The Benefit of Anticipating Trouble
Some say that anticipating trouble, worrying about what may happen, is unskillful. Benjamin Franklin is quoted as having said “Do not anticipate trouble or worry about what may never happen. Keep in the sunlight.”

I'm surprised that Ben would say such a thing. While we want to "Keep in the sunlight" we don't want to ignore potential trouble, even though it may never happen. Don't ignore the clouds. When you see an oncoming storm, it gives you the option to close the windows, batten down the hatches, evacuate, and otherwise prepare for the wind and rain.

Anticipating trouble and being concerned over what might happen makes it possible to do something to either avoid or moderate the effects of the trouble.

At the same time, worrying keeps one from effectively handling the situation. One can see the clouds and get lost in worrying rather than taking effective, well thought out action. Worrying is a distraction from being present and aware. It's a waste of energy

How to Work with Worry
So what to do when worrying happens?
First, recognize it and accept its presence - you might say to yourself, "Look at me I'm worrying." Often, that's all it takes to stop worrying. The recognition and acceptance bring you back to the present moment and there is clarity and choice.
If worry persists there are a number of remedies:
  • Ask yourself, "What use is worrying?"
  • Remember the wisdom, "If you can do something about it, why worry? If there is no possible solution, why worry?"
  • Accept uncertainty, let go into the future, knowing that you can't know what will happen
  • Imagine the worst and repeat the fear to yourself until you are so tired of thinking about it that you stop worrying because it has become boring
  • Come in touch with feeling tones and physical sensations
  • Get comfortable with being uncomfortable. Worrying is a coping strategy - if you accept discomfort as a normal feeling (along with comfort) there is no need to cope. If there is a need to cope, there are better methods than worrying, for example meditating or chanting
  • Stop making things more urgent than they actually are. Reality check. A false sense of urgency results in worry about not being on time and rushing

Worrying is a habit. Habits, while hard to break are subject to change.
“Do your best, don’t worry, be happy.” Meher Baba

How to be Happy Even When You Are Sad, Mad or Scared:

How to be happy...How to be Happy Even When You Are Sad, Mad or Scared is available on It is a book for children of all ages (including those in adult bodies). Buy it for the children in your life so they can be better able to “feel and deal” - feel and accept their emotions and deal with them in a way that avoids being driven by them. You can order the book at
Performance and Open-minded Mindfulness
Open-minded: questioning everything, accepting diversity and uncertainty. 
Mindful: consciously aware; concentrated. 

Foundation for blending process, project, engagement and knowledge management into a cohesive approach to optimize performance.
By George Pitagorsky

Success is measured in how well and how regularly you meet expectations. But what exactly are expectations, and how do you effectively manage them when multiple priorities and personalities are involved?
Using the case study of a Project Manager coordinating an organizational transition, this Managing Expectations book explores how to apply a mindful, compassionate, and practical approach to satisfying expectations in any situation. George Pitagorsky describes how to make sure expectations are rational, mutually understood, and accepted by all those with a stake in the project. This process relies on blending a crisp analytical approach with the interpersonal skills needed to negotiate win-win understandings of what is supposed to be delivered, by when, for how much, by who, and under what conditions.

Managing Conflict in Projects
By George Pitagorsky

Managing Conflict in Projects: Applying Mindfulness and Analysis for Optimal Results by George Pitagorsky charts a course for identifying and dealing with conflict in a project context.

Pitagorsky states up front that conflict management is not a cookbook solution to disagreement-a set of prescribed actions to be applied in all situations. His overall approach seeks to balance two aspects of conflict management: analysis based on a codified process and people-centered behavioral skills.

The book differentiates conflict resolution and conflict management. Management goes beyond resolution to include relationship building that may serve to avoid conflict or facilitate resolution if it occurs.
The Zen Approach to Project Management 
By George Pitagorsky

Projects are often more complex and stressful than they need to be. Far too many of them fail to meet expectations. There are far too many conflicts. There are too few moments of joy and too much anxiety. But there is hope. It is possible to remove the unnecessary stress and complexity. This book is about how to do just that. It links the essential principles and techniques of managing projects to a "wisdom" approach for working with complex, people-based activities.