Thoughts, week of July 1, 2024. "if I were a shoe, and you found another shoe in the trash..."

 If I could not bear a wrong, would it mean I were not great in spirit?  If I got bogged in the sauce while trying to get at the meatballs, it would mean I were petty perhaps, or even silly, so distracted, brought to a love of the nonsensical, caught up in the game, the experience, and the expectation.  Or if I did indeed bear a wrong, would it mean I were so great is spirit, or had I noticed?  

To what raison d'entre do I owe time and attention, brain power, hdd and intention?

If I didn't believe in God and/or didn't trust God, it would wound the profound idea that mankind can be redeemed by belief, and uplifted in a hope larger than himself.

And of that commonality among us:

If you found a shoe in the trashcan, and I was a shoe too, you would assume that trash shoe was my brother, I expect.

An empty mind cleanses away much filth; the world clean, but the conscience ruined for all time.

Life lessons in negative examples: the proverbial "falling-off the bike a time or two."

Picture it:

September 2005.

A place colloquially known as “Dargan Street”.

A fat young man, say 25 in age, with a 50-cent deep-fried apple pie in his pocket.

As a lion in his own heart and mind, he might tell himself that people should heed each of his mistakes well, for he vows each miscue would never be seen again.  Processed in mind: yes.  Parsed, disassembled, examined, and re-assembled to easily be chucked into the dustbin of eternity after the lesson of each is firmly made clear in his mind.

Learned from.

That’s how one profits from nearly any non-fatal mistake.

However, there are accidents and mistakes that generate tangible discoveries, such as maybe a new type of plastic, or something.

This is William D. “Damn” Kleinsorge, entry-level employee, seemingly without ambition: in many ways, “playing dead” when confronted with opportunities to weaken the positions of his superiors, and “dead in the water” when it came to earning rank of his own merit.

He was looking at the bottom rung of the ladder, having not yet grabbed-on.  And in the bottom of the barrel with him, the threshold corporate, there were various outcasts and failures who had been discarded—outcasts, but nonetheless faceplanted at his exact altitude.

It could wound one’s optimism for his chances for future career advancement, to be surrounded by marred examples, but indeed, of what consequence, career allegories to Kleinsorge: to what art did Kleinsorge aspire?

Some learn by being told what not to do, and at best, all of that negativity and failure, moral duplicity, and avarice could’ve spoken volumes to Kleinsorge, to either emulate or use those examples to mark potential pitfalls ahead in his career path.

Like processing a photo on physical filmstock: working in the negative sample, rather than learning or being in sympathy with the best.  So, an investor could learn from Warren Buffet, or he could parse a litany of bankruptcies to learn the why of each.

Would you rather, say if you were on a path with obstacles and traps, be told where to walk, or would you rather have a map with big red X’s all over it, that shows you what to avoid?

I would say the one that learned in negative is not following a set program, but has a sort of Tao dichromatic ability to progress ahead crafting a path that seems to him fresh and new, while still avoiding the perils.

Such is the case in history, that we are taught about various evils of the past, not to emulate them, but to be the lessons in mind.  What could happen, if…. 

For as is said, he who does not learn the lessons of history is damned to make those mistakes himself.

We learn in negative, such that “this can never happen again.”

five minutes at the end of the day: forgiving if you have "aught" against...

In respect to the "5 minutes at the end of the day", I offer two addenda:

"let not the sun go down on your anger".

In other words, finish your daily business before you hit the door or log-out.

Specifically, this applies to relationship dynamics in the Bible, that if one is angry with someone else, it should be forgiven before the sun sets at the end of the day.  Presenting yet another tough task from the Bible, one that seems often nigh impossible in a world where so many people may seem self-centered, outright. 

"if you have aught against your brother, forgive him"

The secret of forgiveness is twofold.  Firstly, its not easy: we may have to fight every emotion in our person.  It would seem awful, and maybe unethical to forgive many lapses, counter-intuitive.  It involves releasing our claim on the position of the wronged person.  And that leads to the second aspect of forgiveness:

Unforgiveness is a burden.

It's adversarial, and it puts a shadow over a person's heart.  And its easy enough to wallow in self-pity, but we have to get ourselves moving by force of will sometimes; we sometimes have to look our own behavior in its face, and intentionally audit and then alter the worst of our value judgements.  With intentionality.  

Be ye circumspect.

The end of that run is forgiveness, of course, served all around.  We might forgive ourselves for weakness or pettiness, or vengefulness, and then take the yet harder work of forgiving whomever wrong us.

Five minutes at the end of each day: Design, production and measuring results.

An experience without the stamp of dignity, necessarily, cursed or marred as neither expressly sacred nor explicitly profane: a prior experience that, properly proportioned in one’s mind, can profit the reader….

-Planning 2.5 hours.

-Doing 3 hours.

There is an arcane mathematical art called “Process Statistics”, such things as people who tally other people’s time in organization, probably referred to as something more mystical: “productivity auditors” or some such.

Consider the dualism of designing a process and then performing a process: I think my art then was put to misuse and I spent the balance of the time contemplating my actions at the expense of actually performing, which was the entire reason for all of the efforts, either mental or physical.

I shot my mental wad planning the thing, which, to the completist might seem a kind of fun.  Consider that some the planning requires imagination, and some requires metrics or mathematics.

Designing the process.

Executing the process.

But then, we have to lay the whole mess over a barrel and add a third element, at an overhead cost of yet more time and brain power…

Measuring the results.

Do we derive meaning then, after properly defining, not what to do, but what we actually did: looking clinically at one’s own performance of a given task.  Are there lessons there to be learned?

And the lovely fourth part of the process, after all, that I encountered in some very brief training in Data Analytics: its neither Data nor Analytics……

Reporting to the Stakeholder.(Presenting the results to your client).

Consider:

An 120k/yr employee designs the process.

A 55k/yr employee performs the process.

A 85k/yr employee audits the results.

A 250k/yr employee presents the results.

(how comical it seems that the actual performance of the process is given such priority in the cycle, and yet the “biological tool” gets less monetary consideration….)

I encountered some of this arcane art with regards to the General Motors Saginaw Division, which alternately have observed and contributed to both successes and failures. 

But the same could be said of so many entities: me and thee included in that cupcake batter: the yin and yang, statistically random concept of "results".  Beyond defining a goal or working towards the goal, but looking at one's prior actions and notions and seeing what the heck it really amounts to.

My own time log at work takes a minute or two to update after production.  I discovered this by looking at the tally immediately, seconds after work was over.  Give it some more seconds, as servers ping each other, apps handshake each other, and in several minutes, an accurate tally of production is applied to one's user account.

Expending the better part of one’s energy planning what to do later, rather than wisely holding that capacity for the actual doing.  Such as it is, we are not explicitly designers or analysts in life, but instead performers, and if we reap no enjoyment from the production, we have only ourselves to blame.

Indeed, if wanting is often more "mentally erotic" than having, then planning is a kind of empty "mental masturbation."

It’s a fruit we can pick late in the season, that enjoyment of life.  We can take five minutes at the end of the day, for our “smiling to myself” or that inward joy remembering the best of the day, and putting to the rest the other—filing those lessons firmly in mind and making our solemn oaths to ourselves to not forget these lessons we construct for ourselves. 

Let us not be afraid to refresh our own lessons of life and experience at the end of the day.

But be mindful of where to put priority in the process.  Don't "shoot your mental wad" of time and energy belly-rubbing over schedules and future plans, but put the impetus on the real doing of a thing.

Good gifts, reaping, and Isaiah. Have some faith.

 "No temptation is unique to you; God is faithful and will provide a way out, even in the toughest trials (1 Corinthians 10:13). Though you may face various challenges for a little while, your faith, more precious than gold, will rebound to praise and glory at the revelation of Christ (1 Peter 1:7). Just as a good earthly father knows how to give good gifts, your heavenly Father will give the Holy Spirit to those who ask (Luke 11:13). Remember, what you reap is what you sow (Mark 4:24). And just as a talented individual's average performance is still exceptional, so too can your faithfulness, with God's help, lead to extraordinary outcomes. Take heed of these words and may they guide you on your journey."

Fortune and the Ship of Seneca.

 As we traverse our way, we think long and work diligently—allowing leisure for study, and making our diligence at work.  Precious time, plenty enough to think a matter thoroughly, but a focused, efficient haste for our work efforts.

Riding along on this ship, writing these lines in the hope of aiding the generations of the future, I look up from these humble pages and yell to the others, the crew, the passengers: All fortune is probability. The fish and birds do not live by chance. There is our diligence; the other things are but snares to hold us.

..fortune is but probability! And probability is all about business—without taking time to favor friends.

Our design must be having lived, interestingly, for that is all we carry with us, betimes, and all that impresses us deeply.

The ultimate ‘gift of Fortune’ will be to have lived an interesting life, and behind we leave wisdom bits for those who would tread along our chosen path. 

Cola, Pareto principle, and John Grisham…… On doing what you do best, while also evolving and expanding.

In the world of business, companies often grapple with the temptation to diversify and innovate. While taking risks can lead to success, it's equally important to remember the importance of focus and specialization. The story of Sierra Mist, a product launched by PepsiCo, serves as a reminder of the dangers of distraction and the value of maximizing proficiency in one's core business.

Sierra Mist was a bold experiment, a departure from Pepsi's core cola product. While it had its fans and unique qualities, it ultimately failed to gain significant traction in the market. This "side quest" could have potentially distracted Pepsi from its core business, a mistake that could have had far-reaching consequences.

In contrast, companies like Starbucks have thrived by capitalizing on their specialization in coffee. By focusing on their core product and maximizing their proficiency in that area, they've built a loyal customer base and established a strong brand identity.

The phrase "fortune favors the brave" may encourage corporate leaders to take risks, but it's important to remember that this bravery should be balanced with a deep understanding of the company's core strengths and the contributions of its employees. By staying focused on their core business and capitalizing on their specialization, companies can build a strong foundation for success and avoid the pitfalls of over-diversification.

In the end, Sierra Mist serves as a reminder that maximizing proficiency in one's core business is key to long-term success. By staying focused and building on their strengths, companies can create a loyal customer base, establish a strong brand identity, and drive growth and revenue.

Just as companies need to focus on their core business, individuals can benefit from focusing on their core strengths and areas of expertise. In the case of student-athletes, they have already demonstrated a high level of specialization in their sport, which requires dedication, hard work, and a strong support system.

By applying the same principles to their academic pursuits, they can achieve similar success in their field of study. This might involve:

    Identifying their academic strengths and interests

    Setting goals and prioritizing their time and energy

    Seeking out resources and support (e.g., tutors, mentors, study groups)

    Continuously learning and improving their skills and knowledge

    Balancing their athletic and academic responsibilities

By maximizing their proficiency in both their sport and their academic field, student-athletes can achieve remarkable success in multiple areas, setting themselves up for a bright future beyond their athletic career.

This approach can be applied to anyone looking to boost their personal productivity, whether in their career, hobbies, or personal development. By focusing on their strengths, specializing in areas of interest, and continuously improving their skills, individuals can achieve remarkable success and build a strong foundation for long-term growth and fulfillment.

In addition to maximizing proficiency in their core strengths, it's essential to allocate some resources to exploring new areas of interest. This approach allows individuals to:

    Stay curious and open to new opportunities

    Develop new skills and knowledge

    Enhance creativity and problem-solving abilities

    Expand their professional and personal network

    Potentially discover new passions and areas of excellence

By dedicating a portion of their resources (10-25%) to exploration and learning, individuals can strike a balance between maintaining their current expertise and cultivating new growth opportunities. This approach fosters a mindset of continuous learning, adaptability, and resilience, leading to long-term success and personal fulfillment.

John Grisham was a work-a-day legal professional before he became a well-known best-selling author.  In the mornings, he took the train to work, and scrawled his fiction story ideas onto paper by hand while sitting on the long commute.  This was his 20%.

Focus, specialization, and maximizing proficiency in one's core strengths are essential for success, but also allocating some time and resources to explore new areas of interest, learning, and creativity is crucial for personal and professional growth.

This balance between focus and exploration allows individuals to:

    Build a strong foundation in their core strengths

    Stay adaptable and open to new opportunities

    Develop new skills and knowledge

    Enhance creativity and problem-solving abilities

    Achieve success and fulfillment in multiple areas of life

This approach applies to businesses, individuals, and even student-athletes, as we've seen in our examples. By striking a balance between focus and exploration, anyone can set themselves up for long-term success and personal fulfillment.

The concept of focus and exploration can be likened to the 80/20 rule, also known as the Pareto principle. This principle suggests that approximately 80% of results come from 20% of efforts.

In the context of focus and exploration, we could apply a similar framework:

    80% of time and resources dedicated to focusing on core strengths and maximizing proficiency

    20% of time and resources allocated to exploring new areas of interest, learning, and creativity

This 80/20 framework serves as a rough guideline, emphasizing the importance of focus while still allowing for exploration and growth. It's a balanced approach that acknowledges the need for specialization and diversification, leading to sustainable success and personal fulfillment.

Feel free to adjust the ratio to suit your needs, but the idea is to strike a balance between focus and exploration, ensuring you're maximizing your strengths while still allowing for growth and innovation. 

generate, shed bad, maximize the beneficial and keep/maintain perspective

 A good person and a bad person have one thing common among them both: they generate.  We consume and process and then generate thoughts and actions.  We exercise the force of our personality on the face of infinitude.  We do this often without even being aware of what we're doing, or without thinking of future consequences.

However, we can maximize the best and minimize the worst of our thoughts and actions.

We generate(verb), but we are also regenerate(adjective) or regenerated(noun), by the will of God Himself in the natural processes that he imparted unto us.  We have the capacity for good or evil as we choose, but we also have a frontal cortex in our brain, which helps us.  We have the love of God in our hearts as the rudder of the ship of the soul.

We are an expression of His clay.

"What skill is shown then in the reappearance of the original soul?"  -Ralph Waldo Emerson