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Educating the public which is my only job as unemployed autist, threads constitute the greatest
tool known to man for facilitating information transfer about the most bland and outdated topics.
I post at least 20 threads, depending on how severe my autism is. I take pride in that my content dominates the slowest boards on 4chan. Its like i'm driving the progress of humanity with my copypasted content. As i stare into my stained foggy monitor, munching on chips and yesterday pizza, i understand that with with this great power comes great responsibility and this post is essentially my duty to humanity.
 

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[generic guide for complete retards about thread subject]

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[Excerpts from wikipedia]

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[Outdated excerpts from pop science journals]

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[copypasta from content farm]

Just thought there ought to be a thread about Metaphysics going in world4ch.

Although it's uncertain science, Metaphysics tend to be great entertainment, as it's main principle is the factor of non-provability. Neither part can prove the other wrong, as there are no evidence present at any time.

What was the recipe? isn't that so hard to get a list of all materials he had and recreate it?
We have computer simulations which can determine this very fast.
http://en.wikipedia.org/wiki/Starlite

http://theanarchistlibrary.org/library/Ted_Kaczynski__Letter_to_a_Turkish_anarchist.html

Why are you using your time proving theorems and shitposting on /sci/?

When does it comes? Are we preventing it because of global warming or it will come anyway?

Why am I so much smarter than everyone else?

Say there's been a crime and the only clue is an unknown substance so they send it to forensics to be examined. What techniques do they use to identify it?

NMR, Mass spectrometry ?

Or lots of different techniques.

Use your imagination

IMAGINATION is a gift we all possess from infancy. Powerful and pervasive, it influences every action of the human mind:

• It changes how we remember the past. Two eyewitnesses to the same event will recall it differently because their perceptions were different and what they imagined happened colours their memory of what actually happened.

• It changes how we act in the present. Everything we experience is perceived through our unique "world view". This is why one traveller's tale of lost luggage could be a tale of woe while another having a similar experience could entertain family and friends with a comedy of errors.

• It affect how we view the future. While some of us imagine a future full of good things, others have trouble stopping themselves from focusing on everything that could go wrong.

   The imagination that we come into the world with is that which allows some people to visualise a cardboard packing case as a castle or spaceship.

   However, it is also that which causes some to imagine monsters under their beds.

   The problem is, as we mature, we tend to lose the first part - the positive part - and emphasize the second - that which imagines the most negative possible outcome.

   Then, we rationalise these thoughts until they become our reality.

Don't limit yourself

Research has shown how easily our rational thoughts and imaginative thoughts cross over each other, resulting in what scientists call "counterfactual alternatives to reality".

   Prof Ruth Byrne - professor of cognitive science in the Institute of Neuroscience & School of Psychology, Trinity College Dublin - has shown that imaginative thoughts are guided by the same principles as rational thoughts.

   When this happens, we are limiting ourselves in so many ways.

   Sales people often fall into this trap by imagining rejection, so they put off asking for the order - even when the client is ready to say "yes".

   Employees imagine their manager's look of disapproval if they seek promotion: whereas their manager is looking for just such a show of ambition from them.

   It even applies in the area of romance.

   Recently, two friends of mine became engaged - finally.

   Their relationship had its fifth anniversary recently, and some of us thought that he would never ask her.

   She was keen to get married but started to have some doubts about their future because he had never spoken about marriage.

   He, on the other hand, resisted all the urgings from his friends because he was convinced that she would say no.

Imagine yourself there

My former colleague Terrance and I started as account managers on the same day in my first job.

   It was my first day at the company as I had been selected as part of a graduate recruitment programme.

   On the other hand, Terrance had been promoted internally. Previously working in dispatch, this was his first day "upstairs".

   Now, despite the title, "account manager" was a lowly, desk-bound support role to the "relationship managers", who were the high flyers with the company vehicle and the expense accounts.

   I had taken a lot of trouble to dress at the same level as my fellow account managers. I had checked this out carefully at my selection interview, and I thought I got it right with everyone - expect Terrance.

   I was almost relieved when he was teased about being "over-dressed" or trying to dress like a relationship manager.

   Terrance was quite open about his motive. He said: "I want to be a relationship manager, so I thought I might as well start dressing like one."

   Nine months later, an opening for a relationship manager appeared and - even though Terrance was the least experienced account manager - it was offered to him.

   He imagined himself there, he started acting like he was there, management saw him there - it's a logical progression.

Influence your staff's imagination

Imagination is now recognised as a powerful (positive or negative) influencer of staff perceptions and attitudes.

   Because of this, leaders are challenged with trying to influence their staff's imagination:

• In how they see their current role - and what they imagine is possible within that; and

• In how they imagine their future in a positive way.

   Often, this relies on the leader's ability to frame the current or future situation in a way that will positively influence the way that they imagine it.

   Leaders who want to maximise staff engagement and commitment are now seeking out ways to improve their ability to influence their imagination.

Hai guys, what do you think about NASA and government based space programs? Do you think the government should spend tax money on exploring space? Do you think the side effect of inventing cool tech justifies spending money so people can see pretty pictures of stars? Anyway, give your opinion of NASA okay.

Connecting all the dots


Effective leaders are communication champions who unite people across boundaries

EFFECTIVE communication is an essential element of leadership.

   Leaders are communication champions who inspire and unite people around a common sense of purpose and identity.

   They lead strategic conversations that get people talking across boundaries about the vision, key strategic themes and the values that can help the group or organisation achieve desired outcomes.

   Leader communication is purpose-directed, and an important element is persuading others to act in ways that achieve goals and accomplish vision.

   Four steps for practising the art of persuasion are to:

• Establish credibility;

• Build goals on common ground;

• Make your position compelling; and

• Connect with others on an emotional level.

   Leaders use communicate through stories and metaphors and reply on informal as well as formal communication.

   Electronic channels can be very advantageous if used appropriately, but their use increases the potential for communication errors, and these channels are not very effective for complex or sensitive messages.

Leading strategic conversations

Leadership means communicating with others so that they are influenced and motivated to perform actions that further common goals and achieve desired outcomes.

   Strategic conversation is communication that takes place across boundaries and hierarchical levels about the group's or organisation's vision, critical strategic themes and values.

   Leaders facilitate strategic conversations by:

• Actively listening to others to understand their attitudes and values, needs, personal goals and desires;

• Setting the agenda for conversation by underscoring the key strategic themes linked to organisational success; and

• Selecting the right communication channels and facilitating dialogue.

   Four key components necessary for strategic conversations are:


1. Open communication

Open communication means sharing information throughout the company, especially across functional and hierarchical levels.

   This runs counter to the traditional flow of selective information downwards from supervisors to subordinates.

   People need a clear direction and an understanding of how they can contribute.

   Open communication is essential for building trust.

   It paves the way for more opportunities to communicate with followers, thus enabling the organisation to gain the benefits of all employees' minds.


2. Active listening

Listening well is an essential component of good leadership.

   A leader can become a more effective listener by learning the skills of active listening. Working relationships become more solid based on trust, respect and honesty.

   Active listening is not an optional component of leadership. It is not a nicety to be used to make others feel good.

   It is, in fact, a critical component of the tasks facing today's leaders.

   It is through listening and discernment, both with followers and customers, that leaders identify strategic issues and build productive relationships that help the organisation succeed.


3. Discernment

   One of the most rewarding kinds of listening involves discernment.

   Discernment involves detecting the unarticulated messages and undercurrents hidden below the surface of spoken interaction, complaints, behaviour and actions.

   A discerning leader pays attention to patterns and relationships underlying the organisation and those it serves.


4. Dialogue

   Dialogue occurs when active listening and attention to unspoken undercurrents spread throughout the organisation.

   Dialogue is active sharing and listening in which people explore common ground and grow to understand one another and share a world view.

   A dialogue requires that participants suspend their attachments to a particular point of view so that a deeper level of listening, synthesis and meaning can emerge.


A leader's primary tool

As a change leader, communication is the primary and most important tool.

   There is no substitute for good judgment, and change leaders need to be reflective and thoughtful about the ways they communicate.

   There is no substitute for active listening and receiving feedback from staff and colleagues about how the leader communicates.

   A leader may make communication mistakes, but the mark of an effective change leader is that these mistakes are quickly identified through feedback and discussion, and corrective action is taken.