Are Coordinates Written In Quotes

The right and left hemispheres of our brain show differences in their gross anatomy, many of which are also found in the brains of other animals. In humans, the left hemisphere generally makes a unique contribution to language and to the performance of complex movements. Consequently, damage on this side tends to be accompanied by aphasia (impairment of spoken or written language) and apraxia (impairment of coordinated movement). People usually show a right-ear (left-hemisphere) advantage for words, digits, nonsense syllables, Morse code, difficult rhythms, and the ordering of temporal information, whereas they show a left-ear (right-hemisphere) advantage for melodies, musical chords, environmental sounds, and tones of voice.

At last we realized that all this cross-team communication didn’t really need refinement at all—it needed elimination. Where was it written in stone that every project had to involve so many separate entities? It wasn’t just that we had had the wrong solution in mind; rather, we’d been trying to solve the wrong problem altogether. We didn’t yet have the new solution, but we finally grasped the true identity of our problem: the ever-expanding cost of coordination among teams. This change in our thinking was of course nudged along by Jeff. In my tenure at Amazon I heard him say many times that if we wanted Amazon to be a place where builders can build, we needed to eliminate communication, not encourage it. When you view effective communication across groups as a “defect,” the solutions to your problems start to look quite different from traditional

It’s 56.43 N, 2.87 W, I think,” the awful voice continued. “Osman is dead, and Baines and Boswell and Rudd are dead, and I think Wilton may be gone as well. There are just too many—” Phillip had written down all coordinates but underlined the last set. He hated the voice’s gasping quality. The way every breath seemed to pain it. The phlegmy gurgle at the back of its throat. “What’s your situation? What happened?” “They’re in the walls.” The voice gasped, a choked laugh that curdled and quickly died. It seemed to say something else, but a hissing burst of static cut through the channel. Phillip frowned, straining to hear. “Repeat, please.” “In the walls…” The voice from the radio groaned, and the sound seemed to travel not only through Phillip’s headset but into his bones as well, causing them to ache. “The walls.” “Please repeat—” The bridge’s lights shimmered, flickering. Phillip pressed himself back against the desk as he stared up at the bulbs that sparked and threatened to blow. Then the voice rose, flooding his ears, filling his head, raw and battered with terror: “There are bodies in the walls.

our explosive growth was slowing down our pace of innovation. We were spending more time coordinating and less time building. More features meant more software, written and supported by more software engineers, so both the code base and the technical staff grew continuously. Software engineers were once free to modify any section of the entire code base to independently develop, test, and immediately deploy any new features to the website. But as the number of software engineers grew, their work overlapped and intertwined until it was often difficult for teams to complete their work independently. Each overlap created one kind of dependency, which describes something one team needs but can’t supply for itself. If my team’s work requires effort from yours—whether it’s to build something new, participate, or review—you’re one of my dependencies. Conversely, if your team needs something from mine, I’m a dependency of yours. Managing dependencies requires coordination—two or more people sitting down to hash out a solution—and coordination takes time. As Amazon grew, we realized that despite our best efforts, we were spending too much time coordinating and not enough time building. That’s because, while the growth in employees was linear, the number of their possible lines of communication grew exponentially. Regardless of what form it takes—and we’ll get into the different forms in more detail shortly—every dependency creates drag. Amazon’s growing number of dependencies delayed results, increased frustration, and disempowered teams.

We must rediscover the structure of the perceived world through a process similar to that of an archaeologist. For the structure of the perceived world is buried under the sedimentations of later knowledge. Digging down to the perceived world, we see that sensory qualities are not opaque, indivisible "givens," which are simply exhibited to a remote consciousness—a favorite idea of classical philosophy. We see too that colors (each surrounded by an affective atmosphere which psychologists have been able to study and define) are themselves different modalities of our co-existence with the world. We also find that spatial forms or distances are not so much relations between different points in objective space as they are relations between these points and a central perspective—our body. In short, these relations are different ways for external stimuli to test, to solicit, and to vary our grasp on the world, our horizontal and vertical anchorage in a place and in a here-and-now. We find that perceived things, unlike geometrical objects, are not bounded entities whose laws of construction we possess a priori, but that they are open, inexhaustible systems which we recognize through a certain style of development, although we are never able, in principle, to explore them entirely, and even though they never give us more than profiles and perspectival views of themselves. Finally, we find that the perceived world, in its turn, is not a pure object of thought without fissures or lacunae; it is, rather, like a universal style shared in by all perceptual beings. While the world no doubt coordinates these perceptual beings, we can never presume that its work is finished. Our world, as Malebranche said, is an "unfinished task." If we now wish to characterize a subject capable of this perceptual experience, it obviously will not be a self-transparent thought, absolutely present to itself without the interference of its body and its history. The perceiving subject is not this absolute thinker; rather, it functions according to a natal pact between our body and the world, between ourselves and our body. Given a perpetually new natural and historical situation to control, the perceiving subject undergoes a continued birth; at each instant it is something new. Every incarnate subject is like an open notebook in which we do not yet know what will be written. Or it is like a new language; we do not know what works it will accomplish but only that, once it has appeared, it cannot fail to say little or much, to have a history and a meaning. The very productivity or freedom of human life, far from denying our situation, utilizes it and turns it into a means of expression.

The historical reason we chant the Buddhist sutras is to honor our earliest ancestors in the practice. The first Buddhists didn't trust the written word to be a good carrier of their teachings. So for the first two hundred years or so, the Buddha's teachings were not written down; they were memorized. In order to do this, the monks gathered and recited Buddha's words. We still do that today, even though it's all also available in written form now. This is because we've found that chanting the words together helps us remember them better than just reading them by ourselves. These activities also have a deeper purpose in helping to build a feeling of community. When people do activities together they feel more kinship with each other. When we chant we do other things like hit a wooden fish to keep time, burn incense, bow, and so forth. This active stuff, with all its movements and coordination, helps bond the group.

Synthetic geometry is that which studies figures as such, without recourse to formulas, whereas analytic geometry consistently makes use of such formulas as can be written down after the adoption of an appropriate system of coordinates. Rightly understood, there exists only a difference of gradation between these two kinds of geometry, according as one gives more prominence to the figures or to the formulas. Analytic geometry which dispenses entirely with geometric representation can hardly be called geometry; synthetic geometry does not get very far unless it makes use of a suitable language of formulas to give precise expression to its results.

The process of objectifying the world through the primordial intuition of "repetition in time" and "following in time" gains in generality by the construction of mathematics from the same primordial intuition, without reference to direct applicability. In this way man has a ready-made supply of unreal causal sequences at his disposal, just waiting for an opportunity to be projected into reality. One should bear in mind that in mathematical systems with no time coordinate, all relations in practical applications clearly become causal relations in time; e.g. Euclidean geometry when applied to reality shows a causal connection between the results of different measurements made by means of the group of rigid bodies. Needless to say, in the application of a mathematical system, in general, only a fraction of the elements and substructures finds their correspondence in reality; the remainder plays the role of and unreal "physical hypothesis." Similarly, even with a limited development of method, the observed sequences no longer consist exclusively of phenomena evoked by man himself (acts without any direct instinctive aim, but carried out solely to complete the causal system into a more manageable one). The simplest example is the sound image (or written symbol) of number as a result of counting, or the sound image (or written symbol) of number as a result of measuring (this example shows how infinitely many causal sequences can be brought together under the viewpoint of one single law of causality on the basis of a mapping the numbers through mathematical induction.)

By the way,’ I said as I helped myself to the salad, ‘I’ve written down all the coordinates and found out how to look them up on Google Earth.

technically, her last disaster hadn’t been her fault she knew another accident would get her fired. Her brief was to be invisible, and she considered herself perfectly qualified for the job. In a world where extroverts were celebrated, she was an introvert. She’d spent most of her life blending into the background. First in the playground, where she’d hidden away in books written by other people, and then at college, when she’d hidden in the books she’d written herself. Lost in her own fictional world, she became each and every one of her heroines and endowed them with qualities she herself coveted, namely courage, communication skills and coordination. Her current creation was Lara Striker, small-town girl finally returning home and trying to live down her badgirl reputation. Matilda stared through the crowd, her mind

Izzy, at ten, had been apprehended sneaking into the Humane Society in an attempt to free all the stray cats. “They’re like prisoners on death row,” she’d said. At eleven, her mother—convinced that Izzy was overly clumsy—had enrolled her in dance classes to improve her coordination. Her father insisted she try it for one term before she could quit. Every class, Izzy sat down on the floor and refused to move. For the recital—with the aid of a mirror and a Sharpie—Izzy had written NOT YOUR PUPPET across her forehead and cheeks just before taking the stage, where she stood stock-still while the others, disconcerted, danced around her.

techno softwares malaysia hire php and java developers " "PHP Developers Job Description: 1. Understanding client requirements & functional specifications 2. Developing and maintaining dynamic websites and web applications 3. Ensuring foolproof performance of the deliverable 4. Coordinating with co-developers and other related departments 5. Sending regular updates about project status Desired Candidate Profile: 1. Must be proficient in PHP, MySQL, CSS, HTML, Javascript, AJAX, XML 2. Should have experience with Joomla, WordPress, Drupal, Magento. 3. Should have excellent written communication skills (English) 4. Must have capacity to work independently and also as a part of team 5. Must have dedication and commitment towards work. 6. Eligibility: (B.Tech/B.E) 7. Salary: Higher Salary based on Experience and Expertise)

The attack on 9/11 was a localized event, affecting only a relatively small number of Americans. As indicated earlier, the general threat of terrorism, even factoring in the large death toll on that tragic day, produces a statistically insignificant threat to the average person’s life. People across the country, however, were gripped with fear. And because we are an object-oriented people, most felt the need to project that fear onto something. Some people stopped flying in airplanes, worried about a repeat attack—and for years afterward, air travel always dipped on the anniversary of 9/11.4 Of course, this was and is an irrational fear; it is safer to travel by plane than by car. According to the National Safety Council, in 2010 there were over 22,000 passenger deaths involving automobiles, while no one died in scheduled airline travel that year.5 Nevertheless, Congress responded by rushing through the USA PATRIOT Act six weeks after 9/11—a 240-plus page bill that was previously written, not available to the public prior to the vote, and barely available to the elected officials in Congress, none of whom read it through before casting their votes.6 Two weeks previous to the bill’s passage, President Bush had announced the establishment of the Office of Homeland Security to “develop and coordinate the implementation of a comprehensive national strategy to secure the United States from terrorist threats or attacks.” He explained that “[t]he Office will coordinate the executive branch’s efforts to detect, prepare for, prevent, protect against, respond to, and recover from terrorist attacks within the United States.”7 The office’s efforts culminated in the creation of the Department of Homeland Security (DHS) one year later as a result of the Homeland Security Act of 2002. This law consolidated executive branch organizations related to “homeland security” into a single Cabinet department; twenty-two total agencies became part of this new apparatus. The government, responding to the outcry from a fearful citizenry, was eager to “do something.” All of this (and much, much more), affecting all Americans, because of a localized event materially affecting only a few. But while the event directly impacted only a small percentage of the population, its impact was felt throughout the entire country.

The future has yet to be written, but plans upon plans have been laid out before us as we are driven like cattle down a very dangerous path. A path seemingly designed to cause us pain and suffering as we traverse it. A path we have only started moving through as it becomes steeper and steeper, with death potentially awaiting around every turn. The worldwide events we are witnessing today are not random coincidences of chance but coordinated efforts by those with the resources and power to upend our way of life by reducing our freedom and rights to a negligible idea that is best ignored. Are we being led to slaughter? Is that the future we will meet -our fate?

Elle set the bags on the floor beside the coffee table. From the first bag she withdrew two notebooks, one black and the other white, and a twelve pack of gel pens. “Facts we can write down in these handy notebooks. I brought gel pens in case you want to color code anything. Because if there’s one thing you should know about me—okay, there are a lot of things you should know about me. But right now, it’s important to know I don’t have much Virgo in my chart. I mean, there’s Jupiter and it’s retrograde and my seventh house is in Virgo, but that’s a whole other story.” And too much to unpack in one night. “However, I aspire to Virgo-level detail orientation and I do it through color-coordinated crafts. Got it?” That was an ultrasimplification, but it was doubtful Darcy wanted details. Elle believed in astrology, believed the cosmos controlled more than met the eye and that was what Darcy needed to know if this was going to work, if this fake relationship of theirs would ever fool a single soul. She needed to know it, and inside it might make her roll her eyes and despair at how silly Elle was, but outwardly Darcy needed to not scoff at it. Even if this entire charade was pretend, Darcy needed to respect Elle’s beliefs. Respect Elle, or no dice.

But laws of physics and mathematics are like a coordinate system that runs only in one dimension. Perhaps there is another dimension perpendicular to it, invisible to those laws of physics, describing the same things with different rules, and those rules are written in our hearts, in a deep place where we cannot go and read them except in our dreams.

During this phase, we became aware of another, less positive trend: our explosive growth was slowing down our pace of innovation. We were spending more time coordinating and less time building. More features meant more software, written and supported by more software engineers, so both the code base and the technical staff grew continuously.

As far as the laws of probability, my lady, these cannot be broken, any more than any other mathematical principle. But laws of physics and mathematics are like a coordinate system that runs in only one dimension. Perhaps there is another dimension perpendicular to it, invisible to those laws of physics, describing the same things with different rules, and those rules are written in our hearts, in a deep place where we cannot go and read them except in our dreams.

As I've written in prior books and articles, more and more of that teamwork is dynamic – occurring in constantly shifting configurations of people rather than in formal, clearly-bounded teams.4 This dynamic collaboration is called teaming.5 Teaming is the art of communicating and coordinating with people across boundaries of all kinds – expertise, status, and distance, to name the most important. But whether you're teaming with new colleagues all the time or working in a stable team, effective teamwork happens best in a psychologically safe workplace.

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1 = Very important. Do this at once. 2 = Worth doing but takes more time. Start planning it. 3 = Yes and no. Depends on how it’s done. 4 = Not very important. May even be a waste of effort. 5 = No! Don’t do this. Fill in those numbers before you read further, and take your time. This is not a simple situation, and solving it is a complicated undertaking. Possible Actions to Take ____ Explain the changes again in a carefully written memo. ____ Figure out exactly how individuals’ behavior and attitudes will have to change to make teams work. ____ Analyze who stands to lose something under the new system. ____ Redo the compensation system to reward compliance with the changes. ____ “Sell” the problem that is the reason for the change. ____ Bring in a motivational speaker to give employees a powerful talk about teamwork. ____ Design temporary systems to contain the confusion during the cutover from the old way to the new. ____ Use the interim between the old system and the new to improve the way in which services are delivered by the unit—and, where appropriate, create new services. ____ Change the spatial arrangements so that the cubicles are separated only by glass or low partitions. ____ Put team members in contact with disgruntled clients, either by phone or in person. Let them see the problem firsthand. ____ Appoint a “change manager” to be responsible for seeing that the changes go smoothly. ____ Give everyone a badge with a new “teamwork” logo on it. ____ Break the change into smaller stages. Combine the firsts and seconds, then add the thirds later. Change the managers into coordinators last. ____ Talk to individuals. Ask what kinds of problems they have with “teaming.” ____ Change the spatial arrangements from individual cubicles to group spaces. ____ Pull the best people in the unit together as a model team to show everyone else how to do it. ____ Give everyone a training seminar on how to work as a team. ____ Reorganize the general manager’s staff as a team and reconceive the GM’s job as that of a coordinator. ____ Send team representatives to visit other organizations where service teams operate successfully. ____ Turn the whole thing over to the individual contributors as a group and ask them to come up with a plan to change over to teams. ____ Scrap the plan and find one that is less disruptive. If that one doesn’t work, try another. Even if it takes a dozen plans, don’t give up. ____ Tell them to stop dragging their feet or they’ll face disciplinary action. ____ Give bonuses to the first team to process 100 client calls in the new way. ____ Give everyone a copy of the new organization chart. ____ Start holding regular team meetings. ____ Change the annual individual targets to team targets, and adjust bonuses to reward team performance. ____ Talk about transition and what it does to people. Give coordinators a seminar on how to manage people in transition. There are no correct answers in this list, but over time I’ve

Hinted handoff aims at reducing the time to restore a failed node when rejoining the cluster. It ensures absolute write availability by sacrificing a bit of read consistency. If a replica is down at the time a write occurs, another healthy replica stores a hint. Even worse, if all the relevant replicas are down, the coordinator stores the hint locally. The hint basically contains the location of the failed replica, the affected row key, and the actual data that is being written. When a node responsible for the token range is up again, the hint will be handed off to resume the write. As such, the update cannot be read before a complete handoff, leading to inconsistent reads.

Much has been written about the leader’s role in imagining and articulating the enterprise vision, in developing strategies and communicating them simply and forcefully. Less has been said about how to constantly build, rebuild, and coordinate all of the work processes and hierarchies inherent in a complex organization to realize those strategies. This is what alignment leaders think about. Alignment leaders are passionate about optimal organization alignment to strategy.

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Nonintervention: "Nonintervention is a metaphysical and political term meaning almost the same thing as intervention." — Talleyrand, 1832 Non-paper: A very informal means of conveying written information, especially the summary of points that have been made (or will be made) in oral representation by a diplomat to officials of the host government, intended to aid the memory but not for quotation or attribution as an authoritative statement of the position of the diplomat's government. Note, circular: A diplomatic communication from an ambassador to his colleagues, the ambassadors and chiefs of mission of the diplomatic corps, collectively. Note, collective: A diplomatic communication from two or more ambassadors to one or more addressees, containing identical texts. Note, diplomatic: A formal communication between an ambassador and a minister (usually the foreign minister) of his host government or another ambassador. Note, identic: A coordinated diplomatic communication from two or more ambassadors to one or more addressees, conveying similar but not identical message texts. Note, verbale: Unsigned, but initialed, diplomatic communication, written in the third person, between an ambassador and a minister (usually the foreign minister) of his host government. Notes: "Diplomats write Notes, because they wouldn't have the nerve to tell the same thing to each other's face." — Will Rogers, 1949 Notes, exchange of: An agreement recorded in the form of an offer reciprocated by an acceptance of this offer. Nuance: "Truth and wisdom lies in nuances." — Ernest Renan

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