Right Attitudes

Kinship with Nature

December 4, 2017 By Nagesh Belludi Leave a Comment

I’m currently reading Indian philosopher and statesman Sarvepalli Radhakrishnan’s The Philosophy of Rabindranath Tagore (1918.)

Remarking that “a true seer sees in natural facts spiritual significance,” Radhakrishnan comments about Tagore’s revealing of the relation of the individual to the universe, showing how the Indian way of thinking not only emboldens oneness with nature, but also—or especially—with the divine consciousness therein. Radhakrishnan quotes from Tagore’s Sādhanā: The Realisation of Life (1916,)

The Indian mind never has any hesitation in acknowledging its kinship with nature, its unbroken relation with all.

…

The earth, water and light, fruits and flowers, to her were not merely physical phenomena to be turned to use and then left aside. They were necessary to her in the attainment of the ideal of perfection, as every note is necessary to the completeness of the symphony.

…

The man whose acquaintance with the world does not lead him deeper than science leads him, will never understand what it is that the man with the spiritual vision finds in these natural phenomena. The water does not merely cleanse his limbs, but it purifies his heart; for it touches his soul. The earth does not merely hold his body, but it gladdens his mind; for its contact is more than a physical contact, it is a living presence. When a man does not realise his kinship with the world, he lives in a prison-house whose walls are alien to him. When he meets the eternal spirit in all objects, then is he emancipated, for then he discovers the fullest significance of the world into which he is born; then he finds himself in perfect truth, and his harmony with the All is established.

Image Credit: Joshua Earle at Unsplash

Inspirational Quotations #713

December 3, 2017 By Nagesh Belludi

Among well-bred people a mutual deference is affected, contempt for others is disguised; authority concealed; attention given to each in his turn; and an easy stream of conversation maintained without vehemence, without interruption, without eagerness for victory, and without any airs of superiority.
—David Hume (Scottish Philosopher, Historian)

The great difficulty is first to win a reputation; the next to keep it while you live; and the next to preserve it after you die, when affection and interest are over, and nothing but sterling excellence can preserve your name. Never suffer youth to be an excuse for inadequacy, nor age and fame to be an excuse for indolence.
—Benjamin Haydon (English Painter)

The road to success is not to be run upon by seven-leagued boots. Step by step, little by little, bit by bit—that is the way to wealth, that is the way to wisdom, that is the way to glory. Pounds are the sons, not of pounds, but of pence.
—Charles Buxton

When we speak evil of others, we generally condemn ourselves.
—Publilius Syrus (Syrian-born Latin Writer)

The golden opportunity you are seeking is in yourself. It is not in your environment; it is not in luck or chance, or the help of others; it is in yourself alone.
—Orison Swett Marden (American New Thought Writer)

In order to be a leader a man must have followers. And to have followers, a man must have their confidence. Hence, the supreme quality for a leader is unquestionably integrity. Without it, no real success is possible, no matter whether it is on a section gang, a football field, in an army, or in an office. If a man’s associates find him guilty of being phony, if they find that he lacks forthright integrity, he will fail. His teachings and actions must square with each other. The first great need, therefore is integrity and high purpose.
—Dwight D. Eisenhower (American Head of State)

A thousand words leave not the same deep impression as does a single deed.
—Henrik Ibsen (Norwegian Playwright)

You’ll never succeed in idealizing hard work. Before you can dig mother earth you’ve got to take off your ideal jacket. The harder a man works, at brute labor, the thinner becomes his idealism, the darker his mind.
—D. H. Lawrence (English Novelist)

What the Buddha Taught About Restraining and Dealing with Anger

December 1, 2017 By Nagesh Belludi 2 Comments

Buddhist psychology identifies anger as one of the six root kleshas, detrimental emotional states that can cloud the mind, lead us to “unwholesome” actions, and cause our suffering.

Chapter XVII of the Dhammapada (ref. Max Muller’s Wisdom of the Buddha) compiles the teachings of the Buddha and his monastic community on the topic of restraining and dealing with anger:

“He who holds back rising anger like a rolling chariot, him I call a real driver; other people are but holding the reins.” (Verse 222)
“Beware of bodily anger, and control thy body! Leave the sins of the body, and with thy body practise virtue!” (Verse 231)
“Beware of the anger of the tongue, and control thy tongue! Leave the sins of the tongue, and practise virtue with thy tongue!” (Verse 232)
“Beware of the anger of the mind, and control thy mind! Leave the sins of the mind, and practise virtue with thy mind!” (Verse 233)
“The wise who control their body, who control their tongue, the wise who control their mind, are indeed well controlled.” (Verse 234)

As I’ve mentioned before, you will be at a marked disadvantage in life if you’re unable to perceive, endure, and manage negative emotions. And anger is the hardest of the negative emotions to subdue.

Despite the seemingly abstract nature of the questions philosophers ask, most philosophy books argue that investigating the nature of anger is important. Not only is it such a destructive emotion, but anger often sums up many other self-judgments—sadness, powerlessness, fear, regret—that are entwined into it.

The Zen priest Jules Shuzen Harris advices approaching feelings of anger with awareness and mindfulness in his insightful article on “Uprooting the Seeds of Anger” in the Summer 2012 issue of Tricycle: The Buddhist Review:

We must remember that we create our own anger. No one makes it for us. If we move from a particular event directly to our reaction, we are skipping a crucial awareness, a higher perspective on our own reactivity. What is that middle step, that deeper awareness? It is mindfulness about our own beliefs, our attitude, our understanding or lack of understanding about what has really happened. We notice that a given situation reliably provokes our anger, and yet somebody else can be exposed to the very same situation and not react angrily. Why is that? No one can tell us: we each have to find the answer ourselves, and to do that, we need to give ourselves the space to reflect mindfully.

We’re going to keep getting angry. It’s going to come up. It has come up in our lives before, and it will come up again. This practice is about becoming more mindful, becoming aware of how we are getting stuck. With care and work, we find ways to get unstuck. But we also know that the moment we get unstuck, we’re going to get stuck again. That’s why it is called practice—we never arrive. So when you find yourself upset or angry, use the moment as a part of your practice, as an opportunity to notice and uproot the seeds of anger and move into the heart of genuine compassion.

And as stated by the Chinese Sutra of Forty-two Chapters,

For those with no anger,
how can anger arise?
When you practice deep looking and master yourself,
you dwell in peace, freedom, and safety.
The one who offends another
after being offended by him,
harms himself and harms the other.
When you feel hurt
but do not hurt the other,
you are truly victorious.
Your practice and your victory benefit both of you.
When you understand the roots of anger in yourself and in the other,
your mind will enjoy true peace, joy, and lightness.
You become the doctor who heals himself and heals the other.
If you don’t understand,
you will think not getting angry to be the act of a fool.

Turning a Minus Into a Plus … Constraints are Catalysts for Innovation

November 29, 2017 By Nagesh Belludi Leave a Comment

Creativity Thrives Best When Constrained

“Art consists in limitation,” as the English writer G. K. Chesterton remarked. Constraints are the sine qua non of creativity.

One of the great ironies of creative thinking is that it seems to benefit from constraints. At first blush, inventive thinking may seem to require a great degree of freedom and a lack of restrictions, but the reality of the creative process is that it is frequently entwined with many challenging constraints and intractable requirements. In the right light, demanding constraints can truly be blessings in disguise as the French poet Paul Valery observed, “A person is a poet if his imagination is stimulated by the difficulties inherent in his art and not if his imagination is dulled by them.”

Constraints can shape and focus problems and provide clear challenges to overcome. Constraints stimulate creativity because they not only invigorate inventive thinking but also reduce the complexity of the problem at hand. That is to say, constraints can make a problem more controllable, and possibly even more appealing.

Constraints and Challenge Can Actually Be Assets to the Creative Process

When you explore inventions that are creative, you’ll discover that the creators often exploited some core constraints that had characterized their domain in the past. Here are six examples of creativity that exploited a constraint to great advantage.

In 1986, British Airways ran a “Go for it, America!” marketing campaign to give away 5,200 free seats—all seats on its scheduled flights between USA and UK on June 10, 1986. In response, the upstart Virgin Atlantic ran its own newspaper advertisements that declared, “It has always been Virgin’s policy to encourage you to fly to London for as little as possible. So on June 10 we encourage you to fly British Airways.” And in smaller type, the ad read, “As for the rest of the year, we look forward to seeing you aboard Virgin Atlantic. For the best service possible. At the lowest possible fare.” The British Airways giveaway generated a lot of publicity, but most of the news coverage also mentioned Virgin’s unexpected, witty response.
In October 1984, during the second presidential debate with challenger Walter Mondale, Henry Trewhitt of the Baltimore Sun questioned President Ronald Reagan about his age: “You already are the oldest President in history, and some of your staff say you were tired after your most recent encounter with Mr. Mondale. I recall, yes, that President Kennedy, who had to go for days on end with very little sleep during the Cuba missile crisis. Is there any doubt in your mind that you would be able to function in such circumstances?” Reagan famously replied, “Not at all, Mr. Trewhitt and I want you to know that also I will not make age an issue of this campaign. I am not going to exploit for political purposes my opponent’s youth and inexperience.” Tyrwhitt responded, “Mr. President, I’d like to head for the fence and try to catch that one before it goes over.” Mondale lost and Reagan got elected for his second term as President. [See YouTube clip of this debate.]
An determined young woman I knew was embarking on a career as a new architect. She had set her sights on a job with a prominent architectural firm, but her professors and career councilors urged her to gain experience at a smaller employer first, as no prestigious firm would take on an inexperienced, new graduate. Undeterred, the young woman applied to the firm she had set her sights for. When asked about her experience, she declared slickly, “I have no experience at all. You see, I want to learn this business at a top quality firm. Employ me and mentor me to suit your design practices. This way, I’ll not have to unlearn any of the second-rate skills I’d have learned in another place.” She got the job.
When YouTube launched in 2005, many of its upstart competitors examined each uploaded video for copyright infringement. However, unlike its competitors, YouTube calculatedly let users upload any content and waited for copyright owners to complain before taking down noncompliant videos. By choosing to put their business model at risk, YouTube rapidly grew in content and viewers. Its early rivals faded out, and YouTube got acquired by Google and went on to became the world’s leading video-sharing platform.
Legend has it that one day, the Spanish painter Pablo Picasso (1881–1973) had only blue paint to work with. When he started toying with the effects of painting with one color, he discovered the potential to produce interesting paintings that conveyed a sense of melancholy. Picasso had just relocated to Paris and was deeply affected by a close friend and fellow artist’s suicide. Art historians believe this event marked the onset of Picasso’s Blue Period (1901–1904,) during which he produced many stoic and sentimental paintings in mostly monochromatic shades of blue and blue-green. In what would become the hallmark of this greatest artist of the 20th century, Picasso leveraged an apparent constraint into an unintended creative outcome.
When American sculptor Janet Echelman’s art supplies never arrived to South India on a Fulbright scholarship trip, Echelman altered her plans and started working with bronze casts inspired by the local materials and culture of Mahabalipuram, fishing village famous for sculpture. However, she soon found the material too heavy and expensive for her Fulbright budget. While examining fishermen bundling their nets one evening, Echelman began speculating if nets could be a new approach to sculpture. However, the delicate surfaces of the fishnets revealed every ripple of wind. Echelman hoisted the fishnets onto poles and created sturdy volumetric forms without heavy, solid materials. Echelman’s building-sized constructed net art structures are now featured in many cities around the world. [See Janet Echelman’s TED talk.]

In each situation, the inventor reframed elements of his/her world that he/she couldn’t control.

When faced with an element of the situation that they cannot ignore or overcome, instead of tackling those problems head-on, creative folks tend to leverage their constraints in a creative way and reframe them into an exceptionally powerful problem-solving technique.

Idea for Impact: Constraints often stimulate creativity rather than suppress it.

The heart of many a problem lies in what seems to be a single, intractable element. When that’s the case, instead of asking, “how can I minimize this liability?” explore “how can I make the most of it?”

Learning from the World’s Best Learning Organization // Book Summary of ‘The Toyota Way’

November 27, 2017 By Nagesh Belludi Leave a Comment

Toyota is the World’s Most Benchmarked Company, and for Good Reason

Toyota’s cars are reputed for their reliability, initial quality, and long-term durability. It is the pioneer of modern, mass-production techniques and a paragon of operational excellence. Even if its reputation has taken a beating in the last few years because of the uncontrolled acceleration crisis and major product recalls, Toyota’s long-term standing as the epitome of quality production is undeniable.

Toyota measures and improves everything—even the noise that doors make when they open and close. As cars roll off assembly lines, they go through a final inspection station staffed by astute visual and tactile inspectors. If they spot even a simple paint defect, they don’t just quietly fix the problem merely by touching up the paint to satisfy the customer or their plant manager. They seek out systemic deficiencies that may have contributed to the problem, and may hint at deeper troubles with their processes.

World-Class Processes, World-Class Quality

As Jeffrey K. Liker explains in his excellent The Toyota Way, the genius of Toyota lies in the Japanese expression ‘jojo‘: it has gradually and steadily institutionalized common-sense principles for waste reduction (‘muda, mura, muri‘) and continuous improvement (‘kaizen.’) Liker, a professor of industrial engineering at the University of Michigan (my alma mater) has studied the Toyota culture for decades and has written six other books about learning from Toyota.

Liker establishes the context of The Toyota Way with a concise history of Toyota Motor (and the original Toyoda Textile Machinery business) and the tone set by Toyota founders Sakichi and Kiichiro Toyoda. Quality pioneers such as Taiichi Ohno, W. Edwards Deming, and Joseph Juran instituted groundbreaking philosophies that shifted Toyota’s organizational attention from managing resource efficiencies in isolation to managing the flow of value generated by the Toyota Production System (TPS.)

“No Problem is the Problem:” How Toyota Continuously Improves the Way it Works

Liker devotes a bulk of his book to the distinct elements of Toyota’s foundational principles: continuous flow, minimal inventory, avoidance of overproduction, balanced workload, standardized tasks, visual control, etc. He drills down to the underlying principles and behaviors of the Toyota culture: respect people, observe problems at the source, decide slowly but implement swiftly, and practice relentless appraisals of the status quo. Liker states, “Toyota’s success derives from balancing the role of people in an organizational culture that expects and values their continuous improvements, with a technical system focused on high-value-added flow.”

Companies that have tried to emulate Toyota have struggled not with understanding its management tools but with putting into practice the mindset and the organizational discipline that permeates everything Toyota does. “Understanding Toyota’s success and quality improvement systems does not automatically mean you can transform a company with a different culture and circumstances.”

Book Recommendation: Read The Toyota Way. As Liker observes, “Toyota is process oriented and consciously and deliberately invests long term in systems of people, technology and processes that work together to achieve high customer value.” The Toyota Way is comprehensive and well organized, if tedious in certain parts. It can impart many practical pointers to help improve the operational efficiency of one’s organization. Peruse it.

Postscript: I’ve taken many tours of Toyota’s Georgetown, Kentucky, factories and a few associated suppliers—once as part of a lean manufacturing study tour organized by Liker’s research group and other times privately. I strongly recommend them for observing Toyota’s matchless culture in action on the production floor. I also recommend the Toyota Commemorative Museum in Nagoya for a history of Toyoda Textile Machinery and Toyota Motor and their management principles.

Inspirational Quotations #712

November 26, 2017 By Nagesh Belludi

In perpetrating a revolution, there are two requirements: someone or something to revolt against and someone to actually show up and do the revolting. Dress is usually casual and both parties may be flexible about time and place, but if either faction fails to attend, the whole enterprise is likely to come off badly.
—Woody Allen (American Actor)

He has all the virtues I dislike and none of the vices I admire.
—Winston Churchill (British Head of State)

The virtuous man is driven by responsibility; the non-virtuous man is driven by profit.
—Confucius (Chinese Philosopher)

Habits are formed by the repetition of particular acts. They are strengthened by an increase in the number of repeated acts. Habits are also weakened or broken, and contrary habits are formed by the repetition of contrary acts.
—Mortimer J. Adler (American Philosopher)

Happiness comes only when we push our brains and hearts to the farthest reaches of which we are capable.
—Leo Rosten (Russian-born American Humorist)

If you can tell me who your heroes are, I can tell you how you’re going to turn out in life.
—Warren Buffett (American Investor)

Do not talk about your greatness; you are really, in essential nature, no great than those around you.
—Wallace Wattles (American New Thought Author)

The lion who breaks the enemy’s ranks is a minor hero compared to the lion who overcomes himself.
—Jalal ad-Din Muhammad Rumi (Persian Muslim Mystic)

Tears are the symbol of the inability of the soul to restrain its emotion and retain its self command.
—Henri Frederic Amiel (Swiss Philosopher)

The soul refuses limits and always affirms an optimism, never a pessimism.
—Ralph Waldo Emerson (American Philosopher)

All we are doing is looking at the time line, from the moment the customer gives us an order to the point when we collect the cash. And we are reducing the time line by reducing the non-value adding wastes.
—Taiichi Ohno (Japanese Manufacturing Engineer)

A man has to live with himself, and he should see to it that he always has good company.
—Charles Evans Hughes (American Elected Rep)

Marriage! Nothing else demands so much from a man!
—Henrik Ibsen (Norwegian Playwright)

When a management team with a reputation for brilliance tackles a business with a reputation for bad economics, it is the reputation of the business that remains intact.
—Warren Buffett (American Investor)

Thoughts come into our minds by avenues which we never left open, and thoughts go out of our minds through avenues which we never voluntarily opened.
—Ralph Waldo Emerson (American Philosopher)

A man’s errors are his portals of discovery.
—James Joyce (Irish Novelist)

Fight Ignorance, Not Each Other

November 24, 2017 By Nagesh Belludi Leave a Comment

We live in a era of hyper-polarization and hyper-politicization. Studies suggest that we Americans have mostly devolved to two political groups that fervently believe that all wisdom resides in their particular standpoints and therefore care less and less to empathize with the other side.

People loathe the “other” ideological group with such visceral obsession that their hate pollutes their minds. Thanks partly to social media, self-organized tribes are isolating themselves into geographic, religious, ideological, educational, ethnic, and media bubbles of like-minded crusaders.

As I wrote previously, studies have shown that hanging around a group of likeminded folks can make people even more scornful of differing viewpoints, than they are as individuals. They demonize anyone who disagrees with them. They neither account for the case against their positions, nor find middle ground.

In the wake of the 2011 Tucson shooting (where perpetrator Jared Loughner shot and killed six individuals, and injured 14 others at a political gathering,) meditation teacher James Baraz of wrote a Huffington Post essay underscoring the ignorance that brings about the aforesaid demonization:

The real villain is in this story is not Jared Loughner. It’s not the media. And it’s not the gun rights advocates. The real villain is ignorance. Because of ignorance, people project their fear and turn those who are different into enemies—both in their minds and in actuality. Once you demonize the “other” they become less than human and you can inflict pain on them without guilt or shame.

Don’t Lead a Dysfunctional Team

November 22, 2017 By Nagesh Belludi Leave a Comment

The difference between functional and dysfunctional teams often boils down to effective team leadership. If you’ve been asked to lead a team, you’ll get more from your team members if you know what’s expected of the team, and manage your roles and responsibilities.

Define the charter. Find out what your customers want. Find out how much latitude your team has—decision-making, reporting procedure, access to resources and information. Make sure there’s organizational support for these matters.
Build on strengths. If team members are selected for you, determine what each person can contribute to the team’s effort. Ask members to identify their strengths.
Set ground rules. Discuss how the team will operate. Be clear about performance expectations. If necessary, write down the rules agreed upon by team members.
Develop a mission and goals. Get your team talking about what needs to get done, by whom, and when.
“Herd the sheep.” Part of your job is to be a sheepdog. Keep people together and herd them toward goals.
Break up conflicts. Disagreements are fine, even healthy, but outright hostility or anger is counterproductive. Stop the discussion, clarify positions, and try to find areas of agreement.
Avoid groupthink. Don’t compromise too much for the sake of consensus, harmony, and “esprit de corps.” Don’t settle on the lowest-common-denominator decision upon which everybody agrees.
Build bridges. Keep your sponsor, your manager, and each team member’s boss informed of the progress of the team’s assignment.
Be visible. Any crisis calls for constant, candid communication. Knowing how to step up your communications efforts to the right levels during confusion is a powerful tool in managing a crisis.
Captain the ship. You’re responsible for your team’s every outcome—good or bad. You are wholly accountable for everything that happens under your authority. Never pass the blame should things go wrong.
Make the work fun. Give your team lots of recognition. Celebrate the team’s accomplishments.
Establish freedom and autonomy. Empower team members to innovate and make decisions. Encourage all ideas and make sure that they are respected, no matter how strange they may sound. Micromanage only when you must.
Assess performance. Periodically, ask the team to rate its performance. Resolve any problems as quickly as possible.
Get stuff done. Don’t lose sight of your goals and your mission. The only thing that matters is the relevant results.

Moral Disengagement Leads People to Act Immorally and Justify Their Unprincipled Behavior

November 20, 2017 By Nagesh Belludi Leave a Comment

Temptation of Christ on the First Day of Lent

Rationality Drives Human Behavior Only After Emotion and Impulse Lose Their Hegemony

People adapt moral standards that dissuade them from objectionable behavior. But these moral standards do not serve as a steadfast regulator of their moral actions. Occasionally, circumstances can make people to become selectively disengaged from those moral self-sanctions and end up pursuing unprincipled actions.

Particularly when people feel angry, pressured, or depressed, their mental footing tends to ebb away. Any state of emotional threat can let up their determination to act ethically and resist temptations. They lose discipline, get into a defensive mode, and become susceptible to thinking only about short-term benefits. They are more likely to engage in self-absorbed behaviors that they would otherwise spurn, especially if the payoff for such behavior is high and the odds of getting caught and punished are low.

Circumstances Sometimes Sway People to Engage in Behaviors That Conflict with Their Internalized Moral Standards

Moral disengagement is the psychological phenomenon that describes how people rationalize behavior that is at odds with their own moral principles. For example, suppose a teenager who has a principled framework that forbids theft. If he takes a newspaper without paying for it from a Starbucks store, he may rationalize his actions by telling himself that Starbucks warranted some harm because it overcharges its consumers and, until recently, purchased not all its coffee beans from certified fair trade sources.

People engaging in wrongdoing often see that the rules are uncalled-for and unjustifiable. In their judgment, even though they may be breaking the rules and flouting conventions, they’re persuaded that they’re really not doing anything wrong because the rules deserve to be violated.

Moral reasoning usually deprives people when they devalue their prey and malign their victims (“her tattletaling deserved it” or “he brandish a knife, hence I pulled out my gun.”)

Stanford Psychologist Albert Bandura, who introduced the concept of moral disengagement, identified eight cognitive mechanisms (book) that disengage a person’s internal moral standards from his/her actions, thereby causing unethical behavior without conspicuous remorse or self-censure.

Idea for Impact: Be Wary of Suspending Your Moral Standards to Reduce Self-Censure

When circumstances or people provoke you to potentially regretful behavior, realize that you are a self-determining agent, and that you have a moral and ethical responsibility to behave with integrity and pursue wholesome actions. Step back and ask yourself, “Normally, would I judge this contemplated action to be wrong? Are my ways of thinking flawed? Am I defending the harm I am causing by blaming others? Am I criticizing the victim to justify my destructive actions?”

When in doubt, use Warren Buffett’s rule of thumb for personal integrity: “I want [people] to ask themselves whether they are willing to have any contemplated act appear the next day on the front page of their local paper—to be read by their spouses, children and friends—with the reporting done by an informed and critical reporter.”

Inspirational Quotations #711

November 19, 2017 By Nagesh Belludi

What is man but his passion?
—Robert Penn Warren (American Poet)

Friends and acquaintances are the surest passport to fortune.
—Arthur Schopenhauer (German Philosopher)

Skepticism becomes the mark and even the pose of the educated mind. It is no longer directed against this and that article of the older creeds but is rather a bias against any kind of far-reaching ideas, and a denial of systematic participation on the part of such ideas in the intelligent direction of affairs.
—John Dewey (American Philosopher)

We are happier in many ways when we are old than when we were young. The young sow wild oats. The old grow sage.
—Winston Churchill (British Head of State)

Nobody holds a good opinion of a man who has a low opinion of himself.
—Anthony Trollope (English Novelist)

If deeply based in wisdom, even anger is allowed.
—Hans Taeger

All speech, written or spoken, is a dead language, until it finds a willing and prepared hearer.
—Robert Louis Stevenson (Scottish Novelist)

Knowledge dwells in heads replete with thoughts of other men; wisdom, in minds attentive to their own.
—William Cowper (English Anglican Poet)

Happiness lies, first of all, in health.
—George William Curtis (American Essayist)

Solitude is painful when one is young, but delightful when one is more mature.
—Albert Einstein (German-born Theoretical Physicist)

Experience isn’t interesting until it begins to repeat itself—in fact, till it does that, it hardly is experience.
—Elizabeth Bowen (Irish Novelist)

The purpose of human life is to serve and show compassion and the will to help others.
—Albert Schweitzer (French Theologian)

Treasure the memories of past misfortunes; they constitute our bank of fortitude.
—Eric Hoffer (American Philosopher)

Too often the strong, silent man is silent only because he does not know what to say, and is reputed strong only because he has remained silent.
—Winston Churchill (British Head of State)

Man can believe the impossible, but can never believe the improbable.
—Oscar Wilde (Irish Poet)

Image is what people think we are; integrity is what we really are.
—John C. Maxwell (American Christian Professional Speaker)

Men fight for liberty and win it with hard knocks. Their children, brought up easy, let it slip away again, poor fools. And their grandchildren are once more slaves.
—D. H. Lawrence (English Novelist)

We cannot avoid using power, cannot escape the compulsion to afflict the world, so let us, cautious in diction and mighty in contradiction, love powerfully.
—Martin Buber

For you and me, today is all we have; tomorrow is a mirage that may never become reality.
—Louis L’Amour

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Creativity Thrives Best When Constrained

Constraints and Challenge Can Actually Be Assets to the Creative Process

Idea for Impact: Constraints often stimulate creativity rather than suppress it.

Wondering what to read next?

Toyota is the World’s Most Benchmarked Company, and for Good Reason

World-Class Processes, World-Class Quality

“No Problem is the Problem:” How Toyota Continuously Improves the Way it Works

Wondering what to read next?

Wondering what to read next?

Wondering what to read next?

Rationality Drives Human Behavior Only After Emotion and Impulse Lose Their Hegemony

Circumstances Sometimes Sway People to Engage in Behaviors That Conflict with Their Internalized Moral Standards

Idea for Impact: Be Wary of Suspending Your Moral Standards to Reduce Self-Censure

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