Somewhere in the province of Noord ('North') Holland, The Netherlands, today. Awareness; 'reading' and processing incoming data, navigation, training [ Limberness; the road in between weak- and stiffness ]

Not exalting the gifted prevents quarrelling.
Not collecting treasures prevents stealing.
Not seeing desirable things prevents confusion of the heart.

The wise therefore rule by emptying hearts and stuffing bellies,
By weakening ambitions and strengthening bones.
If people lack knowledge and desire,
Then it is best not to interfere.
If nothing is done, then all will be well.

Lao Tsu in 'Tao Te Ching', translated by Gia-fu Feng and Jane English. Originaly published by Knopf, New York, 1972

The sixth "C"

Today, Santpoort-Noord. Cheating ["The sixth "C"]

“Apply the 80/20 principle.[...] Being deployed into the field is a big challenge to eating a perfect meal. Even in our busy lives when not “deployed” [...] shit happens. Even being home for the holidays is a minefield for Paleo-style fueling. [S]tick to Paleo when you can, striving for 80% of the [time]. Don’t sweat the remaining 20%. With the 80-20 principle, the 20%—MRE’s and Snicker’s bars included—is not going to overturn the Paleo fat-burning metabolic diesel engine you’ve worked hard to create."

Mark Divine on Sealfit blog: Fueling for high performance: modifications on the Paleo diet, published August 29, 2015 on the SealFit website

"Most professionals instinctively know the right way to film the subject -- but seem to be unable to explain just how they did it. […] Many cameraman -- particularly those shooting non-theatrical pictures -- become so involved in the technical aspects of movie making that they tend to forget that the primary purpose of a motion picture is to tell an interesting story! [...] The aims of this book are to make the reader aware of the many factors involved in telling a story with film, and to show how theatrical filming techniques can be successfully applied to non-theatrical pictures. […] It is important […] that the ambitious movie makers first learn the rules before breaking them. […] Experiment; be bold; shoot in an unorthodox fashion! But, first learn the correct way, don't simply do it a "new way" -- which, very likely, was new thirty years ago! -- because of a lack of knowledge of proper filming techniques. Learn to know your audience. Place yourself in the viewer's position. Be truly objective. […] Try […] use it [a new method or idea, or] discard it! […] The serious student should […] consider a sixth "C" -- cheating -- which can not be learned from this or any other book! […] Only experience will teach the cameraman and film editor when and how to cheat. The secret of effective cheating is in knowing how to make changes without the audience being aware of that. The only crime in cheating is in getting caught! […] The beginner may be either afraid to cheat, or he may cheat too much. […] This volume is not intended to be a means to and end -- but a beginning!"

Joseph V. Mascelli in the prologue to 'The Five C's of Cinematography; motion picture filming techniques', first published in 1965 by Silman-James Press, USA

"Scratching through the garbage, at the end of time"

Haarlem, today.  A positive (open, balanced, healthy, alert, empty, beginner's) mental attitude, setting achievable goals, deep breathing and pre-visualizing 'success'; this we practice trough training, over and over and over [ jumping in, crawling, stumbling, walking, running, climbing, smiling ]

"Nobody saw

The holy concubine

Scratching through the garbage

At the end of time"

"End of Time" , track 4 on Motörhead's twenty-first studio album 'Aftershock' . Released 18 October 2013, produced by Cameron Webb 

Capitalise on our own reinvention™

Isnello, Sicily, a few days ago. Physical training is mental training: the mind is but an organ to experience experience [Why let bad stuff in trough 'TV' and poisonous food?]

"Recent research has shown that our moods are far more strongly influenced by the people around us than we might think. All of us, as part of the Palaeolithic heritage (where we needed to be on the lookout for predators at all times), have a tendency to converge emotionally. We all seem to be programmed to be receptive to other people's emotions. And all have a tendency to recognize and feel emotions that are similar to our own. [T]the urge to mirror others is hardwired into our brain trough a neural feedback mechanism […] because cooperation leads to more food, better health, and economic growth for a community. [W]e automatically mimic and synchronise facial expressions, vocalisations, postures, body language and other behaviors with those of other people. We also experience the emotions associated with the particular behaviour we are mimicking. [T]he moods of friends of friends, and of friends of friends (people three degrees of separation away from us whom we have never met) can influence us trough our social network like a virus. A diverse range of phenomena are transmitted trough networks of friends in ways that are not enterily understood: happiness and depression, obesity, drinking and smoking habits, ill health, the inclination to turn out and vote in elections, a taste for certain music or food, a preference for online privacy, even the tendency to attempt or think about suicide. [T]hese feelings ripple trough networks like pebbles thrown into a pond. […] In a team situation, it is often the mood of the leader that sets the tone. If the leader is upbeat, the mood of the other team members will rise. But is if he or she is down, everyone is down. And these changes in mood can occur very rapidly. […]
A shift in attitude and behaviour culminates in the redefinition, and even reinvention, of our self. […] However, even when there are clear signs that change is required within an organisation, it is often resisted because people know it will involve moving into the unknown. Some of these resistances can be unconscious, and can even contribute to self-defeating acts of sabotage. For any organisation to change, the degree of dissatisfaction has to be greater than the degree of resistance. […] Nelson Mandela said, "Education is the most powerful weapon which you can use to change the world," but it can take time to educate people about the benefits of the change process. The company may have been drifting -- with many employees feeling like helpless bystanders, watching the situation -- and now is the time to give them "voice", to make them feel that they can be involved in making a difference. [Here] is a good example of learning and unlearning, of rules and norms that have become institutionalised, to the extend that the team members can no longer trace their origins [ , ]

Once upon a time there were six monkeys living in a cage. One day they awoke to find a ladder had been positioned right in the middle of the cage and from the top of it a bunch of bananas dangled invitingly from a rope. One of the monkeys immediately climbed the ladder, but as soon as it reached the bananas, ice-cold water was prayed down on all the other monkeys. This happened every time a monkey climbed the ladder and tried to grab the bananas. Very soon each monkey was on the lookout for one of its companions to climb the ladder. Whenever one of them tried, the other monkeys would stop it. As time went by, the monkeys simply learnt to ignore the bananas. Nothing would tempt them to try to get them, even after the bunch was lowered and within easy reach. The monkeys stayed well away: the last thing they wanted was another freezing shower.
Then one day a new monkey arrived in the cage. When he saw the bananas and tried to scale the ladder, all of the other monkeys attacked him and trashed him severely. The new monkey quickly discovered that the bananas were taboo. As time went by more monkeys from elsewhere found themselves in the cage. Each in turn learned their lesson: stay away from the bananas. When they tried to climb the ladder, the others (including the newcomers) would attack them. Typically, it was the most recent victims that punished the new transgressor most.
In fact, the monkeys were so busy punishing each other that they failed to notice that despite the regular appearance of newcomers, their numbers mysteriously remained the same. For every new monkey that appeared in the cage, one of the originals was removed. It didn't take very long before all the six original monkeys had been replaced. Nevertheless, no monkey ever tried to climb the ladder again, despite the fact that all the original monkeys had gone and none of the remaining ones had ever received the icy shower. Ignoring the bananas had simply become a fact of life. If the monkeys could have replied, when asked why they attacked anyone who went fro the bananas, their answer would almost certainly have been: "Well, I don't really know -- it's just the way we do things around here." As can happen to many of us, the monkeys had gotten stuck in their ways, and change was no longer an option. They had reframed the situation and the organisational system had gotten the better of them."

Manfred F.R. Kets de Vries in The Hedgehog Effect', page 100, 101, 102, 173, 174, 176, 177. First published in 2011 by John Wiley and Sons, USA

Run, Rhythm, Landscape

Haarlem, today. Winter training is creating our own summer [ generating warmth in the rhythm of the landscape ]