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Quote by De philosopher DJ Kyos

“Learn to separate your work life from your personal life. That includes your position or titles. Once you use your work position or titles, in your social or personal space. You will lose your social or personal space. It be in your relations. The relationship dies. In your friendship. The friendship dies. In your family. The family bond and love die. It is because you can’t use power, force, pressure, demands, or commands on love. It dies.”

Quote by De philosopher DJ Kyos

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De philosopher DJ Kyos

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“Worse than knowing I needed out, I didn't know what I needed back into. Even when I could feel there was something else beyond the edges of any color in the street or window where no one waited even to just totally ignore me, I couldn't recognize it enough to know how to want it harder. Along each street it was as if I were waiting for some hole to swallow my face. Each moment it didn't made the going into the next step that much less worth doing. This is what life had always felt like. In my mind, expecting the absence of something or someone there before me made the presence in its place feel like the punch line to a routine no one was performing. And where I couldn't find a way to laugh, I became my own stand-in, over and over, like painting white over a window from the inside.”

FictionPost ModernismExperimentalPost Modern000300Blake ButlerThree Hundred Million
Book:Three Hundred Million
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“YouTube: "Jordan Peterson | The Most Terrifying IQ Statistic" JORDAN PETERSON: One of the most terrifying statistics I ever came across was one detailing out the rationale of the United States Armed Forces for not allowing the induct … you can't induct anyone into the Armed Forces into the Armed Forces in the U.S. if they have an IQ of less than 83. Okay, so let's just take that apart for a minute, because it's a horrifying thing. So, the U.S. Armed Forces have been in the forefront of intelligence research since World War I because they were onboard early with the idea that, especially during war time when you are ramping up quickly that you need to sort people effectively and essentially without prejudice so that you can build up the officer corps so you don't lose the damned war, okay. So, there is real motivation to get it right, because it's a life-and-death issue, so they used IQ. They did a lot of the early psychometric work on IQ. Okay, so that's the first thing, they are motivated to find an accurate predictor, so they settled on IQ. The second thing was, the United States Armed Forces is also really motivated to get people into the Armed Forces, peacetime or wartime. Wartime, well, for obvious reasons. Peacetime, because, well, first of all you've got to keep the Armed Forces going and second you can use the Armed Forces during peacetime as a way of taking people out of the underclass and moving them up into the working class or the middle class, right. You can use it as a training mechanism, and so left and right can agree on that, you know. It's a reasonable way of promoting social mobility. So again, the Armed Forces even in peacetime is very motivated to get as many people in as they possibly can. And it's difficult as well. It's not that easy to recruit people, so you don't want to throw people out if you don't have to. So, what's the upshot of all that? Well, after one hundred years, essentially, of careful statistical analysis, the Armed Forces concluded that if you had an IQ of 83 or less there wasn't anything you could possibly be trained to do in the military at any level of the organization that wasn't positively counterproductive. Okay, you think, well, so what, 83, okay. Yeah, one in ten! One in ten! That's one in ten people! And what that really means, as far as I can tell, is if you imagine that the military is approximately as complex as the broader society, which I think is a reasonable proposition, then there is no place in our cognitively complex society for one in ten people. So what are we going to do about that? The answer is, no one knows. You say, "well, shovel money down the hierarchy." It's like, the problem isn't lack of money. I mean sometimes that's the problem, but the problem is rarely absolute poverty. It's rarely that. It is sometimes, but rarely. It's not that easy to move money down the hierarchy. So, first of all, it's not that easy to manage money. So, it's a vicious problem, man. And so... INTERVIEWER: It's hard to train people to become creative, adaptive problem solvers. PETERSON: It's impossible! You can't do it! You can't do it! You can interfere with their cognitive ability, but you can't do that! The training doesn't work. INTERVIEWER: It's not going to work in six months, but it could have worked in six years. PETERSON: No, it doesn't work. Sorry, it doesn't work. The data on that is crystal clear. [note that “one in ten” applies to a breeding group with an average IQ of 100]”

Iq000Intelligence QuotientProject 100Mcnamara S Morons
Author:Jordan B. Peterson
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