This was really good and answered a lot of questions I've had for a long time in the first part.
Then it became narcissistic, talking about how people don't care unless it can be bent and broken into being about them. We're talking enabling and humoring the types who see their country literally being sold to the Russia and China even this book knows are not at all qualified due to underdevelopment to have anything to do with more modern, non-corrupt systems out of sheer petulant rage, and do nothing drooling at the leader with a face devoid of all intelligence wondering why he or she doesn't "make it about them" and make them "feel the love" in an emergency. I really mean it when I say a people like that are not a people, they are a glamorized tumor of narcissism. We're not enabling parasitism. We're not enabling narcissism. I started hating it around "Welcome in Stay in Step" not only for the tasteless military line, but the joke that there was no further backstory to the $250,000 donation. Reminds me of the SNC affair, just a "random construction company" getting the contract. Either this author is really stupid, really naive, or really trying to sell us that after about twenty minutes someone with a disabled husband who can't even afford to come into the city anymore somehow finds the time and energy to found a new company and the person just turns around immediately upon hearing this and donates $250,000. Try to gaslight a little harder there, that didn't pass with a lot of us, especially those of us with experience in the field. In the same way a "Clinton" gets a "million dollar donation" for a speech. Just a joke. Don't even try to make that pass again as congruent with norms of anti-corruption. I know that this has been an ongoing nightmare of pure parasitism and sociopathy for several people, it's not just me.
After that it was just petulant and cringey and I lost interest.
Up to that point it had some good quotes and answered a few good questions;
“They were in a constant churn of disengagement. They lacked a sense of purpose in themselves and in their community. Years of conflict had robbed them of their why.”
“Villagers were in a constant state of disconnection. They didn’t trust each other. They didn’t trust their government. And they sure as hell didn’t trust us. But it was their trust that us Green Berets needed more than anything.”
“Veterans often have a difficult time when they return home from war, and I was no different. I was floored by what I found after my time in the Army ended in 2013. Why were people so angry? Why were neighbors yelling at each other over small disputes? Why were Americans treating other Americans like they were mortal enemies? What was going on?”
“What I soon realized was that, like Afghanistan, our own country, communities and businesses were also at a low-trust high-stakes inflection point. As I looked around, I began to recognize the real enemy. Just like in Sarawa and many other Afghan villages, people everywhere were (and still very much are) grappling with this enemy. What is it? An insidious, resourceful, and unstoppable beast I call the Churn.”
“The Churn is volatile. If you charted it, it would look like an EKG.
The Churn is divisive. It creates in-groups and out-groups that don’t talk to each other but rather past each other.
The Churn is fear-inducing. When we are afraid, we focus more on surviving than thriving.
The Churn breeds uncertainty. As soon as we feel as though we have a handle on a problem, something new and unexpected appears, leaving us feeling unprepared and constantly off-balance.
The Churn is complex. It presents us with wicked problems whose solutions are nonlinear and require framing by diverse groups that are often at odds.
The Churn is crowded. When you’re in it, it’s harder to both listen and be heard.
The Churn is ambiguous. When you’re in the Churn, it’s nearly impossible to see the full picture.
The Churn erodes confidence. Not just in each other, but in institutions, business, nonprofits, families. It even erodes confidence in ourselves.
The Churn loathes nuance. It’s not interested in detailed arguments. It wants bluntness and self-righteousness.
The Churn doesn’t care for facts. It prefers opinions fueled by fear or anger.
The Churn loves interruptions. It lives off pulling you one way and then the next, often multiple times per minute.
The Churn thrives online. All of the Churn’s challenges are exacerbated when encountered in the digital worlds in which we spend more and more time.
The Churn is relentless. It never stops, even when you get out of it. And it’s not going to stop, either. It is impossible to kill.
These are not reasons to despair. The Churn wants you to despair.
Do not let it.”
“Most social scientists agree that successful liberal democracies rely on three basic ingredients:
Trust in our institutions;
Trust in each other;
Myths that bind us together.
How do you think we’re doing?
Yeah, not great.
Poll after poll shows that a majority of Americans have lost trust in our politicians, our government, our media, even our military. According to one study, 75 percent of Americans have lost trust in the federal government and 68 percent have lost trust in one another. Think about how these trends show up during elections, in your office, at Little League games, at a family reunion.
Alternatively, think about how they show up in your mind.”
“And now, right now, to this chaos we are adding artificial intelligence. Very soon, AI-generated disinformation will flow at an unprecedented rate, further misguiding our perceptions and leveraging our division. How will we know what’s real in this environment? If you think agreeing on facts is difficult now, just you wait. Introduce nefarious bad actors like Russia, China, and ISIS, and we’ll have an arms race seeking to deploy AI for all the wrong reasons.”
Literally confirms that working with Russia and China is a nightmare of gross incompetence.
“Unless you’re in law enforcement or the military, I’m not suggesting you make use of physical coercion during your daily life, but rather that we keep handy a type of surgical, unbending resolve that is sometimes necessary when faced with conflict. This is a baseline capacity all leaders should possess, but one with which we should lead only when necessary.”
“Sit around a fire and tell a story. Go camping. Meditate by the water. Go for a hike. If you hate hiking and you have no intention of ever sleeping in a tent, don’t worry. Sit on a beach. But a canoe and use it. Lie on your roof and count stars. Buy a telescope and set it on a hill. Take an outdoor yoga class. Sit still and draw the flowers in your yard. Pull weeds in your garden. Make a birdhouse and hang it. Dig a hole. Watch some birds. Pick berries. Sit by a stream. Geta metal detector and take it out to the cornfield. Use the park. Walk every block in your neighborhood. Adopt a dog and take it for walks. Climb a rock wall. Go fishing, go hunting. Grow beans and bring them inside for canning. Lace up your sneakers and go for a run. Feed the hummingbirds and watch them eat. Ride a horse. You get the idea. Treat these endeavors with care. They are sacred. The time they take and the spaces they inhabit are also sacred. What I mean is that there is a spiritual component to getting outside. The natural world has the power to shatter our fear-based, trance state and restore our sense of meaning and our connections, not just between ourselves and our environment, but between one another. We must give these actions the intentional respect they deserve.”
“The prescription here is simple: When you are feeling stuck, move. The more stuck you are, the darker your grief or anxiety, the more you need to move. The left hemisphere will resist and try to convince you to just stew on it or look for a logical solution. That’s bullshit. Move. Lift weights. Hit the heavy bag. Go for a walk. Even meditation involves the dynamic movement of the diaphragm.”
“When the emotional brain takes over, it locks our attention on what has aroused us, to the increasing exclusion of other information from the environment. This focus means we are seeing reality from only one particular perspective because in this type of trance the higher cortex is less engaged in reality checking. You can see this clearly when someone gets angry, and you cannot reason with them. In anger, a person is totally focused on their own point of view and will appear stupid.” - Ivan Tyrell, the Human Givens
“Unfortunately, the Churn has created a sustained, elevated state of fear that our nervous system is simply not accustomed to dealing with. High levels of stress are the result. And when we’re stressed in this way, we don’t treat each other as well. We find it harder and harder to be “together with” our “suffering”. We have a hell of a time being sympathetic.”
“If you want to meet your goals, you must keep your cool, and manage emotional temperature always.”
“As I hinted a few lines up, acceptance and recovery take practice. Our modern Churn isn’t helping, nor does it want to help. Pushing down emotions in the context of our modern existence also creates a kind of machine-imitation feedback loop: the more we push down our emotions, the more mechanistic we become, causing us to push down our emotions even more. Rinse and repeat. The process is killing our kids, our veterans, our first responders. It’s killing you and me. Over the last five years, I’ve lost nine friends to suicide. These were high-performing individuals who pushed their hurt and anger down–deeper and deeper and deeper–until they couldn’t reach them anymore or even name them to tell you what it was they were feeling. The only way they could relieve the agonizing pressure was through self-harm.”
“Bottom line No matter how tough you are, give emotions their due. Accept them. Share them in an authentic way. It makes your relatable. But then, recover from their effects. And then, be intentional in helping others manage their emotional temperature. Otherwise, like lava from a simmering volcano, our emotions will erupt into inappropriate responses of shadow tribalism to modern problems. Take the advice of my friend Bo, who encouraged me to put my feelings up on the stage.”
“Transactional relationships will be the first thing to fall away when life gets truly difficult. Take a hard look at your relationships. All of them. Business relationships, friendships, familial relationships. Taking the time to build trust and social capital when risk is low is how we will navigate the next crisis, whatever it happens to be.”
“The takeaway: Humans are social creatures. Gratitude never goes out of style. Neither does hospitality.”
“The next time you introduce someone to an individual or a group, try this;
Meet with the new person ahead of time. Take a few minutes to ask thoughtful, open-ended questions. ‘How did you get into this nonprofit effort?’ ‘What is the toughest challenge you’ve overcome that you’d like the audience to know about?’ ‘What’s the most profound thing you learned about yourself when your business got hit by the pandemic?’ Then just listen as they tell their story. You won’t even have to take notes. If it’s a story, you’ll remember. We’re hardwired for this.”
“When it comes to introductions, amateurs get right to the bottom light. Professionals connect first, and then they move on.”
Introduction story: use people’s stories to introduce them
Recognition story: Thoughtful open-ended questions can tell the story of the person you are recognizing in the presence of others.
Vision story: share your vision story and point out who might share it.
“Said differently, if you want a beautiful answer, ask a beautiful question.”