Wednesday, 11 May 2016

Run, Run, Run.
 
I like to move. I enjoy the rush, the sense of urgency. Guests depend on me for drinks that ease tensions on first dates, for warm food when they’re hungry and for quick payments before they leave for the next part of the evening. I often feel the adrenaline rush through my body as I set up a table in time for the next group of eager eaters, before the couple on table 6 finish their starters and in time to take the next order of drinks. A system develops in my head of how I move my body, and the economy of my physique. One cover after the next, we turn the tables – a Fordist production line of good times, romance, business partnerships, birthday celebrations, or whatever…. There’s an hour between one booking and the next- a few people walk in – ‘of course you may come in!’, the manager will exclaim. It’s non-stop.
But , I DO get Exhausted. This is my 8th shift without a day off and I can feel it in my bones. I’ve had very few breaks and my shifts have varied between 8 and 13 hours in length. Over and over again, we crack the same smile and fake a laugh to massage the bloated egos of dreadful guests. My body is aching, it’s stiff, my legs feel as if they’re about to seize up from all the running and I haven’t even had a moment to drink water, let alone visit the toilet. I feel like I’m losing my mind. I’ve made a few silly mistakes now. Everyone thinks I’m stupid. The mistakes seem trivial but in the heat of the moment they create earthquakes. Managers can be particularly brutal. Today I slowed down my pace for one moment as I was clearing a table and the head chef handled me into the kitchen to carry out a task quicker. He actually grabbed me by my waist, took the plate from my hand and threw it into the sink so that I would take his dish from the pass quicker. For many – and at least on the surface- this treatment is totally normalised.


 
The headwaiter said I’m on the wrong side of hospitality and joked that the man is French. I must say, since starting this journey my skin has hardened considerably. These incidents are not isolated they are all too commonplace. On a regular basis our superiors will bark, ‘wake up’ and we’ll be laughed at for saying we’re tired, or made to feel lazy for asking for a break. There’s very little in the way of humanity or dignity in the way we hospitality workers are treated, even though the product of our labour is based solely on feeding the soul and body. It’s a bit like a microcosm, completely hidden from the everyday world. A different moral code exists – a different legal code exists, even! Behind the pretty exterior, the smiling faces and elegant performance there’s a sweatshop where basic rights are ignored on an everyday level to make way for 'business needs'.
They say it’s hospitality, and that’s just the way it is - it’s a high stress, high pressure environment and it’s not for everyone. But is it really that things are just the way they are? Is it really necessary to be understaffed EVERY SUMMER? To be pushed to the limit every week during a busy period, to work 70-80 hours straight? How long should it take for one person to polish 700 pieces of silver?
And what exactly does the business even get from an exhausted workforce? Tonight I was a mess. I looked like shit and my work dress was filthy, because I simply didn’t have time to wash it. I’ve been using wet wipes to remove stains as my life pattern has consisted of nothing, but sleep- work -sleep -work.
We’re dazzled by the exclusivity, the clientele – it’s a regular hang out for the coolest of rising stars and seasoned celebs- models, artists, film stars, designers. We’re expected to work for free because this place is special. The service charge is taken from us. The payment we take from providing good service to guests is absorbed by the company and used to top up managers wages. On rare occasions we get a pat on the back for all our hard work on a 12 hour shift, but we're not yet worthy of a full break. Rather, we’re made to feel guilty for asking for one. Our work load can double or even treble, arbitrarily.  It’s not humane, but we put up with it, because we have to. It’s modern day slavery. And what if I told you we are made up primarily of migrants? Cheap, imported labour. A waitress from Poland told me that on some mornings she wakes up and her eyes are swollen, that she thinks she cries in her sleep, whilst she’s dreaming. Many are trying to flee poverty and the company exploits this. We need a union now!

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    3. https://www.youtube.com/watch?v=Urgf5zoJNzU

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    4. All I have to say is well done to those who managed to pull themselves out of this industry!!

      Delete
    5. https://www.youtube.com/watch?v=LskiNHuiWaY&pp=0gcJCa0JAYcqIYzv
      A little weird but important to address I guess?

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    6. https://youtu.be/Lm3i7WzMO00

      Delete
    7. https://www.youtube.com/watch?v=uwxzadwBFX4

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    8. You never know what's going on behind those pair of eyes!

      Delete
    9. Yeah I know, X-men is shite but you get the idea!

      Delete
    10. https://ia803203.us.archive.org/20/items/the-art-of-seduction-robert-greene/the-art-of-seduction-robert-greene.pdf

      Delete
    11. Hard to believe that a book like this actually exists!

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    1. You do not want to get married at 22! Especially if you're famous, because girls are going to be throwing themselves at you. ~Usain Bolt

      Then hammer throw them far far away!

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    2. Shouldn't have to throw super far in order for them to go for someone else!

      Delete
    3. But seriously, 22 is too young to get married, surely??

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    4. Where are the standards??

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    5. https://youtu.be/E9gumlr-mrc?si=dZdgPvpVKmv2TTgU
      Ask yourself this, do they look anything like tablet girl?

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    6. https://www.youtube.com/watch?v=H_yuOyHIbQQ

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    7. Someone needs to get their act together!

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    8. And ask yourself, do any of them do civil engineering?!

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    9. I'm joking. That doesn't mean anything!

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    10. Also, jokes aside. Do you realize how hard it is for a non-international student to end up with an international one???

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    11. It's like trying to get a celebrity to be with a non-celebrity!

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    12. Although international and non-international cases are more likely, because the gap isn't as big!!

      Delete
    13. "Do not think dishonestly."
      Just a reminder, this means don't overestimate your abilities or you'll likely end up DEAD!!!

      Delete
    14. Wait, have I sent this before?

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    15. Oh, actually, it doesn't matter, repeating isn't always a problem, god I suck.. I suck, I suck ...

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    16. And I say that because of Social dominance orientation!

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    17. Robert Altemeyer said that people with a high SDO want more power (agreeing with items such as "Winning is not the first thing; it’s the only thing").[15] These observations are at odds with conceptualisations of SDO as a group-based phenomenon, suggesting that the SDO reflects interpersonal dominance, not only group-based dominance. This is supported by Sidanius and Pratto's own evidence that high-SDO individuals tend to gravitate toward hierarchy-enhancing jobs and institutions, such as law enforcement, that are themselves hierarchically structured vis-a-vis individuals within them.

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    18. They also tend to be more self-centred and are more 'tough-minded' compared to those who are high on Agreeableness, leading them to perceive the world to be a highly competitive place, where the way to success is through power and dominance – all of which predict SDO.[23]

      Low Openness, by contrast, aligns more strongly with RWA; thinking in clear and straightforward moral codes that dictate how society as a system should function. Being low in Openness prompts the individual to value security, stability and control: fundamental elements of RWA.[23]

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    19. Felicia Pratto and her colleagues have found evidence that a high social dominance orientation is strongly correlated with conservative political views, and opposition to programs and policies that aim to promote equality (such as affirmative action, laws advocating equal rights for homosexuals, women in combat, etc.).[2]

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    20. Males are observed to be more socially hierarchical, as indicated by speaking time,[58] and yielding to interruptions.[59] Males higher average SDO levels has been suggested as an explanation for gender differences in support for policies; males are more likely to support military force, defence spending and the death penalty and less likely to support social welfare or minimum wage legislation, while females are more likely to believe in the reverse. This is because males, due to being more likely to have higher SDO scores, are more likely to view inequalities as the natural result of competition and thus are more likely to have a negative view of policies designed to mitigate or dilute the effects of competition.[60]

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    21. https://youtu.be/4fAK1pSo_F0?si=VUn5N2_0uW68z7Im

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    22. Individuals who score high in SDO desire to maintain and, in many cases, increase the differences between social statuses of different groups, as well as individual group members. Typically, they are greedy and seekers of power.[citation needed] People high in SDO also prefer hierarchical group orientations. Often, people who score high in SDO adhere strongly to belief in a "dog-eat-dog" world.[3] It has also been found that men are generally higher than women in SDO measures.[4][5] A study of undergraduates found that SDO does not have a strong positive relationship with authoritarianism.[2]

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    23. SDO correlates to higher prejudice against subordinate and disadvantaged groups, RWA correlates to higher prejudice against groups deemed threatening to traditional norms, while both are associated with increases in prejudice for "dissident" groups.[17][18][19]

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    24. RWA is also associated with religiosity, conservativism, righteousness, and, to some extent, a conscientious moral code, which distinguishes RWA from SDO.

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    25. Facets also distinguish SDO from RWA, with 'Dominators' (individuals high on SDO), but not 'Authoritarians' (individuals who score high on RWA), having been found to be lower in dutifulness, morality, sympathy and co-operation.[24]

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    26. Research suggests that people high in SDO tend to support using violence in intergroup relations while those low in SDO oppose it; however, it has also been argued that people low in SDO can also support (and those high in it oppose) violence in some circumstances, if the violence is seen as a form of counterdominance. For example, Lebanese people low in SDO approved more strongly of terrorism against the West than Lebanese people high in SDO, seemingly because it entailed a low-status group (Lebanese) attacking a high-status one (Westerners).[29] Amongst Palestinians, lower SDO levels were correlated with more emotional hostility towards Israelis and more parochial empathy for Palestinians.[30]

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    27. https://www.youtube.com/watch?v=HUti6vGctQM

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    28. Yeah, I would gloss over the quantum part if I were you!

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    29. https://www.youtube.com/watch?v=iMbcMMe0D_Y
      Extra bit if you're interested!

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    30. https://www.youtube.com/watch?v=ebEkn-BiW5k
      You need context to understand!!

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    31. https://www.youtube.com/watch?v=oKKHgR67Znw

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    32. Like, I'm pretty sure it's impossible for a non-international student to end up with a Russian/Indian/Chinese student!!!

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    33. The latter being international of course!

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    34. https://www.youtube.com/watch?v=1SU4KWiZp2w

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    35. https://youtu.be/K6EMGV_6PN4?si=EoXp0xETVjSOk_Tt
      Looking good, acting bad!

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    36. https://youtube.com/shorts/1v_-_kBVugk?si=oN1j2qNJDHgDpuJ0

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    37. https://ia801503.us.archive.org/3/items/The33StrategiesOfWar_201801/The_33_Strategies_of_War.pdf

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    38. It is not that we and our colleagues are ignoble creatures who fail to
      live up to ideals of peace and selflessness, but that we cannot help the way
      we are. We have aggressive impulses that are impossible to ignore or
      repress. In the past, individuals could expect a group--the state, an
      extended family, a company--to take care of them, but this is no longer the
      case, and in this uncaring world we have to think first and foremost of
      ourselves and our interests. What we need are not impossible and inhuman
      ideals of peace and cooperation to live up to, and the confusion that brings
      us, but rather practical knowledge on how to deal with conflict and the
      daily battles we face. And this knowledge is not about how to be more
      forceful in getting what we want or defending ourselves but rather how to
      be more rational and strategic when it comes to conflict, channeling our
      aggressive impulses instead of denying or repressing them. If there is an
      ideal to aim for, it should be that of the strategic warrior, the man or
      woman who manages difficult situations and people through deft and
      intelligent maneuver.

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    39. [Strategy] is more than a science: it is the application of knowledge to
      practical life, the development of thought capable of modifying the
      original guiding idea in the light of ever-changing situations; it is the
      art of acting under the pressure of the most difficult conditions.

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    40. Yeah, so basically it's being able to deal with dynamic situations, which is where the real intelligence is, contrary to popular belief!!!

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    41. Many psychologists and sociologists have argued that it is through
      conflict that problems are often solved and real differences reconciled. Our
      successes and failures in life can be traced to how well or how badly we
      deal with the inevitable conflicts that confront us in society. The common
      ways that people deal with them--trying to avoid all conflict, getting
      emotional and lashing out, turning sly and manipulative--are all
      counterproductive in the long run, because they are not under conscious
      and rational control and often make the situation worse. Strategic warriors
      operate much differently. They think ahead toward their long-term goals,
      decide which fights to avoid and which are inevitable, know how to control
      and channel their emotions. When forced to fight, they do so with
      indirection and subtle maneuver, making their manipulations hard to trace.

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    42. If strategy is the art of getting results, of putting
      ideas into practice, then it should be spread far and wide, particularly
      among those who have been traditionally kept ignorant of it, including
      women. In the mythologies of almost all cultures, the great gods of war are
      women, including Athena of ancient Greece. A woman's lack of interest in
      strategy and war is not biological but social and perhaps political.
      Instead of resisting the pull of strategy and the virtues of rational
      warfare or imagining that it is beneath you, it is far better to confront its
      necessity. Mastering the art will only make your life more peaceful and
      productive in the long run, for you will know how to play the game and win
      without violence. Ignoring it will lead to a life of endless confusion and
      defeat.

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    43. An up-front enemy is rare now and is actually a
      blessing. People hardly ever attack you openly anymore, showing their
      intentions, their desire to destroy you; instead they are political and
      indirect. Although the world is more competitive than ever, outward
      aggression is discouraged, so people have learned to go underground, to
      attack unpredictably and craftily. Many use friendship as a way to mask
      aggressive desires: they come close to you to do more harm. (A friend
      knows best how to hurt you.) Or, without actually being friends, they offer
      assistance and alliance: they may seem supportive, but in the end they're
      advancing their own interests at your expense. Then there are those who
      master moral warfare, playing the victim, making you feel guilty for
      something unspecified you've done. The battlefield is full of these
      warriors, slippery, evasive, and clever.

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    44. Understand: the word "enemy"--from the Latin inimicus, "not a friend"-
      -has been demonized and politicized. Your first task as a strategist is to
      widen your concept of the enemy, to include in that group those who are
      working against you, thwarting you, even in subtle ways. (Sometimes
      indifference and neglect are better weapons than aggression, because you
      can't see the hostility they hide.) Without getting paranoid, you need to
      realize that there are people who wish you ill and operate indirectly.
      Identify them and you'll suddenly have room to maneuver. You can stand
      back and wait and see or you can take action, whether aggressive or just
      evasive, to avoid the worst. You can even work to turn this enemy into a
      friend. But whatever you do, do not be the naive victim. Do not find
      yourself constantly retreating, reacting to your enemies' maneuvers. Arm
      yourself with prudence, and never completely lay down your arms, not
      even for friends.

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    45. Understand: people tend to be vague and slippery because it is safer
      than outwardly committing to something. If you are the boss, they will
      mimic your ideas. Their agreement is often pure courtiership. Get them
      emotional; people are usually more sincere when they argue. If you pick an
      argument with someone and he keeps on mimicking your ideas, you may
      be dealing with a chameleon, a particularly dangerous type. Beware of
      people who hide behind a facade of vague abstractions and impartiality: no
      one is impartial. A sharply worded question, an opinion designed to offend,
      will make them react and take sides.

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    46. The child psychologist Jean Piaget saw conflict as a critical part of
      mental development. Through battles with peers and then parents, children
      learn to adapt to the world and develop strategies for dealing with
      problems. Those children who seek to avoid conflict at all cost, or those
      who have overprotective parents, end up handicapped socially and
      mentally. The same is true of adults: it is through your battles with others
      that you learn what works, what doesn't, and how to protect yourself.
      Instead of shrinking from the idea of having enemies, then, embrace it.
      Conflict is therapeutic.

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    47. Enemies also give you a standard by which to judge yourself, both
      personally and socially. The samurai of Japan had no gauge of their
      excellence unless they fought the best swordsmen; it took Joe Frazier to
      make Muhammad Ali a truly great fighter. A tough opponent will bring out
      the best in you. And the bigger the opponent, the greater your reward, even
      in defeat. It is better to lose to a worthy opponent than to squash some
      harmless foe. You will gain sympathy and respect, building support for
      your next fight.

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    48. In 1605, Miyamoto Musashi, a samurai who had made a name for himself
      as a swordsman at the young age of twenty-one, was challenged to a duel.
      The challenger, a young man named Matashichiro, came from the
      Yoshioka family, a clan itself renowned for swordsmanship. Earlier that
      year Musashi had defeated Matashichiro's father, Genzaemon, in a duel.
      Days later he had killed Genzaemon's younger brother in another duel. The
      Yoshioka family wanted revenge.

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    49. In preparing yourself for war, you must rid yourself of myths and
      misconceptions. Strategy is not a question of learning a series of moves or
      ideas to follow like a recipe; victory has no magic formula. Ideas are
      merely nutrients for the soil: they lie in your brain as possibilities, so that
      in the heat of the moment they can inspire a direction, an appropriate and
      creative response. Let go of all fetishes--books, techniques, formulas,
      flashy weapons--and learn to become your own strategist.

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    50. Understand: the greatest generals, the most creative strategists, stand
      out not because they have more knowledge but because they are able, when
      necessary, to drop their preconceived notions and focus intensely on the
      present moment. That is how creativity is sparked and opportunities are
      seized. Knowledge, experience, and theory have limitations: no amount of
      thinking in advance can prepare you for the chaos of life, for the infinite
      possibilities of the moment. The great philosopher of war Carl von
      Clausewitz called this "friction": the difference between our plans and
      what actually happens. Since friction is inevitable, our minds have to be
      capable of keeping up with change and adapting to the unexpected. The
      better we can adapt our thoughts to changing circumstances, the more
      realistic our responses to them will be. The more we lose ourselves in
      predigested theories and past experiences, the more inappropriate and
      delusional our response.

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    51. It can be valuable to analyze what went wrong in the past, but it is far
      more important to develop the capacity to think in the moment. In that way
      you will make far fewer mistakes to analyze.

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    52. Reexamine all your cherished beliefs and principles. When Napoleon
      was asked what principles of war he followed, he replied that he followed
      none. His genius was his ability to respond to circumstances, to make the
      most of what he was given--he was the supreme opportunist. Your only
      principle, similarly, should be to have no principles. To believe that
      strategy has inexorable laws or timeless rules is to take up a rigid, static
      position that will be your undoing. Of course the study of history and
      theory can broaden your vision of the world, but you have to combat
      theory's tendency to harden into dogma. Be brutal with the past, with
      tradition, with the old ways of doing things. Declare war on sacred cows
      and voices of convention in your own head.

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    53. Our education is often a problem. During World War II, the British
      fighting the Germans in the deserts of North Africa were well trained in
      tank warfare; you might say they were indoctrinated with theories about it.
      Later in the campaign, they were joined by American troops who were
      much less educated in these tactics. Soon, though, the Americans began to
      fight in a way that was equal if not superior to the British style; they
      adapted to the mobility of this new kind of desert combat. According to
      Field Marshal Erwin Rommel himself, the leader of the German army in
      North Africa, "The Americans...profited far more than the British from
      their experience in Africa, thus confirming the axiom that education is
      easier than reeducation."

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    54. What Rommel meant was that education tends to burn precepts into the
      mind that are hard to shake. In the midst of combat, the trained mind may
      fall a step behind--focusing more on learned rules than on the changing
      circumstances of battle. When you are faced with a new situation, it is
      often best to imagine that you know nothing and that you need to start
      learning all over again. Clearing your head of everything you thought you
      knew, even your most cherished ideas, will give you the mental space to be
      educated by your present experience--the best school of all. You will
      develop your own strategic muscles instead of depending on other people's
      theories and books.

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    55. Erase the memory of the last war. The last war you fought is a danger,
      even if you won it. It is fresh in your mind. If you were victorious, you will
      tend to repeat the strategies you just used, for success makes us lazy and
      complacent; if you lost, you may be skittish and indecisive. Do not think
      about the last war; you do not have the distance or the detachment. Instead
      do whatever you can to blot it from your mind. During the Vietnam War,
      the great North Vietnamese general Vo Nguyen Giap had a simple rule of
      thumb: after a successful campaign, he would convince himself that it had
      actually been a failure. As a result he never got drunk on his success, and
      he never repeated the same strategy in the next battle. Rather he had to
      think through each situation anew.

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    56. Keep the mind moving. When we were children, our minds never stopped.
      We were open to new experiences and absorbed as much of them as
      possible. We learned fast, because the world around us excited us. When
      we felt frustrated or upset, we would find some creative way to get what
      we wanted and then quickly forget the problem as something new crossed
      our path.
      All the greatest strategists--Alexander the Great, Napoleon, Musashi--
      were childlike in this respect. Sometimes, in fact, they even acted like
      children. The reason is simple: superior strategists see things as they are.
      They are highly sensitive to dangers and opportunities. Nothing stays the
      same in life, and keeping up with circumstances as they change requires a
      great deal of mental fluidity. Great strategists do not act according to
      preconceived ideas; they respond to the moment, like children. Their
      minds are always moving, and they are always excited and curious. They
      quickly forget the past--the present is much too interesting.

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    57. The Greek thinker Aristotle thought that life was defined by movement.
      What does not move is dead. What has speed and mobility has more
      possibilities, more life. We all start off with the mobile mind of a
      Napoleon, but as we get older, we tend to become more like the Prussians.
      You may think that what you'd like to recapture from your youth is your
      looks, your physical fitness, your simple pleasures, but what you really
      need is the fluidity of mind you once possessed. Whenever you find your
      thoughts revolving around a particular subject or idea--an obsession, a
      resentment--force them past it. Distract yourself with something else. Like
      a child, find something new to be absorbed by, something worthy of
      concentrated attention. Do not waste time on things you cannot change or
      influence. Just keep moving.

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    58. What best equips you to cope with the heat of
      battle is neither more knowledge nor more intellect. What makes your
      mind stronger, and more able to control your emotions, is internal
      discipline and toughness.
      No one can teach you this skill; you cannot learn it by reading about it.
      Like any discipline, it can come only through practice, experience, even a
      little suffering. The first step in building up presence of mind is to see the
      need for it--to want it badly enough to be willing to work for it. Historical
      figures who stand out for their presence of mind--Alexander the Great,
      Ulysses S. Grant, Winston Churchill--acquired it through adversity,
      through trial and error. They were in positions of responsibility in which
      they had to develop this quality or sink. Although these men may have
      been blessed with an unusual amount of personal fortitude, they had to
      work hard to strengthen this into presence of mind.

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    59. Be self-reliant. There is nothing worse than feeling dependent on other
      people. Dependency makes you vulnerable to all kinds of emotions--
      betrayal, disappointment, frustration--that play havoc with your mental
      balance.

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    60. This one's VERY important!

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    61. Being self-reliant is critical. To make yourself less dependent on others
      and so-called experts, you need to expand your repertoire of skills. And
      you need to feel more confident in your own judgment. Understand: we
      tend to overestimate other people's abilities--after all, they're trying hard to
      make it look as if they knew what they were doing--and we tend to
      underestimate our own. You must compensate for this by trusting yourself
      more and others less.
      It is important to remember, though, that being self-reliant does not
      mean burdening yourself with petty details. You must be able to
      distinguish between small matters that are best left to others and larger
      issues that require your attention and care.

      Delete
    62. Suffer fools gladly. John Churchill, the Duke of Marlborough, is one of
      history's most successful generals. A genius of tactics and strategy, he had
      tremendous presence of mind. In the early eighteenth century, Churchill
      was often the leader of an alliance of English, Dutch, and German armies
      against the mighty forces of France. His fellow generals were timid,
      indecisive, narrow-minded men. They balked at the duke's bold plans, saw
      dangers everywhere, were discouraged at the slightest setback, and
      promoted their own country's interests at the expense of the alliance. They
      had no vision, no patience: they were fools.

      Delete
    63. Understand: you cannot be everywhere or fight everyone. Your time
      and energy are limited, and you must learn how to preserve them.
      Exhaustion and frustration can ruin your presence of mind. The world is
      full of fools--people who cannot wait to get results, who change with the
      wind, who can't see past their noses. You encounter them everywhere: the
      indecisive boss, the rash colleague, the hysterical subordinate. When
      working alongside fools, do not fight them. Instead think of them the way
      you think of children, or pets, not important enough to affect your mental
      balance. Detach yourself emotionally. And while you're inwardly laughing
      at their foolishness, indulge them in one of their more harmless ideas. The
      ability to stay cheerful in the face of fools is an important skill.

      Delete
    64. Develop your Fingerspitzengefuhl (fingertip feel). Presence of mind
      depends not only on your mind's ability to come to your aid in difficult
      situations but also on the speed with which this happens. Waiting until the
      next day to think of the right action to take does you no good at all.
      "Speed" here means responding to circumstances with rapidity and making
      lightning-quick decisions. This power is often read as a kind of intuition,
      what the Germans call "Fingerspitzengefuhl" (fingertip feel). Erwin
      Rommel, who led the German tank campaign in North Africa during World
      War II, had great fingertip feel. He could sense when the Allies would
      attack and from what direction. In choosing a line of advance, he had an
      uncanny feel for his enemy's weakness; at the start of a battle, he could
      intuit his enemy's strategy before it unfolded.
      To Rommel's men their general seemed to have a genius for war, and
      he did possess a quicker mind than most. But Rommel also did things to
      enhance his quickness, things that reinforced his feel for battle. First, he
      devoured information about the enemy--from details about its weaponry to
      the psychological traits of the opposing general. Second, he made himself
      an expert in tank technology, so that he could get the most out of his
      equipment. Third, he not only memorized maps of the North African desert
      but would fly over it, at great risk, to get a bird's-eye view of the
      battlefield. Finally, he personalized his relationship with his men. He
      always had a sense of their morale and knew exactly what he could expect
      from them.

      Delete
    65. Rommel didn't just study his men, his tanks, the terrain, and the
      enemy--he got inside their skin, understood the spirit that animated them,
      what made them tick. Having felt his way into these things, in battle he
      entered a state of mind in which he did not have to think consciously of the
      situation. The totality of what was going on was in his blood, at his
      fingertips. He had Fingerspitzengefuhl.

      Whether or not you have the mind of a Rommel, there are things you
      can do to help you respond faster and bring out that intuitive feel that all
      animals possess. Deep knowledge of the terrain will let you process
      information faster than your enemy, a tremendous advantage. Getting a
      feel for the spirit of men and material, thinking your way into them instead
      of looking at them from outside, will help to put you in a different frame of
      mind, less conscious and forced, more unconscious and intuitive. Get your
      mind into the habit of making lightning-quick decisions, trusting your
      fingertip feel. Your mind will advance in a kind of mental blitzkrieg,
      moving past your opponents before they realize what has hit them.

      Delete
    66. You are your own worst enemy. You waste precious time dreaming of the
      future instead of engaging in the present. Since nothing seems urgent to
      you, you are only half involved in what you do. The only way to change is
      through action and outside pressure. Put yourself in situations where you
      have too much at stake to waste time or resources --if you cannot afford to
      lose, you won't. Cut your ties to the past; enter unknown territory where
      you must depend on your wits and energy to see you through. Place
      yourself on "death ground," where your back is against the wall and you
      have to fight like hell to get out alive

      Delete
    67. THE NO-RETURN TACTIC
      In 1504 an ambitious nineteen-year-old Spaniard named Hernan Cortes
      gave up his studies in law and sailed for his country's colonies in the New
      World. Stopping first in Santo Domingo (the island today comprising Haiti
      and the Dominican Republic), then in Cuba, he soon heard about a land to
      the west called Mexico--an empire teeming with gold and dominated by
      the Aztecs, with their magnificent highland capital of Tenochtitlan. From
      then on, Cortes had just one thought: someday he would conquer and settle
      the land of Mexico.

      Delete
    68. Right then, off you go, Haiti, prove to everyone that you're special forces material!!

      Delete
    69. A sense of urgency comes from a powerful connection to the present.
      Instead of dreaming of rescue or hoping for a better future, you have to
      face the issue at hand. Fail and you perish. People who involve themselves
      completely in the immediate problem are intimidating; because they are
      focusing so intensely, they seem more powerful than they are. Their sense
      of urgency multiplies their strength and gives them momentum. Instead of
      five hundred men, Cortes suddenly had the weight of a much larger army at
      his back.
      Like Cortes you must locate the root of your problem. It is not the
      people around you; it is yourself, and the spirit with which you face the
      world. In the back of your mind, you keep an escape route, a crutch,
      something to turn to if things go bad. Maybe it is some wealthy relative
      you can count on to buy your way out; maybe it is some grand opportunity
      on the horizon, the endless vistas of time that seem to be before you;
      maybe it is a familiar job or a comfortable relationship that is always there
      if you fail. Just as Cortes's men saw their ships as insurance, you may see
      this fallback as a blessing--but in fact it is a curse. It divides you. Because
      you think you have options, you never involve yourself deeply enough in
      one thing to do it thoroughly, and you never quite get what you want.
      Sometimes you need to run your ships aground, burn them, and leave
      yourself just one option: succeed or go down. Make the burning of your
      ships as real as possible--get rid of your safety net. Sometimes you have to
      become a little desperate to get anywhere.

      Delete
    70. Death is impossible for us to fathom: it is so immense, so frightening,
      that we will do almost anything to avoid thinking about it. Society is
      organized to make death invisible, to keep it several steps removed. That
      distance may seem necessary for our comfort, but it comes with a terrible
      price: the illusion of limitless time, and a consequent lack of seriousness
      about daily life. We are running away from the one reality that faces us all.
      As a warrior in life, you must turn this dynamic around: make the
      thought of death something not to escape but to embrace. Your days are
      numbered. Will you pass them half awake and halfhearted or will you live
      with a sense of urgency? Cruel theaters staged by a czar are unnecessary;
      death will come to you without them. Imagine it pressing in on you,
      leaving you no escape--for there is no escape. Feeling death at your heels
      will make all your actions more certain, more forceful. This could be your
      last throw of the dice: make it count.

      Delete
    71. Death ground is a psychological phenomenon that goes well beyond the
      battlefield: it is any set of circumstances in which you feel enclosed and
      without options. There is very real pressure at your back, and you cannot
      retreat. Time is running out. Failure--a form of psychic death--is staring
      you in the face. You must act or suffer the consequences.
      Understand: we are creatures who are intimately tied to our
      environment--we respond viscerally to our circumstances and to the people
      around us. If our situation is easy and relaxed, if people are friendly and
      warm, our natural tension unwinds. We may even grow bored and tired;
      our environment is failing to challenge us, although we may not realize it.
      But put yourself in a high-stakes situation--a psychological death ground--
      and the dynamic changes. Your body responds to danger with a surge of
      energy; your mind focuses. Urgency is forced on you; you are compelled to
      waste no more time.
      The trick is to use this effect deliberately from time to time, to practice
      it on yourself as a kind of wake-up call. The following five actions are
      designed to put you on a psychological death ground. Reading and thinking
      about them won't work; you must put them into effect. They are forms of
      pressure to apply to yourself. Depending on whether you want a low-
      intensity jolt for regular use or a real shock, you can turn the level up or
      down. The scale is up to you.

      Delete
    72. If the feeling of having nothing to lose can propel you forward, it can do
      the same for others. You must avoid any conflict with people in this
      position. Maybe they are living in terrible conditions or, for whatever
      reason, are suicidal; in any case they are desperate, and desperate people
      will risk everything in a fight. This gives them a huge advantage. Already
      defeated by circumstances, they have nothing to lose. You do. Leave them
      alone.
      Conversely, attacking enemies when their morale is low gives you the
      advantage. Maybe they are fighting for a cause they know is unjust or for a
      leader they do not respect. Find a way to lower their spirits even further.
      Troops with low morale are discouraged by the slightest setback. A show
      of force will crush their fighting spirit.
      Always try to lower the other side's sense of urgency. Make your
      enemies think they have all the time in the world; when you suddenly
      appear at their border, they are in a slumbering state, and you will easily
      overrun them. While you are sharpening your fighting spirit, always do
      what you can to blunt theirs.

      Delete
    73. The problem in leading any group is that people inevitably have their own
      agendas. If you are too authoritarian, they will resent you and rebel in
      silent ways. If you are too easygoing, they will revert to their natural
      selfishness and you will lose control. You have to create a chain of
      command in which people do not feel constrained by your influence yet
      follow your lead. Put the right people in place--people who will enact the
      spirit of your ideas without being automatons. Make your commands clear
      and inspiring, focusing attention on the team, not the leader. Create a
      sense of participation, but do not fall into Groupthink--the irrationality of
      collective decision making. Make yourself look like a paragon of fairness,
      but never relinquish unity of command.

      Delete
    74. https://www.youtube.com/watch?v=aLDHve2sN3U

      Delete
    75. https://www.youtube.com/watch?v=U7AOMJcKXh8

      Delete
    76. It's a really long book. Good luck in reading it all!

      Delete
    77. "Develop your Fingerspitzengefuhl (fingertip feel) ..."
      Fingerspitzengefühl [ˈfɪŋɐˌʃpɪtsənɡəˌfyːl] ⓘ is a German term, literally meaning "finger tips feeling" and meaning intuitive flair or instinct. It describes a great situational awareness, and the ability to respond most appropriately and tactfully. It can also be applied to diplomats, bearers of bad news, or to describe a superior ability to respond to an escalated situation. The term is sometimes used to describe the instinctive play of certain football players.[1]

      Delete
    78. Right then, mr Lewis time to elaborate on the last part!

      Delete
    79. In military terminology, it is used for the stated ability of some military commanders, such as Field-Marshal Erwin Rommel,[3] to describe "the instinctive and immediate response to battle situations",[3] a quality needed to maintain, with great accuracy and attention to detail, an ever-changing operational and tactical situation by maintaining a mental map of the battlefield. The idiom is intended to evoke a military commander who is in such intimate communication with the battlefield that it is as though he has a fingertip on each critical point. In this sense the term is synonymous with the English expression of "keeping one's finger on the pulse", and was expressed in the 18th and 19th centuries as "having a feel for combat".

      Delete
    80. The concept may be compared to ideas about intuition and neural net programming. The same phenomenon, but conceptualized in a radically different way, seems to be described by D.T. Suzuki in swordsmanship teaching stories recounted in his Zen and Japanese Culture, and given in analytical detail in Zen Buddhism and Psychoanalysis.[4]

      Delete
    81. According to Reuth, this period gave Rommel the indelible impression that "Everyone in this Republic was fighting each other", along with the direct experience of people who attempted to convert Germany into a socialist republic on Soviet lines. There are similarities with Hitler's experiences: like Rommel, Hitler had known the solidarity of trench warfare and then had participated in the Reichswehr's suppression of the First and Second Bavarian Soviet Republics. The need for national unity thus became a decisive legacy of the first World War.[37] Brighton noted that while both believed in the Stab-in-the-back myth, Rommel was able to succeed using peaceful methods because he saw the problem as related to economic problems and empty stomachs, rather than to Judeo-Bolshevism – which right-wing soldiers such as Hitler blamed for the chaos in Germany.[39]

      Delete
    82. Reuth, based on Jodl's testimony, reports that Rommel forcefully presented the situation and asked for political solutions from Hitler, who rebuffed that Rommel should leave politics to him.[277] Brighton comments that Rommel seemed devoted, even though he did not have much faith in Hitler anymore considering he kept informing Hitler in person and by letter about his changing beliefs despite facing a military dilemma as well as a personal struggle.[278] Lieb remarks that Rommel's attitude in describing the situation honestly and requiring political solutions was almost without precedent and contrary to the attitude of many other generals.[279][265] Remy comments that Rommel put himself and his family (which he had briefly considered evacuating to France, but refrained from doing so) at risk for the resistance out of a combination of his concern for the fate of Germany, his indignation at atrocities and the influence of people around him.[280]

      Delete
    83. "The term is sometimes used to describe the instinctive play of certain football players"
      Curtis Jones could be a contender!

      Delete
    84. This comment has been removed by the author.

      Delete
    85. Jones is regarded as a tenacious, silky and lively player, and was described as being in his best form in the second half of the 2022–23 season. He is also praised for his football IQ, gymnastics IQ and ability to beat the press and create and finish goal scoring opportunities.[53][54][55]

      Delete
    86. https://www.youtube.com/watch?v=9GbFkcLA7Ug

      Delete
    87. "You can get in contact with him here!"
      I hear it's around $250 for a session, so keep that in mind!

      Delete
    88. Whoops, wrong link sorry!!

      Delete
    89. Didn't know what that Thing was!

      Delete
    90. https://www.youtube.com/watch?v=wGEe1xWmAqk

      Delete
    91. https://www.youtube.com/watch?v=LakwV3P3qII

      Delete
    92. https://youtu.be/BtY-CTnFngM?si=ELZo4JrHsyzcmhVu

      Delete
  15. #1. LOST RECOVERY MASTERSLost Recovery Masters is a renowned B i t c o i n recovery expert with over a decade of experience in the field. They have a background in cybersecurity and have obtained licenses and certifications that have equipped them with the necessary skills to recover lost investments. Their expertise has been recognized by numerous individuals and organizations, with many success stories and testimonials to their name. For instance, they were able to recover $800,000 worth of B i t c o i n for a client who had lost her investment to a fake investment scheme. Their success stories have made many individuals seek their help to recover their lost investments.The Team is able to track the movement of most c r y p t o and assets, If the c r y p t o has been moved, they are able to follow it and recover it.Email: ( Support @ lostrecoverymasters. com)Learn More: ( lostrecoverymasters. com)

    ReplyDelete
  16. https://youtu.be/SdMo9hbt2nI?si=Qo_me0iZTt1sLIMn

    This is how you run mate!

    ReplyDelete
    Replies
    1. https://youtube.com/shorts/37dBCbd7WkU?si=MG6JiUszmz5niwwg

      Delete
    2. Yeh, so I think he reached z higher speed in this race because it was over a longer distance

      Delete
    3. https://unblockedsprinter.com/

      Try it yourself!

      Delete
    4. Taller, yes, much taller, but with a fast frequency too. Very rare, a bit of a freak of nature!

      Delete
    5. https://youtube.com/shorts/hlxIq6Hc_SY?si=XjszdK7bIqYSfDM-

      Delete
    6. Funny thing is, peeps have been saying he could have got a few millisecs less had he not showboated at the end!

      Delete
    7. But if I keep my core and back strong, the scoliosis doesn't really bother me. ~Bolt

      Delete
    8. I always find for a lot of sports you get a lot of really decent people but like there's always that one who is significantly better then the rest. For chess it's Magnus, for sprinting Bolt for pole vaulting Duplantis

      Delete
    9. Usain St. Leo Bolt was born on 21 August 1986 to parents Wellesley Bolt (1957–2025)[15] and Jennifer Bolt[15] in Sherwood Content,[16] a small town in Jamaica. Jennifer named her son Usain at the suggestion of her nephew-in-law, who suggested the name as he had a classmate of that name, while Bolt's middle name, St. Leo, was given to him by his aunt.[17]

      Delete
    10. I'm more of a Lightning Joe person myself!

      Delete
    11. The German was far more skilled than the Japanese. Most of the Japanese that we fought were not skilled men. Not skilled leaders. The German had a professional army... The Japanese.. didn't know how to handle combined arms – the artillery and the support of the infantry – to the same extent we did. They were gallant soldiers, though... They fought very, very hard, but they were not nearly as skillful as the Germans. But the German didn't have the tenacity of the Japanese.[25]

      Delete
    12. Collins was chief of staff of the Hawaiian Department from 1941 to 1942 and served as the Commanding General of the 25th Infantry Division—nicknamed the "Tropic Lightning" Division—on Oahu and in operations against the Japanese on Guadalcanal between 1942 and 1943 and on New Georgia from July to October 1943. He was awarded Distinguished Service Medal for his service with the Hawaiian Department.[17] At the time of his appointment on 6 May 1942 he was the youngest division commander in the United States Army, aged 46. To serve as his assistant division commander, Collins specifically selected Brigadier General John R. Hodge, a decision he never came to regret as Hodge, who later became a full general, proved himself to be up to Collins's high standards.[18][19]

      Delete
  17. That goes for Paralympic runners as well!

    ReplyDelete
  18. A physical disability won't stop those runners!

    ReplyDelete
  19. https://www.youtube.com/watch?v=qB7lxc-2JvM

    ReplyDelete
  20. https://www.youtube.com/watch?v=q8ZZCkz6bpo

    ReplyDelete
    Replies
    1. I really want to try soccer after I retire because I've watched football over the years and I think I could be a good contender. ~Bolt

      Delete
    2. The year 2005 saw Bolt begin working with a new coach, Glen Mills. Mills recognised Bolt's potential and aimed to cease what he considered an unprofessional approach to the sport.[52] Bolt began training with Mills in preparation for the upcoming athletics season, partnering with more seasoned sprinters such as Kim Collins and Dwain Chambers.[54] The year began well, and in July, he knocked more than a third of a second off the 200 m CAC Championship record with a run of 20.03 s,[55] then registered his 200 m season's best at London's Crystal Palace, running in 19.99 s.[9]

      Delete
    3. At the 2002 Commonwealth Games, he won his first major title. After the 100 m race, which Collins won after two other favourites pulled out of the final with injuries, he failed a doping test, testing positive for the beta agonist Salbutamol.[7] However, it was found that the banned substance was part of the asthma medication Collins had been taking for several years, but had neglected to mention to the medical commission. Collins eventually was allowed to keep his title, and got away with a warning.[8]

      Delete
    4. You know that feeling when you are accused of something you didn't do?

      Delete
    5. https://youtu.be/sGZmhOBqfzk?si=fxD_NcaqyDfTgOS4

      Delete
    6. https://youtu.be/n9iFRac_1Rk?si=p7_MA4fTbBh-dePU

      Delete
  21. https://www.youtube.com/watch?v=8eb_cCgCeeU

    ReplyDelete
  22. https://youtu.be/8-9oFxYFODE?si=Vx3Rr4GO0F8cgCFb

    ReplyDelete
  23. https://youtu.be/o7McBVQ9lTI?si=PtfxWGip9HXRKzDt

    ReplyDelete
  24. https://play.google.com/store/apps/details?id=com.Freeride.Freerider_FREE

    Now this is a real game!

    ReplyDelete
  25. "They say it’s hospitality, and that’s just the way it is - it’s a high stress, high pressure environment and it’s not for everyone. But is it really that things are just the way they are? Is it really necessary to be understaffed EVERY SUMMER? To be pushed to the limit every week during a busy period, to work 70-80 hours straight?"
    How is it different to the NHS then?

    ReplyDelete
  26. "It’s not humane, but we put up with it, because we have to. It’s modern day slavery. And what if I told you we are made up primarily of migrants? Cheap, imported labour."
    The Capitalists need to get their life of luxury from somewhere!

    ReplyDelete