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There are a lot of business opportunities emerging in relation to human space exploration. As we explore our solar system and eventually our galaxy, there will be plenty of new business ventures and lots of value to be added and lots of money to be made with that.

In 1955, a little more than four years after leaving a TV studio in Hollywood, signals bearing the first sound and images of the I Love Lucy show passed Proxima Centauri, the nearest star to our sun. A half-century later, a scene with Lucy disguised as a clown sneaking into Ricky’s Tropicana Night Club was 50-plus light-years, or about 300 trillion miles, away. Since the Milky Way is 100,000 light-years across and 1,000 light-years thick, and our solar system is near the middle of the galactic plane, this means in about AD 2450 the expanding sphere of radio waves bearing Lucy, Ricky, and their neighbors the Mertzes will emerge from the top and bottom of our galaxy and enter intergalactic space.

Venkat pulled out his cell phone. “We lost contact with Pathfinder in 1997. If he can get it online again, we can communicate. It might just need the solar cells cleaned. Even if it’s got a bigger problem, he’s an engineer!” Dialing, he added, “Fixing things is his job!

An astronomer once explained to me that the galaxy we live in, the Milky Way, is vast, too vast to be understood without metaphor, so he gave me one. He said if you picture the Milky Way as being the size of mainland Europe, our solar system—that’s Mars, Venus, Saturn, us here on Earth (you remember from school)—in a Milky Way the size of Europe our solar system would fit inside a single teacup somewhere in Belgium. He paused for my amazement, which I duly offered. But really what can you say? “Ooh, a teacup.” “Blimey, Belgium.” “Cor, it makes you think, doesn’t it?” Then he added, clearly sensing I was at a bit of a loss for words, having just been reduced to a dot on a speck in a teacup in a continent: “Russell, there are 400 million KNOWN galaxies in our universe.

The global population of Earth are involved in the following corporate government experiments: The long term effects of - 1. Nuclear bomb fallout radiation. 2. Man-made wireless radio frequency (RF) radiation. 3. Exposure to man-made electricity. 4. Eclipsing of the Sun by the International Space Station (ISS), satellites, airplanes and jet aircraft contrails (chemtrails). 5. Eating food forced grown using a variety of toxic industrial chemicals. 6. Adding massive amounts of pollution to the atmosphere and water bodies. 7. Living in metal structures. 8. Exposure to abnormally high solar radiation levels. 9. Relocating to areas that the human has no genetic adaptation to. 10. An indoor lifestyle.

Such are the distances, in fact, that it isn’t possible, in any practical terms, to draw the solar system to scale. Even if you added lots of fold-out pages to your textbooks or used a really long sheet of poster paper, you wouldn’t come close. On a diagram of the solar system to scale, with the Earth reduced to about the diameter of a pea, Jupiter would be over 300 metres away and Pluto would be two and a half kilometres distant (and about the size of a bacterium, so you wouldn’t be able to see it anyway). On the same scale, Proxima Centauri, our nearest star, would be 16,000 kilometres away. Even if you shrank down everything so that Jupiter was as small as the full stop at the end of this sentence, and Pluto was no bigger than a molecule, Pluto would still be over 10 metres away. So

1. Question every requirement. Each should come with the name of the person who made it. You should never accept that a requirement came from a department, such as from “the legal department” or “the safety department.” You need to know the name of the real person who made that requirement. Then you should question it, no matter how smart that person is. Requirements from smart people are the most dangerous, because people are less likely to question them. Always do so, even if the requirement came from me. Then make the requirements less dumb. 2. Delete any part or process you can. You may have to add them back later. In fact, if you do not end up adding back at least 10% of them, then you didn’t delete enough. 3. Simplify and optimize. This should come after step two. A common mistake is to simplify and optimize a part or a process that should not exist. 4. Accelerate cycle time. Every process can be speeded up. But only do this after you have followed the first three steps. In the Tesla factory, I mistakenly spent a lot of time accelerating processes that I later realized should have been deleted. 5. Automate. That comes last. The big mistake in Nevada and at Fremont was that I began by trying to automate every step. We should have waited until all the requirements had been questioned, parts and processes deleted, and the bugs were shaken out. The algorithm was sometimes accompanied by a few corollaries, among them: All technical managers must have hands-on experience. For example, managers of software teams must spend at least 20% of their time coding. Solar roof managers must spend time on the roofs doing installations. Otherwise, they are like a cavalry leader who can’t ride a horse or a general who can’t use a sword. Comradery is dangerous. It makes it hard for people to challenge each other’s work. There is a tendency to not want to throw a colleague under the bus. That needs to be avoided. It’s OK to be wrong. Just don’t be confident and wrong. Never ask your troops to do something you’re not willing to do. Whenever there are problems to solve, don’t just meet with your managers. Do a skip level, where you meet with the level right below your managers. When hiring, look for people with the right attitude. Skills can be taught. Attitude changes require a brain transplant. A maniacal sense of urgency is our operating principle. The only rules are the ones dictated by the laws of physics. Everything else is a recommendation

By the early twenty-second century, the technology for self-replicating robots should be perfected, and we may be able to entrust machines with the task of constructing solar arrays and laser batteries on the moon, Mars, and beyond. We would ship over an initial team of automatons, some of which would mine the regolith and others of which would build a factory. Another set of robots would oversee the sorting, milling, and smelting of raw materials in the factory to separate and obtain various metals. These purified metals could then be used to assemble laser launch stations—and a new batch of self-replicating robots. We might eventually have a bustling network of relay stations throughout the solar system, perhaps stretching from the moon all the way to the Oort Cloud. Because the comets in the Oort Cloud extend roughly halfway to Alpha Centauri and are largely stationary, they may be ideal locations for laser banks that could provide an extra boost to nanoships on their journey to our neighboring star system. As each nanoship passed by one of these relay stations, its lasers would fire automatically and give the ship an added push to the stars. Self-replicating robots could build these distant outposts by using fusion instead of sunlight as the basic source of energy.

No direct evidence yet documents Earth’s tidal cycles more than a billion years ago, but we can be confident that 4.5 billion years ago things were a lot wilder. Not only did Earth have five-hour days, but the nearby Moon was much, much faster in its close orbit, as well. The Moon took only eighty-four hours—three and a half modern days—to go around Earth. With Earth spinning so fast and the Moon orbiting so fast, the familiar cycle of new Moon, waxing Moon, full Moon, and waning Moon played out in frenetic fast-forward: every few five-hour days saw a new lunar phase. Lots of consequences follow from this truth, some less benign than others. With such a big lunar obstruction in the sky and such rapid orbital motions, eclipses would have been frequent events. A total solar eclipse would have occurred every eighty-four hours at virtually every new Moon, when the Moon was positioned between Earth and the Sun. For some few minutes, sunlight would have been completely blocked, while the stars and planets suddenly popped out against a black sky, and the Moon’s fiery volcanoes and magma oceans stood out starkly red against the black lunar disk. Total lunar eclipses occurred regularly as well, almost every forty-two hours later, like clockwork. During every full Moon, when Earth lies right between the Sun and the Moon, Earth’s big shadow would have completely obscured the giant face of the bright shining Moon. Once again the stars and planets would have suddenly popped out against a black sky, as the Moon’s volcanoes put on their ruddy show. Monster tides were a far more violent consequence of the Moon’s initial proximity. Had both Earth and the Moon been perfectly rigid solid bodies, they would appear today much as they did 4.5 billion years ago: 15,000 miles apart with rapid rotational and orbital motions and frequent eclipses. But Earth and the Moon are not rigid. Their rocks can flex and bend; especially when molten, they swell and recede with the tides. The young Moon, at a distance of 15,000 miles, exerted tremendous tidal forces on Earth’s rocks, even as Earth exerted an equal and opposite gravitational force on the largely molten lunar landscape. It’s difficult to imagine the immense magma tides that resulted. Every few hours Earth’s largely molten rocky surface may have bulged a mile or more outward toward the Moon, generating tremendous internal friction, adding more heat and thus keeping the surface molten far longer than on an isolated planet. And Earth’s gravity returned the favor, bulging the Earth-facing side of the Moon outward, deforming our satellite out of perfect roundness.

Whole Earth Discipline carries on something that began in 1968, when I founded the Whole Earth Catalog. I stayed with the Catalog as editor and publisher until 1984, adding a magazine called CoEvolution Quarterly along the way. The Whole Earth publications were compendia of environmentalist tools and skills (along with much else) and explicitly purveyed a biological way of understanding. Peter Warshall wrote and reviewed about watersheds, soil, and ecology. Richard Nilsen and Rosemary Menninger covered organic farming and community gardens. J. Baldwin was an impeccable source on “appropriate technology”—solar, wind, insulation, bicycles. Lloyd Kahn wrote about handmade houses. We promoted bioregionalism, restoration, and “reinhabitation” of one’s natural environment. There’s now an insightful book about all that by Andrew Kirk—Counterculture Green: The Whole Earth Catalog and American Environmentalism (2007).

The height of the Chacoan culture lasted from A.D. 1055 to 1083, corresponding to the period of most intense building activity. This period also produced the most startling series of events in the heavens that have taken place within the Iast few thousand years. In July 1054 the supernova which produced the Crab Nebula blazed in the daytime skies for three weeks and remained visible at night for nearly two years. Some twelve years later, in 1066, Halley's Comet appeared, frightening Europeans on the eve of the Battle of Hastings. Another decade later, on March 7, 1076, a total solar eclipse was visible south of Chaco Canyon. In 1077 sunspots large enough to be seen with the naked eye were reported in China, beginning a more than two-hundred-year period of unusual sunspot activity. And again on July 11, 1097, another total eclipse passed over the Southwest. The inhabitants of Chaco Canyon may have been so startled and puzzled by these events that they became devoted sky watchers, investing much more effort in astronomy than they might have had the heavens been ordinary and unchanging.

Question every requirement. Each should come with the name of the person who made it. You should never accept that a requirement came from a department, such as from “the legal department” or “the safety department.” You need to know the name of the real person who made that requirement. Then you should question it, no matter how smart that person is. Requirements from smart people are the most dangerous, because people are less likely to question them. Always do so, even if the requirement came from me. Then make the requirements less dumb. 2. Delete any part or process you can. You may have to add them back later. In fact, if you do not end up adding back at least 10% of them, then you didn’t delete enough. 3. Simplify and optimize. This should come after step two. A common mistake is to simplify and optimize a part or a process that should not exist. 4. Accelerate cycle time. Every process can be speeded up. But only do this after you have followed the first three steps. In the Tesla factory, I mistakenly spent a lot of time accelerating processes that I later realized should have been deleted. 5. Automate. That comes last. The big mistake in Nevada and at Fremont was that I began by trying to automate every step. We should have waited until all the requirements had been questioned, parts and processes deleted, and the bugs were shaken out. The algorithm was sometimes accompanied by a few corollaries, among them: All technical managers must have hands-on experience. For example, managers of software teams must spend at least 20% of their time coding. Solar roof managers must spend time on the roofs doing installations. Otherwise, they are like a cavalry leader who can’t ride a horse or a general who can’t use a sword. Comradery is dangerous. It makes it hard for people to challenge each other’s work. There is a tendency to not want to throw a colleague under the bus. That needs to be avoided. It’s OK to be wrong. Just don’t be confident and wrong. Never ask your troops to do something you’re not willing to do. Whenever there are problems to solve, don’t just meet with your managers. Do a skip level, where you meet with the level right below your managers. When hiring, look for people with the right attitude. Skills can be taught. Attitude changes require a brain transplant. A maniacal sense of urgency is our operating principle. The only rules are the ones dictated by the laws of physics.

Things have becone even more mysterious. We have recently discovered that when we make observations at still larger scales, corresponding to billions of light-years, the equations of general relativity are not satisfied even when the dark matter is added in. The expansion of the universe, set in motion by the big bang some 13.7 billion years ago, appears to be accelerating, whereas, given the observed matter plus the calculated amount of dark matter, it should be doing the opposite-decelerating. Again there are two possible explanations. General relativity could simply be wrong. It has been verified precisely only within our solar system and nearby systems in our own galaxy. Perhaps when one gets to a scale comparable to the size of the whole universe, general relativity is simply no longer applicable. Or there is a new form of matter-or energy (recall Einstein's famous equation E=mc^2, showing the equivalence of energy and mass)-that becomes relevant on these very large scales: That is, this new form of energy affects only the expansion of the universe. To do this, it cannot clump around galaxies or even clusters of galaxies. This strange new energy, which we have postulated to fit the data, is called the dark energy.

five commandments: 1. Question every requirement. Each should come with the name of the person who made it. You should never accept that a requirement came from a department, such as from “the legal department” or “the safety department.” You need to know the name of the real person who made that requirement. Then you should question it, no matter how smart that person is. Requirements from smart people are the most dangerous, because people are less likely to question them. Always do so, even if the requirement came from me. Then make the requirements less dumb. 2. Delete any part or process you can. You may have to add them back later. In fact, if you do not end up adding back at least 10% of them, then you didn’t delete enough. 3. Simplify and optimize. This should come after step two. A common mistake is to simplify and optimize a part or a process that should not exist. 4. Accelerate cycle time. Every process can be speeded up. But only do this after you have followed the first three steps. In the Tesla factory, I mistakenly spent a lot of time accelerating processes that I later realized should have been deleted. 5. Automate. That comes last. The big mistake in Nevada and at Fremont was that I began by trying to automate every step. We should have waited until all the requirements had been questioned, parts and processes deleted, and the bugs were shaken out. The algorithm was sometimes accompanied by a few corollaries, among them: All technical managers must have hands-on experience. For example, managers of software teams must spend at least 20% of their time coding. Solar roof managers must spend time on the roofs doing installations. Otherwise, they are like a cavalry leader who can’t ride a horse or a general who can’t use a sword. Comradery is dangerous. It makes it hard for people to challenge each other’s work. There is a tendency to not want to throw a colleague under the bus. That needs to be avoided. It’s OK to be wrong. Just don’t be confident and wrong. Never ask your troops to do something you’re not willing to do. Whenever there are problems to solve, don’t just meet with your managers. Do a skip level, where you meet with the level right below your managers. When hiring, look for people with the right attitude. Skills can be taught. Attitude changes require a brain transplant. A maniacal sense of urgency is our operating principle.

Question every requirement. Each should come with the name of the person who made it. You should never accept that a requirement came from a department, such as from “the legal department” or “the safety department.” You need to know the name of the real person who made that requirement. Then you should question it, no matter how smart that person is. Requirements from smart people are the most dangerous, because people are less likely to question them. Always do so, even if the requirement came from me. Then make the requirements less dumb. 2. Delete any part or process you can. You may have to add them back later. In fact, if you do not end up adding back at least 10% of them, then you didn’t delete enough. 3. Simplify and optimize. This should come after step two. A common mistake is to simplify and optimize a part or a process that should not exist. 4. Accelerate cycle time. Every process can be speeded up. But only do this after you have followed the first three steps. In the Tesla factory, I mistakenly spent a lot of time accelerating processes that I later realized should have been deleted. 5. Automate. That comes last. The big mistake in Nevada and at Fremont was that I began by trying to automate every step. We should have waited until all the requirements had been questioned, parts and processes deleted, and the bugs were shaken out. The algorithm was sometimes accompanied by a few corollaries, among them: All technical managers must have hands-on experience. For example, managers of software teams must spend at least 20% of their time coding. Solar roof managers must spend time on the roofs doing installations. Otherwise, they are like a cavalry leader who can’t ride a horse or a general who can’t use a sword. Comradery is dangerous. It makes it hard for people to challenge each other’s work. There is a tendency to not want to throw a colleague under the bus. That needs to be avoided. It’s OK to be wrong. Just don’t be confident and wrong. Never ask your troops to do something you’re not willing to do. Whenever there are problems to solve, don’t just meet with your managers. Do a skip level, where you meet with the level right below your managers. When hiring, look for people with the right attitude. Skills can be taught. Attitude changes require a brain transplant. A maniacal sense of urgency is our operating principle. The only rules are the ones dictated by the laws of physics. Everything else is a recommendation.

I became a broken record on the algorithm,” Musk says. “But I think it’s helpful to say it to an annoying degree.” It had five commandments: 1. Question every requirement. Each should come with the name of the person who made it. You should never accept that a requirement came from a department, such as from “the legal department” or “the safety department.” You need to know the name of the real person who made that requirement. Then you should question it, no matter how smart that person is. Requirements from smart people are the most dangerous, because people are less likely to question them. Always do so, even if the requirement came from me. Then make the requirements less dumb. 2. Delete any part or process you can. You may have to add them back later. In fact, if you do not end up adding back at least 10% of them, then you didn’t delete enough. 3. Simplify and optimize. This should come after step two. A common mistake is to simplify and optimize a part or a process that should not exist. 4. Accelerate cycle time. Every process can be speeded up. But only do this after you have followed the first three steps. In the Tesla factory, I mistakenly spent a lot of time accelerating processes that I later realized should have been deleted. 5. Automate. That comes last. The big mistake in Nevada and at Fremont was that I began by trying to automate every step. We should have waited until all the requirements had been questioned, parts and processes deleted, and the bugs were shaken out. The algorithm was sometimes accompanied by a few corollaries, among them: All technical managers must have hands-on experience. For example, managers of software teams must spend at least 20% of their time coding. Solar roof managers must spend time on the roofs doing installations. Otherwise, they are like a cavalry leader who can’t ride a horse or a general who can’t use a sword. Comradery is dangerous. It makes it hard for people to challenge each other’s work. There is a tendency to not want to throw a colleague under the bus. That needs to be avoided. It’s OK to be wrong. Just don’t be confident and wrong. Never ask your troops to do something you’re not willing to do. Whenever there are problems to solve, don’t just meet with your managers. Do a skip level, where you meet with the level right below your managers. When hiring, look for people with the right attitude. Skills can be taught. Attitude changes require a brain transplant. A maniacal sense of urgency is our operating principle. The only rules are the ones dictated by the laws of physics. Everything else is a recommendation.

Obama is also directing the U.S. government to invest billions of dollars in solar and wind energy. In addition, he is using bailout leverage to compel the Detroit auto companies to build small, “green” cars, even though no one in the government has investigated whether consumers are interested in buying small, “green” cars—the Obama administration just believes they should. All these measures, Obama recognizes, are expensive. The cap and trade legislation is estimated to impose an $850 billion burden on the private sector; together with other related measures, the environmental tab will exceed $1 trillion. This would undoubtedly impose a significant financial burden on an already-stressed economy. These measures are billed as necessary to combat global warming. Yet no one really knows if the globe is warming significantly or not, and no one really knows if human beings are the cause of the warming or not. For years people went along with Al Gore’s claim that “the earth has a fever,” a claim illustrated by misleading images of glaciers disappearing, oceans swelling, famines arising, and skies darkening. Apocalypse now! Now we know that the main body of data that provided the basis for these claims appears to have been faked. The Climategate scandal showed that scientists associated with the Intergovernmental Panel on Climate Change were quite willing to manipulate and even suppress data that did not conform to their ideological commitment to global warming.3 The fakers insist that even if you discount the fakery, the data still show.... But who’s in the mood to listen to them now? Independent scientists who have reviewed the facts say that average global temperatures have risen by around 1.3 degrees Fahrenheit in the past 100 years. Lots of things could have caused that. Besides, if you project further back, the record shows quite a bit of variation: periods of warming, followed by periods of cooling. There was a Medieval Warm Period around 1000 A.D., and a Little Ice Age that occurred several hundred years later. In the past century, the earth warmed slightly from 1900 to 1940, then cooled slightly until the late 1970s, and has resumed warming slightly since then. How about in the past decade or so? Well, if you count from 1998, the earth has cooled in the past dozen years. But the statistic is misleading, since 1998 was an especially hot year. If you count from 1999, the earth has warmed in the intervening period. This statistic is equally misleading, because 1999 was a cool year. This doesn’t mean that temperature change is in the eye of the beholder. It means, in the words of Roy Spencer, former senior scientist for climate studies at NASA, that “all this temperature variability on a wide range of time scales reveals that just about the only thing constant in climate is change.”4

three years there are 1,092 days, and in five years 1,820 days, so that in eight years there are 2,912 days. (Author’s note: At the end of five years a week may be added to bring the year back in line. Compare 1826.25 days of the solar year in five years to 1820 days of the Enochian calendar after five years. This leaves 6.25 days difference.

You know, a survival home for chaos time? Ours is in Washington,” said another yacht kid. He had a flouncy bandanna tied around his neck. A really bad idea. Fashion-wise, he seemed to be their equivalent of Low. “State, not district. Obviously,” he added. “Ours is in Oregon,” said James. “Huge solar array. Looks like fucking Ivanpah. Eleven backup generators.

growth of both solar power and electric cars, there’s now a bigger need for better energy storage systems, resulting in a next generation of lithium-ion batteries with increased range, and, as an added bonus, enough power to lift flying cars.

China. It happens to be the country that, by itself, consumes a quarter of all the electricity generated in the world. And its growing economy needs more electric generation capacity. Even as China continues to build out wind and solar at a rapid rate, it is also adding three new highly-efficient coal-fired plants a month.

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With all the additional electricity we’ll be using, and assuming that wind and solar play a significant role, completely decarbonizing America’s power grid by 2050 will require adding around 75 gigawatts of capacity every year for the next 30 years.

The hydrogen reaction operates most efficiently at the center of a star, where the temperature and pressure are greatest. Eventually, the hydrogen supply becomes depleted in this region, and the star develops a “core” of helium. The hydrogen reaction must then operate in a zone surrounding the core. As the core grows in mass, the hydrogen zone slowly increases in radius. This evolution is slow at first, but proceeds more and more rapidly as time goes on. When about 10% of the star’s mass has gone into the helium core, the star has evolved from the original point “A” on the diagram to the point “B”. By the time the point “C” is reached, the core contains 20% of the mass of the star. The increase in size and luminosity has become noticeable, and the star can now be classified as a subgiant. As more and more helium is added to the core, the outer regions continue to expand and the star follows the evolutionary path to point “D” where approximately 30% of the mass is contained in the core. Now, although the expansion lowers the star’s surface temperature, the increase in size more than compensates for this, and the total radiation therefore increases vastly as the evolution proceeds. When the star arrives at point “E” the diameter has increased by a factor of several hundred, and the luminosity is about 1000 times the original value. The star is now a typical red giant.

Our solar system, in turn, is just one tiny corner of the Milky Way galaxy, that thick band of stars visible in the darkest night skies stretching far over our heads. We’re about 25,000 light-years away from the center of the rotating galaxy, which astronomers estimate contains somewhere between 100 and 400 billion stars—and at least that number of planets—and stretches across some 87,400 light-years. What we see in our skies from Earth is the equivalent of staring at the side of the Milky Way stretching off before us, as if we’re looking at the edge of a plate or a Frisbee. It is spiral-shaped, like an enormous spinning pinwheel, first mentioned, as far as we know, by the Persian astronomer Abd al-Rahman al-Sufi in AD 964, recorded in his The Book of the Fixed Stars. In 1610, Galileo was the first astronomer to piece together, using a telescope, that the Milky Way visible in our skies was a collection of faint stars; a century later, Immanuel Kant surmised that it was a rotating body of stars, and over the next two hundred years, astronomers came to begin to grasp how enormous the universe truly is.

Our solar system, in turn, is just one tiny corner of the Milky Way galaxy, that thick band of stars visible in the darkest night skies stretching far over our heads. We’re about 25,000 light-years away from the center of the rotating galaxy, which astronomers estimate contains somewhere between 100 and 400 billion stars—and at least that number of planets—and stretches across some 87,400 light-years. What we see in our skies from Earth is the equivalent of staring at the side of the Milky Way stretching off before us, as if we’re looking at the edge of a plate or a Frisbee. It is spiral-shaped, like an enormous spinning pinwheel, first mentioned, as far as we know, by the Persian astronomer Abd al-Rahman al-Sufi in AD 964, recorded in his The Book of the Fixed Stars. In 1610, Galileo was the first astronomer to piece together, using a telescope, that the Milky Way visible in our skies was a collection of faint stars; a century later, Immanuel Kant surmised that it was a rotating body of stars, and over the next two hundred years, astronomers came to begin to grasp how enormous the universe truly is. Now we understand that our Milky Way is about 2.5 million light-years from the next closest galaxy, known as Andromeda. Together, these two massive galaxies—and all the stuff in between them, including a number of so-called dwarf galaxies and satellite galaxies, as well as a third large galaxy known as Triangulum—make up what astronomers call the “Local Group,” which is one corner of a larger cosmic structure known as a “supercluster.”II For most of the last fifty years, our particular galactic neighborhood was believed to be part of the “Virgo Supercluster,” a gathering of about one hundred galaxies, but in 2014 a team of astronomers led by Hawaii’s R. Brent Tully realized we were more connected to our neighbors than anyone had realized; they redrew the boundaries of the galactic map after realizing that our supercluster was far more vast and in fact consisted of what had been four separate superclusters that all moved in the same gravitational rhythm. They dubbed the new supercluster “Laniakea,” Hawaiian for “immense heaven,” and we now believe it encompasses about one hundred thousand other galaxies that astronomers define as “nearby,” despite the fact that they stretch across more than 520 million light-years of outer space. Laniakea, in turn, is now understood to be part of the Pisces-Cetus Supercluster Complex, an enormous structure of about sixty superclusters that together stretch across a billion light-years. The Pisces-Cetus Supercluster Complex is what’s known as a “galaxy filament,” the largest structures known to exist in our universe, in which NASA now estimates there are about 200 billion galaxies stretching across 46 billion light-years.III (Each of those galaxies is estimated to have perhaps 100 million stars—although the largest, known as supergiants, can contain 100 trillion.)

Suraj solar and allied industries, Wework galaxy, 43, Residency Road, Bangalore-560025. Mobile number : +91 808 850 7979 With the worldwide shift towards feasible energy sources, the sunlight based charger producing industry in Bangalore has seen critical development and advancement lately. As a conspicuous player in this market, SuneaseSolar has arisen as a main producer, offering state of the art advancements and answers for satisfy the rising need for environmentally friendly power arrangements. This article investigates the scene of solar panel manufacturers in Bangalore , digs into the vital elements and advances given by SuneaseSolar, and features the maintainability advantages of sunlight powered chargers. Moreover, it grandstands the upsides of picking SuneaseSolar for sunlight based charger arrangements, presents client tributes, and talks about future patterns and advancements molding the Bangalore sun powered charger market. 1. An Overview of solar panel manufacturers in Bangalore, also known as India's Silicon Valley, is also making a name for itself in the solar energy industry. The city's energetic tech culture and obligation to maintainability have made ready for a developing sun powered charger fabricating industry. Significance of Sun powered chargers in India's Energy Scene Sun powered chargers assume an essential part in India's shift towards sustainable power sources. With its plentiful daylight, India can possibly outfit sunlight based power for an enormous scope, decreasing reliance on non-renewable energy sources and moderating environmental change. 2. Outline of SuneaseSolar as a Main Maker Organization Foundation and History SuneaseSolar has arisen as an unmistakable player in Bangalore's sun powered charger fabricating scene. With an emphasis on development and quality, the organization has gained notoriety for conveying dependable and productive sunlight based arrangements. Scope of Sunlight powered charger Items Advertised SuneaseSolar offers a different scope of sunlight based charger items custom-made to meet different energy needs. From private roof frameworks to enormous scope business establishments, they take special care of a wide range of clients. 3. Key Highlights and Innovations Presented by SuneaseSolar High level Sunlight powered charger Plans and Materials SuneaseSolar values utilizing state of the art plans and materials to upgrade the proficiency and solidness of their sun powered chargers. By remaining on the ball, they guarantee clients get first class items that go the distance. Metrics for Efficiency and Performance When it comes to solar panels, efficiency is absolutely necessary. SuneaseSolar focuses on execution measurements to ensure ideal energy creation and cost reserve funds for their clients. With a sharp spotlight on result and dependability, they endeavor to expand the advantages of sun oriented power. 4. Maintainability and Ecological Effect of Sunlight based chargers Job of Sun powered Energy in Lessening Carbon Impression Sun powered energy assumes a urgent part in bringing down fossil fuel byproducts and battling environmental change. By bridling the force of the sun, sun powered chargers offer a perfect and manageable option in contrast to conventional energy sources, adding to a greener future. Reusing and Removal Practices for Sunlight powered chargers To address worries about the finish of-life pattern of sunlight powered chargers, SuneaseSolar carries out reusing and removal practices to limit natural effect. By advancing dependable waste administration, they guarantee that sun powered energy stays a genuinely economical answer for the long run. 5. Cost-Effectiveness and Return on Investment of SuneaseSolar's Solar Panel Solutions When it comes to solar panel manufacturers in Bangalore, SuneaseSolar shines brightly like a diamond.

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One thing, sar?” I asked. “Yes, Mr. Wang?” he answered. “Is there a course in sneakiness at the academy? Like Sneaky 101 or something?” I asked him. “No, Mr. Wang,” he said. “Sneaky 101 would be a freshman level course and that wouldn’t be something you could teach at that level.” “Thank you, sar. It was just an idle thought.” “I quite understand, Mr. Wang,” he said. On my way out the door he added, “It’s Sneaky 450—an upper level course.” He winked when I turned around to face him.

Thus, Edouard Bard and Martin Frank claim that ‘the weight of evidence suggests that solar changes have contributed to small climatic oscillations occurring on time scales of a few centuries, similar in type to the fluctuations classically described for the last millennium: the so-called Medieval Warm Period (900–1400 A.D.) followed on by the Little Ice Age (1500–1800 A.D.)’.

Experiments with the COBE (Cosmic Background Explorer) satellite, which was launched in 1989, showed in 1990 with overwhelming precision what was already known from previous experiments-that the cosmic background radiation filling the universe has all the properties of blackbody radiation at absolute temperature 2.735 degrees, save some tiny deviations. It would be very surprising if Earth were at rest with respect to this radiation. The velocity of Earth relative to it was first measured in 1977 from an airplane by investigating the influence of the Doppler effect (fig. 57). The blackbody radiation as received by an observer who moves relative to it displays what is called a "dipolar asymmetry": The radiation coming from the direction in which the observer moves is shifted to higher frequencies, the radiation from the opposite direction to lower frequencies. This shift has the remarkable property that the radiation arriving from any direction has all the properties of a blackbody radiation; only the temperature is shifted-to higher values in front, to lower in the rear. By measuring this temperature difference of about .0035 Celsius, scientists have established that the solar system is moving toward the constellation Leo with a velocity of of approximately 250 miles per second relative to the background radiation. By properly adding velocities, it follows that the Milky Way itself moves at a speed of about 500 miles per second relative to the background radiation.

The atmosphere of Earth acts as a lens to sunlight and adding atmospheric pollution to it modifies the characteristics of it.

On the daytime side of Earth, the solar radiation hitting the top fo the atmosphere deposits around 1,300 watts of power per square meter. That's about the same amount used by an electric kettle. It doesn't seem like a great deal. But add up that incoming solar radiation across one whole hemisphere of Earth, and a total of about 174 petawatts (10^15, or a quadrillion, watts) of solar power is hitting the top of the atmosphere. A colossal total of 89 petawatts of that same power is absorbed by the surface of the Earth directly. The rest is reflected by the surface, or absorbed by the atmosphere reflected by its clouds of condensed water. By human standards this is a fearsome amount of Energy. Estimates of current human energy consumption suggest that in a single year we use roughly 1.6 X 10^11 megawatt-hours, which means that with 8,760 hours in a year we are using energy at a rate of about 0.018 petawatts. All life on Earth (adding up photosynthetic organisms, water transpiration in plants, and what life gets from chemical and geophysical energy) is estimated to consume energy at a rate of between 0.1 and 5 petawatts. In other words, despite life's potent footpirnt on the planet, on a cosmic scale it's still barely sipping at what the Sun's photons rain down on us.

A few facts about China’s manufacturing juggernaut: China is the world’s largest manufacturer with over $2.2 trillion in manufacturing value-added. Its manufacturing base has increased by over 18 times in the last 30 years. China produces 80 percent of the world’s air-conditioners, 90 percent of the world’s personal computers, 75 percent of the world’s solar panels, 70 percent of the world’s cell phones, and 63 percent of the world’s shoes. Manufacturing is 40 percent of the Chinese GDP and directly employs 130 million people, a number that has been relatively stable over the past decades. Within this space, there are a huge number of Chinese companies fiercely competing. For example, there are now over 30,000 building materials companies in China making everything from ceramic tiles to wood flooring.

Building a Better Battery Boyoun Kim By BRIAN X. CHEN and NICK BILTON SAN FRANCISCO — The next breakthrough smartphone, or maybe the one after that, might not have a traditional battery as its sole source of power. Instead, it could pull energy from the air or power itself through television, cellular or Wi-Fi signals. Engineers at Apple even tried for many years to build a smarter battery by adding solar charging to iPhones and iPods, a former Apple executive said. And they have continued to experiment with solar charging, two people who work at the company said. Batteries, long the poor cousin to computer chips in research-obsessed Silicon Valley, are now the rage. As tech companies push their businesses into making wearable devices like fitness bands, eyeglasses and smart watches, the limitations of battery technology have become the biggest obstacle to sales and greater profits. Consumers are unlikely to embrace a wristwatch computer like the one being worked on by Apple, or Google’s smart glasses, if they work only a few hours between charges and must be removed to be plugged in.

Greek vowels: FAther GEt GAme to FEEd the HOt NEw hÔme . These can be added in pencil next

I adamantly said no locks, no specifc hours: our little library will be open 24 hours a day, 365 days a year, and I'm going to install a motion-sensor solar light so when someone has late-night book munchies, they'll open the door and voila, the light will pop on. New books are added everyday or two, and a couple taken away. Sometimes the shelves are messy, sometimes people leave notes. I find the whole package as beautiful as art.

age still remembered it with wonderment, I never asked him about it, as it seemed to me his silence on the subject only added to its grandeur and I did not want to take from it in any way with questions so that

I would suggest adding one more category at the very top of the pyramid, even above self-actualization: imagination and exploration. The need to imagine new possibilities, the need to reach out beyond ourselves and understand the world around us. Wasn’t that need part of what propelled Marco Polo and Vasco da Gama and Einstein? Not only to help ourselves with physical survival or personal relationships or self-discovery, but to know and comprehend this strange cosmos we find ourselves in. The need to explore the really big questions asked by the quantum cosmologists. How did it all begin? Far beyond our own lives, far beyond our community or our nation or planet Earth or even our solar system. How did the universe begin? It is a luxury to be able to ask such questions. It is also a human necessity.

In 2016, ten additional countries were added to the OPEC cartel to form OPEC+. These countries are Azerbaijan, Bahrain, Brunei, Kazakhstan, Malaysia, Mexico, Oman, Russia, South Sudan, and Sudan. Make no mistake. The OPEC+ Cartel was formed to exert even more monopolistic control over global fossil fuels production supply and pricing. OPEC+ now directly controls well over 80% of the world’s proven oil reserves. Therefore, every consumer in the world is subjugated to whatever prices and production OPEC+ dictate.

Run solar orbit computation software ‘Three Body 1.0’!” Newton screamed at the top of his lungs. “Start the master computing module! Load the differential calculus module! Load the finite element analysis module! Load the spectral method module! Enter initial condition parameters … and begin calculation!” The motherboard sparkled as the display formation flashed with indicators in every color. The human-formation computer began the long computation. “This is really interesting,” Qin Shi Huang said, pointing to the spectacular sight. “Each individual’s behavior is so simple, yet together, they can produce such a complex, great whole! Europeans criticize me for my tyrannical rule, claiming that I suppress creativity. But in reality, a large number of men yoked by severe discipline can also produce great wisdom when bound together as one.” “Great First Emperor, this is just the mechanical operation of a machine, not wisdom. Each of these lowly individuals is just a zero. Only when someone like you is added to the front as a one can the whole have any meaning.” Newton’s smile was ingratiating. “Disgusting philosophy!” Von Neumann said as he glanced at Newton. “If, in the end, the results computed in accordance with your theory and mathematical model don’t match reality, then you and I aren’t even zeroes.” “Indeed. If that turns out to be the case, you will be nothing!” Qin Shi Huang turned and left the scene.

Tesla is a vehicle for an idea: that we humans have better ways to power our lives than to burn a dinosaur-era compaction that dirties the air and skanks up the chemistry of the atmosphere. That notion applies to more than just cars. Tesla also sells its batteries as energy storage units. Since it acquired SolarCity in 2016 and added solar panels to its offerings, Musk has made his intentions clear: Tesla is an energy company. This is the story of how the electric car became a Trojan horse for a new energy economy. I believe it is the most important technology story of the twenty-first century.

Caesar likely had heard of a unified Moon-Sun calendar, called a lunisolar calendar, while consorting with Cleopatra. The traditional Egyptian calendar had 365 days, comprising twelve months of thirty days apiece, plus an extra five intercalary days. To keep in time with the solar year, the Egyptian calendar would include a sixth intercalary day, a leap day, every four years. The Roman statesman Pliny the Elder writes in his Natural History that Caesar worked with Sosigenes, an Alexandrian mathematician, to design his own new calendar and produce a new astronomical almanac. The new calendar divided the year into twelve months with thirty or thirty-one days, except February, which has twenty-eight. An intercalary “leap day” is added to February every four years. It’s essentially the same calendar we use now; it has received just one update in the two millennia since.

It had five commandments: 1. Question every requirement. Each should come with the name of the person who made it. You should never accept that a requirement came from a department, such as from “the legal department” or “the safety department.” You need to know the name of the real person who made that requirement. Then you should question it, no matter how smart that person is. Requirements from smart people are the most dangerous, because people are less likely to question them. Always do so, even if the requirement came from me. Then make the requirements less dumb. 2. Delete any part or process you can. You may have to add them back later. In fact, if you do not end up adding back at least 10% of them, then you didn’t delete enough. 3. Simplify and optimize. This should come after step two. A common mistake is to simplify and optimize a part or a process that should not exist. 4. Accelerate cycle time. Every process can be speeded up. But only do this after you have followed the first three steps. In the Tesla factory, I mistakenly spent a lot of time accelerating processes that I later realized should have been deleted. 5. Automate. That comes last. The big mistake in Nevada and at Fremont was that I began by trying to automate every step. We should have waited until all the requirements had been questioned, parts and processes deleted, and the bugs were shaken out. The algorithm was sometimes accompanied by a few corollaries, among them: All technical managers must have hands-on experience. For example, managers of software teams must spend at least 20% of their time coding. Solar roof managers must spend time on the roofs doing installations. Otherwise, they are like a cavalry leader who can’t ride a horse or a general who can’t use a sword. Comradery is dangerous. It makes it hard for people to challenge each other’s work. There is a tendency to not want to throw a colleague under the bus. That needs to be avoided. It’s OK to be wrong. Just don’t be confident and wrong. Never ask your troops to do something you’re not willing to do. Whenever there are problems to solve, don’t just meet with your managers. Do a skip level, where you meet with the level right below your managers. When hiring, look for people with the right attitude. Skills can be taught. Attitude changes require a brain transplant. A maniacal sense of urgency is our operating principle. The only rules are the ones dictated by the laws of physics. Everything else is a recommendation.

It’s a deal.” He lowered the brush as he realized what she was saying. He didn’t question it, knew he’d better accept her consent before she took it back. “I’ll be right over.” “Wait!” Her voice shook on the command. “Some rules first . . .” “Shoot.” Terms didn’t matter a lick. He’d agree to anything. “There’ll be no . . . funny business.” His lips twitched. “Not unless you—” “I don’t. Another thing . . . when this arrangement ends—” “If this arrangement ends.” “Fine. If. It needs to be clear it was my doing, my choice. If everyone thinks our marriage is real—” “It is real.” “You know what I mean. If they think we’re splitting, it was my decision. Understand?” “I’ll take out an ad in the Moose Creek Chronicle if you want.” “And I’m keeping my name.” If she wanted to keep that mouthful-of-a-last-name, more power to her. “I’m only doing this because I’m desperate, you know,” she said. That was a hard kick to the solar plexus. “Now, Shay, don’t go flattering.” “This is business. That’s all.” Full disclosure, McCoy. “It’s business for you, I get that. But you need to understand it’s personal for me. As long as we understand each other, I don’t see a problem.” The quiet on the other end of the line unsettled him. Maybe full disclosure wasn’t such a bright idea. “Fine.

problems involved when Passover, which is the festival of spring, occurs in the summer. Briefly, she explained it to Elijah. The Hebrew calendar, which is theoretically based on the lunar month, consists of twelve months. That, however, only adds up to 354 days, whereas the solar calendar consists of 365 days, making a discrepancy of 11 days a year. In order to align the two, an extra month is added to some Hebrew years, for a total of seven months, over a cycle of nineteen years.

The years in which a month is added are referred to as “pregnant” years. This calculation, however, is not totally accurate. If we average out the length of the Hebrew year, it is slightly longer than the solar year. The difference is only one of minutes, but over a very long period the difference accumulates, each time making Passover start a little later on the average. Over a very long time, this can, eventually, in theory, result in Passover taking place in the summer.

order to keep the lunar and solar year synchronized, an intercalary month was added every three years or so. This makeup month was called Veadar. So he was stuck with a Jewish calendar that varied and a lunar year which sometimes varied and then had to be recalibrated, so to speak, with the solar yearly cycle. How was he supposed to figure out anything based upon a calendar which had varying year lengths? No wonder Sir Robert Anderson had chosen to use a Noahadic year of three-hundred-and-sixty days! Nothing else seemed to work.

It is believed the pyramid was built around 800 AD. It has ninety-one steps on each of its four sides. There are ninety-one days between each annual solar cycle—winter solstice, spring equinox, summer solstice, and fall equinox. So, if you take the four cycles per year, which is ninety-one times four, that equals three hundred and sixty-four days. Then you add the top step.” “That makes it three-hundred sixty-five. It matches up to our calendar,” Natalie said, and Felipe nodded. “Sí. And what’s also quite amazing is the alignment of the pyramid is such that in the late afternoon of March 21, the low sun casts a shadow resembling a wriggling snake. Thousands of people come during the spring equinox each year to watch the feathered serpent god appear to crawl down the side of the pyramid and illuminate one of the serpent heads at the bottom.

That’s—” Sophie said. “That’s a skull.” “It’s my father,” Dracy said. “He had his teeth scripped to shine as the sun. The intention survived his death.” “Was it literally sunshine?” Sophie’s mind spun through implications. A constant flood of solar radiation in the mouth—hadn’t it burned? Could he give others sunburn, then? Did he die of cancer? Couldn’t they have just made a magic lantern? Had Dracy kept it for sentimental reasons? Dracy replied with a gesture that was less than a shrug, more than a twitch. Sophie was coming to realize it came standard issue among these people: It meant “Don’t know, don’t care.” She added magical solar radiation and Can a whole people be fundamentally incurious? to the continually growing list of things she had to find out,

We can be more specific about what the universe would look like if it were an eternal system fluctuating around equilibrium. Boltzmann invoked the anthropic principle (although he didn’t call it that) to explain why we wouldn’t find ourselves in one of the very common equilibrium phases: In equilibrium, life cannot exist. Clearly, what we want to do is find the most common conditions within such a universe that are hospitable to life. Or, if we want to be a bit more careful, perhaps we should look for conditions that are not only hospitable to life, but hospitable to the particular kind of intelligent and self-aware life that we like to think we are. Maybe this is a way out? Maybe, we might reason, in order for an advanced scientific civilization such as ours to arise, we require a “support system” in the form of an entire universe filled with stars and galaxies, originating in some sort of super-low-entropy early condition. Maybe that could explain why we find such a profligate universe around us. No. Here is how the game should be played: You tell me the particular thing you insist must exist in the universe, for anthropic reasons. A solar system, a planet, a particular ecosystem, a type of complex life, the room you are sitting in now, whatever you like. And then we ask, “Given that requirement, what is the most likely state of the rest of the universe in the Boltzmann-Lucretius scenario, in addition to the particular thing we are asking for?” And the answer is always the same: The most likely state of the rest of the universe is to be in equilibrium. If we ask, “What is the most likely way for an infinite box of gas in equilibrium to fluctuate into a state containing a pumpkin pie?,” the answer is “By fluctuating into a state that consists of a pumpkin pie floating by itself in an otherwise homogeneous box of gas.” Adding anything else to the picture, either in space or in time—an oven, a baker, a previously existing pumpkin patch—only makes the scenario less likely, because the entropy would have to dip lower to make that happen. By far the easiest way to get a pumpkin pie in this context is for it to gradually fluctuate all by itself out of the surrounding chaos.

Now that school’s out, the real lessons begin.” His eyes closed and he added, “Learn them early and learn them well. Remediation is painful.

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