Are Used To Introduce Lists And Quotes

Any way that you come up with to meet a woman that does not involve clearly stating your true intentions, your real reason for talking to her, would be to use an excuse, including picking up something that she dropped, joining the same class as she does, offering to buy her a drink, asking for her help, asking to be introduced by someone else, and approaching her friend first. The list could go on forever, as the number of excuses that males use is truly endless.

On behalf of those you killed, imprisoned, tortured, you are not welcome, Erdogan! No, Erdogan, you’re not welcome in Algeria. We are a country which has already paid its price of blood and tears to those who wanted to impose their caliphate on us, those who put their ideas before our bodies, those who took our children hostage and who attempted to kill our hopes for a better future. The notorious family that claims to act in the name of the God and religion—you’re a member of it—you fund it, you support it, you desire to become its international leader. Islamism is your livelihood Islamism, which is your livelihood, is our misfortune. We will not forget about it, and you are a reminder of it today. You offer your shadow and your wings to those who work to make our country kneel down before your “Sublime Door.” You embody and represent what we loathe. You hate freedom, the free spirit. But you love parades. You use religion for business. You dream of a caliphate and hope to return to our lands. But you do it behind the closed doors, by supporting Islamist parties, by offering gifts through your companies, by infiltrating the life of the community, by controlling the mosques. These are the old methods of your “Muslim Brothers” in this country, who used to show us God’s Heaven with one hand while digging our graves with the other. No, Mr. Erdogan, you are not a man of help; you do not fight for freedom or principles; you do not defend the right of peoples to self-determination. You know only how to subject the Kurds to the fires of death; you know only how to subject your opponents to your dictatorship. You cry with the victims in the Middle East, yet sign contracts with their executioners. You do not dream of a dignified future for us, but of a caliphate for yourself. We are aware of your institutionalized persecution, your list of Turks to track down, your sinister prisons filled with the innocent, your dictatorial justice palaces, your insolence and boastful nature. You do not dream of a humanity that shares common values and principles, but are interested only in the remaking of the Ottoman Empire and its bloodthirsty warlords. Islam, for you, is a footstool; God is a business sign; modernity is an enemy; Palestine is a showcase; and local Islamists are your stunned courtesans. Humanity will not remember you with good deeds Humanity will remember you for your machinations, your secret coups d’état, and your manhunts. History will remember you for your bombings, your vengeful wars, and your inability to engage in constructive dialogue with others. The UN vote for Al-Quds is only an instrument in your service. Let us laugh at this with the Palestinians. We know that the Palestinian issue is your political capital, as it is for many others. You know well how to make a political fortune by exploiting others’ emotions. In Algeria, we suffered, and still suffer, from those who pretend to be God and act as takers and givers of life. They applaud your coming, but not us. You are the idol of Algerian Islamists and Populists, those who are unable to imagine a political structure beyond a caliphate for Muslim-majority societies. We aspire to become a country of freedom and dignity. This is not your ambition, nor your virtue. You are an illusion You have made beautiful Turkey an open prison and a bazaar for your business and loved ones. I hope that this beautiful nation rises above your ambitions. I hope that justice will be restored and flourish there once again, at least for those who have been imprisoned, tortured, bombed, and killed. You are an illusion, Erdogan—you know it and we know it. You play on the history of our humiliation, on our emotions, on our beliefs, and introduce yourself as a savior. However, you are a gravedigger, both for your own country and for your neighbors. Turkey is a political miracle, but it owes you nothing. The best thing you can do

Retrospect of Medicine & Pharmacy lists the following ‘fluids to be used for vaginal douching’ to prevent conception: alum, acetate of lead, chloride, boracic acid, carbolic acid, iodine, mercury, zinc and Lysol disinfectant. Lysol brand disinfectant was introduced in 1889 to control a severe cholera epidemic in Germany. But its antiseptic qualities were soon put to other uses, and by the 1920s Lysol was being aggressively marketed as a vaginal douching agent. Birth control was a highly controversial issue in the 1920s and certainly not something to be openly advertised. By focusing on the issue of ‘feminine hygiene’ within marriage in their advertising campaign, Lysol could raise the subject of sex and intimacy without ever having to use the word ‘sex’. Soon, a product that was used to scrub out bins, drains and toilets was being used to clean vulvas as well.

3. Learn the Will Skill. Many people believe that fitness and exercise are all about willpower—whether you have it or not. Will is important, but people forget that willpower is a skill with its own rules and tricks to practice. For example, recent research shows that if people can distract their attention for just a few minutes, they can suppress negative urges and make better decisions.8 Sharman W. used this idea to help her avoid cheating on her diet. She listed the ten reasons she wanted to lose weight and created the following rule: She could cheat on her diet, but only after reading her list and calling her sister. This extra step introduced a delay and brought in social support from her sister. Other strategies our Changers use include taking short walks, repeating poems they have memorized, and drinking a glass of water. The key is to be aware of the impulse and to focus on something different until the impulse goes away.

Performance measure. Throughout this book, the term performance measure refers to an indicator used by management to measure, report, and improve performance. Performance measures are classed as key result indicators, result indicators, performance indicators, or key performance indicators. Critical success factors (CSFs). CSFs are the list of issues or aspects of organizational performance that determine ongoing health, vitality, and wellbeing. Normally there are between five and eight CSFs in any organization. Success factors. A list of 30 or so issues or aspects of organizational performance that management knows are important in order to perform well in any given sector/ industry. Some of these success factors are much more important; these are known as critical success factors. Balanced scorecard. A term first introduced by Kaplan and Norton describing how you need to measure performance in a more holistic way. You need to see an organization’s performance in a number of different perspectives. For the purposes of this book, there are six perspectives in a balanced scorecard (see Exhibit 1.7). Oracles and young guns. In an organization, oracles are those gray-haired individuals who have seen it all before. They are often considered to be slow, ponderous, and, quite frankly, a nuisance by the new management. Often they are retired early or made redundant only to be rehired as contractors at twice their previous salary when management realizes they have lost too much institutional knowledge. Their considered pace is often a reflection that they can see that an exercise is futile because it has failed twice before. The young guns are fearless and precocious leaders of the future who are not afraid to go where angels fear to tread. These staff members have not yet achieved management positions. The mixing of the oracles and young guns during a KPI project benefits both parties and the organization. The young guns learn much and the oracles rediscover their energy being around these live wires. Empowerment. For the purposes of this book, empowerment is an outcome of a process that matches competencies, skills, and motivations with the required level of autonomy and responsibility in the workplace. Senior management team (SMT). The team comprised of the CEO and all direct reports. Better practice. The efficient and effective way management and staff undertake business activities in all key processes: leadership, planning, customers, suppliers, community relations, production and supply of products and services, employee wellbeing, and so forth. Best practice. A commonly misused term, especially because what is best practice for one organization may not be best practice for another, albeit they are in the same sector. Best practice is where better practices, when effectively linked together, lead to sustainable world-class outcomes in quality, customer service, flexibility, timeliness, innovation, cost, and competitiveness. Best-practice organizations commonly use the latest time-saving technologies, always focus on the 80/20, are members of quality management and continuous improvement professional bodies, and utilize benchmarking. Exhibit 1.10 shows the contents of the toolkit used by best-practice organizations to achieve world-class performance. EXHIBIT 1.10 Best-Practice Toolkit Benchmarking. An ongoing, systematic process to search for international better practices, compare against them, and then introduce them, modified where necessary, into your organization. Benchmarking may be focused on products, services, business practices, and processes of recognized leading organizations.

Are you interested in medical marijuana but have no idea what it is? In recent years, there is a growing cry for the legalization of cannabis because of its proven health benefits. Read on as we try to look into the basics of the drug, what it really does to the human body, and how it can benefit you. Keep in mind that medical marijuana is not for everyone, so it’s important that you know how you’re going to be using it before you actually use it. What is Marijuana? Most likely, everyone has heard of marijuana and know what it is. However, many people hold misconceptions of marijuana because of inaccurate news and reporting, which has led to the drug being demonized—even when numerous studies have proven the health benefits of medical marijuana when it is used in moderation. (Even though yes, weed is also used as a recreational drug.) First and foremost, medical marijuana is a plant. The drug that we know of is made of its shredded leaves and flowers of the cannabis sativa or indica plant. Whatever its strain or form, all types of cannabis alter the mind and have some degree of psychoactivity. The plant is made of chemicals, with tetrahydrocannabinol (THC) being the most powerful and causing the biggest impact on the brain. How is Medical Marijuana Used? There are several ways medical weed is used, depending on the user’s need, convenience and preference. The most common ways are in joint form, and also using bongs and vaporizers. But with its growing legalization, we’re seeing numerous forms of cannabis consumption methods being introduced (like oils, edibles, drinks and many more). ● Joint – Loose marijuana leaves are rolled into a cigarette. Sometimes, it’s mixed with tobacco to cut the intensity of the cannabis. ● Bong – This is a large water pipe that heats weed into smoke, which the user then inhales. ● Vaporizer – Working like small bongs, this is a small gadget that makes it easier to bring and use weed practically anywhere. What’s Some Common Medical Marijuana Lingo? We hear numerous terms from people when it comes to describing medical marijuana, and this list continually grows. An example of this is the growing number of marijuana nicknames which include pot, grass, reefer, Mary Jane, dope, skunk, ganja, boom, chronic and herb among many others. Below are some common marijuana terms and what they really mean. ● Bong – Water pipe that allows for weed to be inhaled ● Blunt – Hollowed-out cigar with the tobacco replaced with weed ● Hash – Mix of medical weed and tobacco ● Joint – Rolled cigarette-like way to consume medical cannabis How Does It Feel to be High? When consumed in moderation, weed’s common effects include a heightened sense of euphoria and well-being. You’ll most likely talk and laugh more. At its height, the high creates a feeling of pensive dreaminess that wears off and becomes sleepiness. In a group setting, there are commonly feelings of exaggerated physical and emotional sensitivity as well as strong feelings of camaraderie. Medical marijuana also has a direct impact on a person’s speech patterns, which will get slower. There will be an impairment in your ability to carry out conversations. Cannabis also affects short-term memory. The usual high that one gets from cannabis can last for about two hours; when you overindulge, it can last for up to 12 hours. Is Using Medical Marijuana Safe? Medical cannabis is scientifically proven to be safer compared to alcohol or nicotine. Marijuana is slowly being legalized around the world because of its numerous health benefits, particularly among people suffering from mental illness like depression, anxiety and stress. It also has physical benefits, like helping in managing pain and the treatment of glaucoma and cancer.

Dramatists, when they write their plays, have a delightful privilege of prefixing a list of their personages; — and the dramatists of old used to tell us who was in love with whom, and what were the blood relationships of all the persons. In such a narrative as this, any proceeding of that kind would be unusual, — and therefore the poor narrator has been driven to expend his first four chapters in the mere task of introducing his characters. He regrets the length of these introductions, and will now begin at once the action of his story

Here’s a proven sales meeting checklist of pre-meeting, during meeting, and post-meeting best practices and tips to follow and live by every day: Have clear meeting goals and expected outcomes documented and stated in email before and after meetings. Put agendas that are agreed to by your customers in meeting calendar invites. Meeting agendas should start with introductions and customers’ priorities/challenges review. Meeting agendas should close with discussion and time for questions. Research the company and recent announcements and know how their business is doing. Understand the context of their industry, too. Research the people attending your meeting and identify shared interests and shared executive connections. Connect with meeting attendees on LinkedIn before meeting. Some people believe this should be done after a meeting. My point of view is that it’s an important touch point when a prospect accepts your request to connect. Make the connection, and use your connection’s response and speed of response as a gauge of their awareness. If they connect fast, then it may mean they are excited to meet with you. If they don’t connect quickly, it could mean it’s not top of mind. Both are important to know. Don’t forget to personalize the message. Reconfirm agenda and meeting attendee participation. It’s good to do this the day before the meeting is scheduled to happen. Prepare a list of discovery and qualification questions to ask the prospect. The questions should preferably be open ended. Share the questions with your internal team to get alignment. It’s a requirement and best practice to brief executives attending the meeting with you beforehand. Share with your executives the context, current situation, and everything you learned during company, industry, and executive research. Your executives are busy. Help them help you. Be clear on what their role in the meeting is. Introduce meeting attendees at meeting outset, and let everyone have a voice. Go around and have people share their role and what they hope to get out of the meeting. Take thorough notes, capturing your customer’s words. Listen more and talk less. Watch the clock to begin and end meetings as promised. Leave time for questions and discussion at the end. Recap meeting outcomes and next steps before ending the call. Send meeting follow-up notes with clear action items the same day of the meeting using your customer’s words.

Do You Know How Search Engine Optimization Can Help You? In order to market your website and/or business effectively, you need to have the proper information to guide you along the way. Without the right info, you'll be swinging blindly in the most competitive marketplace in the world. Read the article below and find out about some tips you can use for optimizing your website. You will need to make your website pop up in the google search results. Build a really solid website and use search engine optimization to get it found. If other local businesses in your area don't have this, you will stand out like a shining star from the crowd. When it comes to linking your keywords, whether on your own site or on someone else's, quality beats quantity any day of the week. Make sure that your keywords are linked naturally in quality content. One proper, quality link will earn you much higher placement than 10 garbage links. Since web business is a marathon, it is good to plan around quality so that you last the long haul. To know where you stand with your particular niche market, you should check on your page rank at least once a week. By checking your rank, you will find out varying information about how competitors are finding you and you will also realize what you need to do in order to shoot up in the rankings. Your goal should be a page rank of 1. To search engine optimize your website, don't include more than 150 internal linking hyperlinks on your home page. Too many internal links on one page can dilute a web page's search engine rank. Huge numbers of links also make it hard for visitors to find the information that they need quickly. A great way to get more people to your site is to list your site with Google so that when people search through Google your page will come up. Listing your site in this way, will give you a vast venue where thousands of people will be introduced to your site and to your links. The future development strategy for all companies with a web site should include a strategy for search engine optimization, getting more traffic to their site. One key point is to be aware of the use of appropriate key words. Appropriate key words should be placed strategically throughout your site, the title tag and page header are generally the most important spots for keywords, be careful with your choices. Linking to lists is very popular for website owners and bloggers and can help your search engine optimization. You can find a lot of articles on the internet that are written as a top 10 list or top 100 list of tips or small facts. If possible, present well- written articles with relevant content composed as lists with numbers, not bullets, such as "10 ways to buy a new car." It's all about what the websites want in SEO, and that's what you need to realize. It doesn't matter if you're a simple blog or a legitimate business; you still need the proper optimization if you hope to achieve a high ranking. What you've read here will help you achieve that, but you still need to put the information to good use.

Preparing agendas Agendas serve several purposes. The main ones are keeping the meeting running in the correct sequence and covering the right topics. However, another major role of the agenda is to let the meeting participants know what the meeting will be about and also what it won’t cover. If you are the person putting the agenda together and distributing it you’ll need to work closely with the chair of the meeting to make sure the agenda is correct. You’ll also need to get a list of who to circulate the agenda to, which may include some people who are not going to attend the meeting. Agendas enable attendees to prepare for a meeting and should, therefore, be circulated in good time beforehand. You need to be aware of this for your planning. Remember, the agenda is also your first step to excellent preparation. Styles of agenda As you become more experienced, you can probably draft an agenda for the meeting. Until then, either ask the chairperson for topics or request suggestions from attendees. This draft can then be agreed with the chairperson. The style of agendas can vary enormously. It is usually possible to find the agenda for a previous, similar meeting and use this format for the next meeting. If there are several items on an agenda then number them. If an individual agenda item has more than one part then consider sub-section numbers, 2.1, 2.2, 2.3 etc. Some agendas are very informal; they do not need to mention minutes of previous meetings or any other business. Below is an example of an agenda for an ad hoc meeting. From: A Manager Sent: Friday 23 July 16:47 To: All staff Subject: NEW IT SYSTEM On 30 September, a new IT system is being introduced within the department. Training will be given to all staff as the method of working will be different. In order that we can decide the best way to implement this training, I would like you to attend a brief meeting in my office at 9am on Wednesday 4th September. I expect the meeting to last about half an hour. Please let me know immediately if, for any reason, you are unable to attend. Tip: Always include the day of the week with the date, it helps avoid errors. Here is an example of a more formal agenda: EXPERT WINDOWS HEALTH AND SAFETY COMMITTEE

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Once a country is included on the “counterinsurgency” list, or any other such category, a move is made to develop a CIA echelon, usually within the structure of whatever U.S. military organization exists there at the time. Then the CIA operation begins Phase I by proposing the introduction of some rather conventional aircraft. No developing country can resist such an offer, and this serves to create a base of operations, usually in a remote and potentially hostile area. While the aircraft program is getting started the Agency will set up a high frequency radio network, using radios positioned in villages throughout the host country. The local inhabitants are told that these radios will provide a warning of guerrilla activity. Phase II of such a project calls for the introduction of medium transport type aircraft that meet anti-guerrilla warfare support requirements. The crew training program continues, and every effort is made to develop an in-house maintenance capability. As the level of this activity increases, more and more Americans are brought in, ostensibly as instructors and advisers; at this phase many of the Americans are Army Special Forces personnel who begin civic action programs. The country is sold the idea that it is the Army in most developing nations that is the usual stabilizing influence and that it is the Army that can be trusted. This is the American doctrine; promoting the same idea, but in other words, it is a near paraphrase of the words of Chairman Mao. In the final phase of this effort, light transports and liaison type aircraft are introduced to be used for border surveillance, landing in remote areas, and for resupplying small groups of anti-guerrilla warfare troops who are operating away from fixed bases. These small specialized aircraft are usually augmented by helicopters. When the plan has developed this far, efforts are made to spread the program throughout the frontier area of the country. Villagers are encouraged to clear off small runways or helicopter landing pads, and more warning network radios are brought into remote areas. While this work is continuing, the government is told that these activities will develop their own military capability and that there will be a bonus economic benefit from such development, each complementing the other. It also makes the central government able to contact areas in which it may never have been able to operate before, and it will serve as a tripwire warning system for any real guerrilla activities that may arise in the area. There is no question that this whole political economic social program sounds very nice, and most host governments have taken the bait eagerly. What they do not realize, and in many cases what most of the U.S. Government does not realize, is that this is a CIA program, and it exists to develop intelligence. If it stopped there, it might be acceptable but intelligence serves as its own propellant, and before long the agents working on this type of project see, or perhaps are a factor in creating, internal dissension.

I fetched my bag, tucked the folded newspaper inside, and grabbed the house keys. Clay beat me to the door.  I scowled down at him.  He stared back at me.  After a moment, he shook his neck, jangling his tags.  Defeated, I clipped on his leash.  He negotiated well without using a single word. I used my cell to call the number for the first ad.  The man sounded a bit brusque as if my planned visit inconvenienced him.  Shrugging it off, I led Clay to the address.  A rusty car parked on the front lawn with a “for sale” sign affirmed I had the right place.  Clay and I walked toward the car. A man called hello from the open garage and made his way toward us.  As he neared, his demeanor changed, and I inwardly groaned.  He introduced himself as Howard and looked me over with interest.  Clay moved to stand between us, his stoic presence a good deterrent. Howard talked about the car for a bit, going through the laundry list of its deficiencies.  Then he popped the hood so I could look at the engine.  In the middle of Howard’s attempt to impress me with his vast mechanical knowledge, Clay sprang up between us.  Howard yelped at Clay’s sudden move and edged away as Clay placed his paws on the front of the car to get a good look at the engine, too.  I fought not to smile at the man’s stunned expression.  At Clay’s discreet nod, I bought the car, not bothering with the second ad. No matter what errand I wanted to run during the week before classes started, Clay insisted on tagging along.  On Friday, when I drove to the bookstore, Clay rode a very cramped shotgun and waited in the car while I made my purchases.  Later, he sat in the hot car again while I bought some basic school supplies. However, Monday, when I tried leaving for my first class, I put my foot down.  He bristled and growled and tried to follow me. “Your license only wins you so much freedom.  Dogs aren’t allowed on campus and definitely not in the classroom.” Thankfully, Rachel had left first and didn’t hear me scold him. I tried to leave again, but he stubbornly persisted.  Finally, exasperated, I reminded him that he slept on my bed because of my good grace.  He resentfully stepped away from the door. *

university textbooks I’d encountered in my few weeks of class were deathly dull and totally impractical. Instead of introducing us to useful words like ‘stir-fry’ and ‘braise’, ‘bamboo shoot’ and ‘quail’, they had required us to learn by rote long lists of largely irrelevant Chinese characters:

But you can’t forget how easy it is to seduce people,” Ben said. “You see that everywhere, be it politics or religion. Even here in Europe, populists have been wildly successful despite the fact that this continent has a lot of experience with fanatical right- and left-wing ideology.” “Most people yearn for guidance,” Fritz said. “They want others to determine their lives for them, at least when all is said and done. In politics, the only people who are respected are so-called ‘strong’ leaders or politicians who show the way. It’s hardly surprising these people don’t have a basic understanding of democracy.” “That’s the problem,” said Ben. “People love to be told what they should do. And the worse they have it, the more grateful they are for a strong hand to push them.” “That said, we don’t exactly have it that bad here in Europe,” Hannes added. “Sure, there’s always some economic crisis and unemployment is rising, but still most people have it good enough that they can’t be enthralled by some dictator.” “Economic crises aren’t the only reason people turn to extremism,” Fritz said. “It’s also about personal crises. Look at the faces on the bus. How many people look happy?” “They’re probably just tired,” Ben joked. “But it’s true. There are plenty of studies which suggest that people in poorer countries are happier than we are. But when did you last hear politicians discuss the question of how we actually want to live? Emotional needs are basically irrelevant. It’s all about growth, recovery, optimization, and efficiency. If you work day after day in some office like a robot, there’s an inner emptiness that reality shows and dramas on television can no longer fill. Take a look at the nonsense the masses tune into night after night. You can’t consume real feelings, you have to live them.” “But that’s exactly what our society has forgotten how to do,” Fritz said. “You need someone to advise you on how to be ‘happy.’ At some schools, students can now choose Happiness as an elective. How sad is that? Have we become so far removed from real life that we have to introduce happiness as a school subject? How can society not understand something so fundamental?” “Now some charismatic, eloquent politician appears who knows exactly how to appeal to people,” Ben said. “Do you really think we would be completely immune to a politician’s temptations and promises today?” “Okay, okay!” Hannes laughed and raised his hands. “I give up. At the next neo-Nazi march, I’ll be standing in the front line of the counterdemonstration, I promise. But speaking of robots—I spent way too long spinning on the hamster wheel today. And Fritz has already given me a list of things to do tomorrow. It’s been lovely chatting, but I have to hit the hay.” “Man! But we’ve only just started planning the revolution,” Ben joked. “No, my young colleague’s right.” Fritz rose from his chair. “I just have to use the bathroom and then I’ll be on my way.” “It’s straight ahead.” Ben showed him the way and handed Hannes another beer. “Come on, you Goody Two-Shoes. Let’s have a

Above all, you must not expect them to take more than a passing interest in your brain. Your best course is to avoid all reference to that topic. 'The brain' is seldom, if ever, mentioned in the best circles of the spiritual world—to which circles, I assume, your leading Ideas belong. You must never forget that in the realm of Ideas class distinctions are rigidly observed; there is an aristocracy and a proletariat, with all the intermediate grades; and many topics which may be safely mentioned among the commons are an offence when introduced to the nobility. 'The brain' is one of these. Its use, among the ghosts, is confined exclusively to the working class; and you will commit a breach of good manners by flaunting its functions in the presence of august society. Were you, for example, in the course of some conversation with a noble Principle, to offer him the use of your own brain, or to suggest that he was in need of such an implement, or in the habit of using it, you would commit an indiscretion of the first magnitude; and it is certain the offended spirit would strike you off his visiting list and decline to haunt you any more.

Manage Your Team’s Collective Time Time management is a group endeavor. The payoff goes far beyond morale and retention. ILLUSTRATION: JAMES JOYCE by Leslie Perlow | 1461 words Most professionals approach time management the wrong way. People who fall behind at work are seen to be personally failing—just as people who give up on diet or exercise plans are seen to be lacking self-control or discipline. In response, countless time management experts focus on individual habits, much as self-help coaches do. They offer advice about such things as keeping better to-do lists, not checking e-mail incessantly, and not procrastinating. Of course, we could all do a better job managing our time. But in the modern workplace, with its emphasis on connectivity and collaboration, the real problem is not how individuals manage their own time. It’s how we manage our collective time—how we work together to get the job done. Here is where the true opportunity for productivity gains lies. Nearly a decade ago I began working with a team at the Boston Consulting Group to implement what may sound like a modest innovation: persuading each member to designate and spend one weeknight out of the office and completely unplugged from work. The intervention was aimed at improving quality of life in an industry that’s notorious for long hours and a 24/7 culture. The early returns were positive; the initiative was expanded to four teams of consultants, and then to 10. The results, which I described in a 2009 HBR article, “Making Time Off Predictable—and Required,” and in a 2012 book, Sleeping with Your Smartphone , were profound. Consultants on teams with mandatory time off had higher job satisfaction and a better work/life balance, and they felt they were learning more on the job. It’s no surprise, then, that BCG has continued to expand the program: As of this spring, it has been implemented on thousands of teams in 77 offices in 40 countries. During the five years since I first reported on this work, I have introduced similar time-based interventions at a range of companies—and I have come to appreciate the true power of those interventions. They put the ownership of how a team works into the hands of team members, who are empowered and incentivized to optimize their collective time. As a result, teams collaborate better. They streamline their work. They meet deadlines. They are more productive and efficient. Teams that set a goal of structured time off—and, crucially, meet regularly to discuss how they’ll work together to ensure that every member takes it—have more open dialogue, engage in more experimentation and innovation, and ultimately function better. CREATING “ENHANCED PRODUCTIVITY” DAYS One of the insights driving this work is the realization that many teams stick to tried-and-true processes that, although familiar, are often inefficient. Even companies that create innovative products rarely innovate when it comes to process. This realization came to the fore when I studied three teams of software engineers working for the same company in different cultural contexts. The teams had the same assignments and produced the same amount of work, but they used very different methods. One, in Shenzen, had a hub-and-spokes org chart—a project manager maintained control and assigned the work. Another, in Bangalore, was self-managed and specialized, and it assigned work according to technical expertise. The third, in Budapest, had the strongest sense of being a team; its members were the most versatile and interchangeable. Although, as noted, the end products were the same, the teams’ varying approaches yielded different results. For example, the hub-and-spokes team worked fewer hours than the others, while the most versatile team had much greater flexibility and control over its schedule. The teams were completely unaware that their counterparts elsewhere in the world were managing their work differently. My research provide

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The Ultimate Minimalist Wallets For Men: Functionality Meets Style? More than just a way of transporting essentials like money and ID, the simplest men’s wallets also are a chance to precise your taste and elegance. The perfect minimalist wallet may be a marriage of form and performance. It’s hard-wearing, ready to withstand everyday use, and has high-end design appeal. the perfect wallet is one that you simply can take enjoyment of whipping out at the top of a meal with a client or the in-laws. This one’s on me. Your wallet should complement your lifestyle. Perhaps you’re an on-the-go professional rushing from an office meeting to a cocktail bar. or even you’re a stay-at-home parent who takes pride in your fashion-forward accessories. No single wallet-owner is that the same. Your wallet should say something about your unique personality. Whether you’re seeking an attention-grabbing luxury accessory or something more understated and practical, there’s a wallet that’s got your name thereon. Here’s a variety of the simplest men’s wallets for each taste, style, and purpose. Here Is That The List Of Comfortable Wallets For Men Here, we'll introduce recommended men's outstandingly fashionable wallets. If you would like to be a trendy adult man, please ask it. 1- Stripe Point Bi-Fold Wallet (Paul Smith) "Paul Smith" may be a brand that's fashionable adult men, not just for wallets but also for accessories like clothes and watches. it's a basic series wallet that uses Paul Smith's signature "multi-striped pattern" as an accent. Italian calf leather with a supple texture is employed for the wallet body, and it's a typical model specification of a bi-fold wallet with 1 wallet, 2 coin purses, 4 cardholders. 2- Zippy Wallet Vertical (Louis Vuitton) "Louis Vuitton" may be a luxury brand that's so documented that it's called "the king of high brands" by people everywhere the planet . a trendy long wallet with a blue lining on the "Damier Graffiti", which is extremely fashionable adult men. With multiple pockets and compartments, it's excellent storage capacity. With a chic, simple and complicated design, and having a luxury brand wallet that everybody can understand, you'll feel better and your fashion is going to be dramatically improved. 3- Grange (porter) "Poker" is that the main brand of Yoshida & Co., Ltd., which is durable and highly functional. Yoshida & Co., Ltd. is now one of Japan's leading brands and is extremely popular not only in Japan but also overseas. The charm of this wallet is that the cow shoulder leather is made in Italy, which has been carefully tanned with time and energy. because of the time-consuming tanning process, it's soft and sturdy, and therefore the warm taste makes it comfortable to use. 4- Bellroy Note Sleeve The Note Sleeve is just the simplest all-around wallet in Bellroy’s collection. If you don’t want to spend plenty of your time (or money) researching the simplest wallet, you'll stop here. This one has everything you would like. And it's good too! This wallet will easily suit your cash, coins, and up to eleven cards during a slim profile. The Note Sleeve also has quick-access slots for your daily cards and a cargo area with a convenient pull-tab for the credit cards you employ less frequently.

Though we recognize distinct cultural differences across time and place, the commonalities warrant our attention. To think about how these ancient commonalities need to be differentiated from our modern ways of thinking, we can use the metaphor of a cultural river, where the currents represent ideas and conventional ways of thinking. Among the currents in our modern cultural context we would find fundamentals such as rights, privacy, freedom, capitalism, consumerism, democracy, individualism, globalism, social media, market economy, scientific naturalism, an expanding universe, empiricism, and natural laws, just to name a few. As familiar as these are to us, such ways of thinking were unknown in the ancient world. Conversely, the ancient cultural river had among their shared ideas currents that are totally foreign to us. Included in the list we would find fundamental concepts such as community identity, the comprehensive and ubiquitous control of the gods, the role of kingship, divination, the centrality of the temple, the mediatory role of images, and the reality of the spirit world and magic. It is not easy for us to grasp their shape or rationale, and we often find their expression in texts impenetrable. In today’s world people may find that they dislike some of the currents in our cultural river and wish to resist them. Such resistance is not easy, but even when we might occasionally succeed, we are still in the cultural river—even though we may be swimming upstream rather than floating comfortably on the currents. This was also true in the ancient world. When we read the Old Testament, we may find reason to believe that the Israelites were supposed to resist some of the currents in their cultural river. Be that as it may (and the nuances are not always easy to work with), they remain in that ancient cultural river. We dare not allow ourselves to think that just because the Israelites believed themselves to be distinctive among their neighbors that they thought in the terms of our cultural river (including the dimensions of our theology). We need to read the Old Testament in the context of its own cultural river. We cannot afford to read instinctively because that only results in reading the text through our own cultural lenses. No one reads the Bible free of cultural bias, but we seek to replace our cultural lenses with theirs. Sometimes the best we can do is recognize that we have cultural lenses and try to take them off even if we cannot reconstruct ancient lenses. When we consider similarities and differences between the ancient cultural river and our own, we must be alert to the dangers of maintaining an elevated view of our own superiority or sophistication as a contrast to the naïveté or primitiveness of others. Identification of differences should not imply ancient inferiority. Our rationality may not be their rationality, but that does not mean that they were irrational. Their ways of thinking should not be thought of as primitive or prehistorical. We seek to understand their texts and culture, not to make value judgments on them.

The guidelines for the honorable harvest are not written down, or even consistently spoken of as a whole. They're reinforced by small acts of daily life. But if you were to list them it might look something like this. Know the ways of the ones who take care of you, so that you may take care of them. Introduce yourself, be accountable as the one who comes asking for life. Ask permission before taking, abide by the answer. Never take the first. Never take the last. Take only what you need. Take only that which is given. Never take more than half. Leave some for others. Harvest in a way that minimizes harm. Use it respectfully, never waste what you have taken. Share. Give thanks for what you have been given, give a gift for what you have taken, sustain the ones who sustain you and the earth will last forever.

The commercial genre which has developed from Tolkien is probably the most dismaying effect of all. I grew up in a world where Joyce was considered to be the best Anglophone writer of the 20th century. I happen to believe that Faulkner is better, while others would pick Conrad, say. Thomas Mann is an exemplary giant of moral, mythic fiction. But to introduce Tolkien's fantasy into such a debate is a sad comment on our standards and our ambitions. Is it a sign of our dumber times that Lord of the Rings can replace Ulysses as the exemplary book of its century? Some of the writers who most slavishly imitate him seem to be using English as a rather inexpertly-learned second language. So many of them are unbelievably bad that they defy description and are scarcely worth listing individually. Terry Pratchett once remarked that all his readers were called Kevin. He is lucky in that he appears to be the only Terry in fantasy land who is able to write a decent complex sentence. That such writers also depend upon recycling the plots of their literary superiors and are rewarded for this bland repetition isn't surprising in a world of sensation movies and manufactured pop bands. That they are rewarded with the lavish lifestyles of the most successful whores is also unsurprising. To pretend that this addictive cabbage is anything more than the worst sort of pulp historical romance or western is, however, a depressing sign of our intellectual decline and our free-falling academic standards.

Seibel: What's your desert-island list of books for programmers? Peyton Jones: Well, you should definitely read Jon Bentley's Programming Pearls. Speaking of pearls, Brian Hayes has a lovely chapter in this book Beautiful Code entitled, “Writing Programs for ‘The Book’” where I think by “The Book” he means a program that will have eternal beauty. You've got two points and a third point and you have to find which side of the line between the two points this third point is on. And several solutions don't work very well. But then there's a very simple solution that just does it right. Of course, Don Knuth's series, The Art of Computer Programming. I don't think it was ever anything I read straight through; it's not that kind of book. I certainly referred to it a lot at one stage. Chris Okasaki's book Purely Functional Data Structures. Fantastic. It's like Arthur Norman's course only spread out to a whole book. It's about how you can do queues and lookup tables and heaps without any side effects but with good complexity bounds. Really, really nice book. Everyone should read this. It's also quite short and accessible as well. Structure and Interpretation of Computer Programs. Abelson and Sussman. I loved that. And Compiling with Continuations, Andrew Appel's book about how to compile a functional program using continuation passing style. Also wonderful. Books that were important to me but I haven't read for a long time: A Discipline of Programming by Dijkstra. Dijkstra is very careful about writing beautiful programs. These ones are completely imperative but they have the “Hoare property” of rather than having no obvious bugs they obviously have no bugs. And it gives very nice, elegant reasoning to reason about it. That's a book that introduced me for the first time to reasoning about programs in a pretty watertight way. Another book that at the time made a huge impression on me was Per Brinch Hansen's book about writing concurrent operating systems. I read it lots of times.

More specifically, we follow leaders who connect us to a mission we believe in, who clarify what’s expected of us, who surround us with people who define excellence the same way we do, who value us for our strengths, who show us that our teammates will always be there for us, who diligently replay our winning plays, who challenge us to keep getting better, and who give us confidence in the future. This is not a list of qualities in a leader, but rather a set of feelings in a follower. When we say to ourselves that leadership is indeed a thing, because we know it when we see it, we’re not really seeing any definable characteristic of another human. What we are “seeing” is in fact our own feelings as a follower. As such, while we should not expect every good leader to share the same qualities or competencies, we can hold all good leaders accountable for creating these same feelings of followership in their teams. Indeed, we can use these feelings to help any particular leader know whether or not she is any good. Those eight items introduced in chapter 1 are a valid measure of a leader’s effectiveness. We need not dictate how each leader should behave, but we can define what all good leaders must create in their followers. And since we measure this by asking the followers to rate their own experiences, rather than rating the leader on a long list of abstract leader qualities, this measure of leader effectiveness is reliable. Leadership isn’t a thing, because it cannot be measured reliably. Followership is a thing, because it can.

Every savage can dance,' declared Jane Austen's Mr. Darcy in Pride and Prejudice. His antagonist's riposte now seems odd—'I doubt not that you are an adept in the science yourself, Mr Darcy.' 'Science' is among the most slippery words in the English language, because although it has been in use for hundreds of years, its meanings constantly shift and are impossible to pin down. That plural (meanings) was deliberate. In the early nineteenth century, when Austen casually mentioned the science of dancing, other writers were still using 'science' for the mediaeval subjects of grammar, logic, and rhetoric. Long afterwards, 'science' could still mean any scholarly discipline, because the modern distinction between the Arts and Sciences had not yet solidified. The Victorian art critic John Ruskin listed five subjects he thought worthwhile studying at university—the Sciences of Morals, History, Grammar, Music, and Painting—none of which feature on modern scientific syllabuses. All of them, Ruskin declared, were more intellectually demanding than chemistry, electricity, or geology. However skilfully Mr Darcy performed his science of dancing, Austen could never have called him a scientist. That word, now so common, was not even invented until twenty years later, in 1833, when the British Association for the Advancement of Science (BAAS) was holding its third annual meeting. As the conference delegates joked about needing an umbrella term to cover their diverse interests, the poet Samuel Taylor Coleridge rejected 'philosopher', and William Whewell—one of Babbage's allies, a Cambridge mathematical astronomer—suggested 'scientist' instead. The new word was very slow to catch on. Many Victorians insisted on keeping older expressions, such as 'man of science', or 'naturalist', or 'experimental philosopher'. Even men now seen as the nineteenth century's most eminent scientists—Darwin, Faraday, Lord Kelvin—refused to use the new term for describing themselves. Why, they demanded, should anyone bother to invent such an ugly word when perfectly adequate expressions already existed? Mistakenly, critics accused 'scientist' of being an American import, a trans-Atlantic neologism—one eminent geologist declared it was better to die 'than bestialize our tongue by such barbarisms'. The debate was still raging sixty years after Whewell first introduced the idea, and it was only in the early twentieth century that 'scientist' was fully accepted.

We need to change the ways in which we talk about humanity and the environment and in order to do so, we need to change the way in which we think about them, not an easy task given that we use language to think and our languages make us conceive the environment as detached. A possible way out to help us approach problems, without being drawn back by the mental models that fail us, is Systems Dynamics (Meadows 2008; Sterman 2012). Unfortunately, Sterman explains, most efforts made by individuals and institutions to enhance sustainability are directed at the symptoms and not at the causes and systems (any system) will respond to any change introduced with what is known as ‘policy resistance’, that is the existing system will tend to react to change in ways that we had not intended when we first designed the intervention (a few examples are road-building programs designed to reduce congestion that ends up increasing traffic or antibiotics that stimulate the evolution of drug-resistant pathogens—for a longer list and further explanation see Sterman 2012, 24). Systems Dynamics allows us to calculate scientifically the way in which a complex system will react to change and to account beforehand for what we usually describe as ‘side-effects’. Side effects, Sterman argues, ‘are not a feature of reality but a sign that the boundaries of our mental models are too narrow, our time horizons too short’ (24). As Gonella et al. (2019) explain: ”As long as we consider the geobiosphere as a sub-system (a resources provider) of the human-made economic system, any attempt to fix environmental and social problems by keeping the business as usual, i.e., the mantra of economic growth, will fail. The reality tells us the reverse: geobiosphere is not a sub-system of the economy, economy is a sub-system of geobiosphere. As systems thinkers know, trying to keep alive at any cost the operation of a sub-system will give rise to a re-arrangement of the super-system – the geobiosphere – that will self-reorganize to absorb and make ineffective our attempt, then continuing its own way.” (Gonella et al. 2019)

There is the “Great Firewall,” which blocks access to tens of thousands of websites the Chinese government doesn’t want citizens to see. The “Golden Shield” is an online surveillance system that uses keywords and other tools to shut down attempts to access content that the state considers politically sensitive. There is an ever expanding list of words and phrases that trigger denial messages online. More recently, China has moved on offense by introducing the “Great Cannon,” which can alter content accessed online and attack websites that the state considers dangerous to China’s security via a “dedicated denial of service” attack that can overwhelm servers to knock them offline.

some accounts initially refused to stock into a word-of-mouth bestseller. And for the next three years they bought For Dummies books, millions of them. And wrote us letters (maybe not millions of them, but lots). They thanked us for teaching them how to use their computer, their operating system, their applications. And they asked For Dummies books to apply those technologies to their lives. Our first response in 1994 was Personal Finance For Dummies, another bestseller. This coincided with another debut in 1994, the first World Wide Web conference, held in Geneva, Switzerland. The Web was introducing the Internet to computer users, and the role of the PC/Mac in peoples’ lives was changing again. Computing devices became microwave ovens of information, allowing people everywhere to explore every area of human interest and endeavor. So Internet For Dummies was published that year, winning a first-place award from the Computer Press Association. And so we looked beyond computing itself, to the areas of work and life the Internet could touch, to expand our list and reach. Our reach also expanded beyond the U.S., and even the English-speaking world. Before the

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