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Power, Strategy, and the Workplace

uestion: What would you advise people trying to find or maintain jobs in the recession?

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Robert Greene: Well I’m a big believer in being an entrepreneur. It’s easy for me to say because I work for myself and I am someone who likes that process, but I think most people in the world today understand that working for a company is a very insecure position to be in. You have no control over your destiny and things are changing so quickly in the world where a promising field five years ago doesn’t exist anymore, so it’s very complicated. You’ve got to play a double game. On the one hand you have to be aware of putting food on your table, of making a living in the here and now and you have to be smart about it and you have to choose the right field for you, but on the other hand you have to juggle your longer terms goals, particularly if you’re younger, where you want to be in ten years. I always tell people that it sounds hokey, but I believe it, that everybody was born with a kind of uniqueness. There is never going to be somebody else with the same DNA as you, with the same experiences. There is something that you were meant to do as an individual. You have some kind of creative skill. It can either be creating your own business in some level, creating your own project, being a writer, an artist, whatever, or it can even be working within a company itself because some people like that security, but from within that company you’re creating something. You’re doing something from within that makes you excited that fills you with passion because we all know when you’re doing something that you like everything changes. You have an energy that you don’t have and so you’ve got to juggle these two things. If you’re consumed only with the big dream you’re going to die because you won’t be able to feed yourself or you’re going to be losing your job, so you’ll just be sitting in your room dreaming, but if you’re only thinking of that job now and holding onto these crap jobs that keep you just above of the water you’re going to be unhappy. In 15 years you’re going to be burnt out, washed out. Life goes by very fast, so you have to think of the two things at the same time. If you’re in a job that’s not exactly what you want in life you can mix the two together. You can try finding things that you can do from within there where you’re learning about that business, taking on more responsibility, taking on a project that nobody else wanted to handle and then learning some self reliance, learning some skills as an executive or as an entrepreneur from within that company and getting more responsibility so it’s not a drudge work. The worst thing in life that you can have is a job that you hate, that you have no energy in that you’re not creative with and you’re not thinking of the future. To me might as well be dead. I’m sorry to say that. So even if you’re forced now to get a job at a Starbucks or whatever there is something within Starbucks I hate to say that you can learn about that business, get a sense, always be observing and learning and not allowing I call it in The 50th Law I call it dead time or alive time. If you’re just letting the time pass at your job it’s just dead time and you’ll never get it back. If at that job you’re learning and you’re observing and you’re seeing about people and connections and how the business is run it’s suddenly alive time and it’s all up to you and how you approach it.

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Question: How can employees negotiate the power dynamic of asking for a raise?

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Robert Greene: Well you know we can talk for several hours about all of these things here, but it’s all about timing and the amount of importance you put on things. If you’re in your early twenties don’t think of… don’t put so much importance on the money, on the raise. You know getting an extra thousand dollars a year, if it’s that important, okay, I don’t want to deny that for you, but the real thing is the responsibility and the power and the experience that you’re learning, the larger picture that I was talking about. When you want to ask for a raise you don’t want to be seen as someone who is asking for it for the wrong reason. It has to be necessary. It has to be right. You have to have proven that you are essential to this place, that they can’t get rid of you, that they need you, that you’re necessary and you have to have a track record and then it’s logical and it fits and then you can ask for it and it makes sense. You don’t have to wait three years. You could go a little bit early. I’m all for boldness in that area, but the worst thing is to sit there and whine and complain and obsess about money as if that were the only sign of your worth. If people are giving you positions of responsibility, that’s worth $5,000 that you may not be getting right away because you’re learning something, and if you’re able to stop being so impatient because people… We’re impatient creatures by nature, but my God, people now don’t have the patience for like three months to go by, you know. Just calm yourself down and say the best the thing you can do in a workplace is to impress your boss and show him or her that they need you, that you’ve created… You know in The 48 Laws of Power I have a chapter about learn to keep people dependent on you, a very important chapter because the idea is people will get rid of you the moment they don’t need you. You create this thing where they need you. You have a skill that no one else can. You’ve impressed them. You’ve got a track record. Then go for that raise and get as much as you can, but be patient and be willing to let that build through a process.

Recorded on December 14, 2009
Interviewed by Austin Allen

Even during the recession, employees don't have to be at the mercy of managers.

Does conscious AI deserve rights?

If machines develop consciousness, or if we manage to give it to them, the human-robot dynamic will forever be different.

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  • Does AI—and, more specifically, conscious AI—deserve moral rights? In this thought exploration, evolutionary biologist Richard Dawkins, ethics and tech professor Joanna Bryson, philosopher and cognitive scientist Susan Schneider, physicist Max Tegmark, philosopher Peter Singer, and bioethicist Glenn Cohen all weigh in on the question of AI rights.
  • Given the grave tragedy of slavery throughout human history, philosophers and technologists must answer this question ahead of technological development to avoid humanity creating a slave class of conscious beings.
  • One potential safeguard against that? Regulation. Once we define the context in which AI requires rights, the simplest solution may be to not build that thing.

A new hydrogel might be strong enough for knee replacements

Duke University researchers might have solved a half-century old problem.

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Technology & Innovation
  • Duke University researchers created a hydrogel that appears to be as strong and flexible as human cartilage.
  • The blend of three polymers provides enough flexibility and durability to mimic the knee.
  • The next step is to test this hydrogel in sheep; human use can take at least three years.
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Hints of the 4th dimension have been detected by physicists

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Predicting PTSD symptoms becomes possible with a new test

An algorithm may allow doctors to assess PTSD candidates for early intervention after traumatic ER visits.

Image source: camillo jimenez/Unsplash
Technology & Innovation
  • 10-15% of people visiting emergency rooms eventually develop symptoms of long-lasting PTSD.
  • Early treatment is available but there's been no way to tell who needs it.
  • Using clinical data already being collected, machine learning can identify who's at risk.

The psychological scars a traumatic experience can leave behind may have a more profound effect on a person than the original traumatic experience. Long after an acute emergency is resolved, victims of post-traumatic stress disorder (PTSD) continue to suffer its consequences.

In the U.S. some 30 million patients are annually treated in emergency departments (EDs) for a range of traumatic injuries. Add to that urgent admissions to the ED with the onset of COVID-19 symptoms. Health experts predict that some 10 percent to 15 percent of these people will develop long-lasting PTSD within a year of the initial incident. While there are interventions that can help individuals avoid PTSD, there's been no reliable way to identify those most likely to need it.

That may now have changed. A multi-disciplinary team of researchers has developed a method for predicting who is most likely to develop PTSD after a traumatic emergency-room experience. Their study is published in the journal Nature Medicine.

70 data points and machine learning

nurse wrapping patient's arm

Image source: Creators Collective/Unsplash

Study lead author Katharina Schultebraucks of Columbia University's Department Vagelos College of Physicians and Surgeons says:

"For many trauma patients, the ED visit is often their sole contact with the health care system. The time immediately after a traumatic injury is a critical window for identifying people at risk for PTSD and arranging appropriate follow-up treatment. The earlier we can treat those at risk, the better the likely outcomes."

The new PTSD test uses machine learning and 70 clinical data points plus a clinical stress-level assessment to develop a PTSD score for an individual that identifies their risk of acquiring the condition.

Among the 70 data points are stress hormone levels, inflammatory signals, high blood pressure, and an anxiety-level assessment. Says Schultebraucks, "We selected measures that are routinely collected in the ED and logged in the electronic medical record, plus answers to a few short questions about the psychological stress response. The idea was to create a tool that would be universally available and would add little burden to ED personnel."

Researchers used data from adult trauma survivors in Atlanta, Georgia (377 individuals) and New York City (221 individuals) to test their system.

Of this cohort, 90 percent of those predicted to be at high risk developed long-lasting PTSD symptoms within a year of the initial traumatic event — just 5 percent of people who never developed PTSD symptoms had been erroneously identified as being at risk.

On the other side of the coin, 29 percent of individuals were 'false negatives," tagged by the algorithm as not being at risk of PTSD, but then developing symptoms.

Going forward

person leaning their head on another's shoulder

Image source: Külli Kittus/Unsplash

Schultebraucks looks forward to more testing as the researchers continue to refine their algorithm and to instill confidence in the approach among ED clinicians: "Because previous models for predicting PTSD risk have not been validated in independent samples like our model, they haven't been adopted in clinical practice." She expects that, "Testing and validation of our model in larger samples will be necessary for the algorithm to be ready-to-use in the general population."

"Currently only 7% of level-1 trauma centers routinely screen for PTSD," notes Schultebraucks. "We hope that the algorithm will provide ED clinicians with a rapid, automatic readout that they could use for discharge planning and the prevention of PTSD." She envisions the algorithm being implemented in the future as a feature of electronic medical records.

The researchers also plan to test their algorithm at predicting PTSD in people whose traumatic experiences come in the form of health events such as heart attacks and strokes, as opposed to visits to the emergency department.

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