DAVID BOLLIER ~ THINK LIKE A COMMONER ~ 2014

~ C-PAG-B-ADGOPDTODSPABOKFMAR-ECIS-BEHEIRTAS-R-L-LH-A-SOT ~ Commons – Persist And Grow – Because – A Defined Group Of People Develop Their Own Distinctive Social Practices And Bodies Of Knowledge For Managing A Resource – Each Commons Is Special – Because Each Has Evolved In Relationship To A Specific – Resource – Landscape – Local History – And – Set Of Traditions

~ TIN-SF-O-B-FCAC-NITCSPOU ~ There Is No – Standard Formula – Or – Blueprint – For Creating A Commons – Nor Is The Commons Some Panacea Or Utopia

~ TC-IA-PP-F-S-G-RM-A-‘LW’ ~ The Commons – Is A – Practical Paradigm – For – Self-Governance – Resource Management – And – “Living Well”

~ ACCITTOSPT’D’FACAAUPSTWOBE-TCLTPPFACR-O-W-AC-F-F-A-TDTR-TIKAA-‘CAP’ ~ A Constant Challenge Is The Tendency Of Some People To “Defect” From A Common Agreement And Undermine Potential Schemes That Would Otherwise Benefit Everyone – This Can Lead To Private Profiteering From A Collective Resource – Or – Worse – A Chaotic – Free-For-All – That Destroys The Resource – This Is Known As A – “Collective Action Problem”

~ ACI:AR+AC+ASOSP ~ A Commons Is: A Resource + A Community + A Set Of Social Protocols

~ WCIIA?-A-WA-TF-ME-MFPI? ~ Whose Commons Is It Anyway? – And – What Are – The Fairest – Most Effective – Means For Protecting It?

~ T-‘DWU’-PTCEIWMTCPSVAP-A-SCTCEAP ~ The – “Diversity Within Unity” – Principle That Commons Embody Is What Makes The Commons Paradigm So Versatile And Powerful – And – So Confusing To Conventional Economists And Policymakers

~ TC-INOASR;IMATSPAVTWDTMT ~ The Commons – Is Not Only About Shared Resources; It’s Mostly About The Social Practices And Values That We Devise To Manage Them

~ WPCT-STSEAP-A-AABOPKAT-ASOPSCE ~ When People Come Together – Share The Same Experiences And Practices – And – Accumulate A Body Of Practical Knowledge And Traditions – A Set Of Productive Social Circuits Emerges

~ ACH-B-R-SN-A-SAF-R ~ A Commons Has – Boundaries – Rules – Social Norms – And – Sanctions Against Free Riders

~ ACRTTBACWTAAACSOAR ~ A Commons Requires That There Be A Community Willing To Act As A Conscientious Steward Of A Resource

~ ‘CPR’ ~ “Common Pool Resources”

~ WDA-CMHEAT-CRM ~ When Disputes Arise – Commoners Must Have Easy Access To – Conflict-Resolution Mechanisms

~ TGINTMMGAAM-B-TMSTOFHE-TC-PU-IATPAEOS ~ The Goal Is Not To Maximize Market Gains And Amass Money – But – To Make Sure That One’s Family Has Enough – The Commons – Properly Understood – Is About The Practice And Ethic Of Sufficiency

~ TFOMEACARIDADC;TDLTC ~ The Forces Of Market Enclosure Are Cruel And Relentless In Deconstructing And Destroying Commons; They Don’t Like The Competition

~ GGPTMRTSSSOC-TT-C-ATBA-TI-IAU-EITASOCRTP ~ Governments Generally Prefer To Manage Resources Through Strict Standardized Systems Of Control – To Them – Commoning – Appears To Be Altogether – Too Informal – Irregular And Unreliable – Even If The Actual Successes Of Commons Refute That Prejudice

~ ABUOTCMITAOTDAMOE ~ Any Basic Understanding Of The Commons Must Inevitably Take Account Of The Dynamics And Meaning Of Enclosure

~ E-ASFOTTALN-IPB-GOPAKRILT-BIAC-RT-B-TAOU-O-TDC-ABTI-C-OPAFWD ~ Enclosures – A Special Form Of Theft That Attracts Little Notice – In Part Because – Governments Often Play A Key Role In Legitimizing Them – But In All Cases – Resources That – Belong – To All Of Us – Or – To Distinct Communities – Are Being Transformed Into – Corporate-Owned Properties And Free Waste Dumps

~ NS-E-TTIWTAOPT-S-OACTOG-MTON-A-PTCAWOL ~ Not Surprisingly – Enclosures – Tend To Interfere With The Ability Of People To – Self-Organize And Control Their Own Governance – Meet Their Own Needs – And – Protect Their Culture And Way Of Life

~ VPO-A-A-LA-ACRFAFILG-CRHFPD-TSOEOCLIM-A-SITDOC-OTLAS-CCNL-GAHTOF-DW-O-HWG-EASTCAC ~ Vast Portions Of – Africa – Asia – And – Latin America – Are Currently Reeling From A Fierce International Land Grab – Commoners Rarely Have Formal Property Deeds – The Scale Of Enclosure Of Customary Lands Is Massive – And – So Is The Displacement Of Commoners – Once Their Lands Are Seized – Commoners Can No Longer – Grow And Harvest Their Own Food – Draw Water – Or – Hunt Wild Game – Enclosures Are Shattering Their Communities And Cultures

~ WCBMLTTPSOTPEAABP? ~ What Could Be More Lucrative Than The Private Sale Of The Public’s Equity Assets At Bargain Prices?

~ GBIAEFO-E’I’ ~ Genetic Biodiversity Is An Important Form Of – Ecological “Insurance”

~ P-P-S-AIIE-D ~ Public – Physical – Spaces – Are Important In Enacting – Democracy

~ ITIK-OAATA-CHGTTI-CAIITM-TI-MBTMSPOINE ~ Infrastructure That Is Kept – Open And Accessible To All – Can Help Guarantee That There Is – Competition And Innovation In The Marketplace – The Internet – May Be The Most Significant Piece Of Infrastructure Now Endangered

~ FTI-HBHFSTCWEO-CHABAI-E-A-T-ECW ~ From Time Immemorial – Human Beings Have Freely Shared Their Creativity With Each Other – Culture Has Always Been About Imitation – Extending – And – Transforming – Earlier Creative Works

~ A-HABA-C-I-AOB ~ Art – Has Always Been A – Communal – Intergenerational Act Of Borrowing

~ -CCTWACOSC ~ Culture Cannot Thrive Without A Commons Of Shared Creativity

~IAS-CGOOTM-V-DC-IB-ANKOCTM-BC ~ In A Sense – Creativity Generated Outside Of The Marketplace – Via – Digital Commons – Is Becoming – A Robust New Kind Of Competition To Market-Based Culture

~ IIEPF-MAC-T-‘PNT’ ~ It Is Entirely Possible For – Markets And Commons – To – “Play Nicely Together”

~ B-ITMSPIDTF-MTTSNBGAP-PATBRTEN-EHCR-EAD-CADOVR ~ But – If The Market System Presses Its Demands Too Far – Monetizing Things That Should Not Be Given A Price – Privatizing Access To Basic Resources That Everyone Needs – Enormous Harm Can Result – Ecosystems Are Damaged – Commoners Are Dispossessed Of Vital Resources

~ CTTBNWOSOPAIR-A-T-ANWI-TIOADCTBTLOTCATIOIHE-TIWMCTIT-IOP-I-‘PZ’-T-O-O-BPARFI ~ Commons Tend To Be Nested Within Other Systems Of Power And Institutional Relationships – And – Therefore – Are Not Wholly Independent – There Is Often A Deep Creative Tension Between The Logic Of The Commons And The Imperatives Of Its Host Environment – This Is Why Many Commons Thrive In The – Interstices Of Power – In – “Protect Zones” – Tolerated – Or – Overlooked – By Power Accidentally Remote From It

~ HRACGBM ~ Human Reciprocity And Cooperation Go Back Millennia

~ ETWLTC-‘I’-A-‘C’-A-O-ITCTTTBAIICW-TTANME-BR-DY-A-YC ~ Even Though We Like To Contrast – “Individualism” – And – “Collectivism” – As – Opposites – In The Commons They Tend To Blur And Intermingle In Complicated Ways – The Two Are Not Mutually Exclusive – But Rather – Dynamic Yin-And-Yang Complements

~ H-C-R-A-N-RB-AJASFA-‘CR’-A-‘UM’ ~ Human – Cooperation – Reciprocity – And – Non-Rational Behavior – Are Just As Significant Forces As – “Competitive Rationality” – And – “Utility Maximization”

~ IS-RSE-LATHO-H-I-C-A-C ~ In Short – Reciprocal Social Exchange – Lies At The Heart Of – Human – Identity – Community – And – Culture

~ L-INJ-FW-AI;I-IA-I-A-S ~ Law – Is Not Just – Formal – Written – And Institutional; It – Is Also – Informal – Oral – And – Social

~ CRVIAABATAOFLBIROOTFWTFLCBMATTP ~ Commoning Remains Vitally Important As A Bulwark Against The Abuses Of Formal Law Because It Represents One Of The Few Ways That Formal Law Can Be Made Accountable To The People

~ CAM-BSSWTC? ~ Can A Market-Based Society Survive Without The Commons?

~ TROTDC ~ The Rise Of The Digital Commons

~ TCS ~ The Commons Sector

~ TOAR ~ The Open Access Revolution

~ SC ~ Subsistence Commons

~ VACAHTDISMUTSOTM ~ Virtually All Commons Are Hybrids That Depend In Some Measure Upon The State Or The Market

~ STC ~ State Trustee Commons

~ TPOACCFTASPTAI ~ The Power Of A Commons Comes From The Actual Social Practices That Animate It

~ WSS-A-S-S-B-O-EF-AP-W-LEAE-RT-MBM-T-R-A-P? ~ Why Should Some – Abstract – Self-Serving – Bureaucratic – Or – Economic Framework – Automatically Prevail – When – Local Expertise And Experience-Rich Traditions – May Be More – Trustworthy – Responsive – And – Practical?

~ TS-SORT-S-OCCPCFME-T-T-S-O-M-A-WGP-L-F-A-P ~ The State – Should Openly Recognize That – Self-Organized Commons Can Perform Certain Functions More Effectively – Than – The – State – Or – Market – And – With Greater Perceived – Legitimacy – Fairness – And – Participation

STEVEN JOHNSON ~ EIGHT PRIMARY FACTORS THAT CONTRIBUTE TO THE CHALLENGE OF FARSIGHTED DECISION-MAKING ~ FARSIGHTED ~ 2018

~ CD-IMV-A-IMCD-KVANEATO;THTBD ~ Complex Decisions – Involve Multiple Variables – And – In Many Complex Decisions – Key Variables Are Not Evident At The Outset; They Have To Be Discovered

~ CD-RF-SA-INJTTCMV;IATTVDOCDFOR-TMTDW-YNTFYMOOINP-YHTTAAPFMP ~ Complex Decisions – Require Full-Spectrum Analysis – It’s Not Just That They Contain Multiple Variables; It’s Also That Those Variables Draw On Completely Different Frames Of Reference – To Make Those Decisions Well – You Need To Force Your Mind Out Of Its Narrowband Priorities – You Have To Think About A Problem From Multiple Perspectives

~ CD-FUTPTF ~ Complex Decisions – Force Us To Predict The Future

~ CD-IVLOU ~ Complex Decisions – Involve Varied Levels Of Uncertainty

~ CD-OICO ~ Complex Decisions – Often Involve Conflicting Objectives

~ CD-HUO ~ Complex Decisions – Harbor Undiscovered Options

~ CD-APT-S1-F-ATS-TMIETGTTSPOL-CTOTBLWWFATC ~ Complex Decisions – Are Prone To – System 1 – Failings – All The Shortcuts – That Make It Easy To Get Through The Simple Problems Of Life – Can Turn Out To Be Liabilities When We Face A True Crossroads

~ CD-AVTFO-CI-GAVT-CBTAFTSDOHI-‘GT’~ Complex Decisions – Are Vulnerable To Failures Of – Collective Intelligence – Groups Are Vulnerable To – Collective Biases That Arise From The Social Dynamics Of Human Interaction – “GroupThink”

STEVEN JOHNSON ~ FARSIGHTED ~ 2018

~ TATMIACDIASTATEAOOL:WE;DR;CL;EE ~ The Ability To Make Informed And Creative Decisions Is A Skill That Applies To Every Aspect Of Our Lives: Work Environments; Domestic Roles; Civic Lives; Economic Existence

~ I-O-C-O-I-COTUSFWWROOT-DC ~ Intelligence – Or – Confidence – Or – Intuition – Can Only Take Us So Far When We Reach One Of Those – Difficult Crossroads

~ WTTF-FTTOOCD-SOTJTLTT-B-S-WIMM-WNTRTT ~ We Tend To Fast-Forward To The Outcomes Of Complex Decisions – Skipping Over The Journey That Led To Them – But – Sometimes – When It Matters Most – We Need To Rewind The Tape

~ BR ~ Bounded Rationality

~ ‘GT’-MOTTTHBDTACD-MHBSETSA-TPBSOBO-GB-A-TU-TWROKTAW-CGP ~ “GroupThink” – Many Of The Techniques That Have Been Developed To Augment Complex Decision-Making Have Been Specifically Engineered To Steer Around – The Potential Blind Spots Or Biases Of – Group Behavior – And – To Uncover – The Wide Range Of Knowledge That A Well-Curated Group Possesses

~ E-L-TD-IA-S-OA-F:U-NTBR-SDFIPTWCSIIFC ~ Every – Long-Term Decision – Is A – Snowflake – Or A – Fingerprint: Unique – Never To Be Repeated – So Different From Its Peers That We Can’t Shovel It Into Formulaic Categories

~ MTAE-WWFOCOOLHC-WNTSIOIOT-WFE-TIWIUADBIRSPC-BTIW-T-ISATWTDBFTP-IAISP-TWOSCBT ~ More Than Anything Else – When We Find Ourselves Confronting One Of Life’s Hard Choices – We Need To See It On Its Own Terms – With Fresh Eyes – There Is Wisdom In Understanding A Decision Because It Resemble Some Past Crossroads – But There Is Wisdom – Too – In Seeing All The Ways The Decision Breaks From The Past – In Appreciating Its Singular Properties – This Way Of Seeing Can Be Taught

~ TBS ~ The Blind Spot

~ ITTUAPWMIV-IOIFUTPATRED-SODIBOO-PAT-OSMTRBTUWTAOTS-POMTRDILHTMSOATDI-BIIJAITRTHTHOUIYN-TUT ~ In Trying To Understand A Problem With Many Interacting Variables – It’s Often Impossible For Us To Perceive All The Relevant Elements Directly – So Our Decision Is Built Out Of – Proxies And Translators – Other Specialized Minds That Report Back To Us With Their Assessment Of The Situation – Part Of Making The Right Decision Is Learning How To Make Sense Of All Those Different Inputs – But – It Is Just As Important To Recognize The Holes That Have Opened Up In Your Network – The Unreliable Translators

~ WFAD-TI-M-I-V-PHATTPO-‘A’-V-A-MTDBOTE-B-FDTMRFY-IMSTEOP ~ When Facing A Decision – That Involves – Multiple – Independent – Variables – People Have A Tendency To Pick One – “Anchor” – Variable – And – Make Their Decision Based On That Element – But – For Decisions That May Reverberate For Years – It Makes Sense To Expand Our Perspective

~ ID-DACD-CHETTCOTI-TCOE-SC-IH-TIFHC ~ Influence Diagrams – Diagramming A Complex Decision – Can Help Elucidate The True Complexity Of The Issue – The Chain Of Effects – Sometimes Called – Impact Highways – That Inevitably Follow Hard Choices

~ D-EFDHIOUM-OC-A-TAOMTCWAMWAPLNIFTMTMSET-B-IIDTKOKVRTSTSAITI-A-TBWTDTVITGDPOEOTP ~ Diversity – Every Farsighted Decision Has Its Own Unique Map – Of Course – And – The Art Of Making Those Choices With As Much Wisdom As Possible Lies Not In Forcing That Map To Match Some Existing Template – But – Instead In Developing The Kind Of Keen Vision Required To See The Situation As It Truly Is – And – The Best Way To Develop That Vision Is To Get Different Pairs Of Eyes On The Problem

~ TMIEI-TDOPYA-TDODISSTIATAEWTDPBATTGHNRETTCAH ~ The Most Important Element Is – The Diversity Of Perspectives You Assemble – The Power Of Diversity Is So Strong That It Appears To Apply Even When The Divers Perspectives Being Added To The Group Have No Relevant Expertise To The Case At Hand

~ HG-T-TCTDTQ ~ Homogeneous Groups – Tend – To Come To Decisions Too Quickly

~ YCETDOAEG-WBIO-SBD-‘ER’-TEOTPBOTKTHTBTTD-IOLFTCGOSK-PWETSTUPOTC ~ You Can Enhance The Diversity Of An Existing Group – Without Bringing In Outsiders – Simply By Designating – “Expert Roles” – To Each Of The Participants Based On The Knowledge They Happen To Bring To The Discussion – Instead Of Looking For The Common Ground Of Shared Knowledge – Participants Were Empowered To Share Their Unique Perspective On The Choice

~ STEWTBWITBCYAR ~ Sometimes The Easiest Way To Be Wrong Is To Be Certain You Are Right

~ TIWIBAAMMOTSYATTN-B-TIAACKOWIITBSOTM-TPWYDHC-EBYDHTRSOSAY-OBSEOTSIFU ~ There Is Wisdom In Building An Accurate Mental Map Of The System You Are Trying To Navigate – But There Is Also A Crucial Kind Of Wisdom In Identifying The Blank Spots On The Map – The Places Where You Don’t Have Clarity – Either Because You Don’t Have The Right Set Of Stakeholders Advising You – Or Because Some Element Of The Situation Is Fundamentally Unknowable

~ APTRTCLTOTBAPSOML-NJBIAOTGHSTTTI-B-BTVAOTAHCYAASMYTAWYMBM-CUWNC-TUP ~ Asking People To Rate Their Confidence Level Turns Out To Be A Productive Strategy On Multiple Levels – Not Just Because It Allows Others To Gauge How Seriously To Take Their Information – But – Because The Very Act Of Thinking About How Certain You Are About Something Makes You Think About What You Might Be Missing – Coming Up With New Choices – The Undiscovered Path

~ OE ~ Optimal Extremism

~ MSSCFTTFOA-‘E’-P-FFT-C-C-W-ASWEPANGAMVIASIOFC-OC-TAMEPTTOTB-DE-O-W ~ Most Significant Social Change First Takes The Form Of An – “extreme” – Position – Far From The – Centrist – Conventional – Wisdom – A Society Where Extreme Positions Are Not Granted A Meaningful Voice Is A Society Incapable Of Fundamental Change – Of Course – There Are Many Extreme Positions That Turn Out To Be – Dead-Ends – Or – Worse

~ SF~ SuperForecasters

~ FTLV-YNTDOMSFC For The Long View – You Need To Draw On Multiple Sources For Clues

~ RCT ~ Randomized Controlled Trial

~ S-MUBAP-A-SPMUBD-M ~ Simulations – Make Us Better At Predicting – And – Successful Predictions Make Us Better Decision-Makers

~ SP-YB-OMWTGB-OWTGW-A-OWTGW ~ Scenario Plans – You Build – One Model Where Things Get Better – One Where They Get Worse – And – One Where They Get Weird

~ PM-ITTSIGTD-A-ITCTWBRFTFD ~ PreMortem – Imagine That The Subject Is Going To Die – And – Imagine The Causes That Will Be Responsible For That Future Death

~ RT ~ Red Teams

~ HCAOHBTIOPLIMW-ASOATITI-THTTEAMCFSEP-TOTBAET ~ Hard Choices Are Often Hard Because They Impact Other People’s Lives In Meaningful Ways – And So Our Ability To Imagine The Impact – To Think Through The Emotional And Material Consequences From Someone Else’s Perspective – Turns Out To Be An Essential Talent

~ AWOMUITFPTAMAYEOT-RFTDTL ~ Another Way Of Mitigating Uncertainty Is To Favor Paths That Allow Modifications After You’ve Embarked On Them – Room For Tinkering Down The Line

~ Supercomputers Have Started Taking On The Role That In Ancient Times Belonged To The Oracles: To Peer Into The Future

~ WLIAS-A-SATKUFTLV ~ We Live In A Short-Attention-Span Age That Keeps Us From The Long View

~DGMSD ~ Diverse Groups Make Smarter Decisions

~ TLV ~ The Long View

~ WGTD? ~ Who Gets To Decide?

~ WITIO-D-IAIMG-THU-D-AAS-WOLSB ~ We Invented The Institution Of – Democracy – In All Its Many Guises – To Help Us – Decide – As A Society – What Our Laws Should Be

~ MIP-TIWO-MFCAAS-FT-WINWODO-CIEFUTT ~ Maybe It’s Possible – To Invent Ways Of – Making Farsighted Choices As A Society – Faster Than – We Invent New Ways Of Destroying Ourselves – Certainly It’s Essential For Us To Try

AMANDA LANG ~ THE BEAUTY OF DISCOMFORT ~ 2017

~ AOWESMW-TWCC-A-E-TWCI-HTBCOS ~ As Our World Evolves So Must We – Those Who Can Change – And – Especially – Those Who Can Innovate – Have The Best Chance Of Succeeding

~ FMOU-CINC-STDCF-UOA-SIRT-ASOL-CUDTYGSU ~ For Most Of Us – Change Is Not Comfortable – Sometimes The Discomfort Comes From – Uncertainty Or Ambiguity – Sometimes It’s Related To – A Sense Of Loss – Change Usually Demands That You Give Something Up

~ TSPDMTD-TEI-SIOAAA-A-TCWDIWMTSGAC ~ Truly Successful People Don’t Merely Tolerate Discomfort – They Embrace It – Seeking It Out Again And Again – And – Their Comfort With Discomfort Is What Makes Them So Good At Change

~ IYCTD-YCGBATTAD-YCG ~ If You Cannot Tolerate Discomfort – You Cannot Get Better At Things That Are Difficult – You Cannot Grow

~ LTCW-D-D/A/C-CBOOTGAOACESY ~ Learning To Cope With – Discomfort – Disagreement / Aggression / Criticism – Can Be One Of The Greatest Accomplishments Of A Child’s Early School Years

~ ATALTTDLIPAITLOPC ~ Attending To And Learning To Tolerate Discomfort Lessens Its Power And Increases The Likelihood Of Positive Change

~ M-LYED-WJI-DTAAYTLITM ~ Mindfulness – Letting Yourself Experience Discomfort – Without Judging It – Disperses Tension And Allows You To Live In The Moment

~ WCROE-STDDNDUOPUTS-DB-A-IBASTBS-ACTPUITDWNTO ~ We Can Reframe Our Experiences – So That Discomfort Does Not Derail Us Or Push Us Toward Self-Destructive Behavior – And – Instead Becomes A Sign To Be Studied – A Compass That Points Us In The Direction We Need To Go

~ RD ~ Reframing Discomfort

~ YEO-‘P’-IIBYCSOM-YPE-A-YFE ~ Your Experience Of – “Pain” – Is Influenced By Your Current State Of Mind – Your Prior Experiences – And – Your Future Expectations

~ BYCCYFODHYATC ~ Believing You Can Control Your Feelings Of Discomfort Heightens Your Ability To Cope

~ KHLYHTPUWPIABDOHWYBATTI ~ Knowing How Long You’ll Have To Put Up With Pain Is A Big Determinate Of How Well You’ll Be Able To Tolerate It

~ A-TMWATPM ~ And – The Meaning We Assign To Pain Matters

~ TOTPAAWIP-AMTAE-A-C-ASTWP-AMIMB ~ Thinking Of The Pain As A Work In Progress – A Means To An End – And – Crucially – As Something That Will Pass – Also Makes It More Bearable

~ TMF-OFOMDIHWRTOC ~ The Mindset Factor – Our Frame Of Mind Dramatically Influences How We Respond To Our Circumstances

~ G-ATSS-IFITASOW-BAAFDSL-IF-PG-FOWYHTBGF-A-MAPOEYT-WAWUASFOME-A-TFLS ~ Gratitude – According To Social Scientists – Is Fundamentally Important To A Sense Of Well-Being And A Fully Developed Social Life – In Fact – Practising Gratitude – Focusing On What You Have To Be Grateful For – And – Making A Point Of Expressing Your Thanks – We Also Wind Up Accepting Support From Others More Easily – And – Therefore Fell Less Stressed

~ SEOGCEMRTFG ~ Sincere Expressions Of Gratitude Create Even More Reasons To Feel Grateful

~ TAGHITP-YHTTCATPAOATF-TKTBEILTFGAF-GAF-A-IOW-TWPOH-TAAMO-TP ~ To Achieve Greater Happiness In The Present – You Have To Think Constructively About The Past And Optimistically About The Future – The Key To Both Exercises Is Learning To Feel Gratitude And Forgiveness – Gratitude And Forgiveness – Are – In Other Words – The Twin Pillars Of Happiness – They Are Also Misery’s One-Two Punch

~ TSE-OATFGMBGP-B-NDPTLR-YCLHTFMG ~ To Some Extent – Our Ability To Feel Grateful May Be Genetically Predetermined – But – Nurture Definitely Plays The Largest Role – You Can Learn How To Feel More Gratitude

~ RS-LLHTPTP-IYPFGIADW-ARH-TSIAALBEYA-YFHTGACD ~ Research Suggests – Like Learning How To Play The Piano – If You Practise Feeling Grateful In A Disciplined Way – A Regular Habit – Then Spreading It Around A Little By Expressing Your Appreciation – You’ll Feel Happier Than Grousers And Complainers Do

~ CT-FOTRYHTBG-IO-TRYD-NOIYHQ-B-ABOTBITAY ~ Choosing To – Focus On The Reasons You Have To Be Grateful – Instead Of – The Reasons You Don’t – Not Only Improves Your Happiness Quotient – But – Also Brings Out The Best In Those Around You

~ IIHTFUWYAOHMYHAYFGFI ~ It Is Harder To Feel Unhappy When You’re Aware Of How Much You Have And You Feel Grateful For It

~ DPWAGWUHBL-O-ATGBTLAASG? ~ Do People Who Are Grateful Wind Up Having Better Lives – Or – Are They Grateful Because Their Lives Are Already So Good?

~ CYB-A-RDW-EIYDHATMOT-YWFALHIYSAFMEDAFOWTA ~ Counting Your Blessings – Apparently – Really Does Work – Even If You Don’t Have All That Many Of Them – You Will Feel A Lot Happier If You Spend A Few Minutes Every Day Actively Figuring Out What They Are

~ WIK ~ Wording Is Key

~ DTCA-AEFEFOP-CBOOTMDTTDW ~ Discomfort That Comes As – An External Force Emanating From Other People – Can Be One Of The Most Difficult Types To Deal With

~ SHST-WDNTHA-AC-TFBAD-WJNT-BWHC-TRTB-WBO-FAMHP-BWCWDTWABWBCBI ~ Studies Have Shown That – We Don’t Need To Have Any – Actual Control – To Feel Better About Discomfort – We Just Need To – Believe We Have Control – To Reap The Benefits – We’re Better Off – From A Mental Health Perspective – Believing We Can Withstand Discomfort Than We Are Believing We’ll Be Crushed By It

~ S-SHIGYAFOC-B-HTMICBIWFH ~ Sometimes – Simply Having Information Gives You A Feeling Of Control – But – Having Too Much Information Can Backfire If We Feel Helpless

~ TDOR ~ The Discomfort Of Reinvention

~ MOFSTHWFYFALT-CB-OOTMC-A-U-FOC ~ Moving On From Something That Has Worked For You For A Long Time – Can Be – One Of The Most Challenging – And – Uncomfortable – Forms Of Change

~ WCO-ALOI-R-ITPTPTGSOC ~ When Change Occasions – A Loss Of Identity – Reinvention – Is The Path That Provides –The Greatest Sense Of Control

~ CWS-SYSCAG-IE-YNTBAT-FO-WRI-A-SO-TRT-F-TMD ~ Coping With Stress – So You Stay Calm And Grounded – Is Essential – You Need To Be Able To – Focus On – What’s Really Important – And – Sort Out – The Real Threats – From – The Mere Distractions

~ A-RITEOP-A-BSTGOL ~ Anxiety – Really Is The Enemy Of Progress – And – Basically Shuts The Gate On Learning

~ TCTTAIAEIFOC ~ The Capacity To Tolerate Ambiguity Is An Especially Important Feature Of Creativity

~ BIYO-C-WPC-S-E-IIBIRIM-CTHWYBATMTC ~ Belief In Your Own – Capability – Which Psychologists Call – Self-Efficacy – Is Important Because It Reinforces Internal Motivation – Central To How Well You’ll Be Able To Maintain The Change

~ HITSYTMS-TAPOTP-WINAAL ~ However Inconsequential The Steps You’re Taking May Seem – They’re All Part Of The Process – Which Is Not At All Linear

~ CINASCASOSBAIUASS-YMLYFASRBDTAPS ~ Change Is Not About Steadily Climbing A Set Of Stairs But About Inching Up A Slippery Spiral – You May Lose Your Footing And Slide Right Back Down To A Previous Stage

~ FTM ~ Finding The Meaning

~ C-IA-ATNC-O-AOTAOO ~ Change – Is About – Adapting To New Circumstances – Or – Adapting Our Thinking About Old Ones

~ IIEFUTACIWHANFWIH-IOW-IWITCWM ~ It Is Easier For Us To Accept Change If We Have A Narrative For Why It’s Happening – In Other Words – If We Invest The Change With Meaning

SIMON SINEK + DAVID MEAD + PETER DOCKER ~ DISCOVER YOUR WHY ~ FIND YOUR WHY ~ 2017

~ S1:GS-AST-TUO-W-WMBTO-SM-O-DM-A-ETTFTC-FY-W-ILPFGITROTP ~ Step 1: Gather Stories – And Share Them – To Uncover Our – WHY – We Must Bring Together Our – Standout Memories – Our – Defining Moments – And – Examine Them – To – Find The Connections – Finding Your – WHY – Is Like – Panning For Gold In The River Of The Past

~ S2:IT-OOT-WST-SB-TATO ~ Step 2: Identify Themes – One Or Two – Will Seem To – Shine Brighter – Than All The Others

~ S3:DAR-A-W-S-SAC-A-FOTEYHOO-EIALTRWY-A-IYCWY-W-IOS-YMMLTRI-A-TAOI ~ Step 3: Draft And Refine – A – Why – Statement – Simple And Clear – Actionable – Focused On The Effect You’ll Have On Others – Expressed In Affirmative Language That Resonates With You – And – If You Can Wrestle Your – WHY – Into One Sentence – You’re Much More Likely To Remember It – And – To Act On It

SIMON SINEK + DAVID MEAD + PETER DOCKER ~ FIND YOUR WHY ~ 2017

~ Y-V-IO-A-IYSIOL-IYKITY-IWRAFOYI ~ Your – Vision – Is Only – Actionable – If You Say It Out Loud – If You Keep It To Yourself – It Will Remain A Figment Of Your Imagination

~ F-IAWF-H-HIT-FL ~ Fulfillment – Isn’t Another Word For – Happiness – Happiness Is Temporary – Fulfillment Lasts

~ H-CF-W-WD-F-CF-W-WDI ~ Happiness – Comes From – What – We Do – Fulfillment – Comes From – WHY – We Do It

~ IWWTFWACT-SBTO-WANTKO-W ~ If We Want To Feel We Are Contributing To – Something Bigger Than Ourselves – We All Need To Know Our – WHY

~ AWTTOT-W-IA-APOAJP-WYKWYPLL-IMETSWIFODF-DCBMMQAWGC-A-WOCSYP-TCSWIFWT ~ Another Way To Think Of The – WHY – Is As – A Piece Of A Jigsaw Puzzle – When You Know What Your Piece Looks Like – It’s Much Easier To See Where It Fits Or Doesn’t Fit – Decisions Can Be Made More Quickly And With Greater Certainty – And – When Others Can See Your Piece – They Can See Whether It Fits With Theirs

~ S-TIVAABTIOEPT-‘MTN’ ~ Sometimes – The Intangible Values Are Abandoned Because The Internal Or External Pressure To – “Make The Numbers”

~ T-W-IAT-TCB-C-TTWI-F-A-M-T-TWI-A ~ The – WHY – Is A Tool – That Can Bring – Clarity – To That Which Is – Fuzzy – And – Make – Tangible – That Which Is – Abstract

~ T-W-CGUTAWP-OP ~ The – WHY – Can Guide Us To Act With Purpose – On Purpose

~ EOUHOO-W-INASAWWATB-IEWWAWWAAONB ~ Each Of Us Has Only One – WHY – It’s Not A Statement About Who We Aspire To Be – It Expresses Who We Are When We Are At Our Natural Best

~ L-ATOWHTCTGFAOAPFOTF ~ Leaders – Are The Ones Who Have The Courage To Go First And Open A Path For Others To Follow

~ ATINAGOPWWT-ATIAGOPWTEO ~ A Team Is Not A Group Of People Who Work Together – A Team Is A Group Of People Who Trust Each Other

~ IAMITHAI-IMBT-TWJI-NJ-TWLI ~ If A Movement Is To Have An Impact – It Must Belong To – Those Who Join It – Not Just – Those Who Lead It

~ TAOAGOPTDRT-HOHWTPCPTAAT ~ The Ability Of A Group Of People To Do Remarkable Things – Hinges On How Well Those People Can Pull Together As A Team

~ Y-H-AY-S ~ You – HOWS – Are – Your Strengths

~ TGCOA-L-IT-MO-L ~ The Greatest Contribution Of A – Leader – Is To – Make Other – Leaders

~ TAS-DTTYSYB ~ Take A Stand – Do The Things You Say You Believe

~ IEMOAT-DGT-TWGA ~ If Every Member Of A Team – Doesn’t Grow Together – They Will Grow Apart

~ LY-W ~ Live Your – WHY

~ IO ~ Inspire On

~ EOUHO-W-A-O-W-O-T-W-IT-OCT-TBOTBIUAMUFTMF ~ Each Of Us Has One – WHY – And – One – WHY – Only – The – WHY – Is The – One Common Thread – That Brings Out The Best In Us And Makes Us Feel The Most Fulfilled

~ THISOIRBOF;TFISOIL ~ The Happiness In Serving Ourselves Is Real But Often Fleeting; The Fulfillment In Serving Others Is Lasting