Monday, May 25, 2015

Operating Rules

Erh chuluut, ardchilsan niigemd hunii hiij boloh hamgiin hetsuu zuil bol leadership (manlailal geheer Mongol heleer jaahan cliche buugaad baih yum). Hussen uyedee haalga savaad garaad alga boloh erh chuluutey humuusiig todorhoi neg zorilgiin tuluu hudulmurluulj, neg bag bolgoj (uursdiinhuuruu buren duuren baij chadahguy, surug bair suurind todorhoi hemjeegeer buult hiine gesen ug) udirdana gedeg tiim ch amar zuil bish. Yalanguya tsalin bagatay, ajil ihtey turiin alband (avilga gedeg zuil ogt baihguy gej tootsvol) ard irgediin amar amgalan baidal, hugjil devshliin tuluu hoyorguy setgeleer zutgeh gol huchin zuil ni shiidver gargaltiin shat bur deh leadership.

Leadership-iig harin hun hoyor yanzaar olj avdag baih. Neg ni uuruu udirdah ajil hiij aldaj onon baij surah. Ingej surah ni hediigeer hamgiin shildeg arga bolovch tsag hugatsaa ih avdgiin deer aldaa gargasan tohioldold tuluusiig ni gants ter hunees gadna baiguullaga, hamt olon ni uurdeg tul hamgiin husuushtey ni bas bish yum. (Chuhal shiidver gargah alban tushaald turshlagatay hun tavihiig olon niit shaarddag shaltgaan ni ene buyu). Tegeheer leadership-iig surah nuguu neg arga ni mundag leader-uudees suraltsah. Zaluu humuust ajild orood yu hiih ni chuhal bus harin henii door ajillah ni chuhal gedgiin uchir ene. Gehdee leader-ees (nomooor ni ali esvel bieer) suraltssanaa amidral deer turshij, uuriimshuulj avahguy bol amidraldaa neg ch business erhelj uzeeguy baij business-iin zuvluguu ugdug huuduutay nuhudtey adil negen bolj huvirah ersdeltey.

Harin hoyor argiin hoyulangiinh ni eyreg taluudiig shingeesen zuvluguunuud tsuunguy bii. Yalanguya gadnii turiin alband olon jil zutgesen humuusiin zuvluguunuud yamar ch context-d huchin tuguldur baih chadvartay murtuu udur tutmiin nuser ih ajliig tsegtsteygeer harah, erhleh, zohitsuulahad mash ih hereg boldog. Manaid iimerhuu zuvluguunuud ter bur baidagguy ni udirdag alban tushaaliin humuus dooroo ajillaj baigaa humuustee leadership-iig ter bur zaaj surgaj chaddagguy, bur tsaashlaad udaan hugatsaagaar ajillaj statesman bolj chaddagguytey holbootoy baih. Yutay ch martahaasaa umnu busad humuust sonirholtoy baih bolov uu geed niigmiin bodlogiin tal deer 3 hunii uuriin urgelj sanaj yavahiig hicheedeg zuvluguunuudiig door oruullaa:

(1) Tim Geithner's "special code for how to think about economic policy"

"Focus on what’s right, not just what is possible or easy.

"Never forget what a privilege it is to serve your country.

"Know that the world, not just America, depends on the quality of the judgments we make in this building.

"Make sure you steep yourself in what you do not know and what you cannot understand about the world.

"Don’t overdo it with excessive deference to the Secretary of the Treasury, or to the President. Tell them what you think.

"Understand we do serious work, but don’t take yourself too seriously.

"Cast your net broadly for advice, subject your initial judgments to relentless debate, but don’t let yourself be paralyzed by the difficulty of the choices, the fog, the shades of grey.

"Remember we have to be for stuff—I’m descending into self-caricature. Remember we have to be for stuff, not just against stuff—the brakes on initiative, but also the accelerator.

"No peacocks, jerks or whiners.
(2) Rumsfeld's Rules - bolvol nomiig ni avch unshaaray
In one conversation, seemingly out of nowhere, Moynihan said, “Don, only buy black socks.” I gave him a quizzical look. “You can wear them with anything,” he said. I took this to mean that in a busy world, it is best to make things easier by simplifying certain habits and decisions. Then again, he may have just been giving me wardrobe advice.
+ Obama’s Way by Michael Lewis
This time he covered a lot more ground and was willing to talk about the mundane details of presidential existence. “You have to exercise,” he said, for instance. “Or at some point you’ll just break down.” You also need to remove from your life the day-to-day problems that absorb most people for meaningful parts of their day. “You’ll see I wear only gray or blue suits,” he said. “I’m trying to pare down decisions. I don’t want to make decisions about what I’m eating or wearing. Because I have too many other decisions to make.” He mentioned research that shows the simple act of making decisions degrades one’s ability to make further decisions. It’s why shopping is so exhausting. “You need to focus your decision-making energy. You need to routinize yourself. You can’t be going through the day distracted by trivia.” The self-discipline he believes is required to do the job well comes at a high price.
(3) Jake Sullivan's commencement address to students at the Humphrey School of Public Affairs on May 20, 2013
Public policy is a study in imperfection. It involves imperfect people, with imperfect information, facing deeply imperfect choices—so it’s not surprising that they’re getting imperfect results.

Policymakers are people. There will be meetings where one participant has a grudge against another. Where someone is fighting the urge to doze off because their kid kept them up all night.

Sunday, February 01, 2015

The Best Sentences I Read Today

The following are some observations based on my 5+ years experience in corporate America.

1. Corporations exist to make money. Bottom line. Therefore, never take it personally. It’s all about business, really.
2. Think.
3. Know your stuff. Stay up-to-date, stay relevant. No one will listen to you if you don’t know what you are talking about. Know you numbers. Inside and out, and be ready to interpret them within and outside contexts.
4. Innovate, be creative. Everywhere and always.
5. Be precise, matter-of-fact kind of precise. Keep your communication short and neutral. No one has time to read emails longer than 5 sentences. No one has time to deal with your attitude.
6. Change is the only constant. Priorities, goals, tasks, people, science, research, structures, teams, knowledge, processes, rules – all change all the time. Find your balance and move forward.
7. Keep your boss informed at all times.
8. Be fair and nice to people next/above/under you. It matters in both short and long runs.
9. Listen to gossips. Listen to what people say.
10. Be neutral. Provide your expert opinion but don’t join ‘camps’. The truth/solution is usually somewhere in the middle.
11. Consensus is nice but sometimes you just have to make decisions without. Period.
12. Be ready to work long hours. And I mean – looong, like 60+ hours/week. It will be worse if you are not productive. But then you won't last long anyway.
13. If possible, avoid human resources. They exist to support the structure, not you.
14. Don’t fight. Especially with your boss. Too bad if your boss is stupid. Or psychopath (most of them are). Determine your tolerance threshold and leave when it’s crossed.
random pages - From Academia to Corporate

Philosophical Republic

Among followers of Strauss, one issue is the importance of politics in the relationship of politics and philosophy. Politics thinks it is the most important human activity because it decides who rules in the world. Every human activity, including the most private matters such as the philosopher’s reflection, takes place under the rule of some authority that protects or permits it. It is philosophy’s business to question this authority and its self-proclaimed importance, and to bring its assertions to the bar of reason and its assurances to the test of eternity. The issue then is whether philosophy’s claim to importance is sovereign over politics so as to eclipse politics, or does philosophy have something to learn from politics in a way that rescues the importance of politics?

Walter Berns and Harry Jaffa both took the latter view, and they studied American politics as a serious subject and America as a kind of philosophical republic.
"Scholars of American Politics: The contributions of Walter Berns and Harry Jaffa" by Harvey Mansfield

Conversations with Bill Kristol: "Harvey Mansfield on Party Government and Modern Political Philosophy"

Saturday, January 24, 2015

Зах зээлийн замд vдсэн тvvх оршвой

Хөдөлмөр сонин, 1991 оны нэгдүгээр сарын 3, №1 (10536)

Sunday, January 18, 2015

Вот дело в чем

У Цеденбала я довольно часто бывал, когда был послом в Монголии. Особенно Полина Семеновна. Они только по‑русски, по‑монгольски не говорят, вот дело в чем. Жена у него рязанская. Бесцеремонная баба такая. Только по‑русски – некрасиво, потому что монголам не нравится.
В. М. Молотов о Монгольских лидерах (из Ф. И. Чуев - "Сто сорок бесед с Молотовым")

Friday, January 16, 2015


Аж богдын харуул нь ээ хө
Амгалан болоод тайван даа

Monday, December 08, 2014

The King o' Drinks

The king o' drinks, as I conceive it,
Talisker, Isla, or Glenlivet!
Robert Louis Stevenson - The Scotsman's Return From Abroad

Monday, November 24, 2014

On Traveling

If I’d learnt one thing from traveling, it was that the way to get things done was to go ahead and do them. Don’t talk about going to Borneo. Book a ticket, get a visa, pack a bag, and it just happens.
from Alex Garland's The Beach

Sunday, November 23, 2014

Poem of the Day

"Stufen" von Hermann Hesse

Wie jede Blüte welkt und jede Jugend
Dem Alter weicht, blüht jede Lebensstufe,
Blüht jede Weisheit auch und jede Tugend
Zu ihrer Zeit und darf nicht ewig dauern.
Es muß das Herz bei jedem Lebensrufe
Bereit zum Abschied sein und Neubeginne,
Um sich in Tapferkeit und ohne Trauern
In andre, neue Bindungen zu geben.
Und jedem Anfang wohnt ein Zauber inne,
Der uns beschützt und der uns hilft, zu leben.

Wir sollen heiter Raum um Raum durchschreiten,
An keinem wie an einer Heimat hängen,
Der Welgeist will nicht fesseln uns und engen,
Er will uns Stuf’ um Stufe heben, weiten.
Kaum sind wir heimisch einem Lebenskreise
Und traulich eingewohnt, so droht Erschlaffen,
Nur wer bereit zu Aufbruch ist und Reise,
Mag lähmender Gewöhnung sich entraffen.

Es wird vielleicht auch noch die Todesstunde
Uns neuen Räumen jung entgegen senden,
Des Lebens Ruf an uns wird niemals enden…
Wohlan denn, Herz, nimm Abschied und gesunde!

Saturday, November 15, 2014

Plaster Cast of a Living Human Being

So suppose someone has, in the strict sense, learned a system of philosophy—for example, that of Wolff. They would have in their head all the axioms, explanations, and proofs, together with the structure of the whole system, and they would be able to count everything off on their fingers. However, all they would have would be a complete historical knowledge of Wolff's philosophy. They know and judge only as much as has been given to them. If you criticise one of his definitions, they won't know how to come up with an alternative one. They have taught themselves on the basis of someone else's reason—but the capacity to imitate is not the capacity to be creative. In other words, the knowledge did not arise in them from reason. Although, objectively, the knowledge is certainly an instance of rational knowledge, in the learner as subject it is merely historical. They have understood and remembered, that is, they have learned well; but they are no more than a plaster cast of a living human being. Knowledge that is objectively rational can only originally have sprung from the reason peculiar to humans. So knowledge in the subject can also be called rational only if it is drawn from the universal sources of reason. And the same sources, namely principles, give rise to criticism and even rejection of what has been learned.
Kant, Critique of Pure Reason, B865

Thursday, November 13, 2014

Positive Difference through Public Service

I have plenty of regrets about my time in public service, starting with all the pain I caused my family, through my absences as well as my public notoriety.

[...]I loved my work in government, and I’m proud of what I did in public life, but I couldn’t do it forever.

[...]I also hope this crisis encourages Americans to reconsider the value of strong public institutions and capable public servants. When we were successful in limiting the damage, it was with the force available only to governments and central banks. And there is no viable strategy for reducing the damage of future crises that does not depend on strong government rules and oversight, and the ability to attract talented people to oversee the system. The success of our financial rescue did not solve the many problems we still face as a nation, from high levels of poverty to global warming to appalling inequality in access to quality education and health care. These challenges will require better government—not necessarily more government, but smarter policies, designed on the merits, less distorted by politics and money. It would be good for the country if we could bring a similar level of creativity and ambition and force to these challenges, along with the quintessentially American pragmatism that helped keep us out of the financial abyss.

There are lessons for the world in our mistakes as well as our successes. My hope is that they won’t have to be rediscovered in the fires of the next crisis.

[...]Public service is filled with opportunities to make a positive difference, but it comes with challenges. I did it for twenty-five years because I believed in the cause and loved the craft of economic policy. But that would not have been true without the people around me who chose to devote some or all of their careers to serving their country.
from Timothy F. Geithner, Stress Test: Reflections on Financial Crises

Addendum: Geithner’s private farewell to Obama and Treasury staff