adults, unlike children, rarely cry in public. They wait until they’re in the privacy of their homes—when they are alone or, at most, in the company of one other adult. On the face of it, the “crying-as-communication” hypothesis does not fully hold up, and it certainly doesn’t explain why we cry when we’re alone, or in an airplane surrounded by strangers we have no connection to…
In the same 2000 study, Vingerhoet’s team also discovered that, in adults, crying is most likely to follow a few specific antecedents. When asked to choose from a wide range of reasons for recent spells of crying, participants in the study chose “separation” or “rejection” far more often than other options, which included things like “pain and injury” and “criticism.”
yes trees opening up like a scream yes the wolves moving their bodies before their own shadows yes claws falling in love with the air yes smoke always moving in the direction opposite of our bodies yes down yes a tearing in the ground yes a dream of a throne of birds yes throwing our bones upward saying yes that is my shape yes that is my dream yes stepping out of the fire with a mouth full of snow yes angels building houses in the screams yes a goodness yes oh my god yes my spine yes i think my spine is more of a spine and less of a shiver yes less of a fire more of a flowering yes less of a knife more of a knife yes raising a body like a sharp deliberate thing yes towards the sky yes delighting in whatever falls from it like a rain yes like a fire yes like a frost yes whatever falls it will not be me yes it will not be the trees yes it will not be the fur yes it will not be you yes i am more of an opening more of a deliberate thing
[F]or leaders, it’s important that people know you are consistent and fair in how you think about making decisions and that there’s an element of predictability. If a leader is consistent, people on their teams experience tremendous freedom, because then they know that within certain parameters, they can do whatever they want. If your manager is all over the place, you’re never going to know what you can do, and you’re going to experience it as very restrictive.
[Employees should be saying that] the manager treats me with respect, the manager gives me clear goals, the manager shares information, the manager treats the entire team fairly.
- solid — the category
FinSet, a sack of wheat , a bag of marbles; atoms; axiom of choice; individuation. The urelemente or wheat-kernels are interchangeable although they’re technically distinct. Yet I can pick out just one and it has a mass.
- liquid — continuity; probability mass; Lewis’ gunky line; Geoff Hellman; the pre-modern, “continuous” idea of water; Urs Schreiber; Yoshihiro Maruyama; John L Bell
- gas — Lebesgue measure theory; sizing Wiener processes or other things in other “smooth” categories; here I mean again the pre-atomic vision of gas: in some sense it has constant mass, but it might be so de-pressurised that there’s not much in some sub-chamber, and the mass might even be so dispersed not only can you not pick out atoms and expect them to have a size (so each point of probability density has “zero” chance of happening), but you might need a “significant pocket” of gas before you get the volume—and unlike liquid, the gas’ volume might confuse you without some “pressure”-like concept “squeezing” the stuff to constrain the notion of volume.
Every year, wealthy countries spend billions of dollars to help the world’s poor, paying for cows, goats, seeds, beans, textbooks, business training, microloans, and much more…. Much of this aid … works. But [such aid is] expensive….
Part of [the expense] is due to overhead, but overhead [gets too much] attention…. [Worse] is the [cost] of procuring and giving away goats, textbooks, sacks of beans, and the like.
…the nonprofit Bandhan spends $331 to get $166 worth of local livestock and other assets to the [recipients]