Agile Short Quotes

A long descriptive name is better than a short enigmatic name. A long descriptive name is better than a long descriptive comment.

I spent thirty-three years and four months in active military service as a member of this country's most agile military force, the Marine Corps. I served in all commissioned ranks from Second Lieutenant to Major-General. And during that period, I spent most of my time being a high class muscle-man for Big Business, for Wall Street and for the Bankers. In short, I was a racketeer, a gangster for capitalism.

We have minds that are equipped for certainty, linearity and short-term decisions, that must instead make long-term decisions in a non-linear, probabilistic world.

small batches of work, small teams, short cycles, and quick feedback—in effect, “small everything.

Oh, how I wish I had already regenerated to become the tall one with the dicky bow, thought the Doctor, who occasionally had visions of his future selves. He is always so fit and agile. I suppose all that incessant running down corridors that he does . . . will do . . . may do, in one of my possible futures . . . is good for something.

What was this passion that attacked women for knitting under the most unpropitious conditions? A woman did not look her best knitting; the absorption, the glassy eyes, the restless, busy fingers! One needed the agility of a wild cat, and the will-power of a Napoleon to manage to knit in a crowded tube, but women managed it! If they succeeded in obtaining a seat, out came a miserable little strip of shrimp pink and click, click went the pins!

described approached so nigh as to receive some interruption from the warders, he dashed his dusky green turban from his head, showed that his beard and eyebrows were shaved like those of a professed buffoon, and that the expression of his fantastic and writhen features, as well as of his little black eyes, which glittered like jet, was that of a crazed imagination. "Dance, marabout," cried the soldiers, acquainted with the manners of these wandering enthusiasts, "dance, or we will scourge thee with our bow-strings till thou spin as never top did under schoolboy's lash." Thus shouted the reckless warders, as much delighted at having a subject to tease as a child when he catches a butterfly, or a schoolboy upon discovering a bird's nest. The marabout, as if happy to do their behests, bounded from the earth, and spun his giddy round before them with singular agility, which, when contrasted with his slight and wasted figure, and

So, why do we do development work in these short cycles? To learn. Experience is the best teacher, and the scrum cycle is designed to provide you with multiple opportunities to receive feedback—from customers, from the team, from the market—and to learn from it.

At first Alexander could not believe it was his Tania. He blinked and tried to refocus his eyes. She was walking around the table, gesturing, showing, leaning forward, bending over. At one point she straightened out and wiped her forehead. She was wearing a short-sleeved yellow peasant dress. She was barefoot, and her slender legs were exposed above her knee. Her bare arms were lightly tanned. Her blonde hair looked bleached by the sun and was parted into two shoulder-length braids tucked behind her ears. Even from a distance he could see the summer freckles on her nose. She was achingly beautiful. And alive. Alexander closed his eyes, then opened them again. She was still there, bending over the boy’s work. She said something, everyone laughed loudly, and Alexander watched as the boy’s arm touched Tatiana’s back. Tatiana smiled. Her white teeth sparkled like the rest of her. Alexander didn’t know what to do. She was alive, that was obvious. Then why hadn’t she written him? And where was Dasha? Alexander couldn’t very well continue to stand under a lilac tree. He went back out onto the main road, took a deep breath, stubbed out his cigarette, and walked toward the square, never taking his eyes off her braids. His heart was thundering in his chest, as if he were going into battle. Tatiana looked up, saw him, and covered her face with her hands. Alexander watched everyone get up and rush to her, the old ladies showing unexpected agility and speed. She pushed them all away, pushed the table away, pushed the bench away, and ran to him. Alexander was paralyzed by his emotion. He wanted to smile, but he thought any second he was going to fall to his knees and cry. He dropped all his gear, including his rifle. God, he thought, in a second I’m going to feel her. And that’s when he smiled. Tatiana sprang into his open arms, and Alexander, lifting her off her feet with the force of his embrace, couldn’t hug her tight enough, couldn’t breathe in enough of her. She flung her arms around his neck, burying her face in his bearded cheek. Dry sobs racked her entire body. She was heavier than the last time he felt her in all her clothes as he lifted her into the Lake Ladoga truck. She, with her boots, her clothes, coats, and coverings, had not weighed what she weighed now. She smelled incredible. She smelled of soap and sunshine and caramelized sugar. She felt incredible. Holding her to him, Alexander rubbed his face into her braids, murmuring a few pointless words. “Shh, shh…come on, now, shh, Tatia. Please…” His voice broke. “Oh, Alexander,” Tatiana said softly into his neck. She was clutching the back of his head. “You’re alive. Thank God.” “Oh, Tatiana,” Alexander said, hugging her tighter, if that were possible, his arms swaddling her summer body. “You’re alive. Thank God.” His hands ran up to her neck and down to the small of her back. Her dress was made of very thin cotton. He could almost feel her skin through it. She felt very soft. Finally he let her feet touch the ground. Tatiana looked up at him. His hands remained around her little waist. He wasn’t letting go of her. Was she always this tiny, standing barefoot in front of him? “I like your beard,” Tatiana said, smiling shyly and touching his face. “I love your hair,” Alexander said, pulling on a braid and smiling back. “You’re messy…” He looked her over. “And you’re stunning.” He could not take his eyes off her glorious, eager, vivid lips. They were the color of July tomatoes— He bent to her—

[Shade Dragon Rogue: This path might be one of a kind. Shade grants shadowy, necromantic, and dark powers. Dragon grants incredible power at the cost of emboldened vices. Rogue improves on focus, agility, fortune while having an affinity for short blades, stealth, and dishonesty.]

The field attracted many extraordinary figures, not least the aforementioned Murchison, who spent the first thirty or so years of his life galloping after foxes, converting aeronautically challenged birds into puffs of drifting feathers with buckshot and showing no mental agility whatever beyond that needed to read The Times or play a hand of cards.

the aforementioned Murchison, who spent the first thirty or so years of his life galloping after foxes, converting aeronautically challenged birds into puffs of drifting feathers with buckshot, and showing no mental agility whatever beyond that needed to read The Times or play a hand of cards. Then he discovered an interest in rocks and became with rather astounding swiftness a titan of geological thinking.

Authoritarian managers use power, often in the form of fear, to get people to do something their way. Leaders depend for the most part on influence rather than power, and influence derives from respect rather than fear. Respect, in turn, is based on qualities such as integrity, ability, fairness, truthfulness—in short, on character. Leaders are part of the team, and although they are given organizational authority, their real authority isn't delegated top-down but earned bottom-up. From the outside, a managed team and a led team can look the same, but from the inside they feel very different.

Lake Natron resided in northern Tanzania near an active volcano known as Ol Doinyo Lengai. It was part of the reason the lake had such unique characteristics. The mud had a curious dark grey color over where Jack had been set up for observation, and he noted that there was now an odd-looking mound of it to the right of one of the flamingo’s nests. He zoomed in further and further, peering at it, and then realized what he was actually seeing. The dragon had crouched down beside the nests and blended into the mud. From snout to tail, Jack calculated it had to be twelve to fourteen feet long. Its wings were folded against its back, which had small spines running down the length to a spiky tail. It had a fin with three prongs along the base of the skull and webbed feet tipped with sharp black talons. He estimated the dragon was about the size of a large hyena. It peered up at its prey with beady red eyes, its black forked tongue darting out every few seconds. Its shoulder muscles bunched and its hind legs tensed. Then it pounced. The dark grey dragon leapt onto one of flamingoes atop its nest and seized it by the throat. The bird squawked in distress and immediately beat its wings, trying to free itself. The others around them took to the skies in panic. The dragon slammed it into the mud and closed its jaws around the animal’s throat, blood spilling everywhere. The flamingo yelped out its last breaths and then finally stilled. The dragon dropped the limp carcass and sniffed the eggs before beginning to swallow them whole one at a time. “Holy shit,” Jack muttered. “Have we got a visual?” “Oh, yeah. Based on the size, the natives and the conservationists were right to be concerned. It can probably wipe out a serious number of wildlife in a short amount of time based on what I’m seeing. There’s only a handful of fauna that can survive in these conditions and it could make mincemeat out of them.” “Alright, so what’s the plan?” “They told me it’s very agile, which is why their attempts to capture it haven’t worked. I’m going to see if it responds to any of the usual stimuli. So far, they said it doesn’t appear to be aggressive.” “Copy that. Be careful, cowboy.” “Ten-four.” Jack glanced down at his utility belt and opened the pocket on his left side, withdrawing a thin silver whistle. He put it to his lips and blew for several seconds. Much like a dog whistle, Jack couldn’t hear anything. But the dragon’s head creaked around and those beady red eyes locked onto him. Jack lowered the whistle and licked his dry lips. “If I were in a movie, this would be the part where I said, ‘I’ve got a bad feeling about this.’” The dragon roared, its grey wings extending out from its body, and then flew straight at him.

From the woods that surrounded the burgh came a mass of men. Some rode, others ran. All carried weapons, mainly axes or spears. A few wore mail shirts and cloaks, but most just leather aketons. Among them were a handful of men clad in the short tunics favoured by Highlanders. These men were bare from thigh to foot, an alarming sight to Ormesby, who had only heard rumour of these wild men of the north. As they came, they roared a multitude of battle cries. Ormesby caught one name in the din, issuing from a group of mailed riders who followed a burly man on a finely caparisoned horse. ‘For Douglas!’ they howled. ‘For Douglas!’ Below, the townsfolk were scattering. The English soldiers had formed a tight knot outside the hall, blades drawn, but even as Ormesby watched, the forlorn group of beggars he had seen threw off their ragged skins and furs, revealing thickly muscled warriors. They fell upon the soldiers with savage cries, daggers thrusting. Footsteps sounded on the hall stairs. The door burst open and two soldiers appeared. ‘We must go, sir!’ The clerks and officials were already hastening across the chamber. Donald was running with them. Ormesby remained rooted. ‘Who are they?’ he demanded, his voice high as he turned back to the window, seeing the horde rushing into the town. His eyes fixed on a giant of a man running, almost loping in the front lines. Taller than all those around him, agile in the stride, he wore a simple dark blue tunic and wide-brimmed kettle hat. The other men seemed to be running in unruly formation around him. But it was the blade in the man’s hands that Ormesby’s eyes were drawn to. He had never seen such a sword, so broad and long the giant had to grasp it in both hands as he came. Another name now became audible in the roar of the mob. ‘Wallace! Wallace!

When applying agile practices at the portfolio level, similar benefits accrue: • Demonstrable results—Every quarter or so products, or at least deployable pieces of products, are developed, implemented, tested, and accepted. Short projects deliver chunks of functionality incrementally. • Customer feedback—Each quarter product managers review results and provide feedback, and executives can view progress in terms of working products. • Better portfolio planning—Portfolio planning is more realistic because it is based on deployed whole or partial products. • Flexibility—Portfolios can be steered toward changing business goals and higher-value projects because changes are easy to incorporate at the end of each quarter. Because projects produce working products, partial value is captured rather than being lost completely as usually happens with serial projects that are terminated early. • Productivity—There is a hidden productivity improvement with agile methods from the work not done. Through constant negotiation, small projects are both eliminated and pared down.

Globalization has shipped products at a faster rate than anything else; it’s moved English into schools all over the world so that now there is Dutch English and Filipino English and Japanese English. But the ideologies stay in their places. They do not spread like the swine flu, or through sexual contact. They spread through books and films and things of that nature. The dictatorships of Latin America used to ban books, they used to burn them, just like Franco did, like Pope Gregory IX and Emperor Qin Shi Huang. Now they don’t have to because the best place to hide ideologies is in books. The dictatorships are mostly gone—Brazil, Argentina, Uruguay. The military juntas. Our ideologies are not secrets. Even the Ku Klux Klan holds open meetings in Alabama like a church. None of the Communists are still in jail. You can buy Mao’s red book at the gift shop at the Museum of Communism. I will die soon, in the next five to ten years. I have not seen progress during my lifetime. Our lives are too short and disposable. If we had longer life expectancies, if we lived to 200, would we work harder to preserve life or, do you think that when Borges said, ‘Jews, Christians, and Muslims all profess belief in immortality, but the veneration paid to the first century of life is proof that they truly believe in only those hundred years, for they destine all the rest, throughout eternity, to rewarding or punishing what one did when alive,’ we would simply alter it to say ‘first two centuries’? I have heard people say we are living in a golden age, but the golden age has passed—I’ve seen it in the churches all over Latin America where the gold is like glue. The Middle Ages are called the Dark Ages but only because they are forgotten, because the past is shrouded in darkness, because as we lay one century of life on top of the next, everything that has come before seems old and dark—technological advances provide the illusion of progress. The most horrendous tortures carried out in the past are still carried out today, only today the soldiers don’t meet face to face, no one is drawn and quartered, they take a pill and silently hope a heart attack doesn’t strike them first. We are living in the age of dissociation, speaking a government-patented language of innocence—technology is neither good nor evil, neither progress nor regress, but the more advanced it becomes, the more we will define this era as the one of transparent secrets, of people living in a world of open, agile knowledge, oceans unpoliced—all blank faces, blank minds, blank computers, filled with our native programming, using electronic appliances with enough memory to store everything ever written invented at precisely the same moment we no longer have the desire to read a word of it.

SEVEN CHANGE MASTERY SHIFTS • Change Mastery Shift 1: From Problem Focus to Opportunity Focus. Effective leaders tend to perceive and to innovate on the opportunities inherent in change. • Change Mastery Shift 2: From Short-Term Focus to Long-Term Focus. Effective leaders don’t lose sight of their long-term vision in the midst of change. • Change Mastery Shift 3: From Circumstance Focus to Purpose Focus. Effective leaders maintain a clear sense of purpose, value, and meaning to rise above immediate circumstances. • Change Mastery Shift 4: From Control Focus to Agility Focus. Effective leaders understand that control is a management principle that yields a certain degree of results. However, agility, flexibility, and innovation are leadership principles that sustain results over the long haul. • Change Mastery Shift 5: From Self-Focus to Service. Effective leaders buffer their teams and organizations from the stress of change by managing, neutralizing, and/or transcending their own stress. • Change Mastery Shift 6: From Expertise Focus to Listening Focus. Effective leaders stay open and practice authentic listening to stay connected with others and to consider multiple, innovative solutions. • Change Mastery Shift 7: From Doubt Focus to Trust Focus. Effective leaders are more secure in themselves; they possess a sense that they can handle whatever may come their way; their self-awareness and self-trust are bigger than the circumstances of change.

In her eyes, he could see the fear, but also the love. The need. Time to show her, that to him, she meant everything. “Before you shower me with kisses for saving you –” “I think it could be argued that I played a part.” “Not when I retell the story you won’t. But we can argue about that later, naked. As I was saying, I have something for you.” Remy pulled the sheet of paper out of his back pocket and unfolded it. Initially he’d worried about it being too short. But as Lucifer assured him when he made the contract and binding, the less clauses he put in, the more his promise would stick out. Handing it to her, he waited. Fidgeted when she didn’t say a word. Almost tore it from her grasp. Then stumbled back as she threw herself at him. I, Remy, the most awesome demon in Hell, do declare to love the witch Ysabel, fiery temper and all, for an eternity. I will never stray. Never betray her trust. Never do anything to cause her pain upon penalty of permanent death. This I do swear in blood, Remy A simple contract, which in its very lack of clauses and sub items, awed her. “You love me that much?” He peered at her with incredulity on his face. “Of course I love you that much. Would I have done all the things I did if I didn’t?” “Well, you are related to a mad woman.” “Yes, and maybe it’s madness for me to love you, but I do. Do you think just any woman would inspire me enough to take on a bloody painful curse. Or put up with the fact you have a giant, demon eating cat. I know you have trust issues, and that I might not have led the kind of life that inspires confidence, but I will show you that you can believe in me. I want you to love me.” “I know you do. And I do love you. Only for you would I come to the rescue wearing nothing to cover my bottom.” His eyebrows shot up. “You came to battle in a skirt without any underwear?” A slow nod was her answer. He grinned, then scowled. “You will not do that again. Do you know how many demons live in the sewer and could have looked up your skirt? I won’t have them looking at what’s mine. On second thought. Throw out all your underwear. I’ll lead the purge on the sewers myself so you can stroll around with your girl parts unencumbered for my enjoyment.” “You’re insane,” she laughed. “Crazy in love with you,” he agreed. “But I do warn you, we’ll have to have dinner with my crazy mother at least once a month.” “Or more often. I quite like your mom. She’s got a refreshing way of viewing the world.” “Oh fuck. Don’t tell me she’s already rubbing off,” he groaned, as he pulled her into his arms. She snuggled against him. This was where she belonged. But she did have a question. “As my new… what should I call you anyway? Boyfriend? Demon I sleep with?” “The following terms are acceptable to me. Yours. Mate. Husband. Divine taster of your –” She slapped a hand over his mouth. “I’ll stick to mate.” “And I’m going with my super, sexy, touch her and die, fabulous cougar, ass kicking witch.” “I dare you shout that five times in a row without stumbling.” He did to her eye popping disbelief. “I told you, I have a very agile tongue.” “I remember.

Let’s take the threshold idea one step further. If intelligence matters only up to a point, then past that point, other things—things that have nothing to do with intelligence—must start to matter more. It’s like basketball again: once someone is tall enough, then we start to care about speed and court sense and agility and ball-handling skills and shooting touch. So, what might some of those other things be? Well, suppose that instead of measuring your IQ, I gave you a totally different kind of test. Write down as many different uses that you can think of for the following objects: a brick a blanket This is an example of what’s called a “divergence test” (as opposed to a test like the Raven’s, which asks you to sort through a list of possibilities and converge on the right answer). It requires you to use your imagination and take your mind in as many different directions as possible. With a divergence test, obviously there isn’t a single right answer. What the test giver is looking for are the number and the uniqueness of your responses. And what the test is measuring isn’t analytical intelligence but something profoundly different—something much closer to creativity. Divergence tests are every bit as challenging as convergence tests, and if you don’t believe that, I encourage you to pause and try the brick-and-blanket test right now. Here, for example, are answers to the “uses of objects” test collected by Liam Hudson from a student named Poole at a top British high school: (Brick). To use in smash-and-grab raids. To help hold a house together. To use in a game of Russian roulette if you want to keep fit at the same time (bricks at ten paces, turn and throw—no evasive action allowed). To hold the eiderdown on a bed tie a brick at each corner. As a breaker of empty Coca-Cola bottles. (Blanket). To use on a bed. As a cover for illicit sex in the woods. As a tent. To make smoke signals with. As a sail for a boat, cart or sled. As a substitute for a towel. As a target for shooting practice for short-sighted people. As a thing to catch people jumping out of burning skyscrapers.

Globalization has shipped products at a faster rate than anything else; it’s moved English into schools all over the world so that now there is Dutch English and Filipino English and Japanese English. But the ideologies stay in their places. They do not spread like the swine flu, or through sexual contact. They spread through books and films and things of that nature. The dictatorships of Latin America used to ban books, they used to burn them, just like Franco did, like Pope Gregory IX and Emperor Qin Shi Huang. Now they don’t have to because the best place to hide ideologies is in books. The dictatorships are mostly gone—Brazil, Argentina, Uruguay. The military juntas. Our ideologies are not secrets. Even the Ku Klux Klan holds open meetings in Alabama like a church. None of the Communists are still in jail. You can buy Mao’s red book at the gift shop at the Museum of Communism. I will die soon, in the next five to ten years. I have not seen progress during my lifetime. Our lives are too short and disposable. If we had longer life expectancies, if we lived to 200, would we work harder to preserve life or, do you think that when Borges said, ‘Jews, Christians, and Muslims all profess belief in immortality, but the veneration paid to the first century of life is proof that they truly believe in only those hundred years, for they destine all the rest, throughout eternity, to rewarding or punishing what one did when alive,’ we would simply alter it to say ‘first two centuries’? I have heard people say we are living in a golden age, but the golden age has passed—I’ve seen it in the churches all over Latin America where the gold is like glue. The Middle Ages are called the Dark Ages but only because they are forgotten, because the past is shrouded in darkness, because as we lay one century of life on top of the next, everything that has come before seems old and dark—technological advances provide the illusion of progress. The most horrendous tortures carried out in the past are still carried out today, only today the soldiers don’t meet face to face, no one is drawn and quartered, they take a pill and silently hope a heart attack doesn’t strike them first. We are living in the age of dissociation, speaking a government-patented language of innocence—technology is neither good nor evil, neither progress nor regress, but the more advanced it becomes, the more we will define this era as the one of transparent secrets, of people living in a world of open, agile knowledge, oceans unpoliced—all blank faces, blank minds, blank computers, filled with our native programming, using electronic appliances with enough memory to store everything ever written invented at precisely the same moment we no longer have the desire to read a word of it.” ― John M. Keller, Abracadabrantesque

To do Agile right, you had to work in pairs, write tests first, refactor, and commit to simple designs. You had to work in short cycles, producing executable output in each. You had to communicate with business on a regular and continuous basis.

Building emotional agility: 1. “Label your thoughts and emotions” My coworker is wrong—he makes me so angry becomes I’m having the thought that my coworker is wrong, and I’m feeling anger. 2. Accept them “The anger was a signal that something important was at stake and that he needed to take productive action. Instead of yelling at people, he could make a clear request of a colleague or move swiftly on a pressing issue. The more Jeffrey accepted his anger and brought his curiosity to it, the more it seemed to support rather than undermine his leadership.” 3. Act on your values “We encourage leaders to focus on the concept of workability: Is your response going to serve you and your organization in the long term as well as the short term? Will it help you steer others in a direction that furthers your collective purpose? Are you taking a step toward being the leader you most want to be and living the life you most want to live?

Le Cerf Agile!” Each warrior sprang upon his feet at the utterance of the well known appellation, and there was a short period during which the stoical constancy of the natives was completely conquered by surprise. The hated and yet respected name was repeated as by one voice, carrying the sound even beyond the limits of the lodge. The

Of course, there is one obvious thing we could do to try to improve velocity: work longer hours. Working a lot of consecutive overtime might initially cause velocity to increase (see “Overtime” in Figure 7.14). Figure 7.14. The effect of overtime on velocity (based on a figure from Cook 2008) That increase will almost certainly be followed by an aggressive decline in velocity along with a simultaneous decline in quality. Even after the overtime period ends, the team will need some amount of time to recover before returning to its reasonable baseline velocity. I have seen examples of where the trough (decreased velocity area) during the recovery period is larger than the crest (increased velocity area) during the overtime period. The end result is that lots of overtime may provide some short-term benefits, but these are frequently far outweighed by the long-term consequences.

You can’t survive in the long term if you die in the short term. The surest way to ensure extinction is to resist change and adaptation.

I am very pleased to meet you, Mister True,” said the man as he reached out to shake True’s hand. He was careful to look the angel in the eye, as he hooked his cane handle into his trousers pocket so as to free up his left hand, which he also used to shake True’s hand. “Thank you for coming over to me, sir. As you can see, I am far from agile these days.” His speech was slow, but quite deliberate and poised. “My name is Ernest Mansfield, and I came out here to tell you that I realized tonight, during your speech, that I have been a fool all of my life. I thank you for the many rebukes in your speech. You pegged me well for the fool that I am. I got caught up early in the idea that my party is better than the other, and I never stopped to realize—like you said tonight—that the party I chose is itself corrupt enough to ruin this nation on its own.” True continued to listen patiently as the man spoke, still holding True’s hand in both of his own. “I am ninety-eight years old, and I have been a sucker for this partisan trap all my life.” Those last three words got to the old man as he spoke them. He began to sob, dropping his head forward. Benjamin True put his left hand on the man’s shoulder and remained quiet, trusting that the man needed no help to express himself. “I don’t know how long I have left on this planet, but obviously, my days are short,” Ernest Mansfield continued, gaining more control over his emotions. On my way over here, I laughed at myself that it should take me ninety-eight years to learn such a simple lesson. But at least I’ve learned it now, and I can correct myself from here forward.” The angel smiled at him and said, “Yes, you can!” “Well,” continued the man, “I won’t keep you any longer, as I’m sure you have many more people to see. I came out here to pay my respects to a man who dared to tell me the truth, and I’ve done it. And so I bid you good night, sir.” “I am very glad to have met you, and I thank you for coming to find me. May your time from now on be more fruitful than you would imagine! Good night to you, as well, Ernest Mansfield.

A scrum team typically consists of around seven people who work together in short, sustainable bursts of activity called sprints, with plenty of time for review and reflection built in.

The kingdom of Bosnia forms a division of the Ottoman empire, and is a key to the countries of Roumeli (or Romeli). Although its length and breadth be of unequal dimensions, yet it is not improper to say it is equal in climate to Misr and Sham (Egypt and Syria). Each one of its lofty mountains, exalted to Ayuk, (a bright red star that * The peace of Belgrade was signed on the first of September, 1739. By this peace the treaty of Passarowitz was nullified, and the rivers Danube, Save, and Una re-established, as the boundaries of the two empires. See note to page 1. always follows the Hyades,) is an eye-sore to a foe. By reason of this country's vicinity to the infidel nations, such as the deceitful Germans, Hungarians, Serbs (Sclavonians), the tribes of Croats, and the Venetians, strong and powerful, and furnished with abundance of cannon, muskets, and other weapons of destruction, it has had to carry on fierce war from time to time with one or other, or more, of these deceitful enemies—enemies accustomed to mischief, inured to deeds of violence, resembling wild mountaineers in asperity, and inflamed with the rage of seeking opportunities of putting their machinations into practice; but the inhabitants of Bosnia know this. The greater part of her peasants are strong, courageous, ardent, lion-hearted, professionally fond of war, and revengeful: if the enemy but only show himself in any quarter, they, never seeking any pretext for declining, hasten to the aid of each other. Though in general they are harmless, yet in conflict with an enemy they are particularly vehement and obstinate; in battle they are strong-hearted ; to high commands they are obedient, and submissive as sheep; they are free from injustice and wickedness; they commit no villany, and are never guilty of high-way robbery; and they are ready to sacrifice their lives in behalf of their religion and the emperor. This is an honour which the people of Bosnia have received as an inheritance from their forefathers, and which every parent bequeaths to his son at his death. By far the greater number of the inhabitants, but especially the warlike chiefs, capudans, and veterans of the borders, in order to mount and dismount without inconvenience, and to walk with greater freedom and agility, wear short and closely fitted garments: they wear the fur of the wolf and leopard about their shoulders, and eagles' wings in their caps, which are made of wolf-skins. The ornaments of their horses are wolf and bearskins: their weapons of defence are the sword, the javelin, the axe, the spear, pistols, and muskets : their cavalry are swift, and their foot nimble and quick. Thus dressed and accoutred they present a formidable appearance, and never fail to inspire their enemies with a dread of their valour and heroism. So much for the events which have taken place within so short a space of time.* It is not in our power to write and describe every thing connected with the war, or which came to pass during that eventful period. Let this suffice. * It will be seen by the dates given in page 1, that the war lasted about two years and five months. Prepared and printed from the rare and valuable collection of Omer EfFendi of Novi, a native of Bosnia, by Ibrahim.* * This Ibrahim was called Basmajee^ the printer. He is mentioned in history as a renegado, and to have been associated with the son of Mehemet Effendi, the negotiator of the peace of Paasarowitz, and who was, in 1721, deputed on a special em-, bassy to Louis XV. Seyd Effendi, who introduced the art of printing into Turkey. Ibrahim, under the auspices of the government, and by the munificence of Seyd Effendi aiding his labours^ succeeded in sending from the newly instituted presses several works, besides the Account of the War in Bosnia.

Characteristics: An ancient breed of northern Chinese origin, this all-purpose dog of China was used for hunting, herding, pulling and protection of the home. While primarily a companion today, his working origin must always be remembered when assessing true Chow type. The general outline of a fully-coated Chow. A powerful, sturdy, squarely built, upstanding dog of Arctic type, medium in size with strong muscular development and heavy bone. The body is compact, short coupled, broad and deep, the tail set high and carried closely to the back, the whole supported by four straight, strong, sound legs. Viewed from the side, the hind legs have little apparent angulation and the hock joint and metatarsals are directly beneath the hip joint. It is this structure which produces the characteristic short, stilted gait unique to the breed. The large head with broad, flat skull and short, broad and deep muzzle is proudly carried and accentuated by a ruff. Elegance and substance must be combined into a well balanced whole, never so massive as to outweigh his ability to be active, alert and agile. Clothed in a smooth or an offstanding rough double coat, the Chow is a masterpiece of beauty, dignity and naturalness, unique in his blue-black tongue, scowling expression and stilted gait.

Salesforce.com experienced an amazing 97% increase in the number of features delivered by establishing short, steady release cycles.

None of these failures occurred overnight or out of the blue. Quite the opposite. The seeds of failure were taking root for months or years while senior management remained blissfully unaware. In many organizations, like those discussed in this chapter, countless small problems routinely occur, presenting early warning signs that the company's strategy may be falling short and needs to be revisited. Yet these signals are often squandered. Preventing avoidable failure thus starts with encouraging people throughout a company to push back, share data, and actively report on what is really happening in the lab or in the market so as to create a continuous loop of learning and agile execution.

Perception already stylizes, A woman passing by is not first and foremost a corporeal contour for mе, a colored mannequin, or a spectacle...She is a certain manner of being flesh which is given entirely in her walk or even in the simple shock of her heel on the ground—as the tension of the bow is present in each fiber of wood--a very noticeable variation of the norm of walking, looking, touching, and speaking that I possess in my self-awareness because I am incarnate. If I am also a painter, what will be transmitted to the canvas will no longer be only a vital or sensual value. There will be in the painting not just "a woman" or "an unhappy woman" or "a hatmaker." There will also be the emblem of a way of inhabiting the world, of handling it, and of interpreting it by a face as by clothing, by agility of gesture as by inertia of body—in short, the emblem of a certain relationship to being.

When figures identified as thought leaders suggest the real value of higher education rests in its ability to teach new skills to the rising generation (as well as current job seekers who’ve been left behind, outsourced, or downsized), they cast knowledge and knowledge creation in purely instrumental terms, rendering the work of higher education almost completely transactional in nature. Sure, there are platitudes about “deep learning” and “meaningful connections” thrown into the mix, but that instrumental logic remains the dominant trope. This creates a real problem for those of us engaged in articulating and defending the larger value— the intrinsic public good— of higher education. Challenged by the abstract nature of arguments about social contracts and civic connections, we shift to a language we think will be taken more seriously by administrators, politicians, and cost-conscious parents: the language of marketable skills for the “new economy” and of terms like “nimble” and “agile” and “multiple competencies.” But in doing this, we cede the terrain of the debate; we’ve implicitly declared higher education’s real value is transactional and market oriented when we use that language. We’ve sacrificed our larger vision in favor of short-term relevance. While it might be an eminently understandable move, it’s certainly a dangerous one.

So what is the “secret sauce” of long-term healthy running? • Slow down! • Run for joy • Recover • Do not run too hard • Finish each run as if you could do it again • Keep fast and agile with short sprints and drills • Keep mobile, especially in the ankles and hips • Keep your foundation strong—this is your foot. Wear flat shoes shaped like your foot to stand, walk, run, and play. • Go barefoot as often as you can. • Learn the skill of running and keep trying to master this. A tool like TrueForm motor-less treadmill helps. • Do simple strength training with Kettle Bells and Burpees • Be your own body sensor and coach • Don’t sit • Eat real food • Do not put pain into your body • And pass it forward—we all continue to learn by teaching and sharing with others.

Agile brought the power of iteration to the forefront. It sought to recover what the Lean and Six Sigma world somehow lost. Instead of building a massive plan that is rife with assumptions that will hopefully lead you to your destination, just set a relatively short-term goal and iterate your way there.

to focus on scale and causation. Designers develop an agile mind to easily flip between divergence and convergence. Likewise, researchers must develop this same agility to flip between qualitative and quantitative. Innovation expert and management theorist Roger Martin called this the “opposable mind,” (Martin, 2007) and noted it is abductive logic (not deductive or inductive) that characterizes

The demands of customer discovery require people who are comfortable with change, chaos, and learning from failure and are at ease working in risky, unstable situations without a roadmap. In short, startups should welcome the rare breed generally known as entrepreneurs. They’re open to learning and discovery—highly curious, inquisitive, and creative. They must be eager to search for a repeatable and scalable business model. Agile enough to deal with daily change and operating “without a map.” Readily able to wear multiple hats, often on the same day, and comfortable celebrating failure when it leads to learning and iteration.

Shaping a behaviour takes a bit more time and skill but ultimately dogs learn behaviours more reliably because they have to figure it out on their own. It is like a game of 20 questions. The dog does something and the handler uses some kind of marker (a sound, light or word) to say “yes that is (or close to) what I want!” The dog then learns to offer more behaviours in an attempt to get a reward. Dogs quickly learn that they can speed up the rate of rewards by repeating the last thing they did when they got rewarded. Shaping eliminates the need to first show the dog the reward because the dog has to initiate something to make the reward appear. This method gives you remarkable results in a short period of time but does require some experience with, and knowledge of, operant conditioning.

If you think of life as a game of dodgeball, Agility is about learning to stay light on your feet and think about what you want to do with all those balls flying at you. In the short term, it can feel easier to duck and avoid them or be more satisfying to throw a ball back even harder, but sometimes the right choice is to call for a time out.

Framers see the world not as it is, but as it can be. They do this by understanding, considering, rejecting, or accepting frames and communicating them to others. The principle of agility of mind asks us to never stop honing our skills of framing: seeing causation, generating a variety of counterfactuals and altering their features—in short, dreaming with constraints. Just as the free flow of information is the basis of interpersonal coordination, agility of mind is the foundation of human framing.

The four friends finished their journey home in silence. Eventually the sloping path led them out of the trees and revealed the lower plain. Four thousand Sun Herd pegasi grazed in the green valley, their glossy feathers shimmering as they fanned themselves. Compact foals darted between tufts of grass like hummingbirds, their agile wings short and bright. Captains drilled their platoons in the foothills to the west, and fragrant summer flowers dotted the grassland.

Software is produced in short time frames, often in time boxes or “sprints,” and delivered in many incremental releases, where each release is a potentially shippable product.

Cuteness in code often appears in the form of colloquialisms or slang. For example, don’t use the name whack() to mean kill(). Don’t tell little culture-dependent jokes like eatMyShorts() to mean abort(). Say what you mean. Mean what you say.

As is well known, pursuing academic studies in the field of literature leads practically nowhere, except for those who have the most talent when it comes to teaching literature academically - we have, in short, the rather comical situation of a system solely designed for its own reproduction and with a waste percentage of over 95%. Nor, however, are such pursuits very harmful: they can even be marginally useful. A young woman applying for a sales job at Céline’s or Hermès must of course take care of her appearance first and foremost; but a bachelor’s or a master’s degree in modern literature might constitute a secondary perk which tells her prospective employer that she has, in the absence of any useful skill, at least the intellectual agility needed to advance in her career - to say nothing of the fact that, within the luxury industry, the idea of literature has always carried a positive connotation.

It's possible to build successful software without being Agile - but it's far less likely and a lot less fun. My joys would be short-lived without ongoing customer collaboration. I would quit this field without iterative development. I would be living in a dream if I required signed off specifications before starting to develop.

To cope at these poorly managed firms, workers who would otherwise be self-motivated switch their thinking to a kind of short-term survival strategy, where they do whatever is incentivized while remaining open to new opportunities based on their real motivations - usually finding those opportunities outside their current firm.

agile teams need short backlogs of small items, a number of which are quite well-articulated and socialized, but only just prior to the iteration boundary in which they will be implemented.

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An effective strategic approach balances long term vision with short term agility.

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