Carthage: Reflections of a Martian
Thy expected alien
Am I.
Weird of shade
And doomfire face:
All thy senses
Cry to my
Mourning mysteries
Which yesterday
Were commonplace.
We sit at Sunday breakfast
And I smell the dust of Carthage.
It drowns the spang
Of our automatic toaster.
That strange woman across from me
Smiles, butters two slices.
Her smiles arouses a multitude in me!
Her smile...
Frightens us.
I must look away!
Out the window beside my arm,
Sunglow warms a brick walk.
Grass, a tree, a planting of forsythia.
It is spring.
In the spring...
The earth is covered with dust.
It’s important to know that giving doesn’t hinge on healing. The ego’s common line says, “If I’m not fully healed then how I can give?” The giving facilitates the healing, and the healing nourishes the giving. They work in tandem: twin, symbiotic poles that help us grow and move more and more toward love. And the more love we grow, the less room there is for fear.
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Ters köşeleri seviyorsan, seni sonuna kadar merakta bırakacak 3 kitap önerisini keşfetmeye hazır ol!
PART I: SELF-DIRECTED WARFARE
1: DECLARE WAR ON YOUR ENEMIES (THE POLARITY STRATEGY): (…) You cannot fight effectively unless you can identify your enemies. Learn to smoke out your enemies, to spot them by the signs and patterns that reveal hostility. Then, once you have them in your sights, inwardly declare war. Your enemies can fill you with purpose and direction.
2: DO NOT FIGHT THE LAST WAR (THE GUERRILLA-WAR-OF-THE-MIND STRATEGY): (...) You must consciously wage war against the past and force yourself to react to the present moment. Be ruthless on yourself; do not repeat the same tired methods. Wage guerrilla war on your mind. (...)
3: AMIDST THE TURMOIL OF EVENTS, DO NOT LOSE YOUR PRESENCE OF MIND (THE COUNTERBALANCE STRATEGY): (...) It is vital to keep your presence of mind, maintaining your mental powers, whatever the circumstances. Make the mind tougher by exposing it to adversity. Learn to detach yourself from the chaos of the battlefield.
4: CREATE A SENSE OF URGENCY AND DESPERATION (THE DEATH-GROUND STRATEGY): (...) Cut your ties to the past; enter unknown territory. Place yourself on "death ground," where your back is against the wall and you have to fight like hell to get out alive.
PART II: ORGANIZATIONAL (TEAM) WARFARE
5: AVOID THE SNARES OF GROUPTHINK (THE COMMAND-AND-CONTROL STRATEGY): The problem in leading any group is that people inevitably have their own agendas. You have to create a chain of command in which they do not feel constrained by your influence yet follow your lead. Create a sense of participation, but do not fall into groupthink--the irrationality of collective decision making.
6: SEGMENT YOUR FORCES (THE CONTROLLED-CHAOS STRATEGY): The critical elements in war are speed and adaptability--the
Contrary to common wisdom, Thomas Alva Edison (1846–1931) did not invent the first electric light bulb. That had been invented by Humphry Davy (1778–1829) in approximately 1805, and was called an arc lamp. Arc lamps produce light in a glass bulb in the form of intense brilliant white sparks that are produced in rapid succession. Arc lamps were suitable for outside illumination from tall lampposts, and such lampposts were in common use in public areas of major cities in Edison’s day. But the arc lamp was simply too bright for use in the home.
The Paradox of our Time in historyResim Sanatı-Otobiyografi-Edebiyat
We can list the Paradox of our Time in history as follows:
* We have taller buildings, but shorter patience.
* We have wider highways, but narrower perspectives.
* We spend more, but have less.
* We buy more, but enjoy less.
* We have bigger homes, but smaller families.
* We have more household supplies, but less time.
* We have more education, but less common sense.
* We have more knowledge, but less wisdom.
* We have more experts, but still more problems.
* We have more medicine, but less health.
* We drink too much alcohol and cigarettes, spend too much money, laugh too little, drive too fast, get angry too quickly, stay up too late, get up too tired, read too little, watch too much TV, and rarely give thanks.
* We have increased our assets, but reduced our values.
* We talk too much, love too little, and hate too often.
* We have learned to make a living, but we have not learned to make a living.
* We have added years to our lives, but we have not added life to years.
* We've learned to commute to the moon, but have trouble crossing the street to meet our new neighbor.
* We conquered outer space, but not our inner world.
* We've done bigger things, but not better ones.
* We cleaned the air, but we polluted our soul.
* We dominated the atom, but we couldn't control our prejudices.
* We write more, but learn less.
* The more we plan, the less we arrive at conclusions.
* Today is the day of two salaries but more divorces, more fancy houses but scattered homes.
* These are the days of fast travel, disposable diapers, morals destroyed, one-night stands, obese bodies, and pills that can do everything from cheering to calming or even killing.
* We are in a time where everything is on display in shop windows but nothing in warehouses.
* There will be a time when technology
I recommend several requisites for selecting a mentor.
• Choose an individual significantly more successful than you are now - a person who has "been there, done that" and can shed the wisdom of vastly more experience on your present problems and situation.
• Seek a senior person you genuinely like and respect. Those are two different requirements. We all know people we respect for their success, but don't like as individuals. A close camaraderie can only develop through personal amicability.
• Your mentor should have achieved success in the same field ofendeavor as your own, although this is not mandatory. Often the lessons you learn from your mentor deal with human relationships, decision making and financial strategies which transcend specific industry problems.
• You and your mentor should share common interests beyond the business milieu. (...) Mutual interest and pleasures provide a relaxed environment for you and your mentor to unwind and explore ideas. Minds often work most productively together when you allow them free run of a tennis game or other out-of-office activity.
