only one ideal use. The woodworker, applying a thousand skills, must find that ideal use and then shape the wood to realize its true potential.
Many people believe that decentralization means loss of control. That's simply not true. You can improve control if you look at control as the control of events and not people. Then, the more people you have controlling events - the more people you have that care about controlling the events, the more people you have proactively working to create favorable events - the more control you have within the organization, by definition.
We must see ourselves as co-manifestors -- partners in manifestation -- all engaged in the primal act of unfoldment and emergence. Each act of manifestation may be directed toward a specific outcome, but it also contributes to the greater manifestation of the wholeness, love, compassion, and creativity of the primal source from which we all come.
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