Area Board Quotes

In my whole life, I have known no wise people (over a board subject matter area) who didn't read all the time - none, zero. You'd be amazed how much Warren reads - and at how much I read. My children laugh at me. They think I'm a book with a couple of legs sticking out.

Did you once have a grand plan which has become obsolete and no longer serves you? If there are areas in your life which must change to help you create better results, a redesign may be in order. Consider going back to the ‘drawing board’ to deconstruct what isn’t working and start anew.

In addition to specific areas of expertise, it's crucial to consider the overall balance and diversity of the board. A board with a mix of ages, genders, ethnicities, and professional backgrounds is more likely to bring a wide range of perspectives and experiences to the table, leading to more robust discussions and better decision-making.

In today's interconnected business landscape, risks are rarely confined to a single department or function. Instead, they often ripple across the organization, impacting multiple areas simultaneously.

It's after school, after my double detentions for gym and chemistry, and I'm at Knead, about to begin working on a new piece. I wedge the clay out against my board, enjoying the therapeutic quality of each smack, prod, and punch. As the clay oozes between my fingers and pastes against my skin, images of all sorts begin to pop into my head. I try my best to push them away,to focus instead on the cold and clammy sensation of the mound and the way it helps me relax. But after only a few short minutes of solitude, I hear someone storm their way up the back stairwell. At first I think it's Spencer, but then I hear the voice: "I'm coming up the stairs," Adam bellows. "I'm approaching the studio area, about to pass by the sink." I turn to look, noticing he's standing only a few feet behind me now. "I hope I didn't startle you this time," he says. "Ha-ha." I hold back my smile. "I would have called your cell to tell you I was coming up, but you never gave me your number." "I'm fine," I assure him, unable to stifle a giggle.

By comparing the company's performance to industry peers, board members can gain valuable insights into areas for improvement and identify best practices.

company leaders need to provide their company with a self-organizing and semi-autonomous immune system. Effective risk management isn't about a siloed approach focusing on isolated threats. We have to think more broadly. Effective risk management requires a holistic approach that transcends a siloed focus on isolated threats. In today's interconnected business landscape, risks are rarely confined to a single department or function. Instead, they often ripple across the organization, impacting multiple areas simultaneously.

The best part about being a nerd within a community of nerds is the insularity – it’s cozy, familial, come as you are. In a discussion board on the Web site Slashdot.org about Rushmore, a film with a nerdy teen protagonist, one anonymous participant pinpointed the value of taking part in detail-oriented zealotry: Geeks tend to be focused on very narrow fields of endeavor. The modern geek has been generally dismissed by society because their passions are viewed as trivial by those people who ‘see the big picture.’ Geeks understand that the big picture is pixilated and their high level of contribution in small areas grows the picture. They don’t need to see what everyone else is doing to make their part better. Being a nerd, which is to say going to far and caring too much about a subject, is the best way to make friends I know. For me, the spark that turns an acquaintance into a friend has usually been kindled by some shared enthusiasm like detective novels or Ulysses S. Grant.

The real skill is to manage and reward the people who are smarter than you in some technical area. That is why companies have a board of directors.

Deep Blue didn't win by being smarter than a human; it won by being millions of times faster than a human. Deep Blue had no intuition. An expert human player looks at a board position and immediately sees what areas of play are most likely to be fruitful or dangerous, whereas a computer has no innate sense of what is important and must explore many more options. Deep Blue also had no sense of the history of the game, and didn't know anything about its opponent. It played chess yet didn't understand chess, in the same way a calculator performs arithmetic bud doesn't understand mathematics.

The more arid and affectless life became in the high-rise, the greater the possibilities it offered. By its very efficiency, the high-rise took over the task of maintaining the social structure that supported them all. For the first time, it removed the need to suppress every kind of anti-social behavior and left them free to explore any deviant or wayward impulses. It was precisely in these areas where the most important and interesting aspects of their lives would take place. Secure within the shell of the high-rise, like passengers on board an automatically-piloted airliner, they were free to behave in any way they wished, explore the darkest corners they could find. In many ways, the high-rise was a model of all that technology had done to make possible the expression of a truly free psychopathology.

This is an old house. Among the oldest in the area, a white clapboard former farmhouse built in 1748. Fart on the porch and it rattles a floor board in the attic. -Dice (Swoon)

The Internet is a good filter. It’s a good way to find men who share some of your values. However, your friends on message boards and on social networking sites, scattered all over the world, are not going to be there for you when the proverbial shit hits the fan. Spend more time making contact with men who are geographically close to you. If you have close friends in your area, consider moving into the same apartment complex or within a few blocks of one another. Think about the way gangs start in inner cities. Men and boys have lived and died to defend tribes with territories as small as a few blocks. Proximity creates familiarity and shared identity. It creates us. Spreading our alliances across nations and continents keeps us reliant on the power of the State and the global economy. Men who are separated and have no one else to rely on must rely on the State.

Christ Jesus Eve. The girl's shattered like glass, and it'll take a blood miracle to put her together again. And you're standing here talking about fucking games?" She met fire with ice. "Obviously your heartstrings are playing a tune." "It might be because I have them," he shot back. "Because I'm not so caught up trying to win some shagging game that I consider a young woman a logical choice. She's still alive, Lieutenant. She's not on your side of the board yet." "Why don't you go back to the waiting area. You can all join hands. Maybe hold a prayer meeting. You go ahead and do that while the one who put her in the OR is chuckling up his sleeve. I've got better things to do." She strode away, steeling both her heart and belly against the hurt. It wasn't just the body she thought that could shatter. And it wasn't only fists and pipes and bats that could shatter it.

Remember that this is a game of defense as well as offense and be prepared to protect the areas which you occupy. —FROM THE INSTRUCTIONS TO THE BOARD GAME RISK

How does this affect the rest of your team? How on board are the people not on this call? What do your colleagues see as their main challenges in this area?

How does this affect the rest of your team?” or “How on board are the people not on this call?” or simply “What do your colleagues see as their main challenges in this area?

On the Soyuz, there’s simply not room to fly someone whose main contribution is expertise in a single area. The Russian rocket ship only carries three people, and between them they need to cover off a huge matrix of skills. Some are obvious: piloting the rocket, spacewalking, operating the robotic elements of the ISS like Canadarm2, being able to repair things that break on Station, conducting and monitoring the numerous scientific experiments on board. But since the crew is going to be away from civilization for many months, they also need to be able to do things like perform basic surgery and dentistry, program a computer and rewire an electrical panel, take professional-quality photographs and conduct a press conference—and get along harmoniously with colleagues, 24/7, in a confined space.

Always lost, always striking out in the wrong direction, always going around in circles. You have suffered from a life-long inability to orient yourself in space, and even in New York, the easiest of cities to negotiate, the city where you have spent the better part of your adulthood, you often run into trouble. Whenever you take the subway from Brooklyn to Manhattan (assuming you have boarded the correct train and are not traveling deeper into Brooklyn), you make a special point to stop for a moment to get your bearings once you have climbed the stairs to the street, and still you will head north instead of south, go east instead of west, and even when you try to outsmart yourself, knowing that your handicap will set you going the wrong way and therefore, to rectify the error, you do the opposite of what you were intending to do, go left instead of right, go right instead of left, and still you find yourself moving in the wrong direction, no matter how many adjustments you have made. Forget tramping alone in the woods. You are hopelessly lost within minutes, and even indoors, whenever you find yourself in an unfamiliar building, you will walk down the wrong corridor or take the wrong elevator, not to speak of smaller enclosed spaces such as restaurants, for whenever you go to the men’s room in a restaurant that has more than one dining area, you will inevitably make a wrong turn on your way back and wind up spending several minutes searching for your table. Most other people, your wife included, with her unerring inner compass, seem to be able to get around without difficulty. They know where they are, where they have been, and where they are going, but you know nothing, you are forever lost in the moment, in the void of each successive moment that engulfs you, with no idea where true north is, since the four cardinal points do not exist for you, have never existed for you. A minor infirmity until now, with no dramatic consequences to speak of, but that doesn’t mean a day won’t come when you accidentally walk off the edge of a cliff.

The two board games that best approximate the strategies of war are chess and the Asian game of go. In chess, the board is small. In comparison to go, the attack comes relatively quickly, forcing a decisive battle.... Go is much less formal. It is played on a large grid, with 361 intersections — nearly six times as many positions as in chess.... [A game of go] can last up to three hundred moves. The strategy is more subtle and fluid than chess, developing slowly; the more complex the pattern your stones initially create on the board, the harder it is for your opponent to understand your strategy. Fighting to control a particular area is not worth the trouble: You have to think in larger terms, to be prepared to sacrifice an area in order eventually to dominate the board. What you are after is not an entrenched position but mobility. With mobility you can isolate your opponent in small areas and then encircle them... Chess is linear, position oriented, and aggressive; go is nonlinear and fluid. Aggression is indirect until the end of the game, when the winner can surround the opponents' stones at an accelerated pace.

Sit down, Mum,’ Ben says kindly when he’s finished mopping up the cream. I look down and see that the large area of polished wood is now dull and smeared, and although he’s done his best, the cream has surreptitiously seeped in between the boards where it might never be reached. ‘Mum?

How far can the airlines go?” replied a clearly irritated TWA spokesman when asked whether his employer planned to make any changes to its boarding procedures. “Restrict everyone from the terminal except those who have a ticket? Stop everyone from entering the airport area except those who

The army leadership, taking these wishes of Hitler on board and also bearing in mind the outcome of the war games, had already adjusted its strategic thinking when, on 18 February, Hitler spoke of the favourable impression he had gained of Manstein’s plan the day before.42 The die was now cast. By chance, the basic thoughts of the amateur had coincided with the brilliantly unorthodox planning of the professional strategist. Further refined by the OKH, the Manstein plan gave Hitler what he wanted: a surprise assault in the most unexpected area which, though not without risk, had the boldness of genius. The

If we accept 'what seems to be' as 'what is', then we can't inquire. I mean, if what seems to be were perfectly coherent, then I'd say 'all right, why question it?' But since it is highly incoherent, I would say there is a good reason to question it. That would be common sense in ordinary areas of life. It does seem that all that is happening—we all want to do things and we can't do what we want. Something else seems to happen which stops us. Some of the people who are running corporations are getting interested in this question because they have the same problem. I know some people who are working in this area, and they find that when their boards get together they can't seem to agree and they can't get the results they intend. That's one of the reasons they are sinking a bit. A fellow named Peter Senge has written a book called The Fifth Discipline. He has analysed some of these questions. I don't say that he's got to the bottom of it, but it's interesting. His analysis shows that very often there are problems because people are not following the effect of their thoughts—that when they think something and something is done, it then spreads out to other companies, and then it comes back a bit later as if it were something else independent.

I'm jittery.It's like the animatronic band from Chuck E. Cheese is throwing a jamboree in my stomach. I've always hated Chuck E. Cheese. Why am I thinking about Chuck E. Cheese? I don't know why I'm nervous.I'm just seeing my mom again. And Seany.And Bridge! Bridge said she'd come. St. Clair's connecting flight to San Francisco doesn't leave for another three hours,so we board the train that runs between terminals,and he walks me to the arrivals area.We've been quiet since we got off the plane. I guess we're tired. We reach the security checkpoint,and he can't go any farther. Stupid TSA regulations.I wish I could introduce him to my family.The Chuck E. Cheese band kicks it up a notch,which is weird, because I'm not nervous about leaving him. I'll see him again in two weeks. "All right,Banana.Suppose this is goodbye." He grips the straps of his backpack,and I do the same. This is the moment we're supposed to hug. For some reason,I can't do it. "Tell your mom hi for me. I mean, I know I don't know her. She just sounds really nice. And I hope she's okay." He smiles softly. "Thanks.I'll tell her." "Call me?" "Yeah,whatever. You'll be so busy with Bridge and what's-his-name that you'll forget all about your English mate, St. Clair." "Ha! So you are English!" I poke him in the stomach. He grabs my hand and we wrestle, laughing. "I claim....no...nationality." I break free. "Whatever,I totally caught you. Ow!" A gray-haired man in sunglasses bumps his red plaid suitcase into my legs. "Hey,you! Apologize!" St. Clair says,but the guy is already too far away to hear. I rub my shins. "It's okay, we're in the way. I should go." Time to hug again. Why can't we do it? Finally, I step forward and put my arms around him. He's stiff,and it's awkward, especially with our backpacks in the way.I smell his hair again. Oh heavens. We pull apart. "Have fun at the show tonight" he says. "I will.Have a good flight." "Thanks." He bites his thumbnail,and then I'm through security and riding down the escalator. I look back one last time. St. Clair jumps up and down, waving at me.I burst into laughter, and his face lights up.The escalator slides down. He's lost from view. I swallow hard and turn around.And then-there they are.Mom has a gigantic smile, and Seany is jumping and waving, just like St. Clair.

each sestiere to monitor the cases in their area, keeping count of infections and deaths, boarding up houses where plague victims lived, working out whom they had been in contact with and confining them to their houses. Whole streets and sections of the city were closed off, with no trade or travel allowed. Curfews were set, food markets restricted.

While roomie bae bustled around the downstairs living/kitchen area, I tried to do what I used to to ex bae. What I did to all my female friends/lovers. That is, ramble my unformed thoughts about some new idea, treat her like my sounding board, and then, once I’d finished, had nutted (intellectually), sit there and wait for her to tell me my ideas were in fact fully formed

CEO Gil Amelio stumbled. Ellison may have been baffled when Jobs insisted that he was not motivated by money, but it was partly true. He had neither Ellison’s conspicuous consumption needs nor Gates’s philanthropic impulses nor the competitive urge to see how high on the Forbes list he could get. Instead his ego needs and personal drives led him to seek fulfillment by creating a legacy that would awe people. A dual legacy, actually: building innovative products and building a lasting company. He wanted to be in the pantheon with, indeed a notch above, people like Edwin Land, Bill Hewlett, and David Packard. And the best way to achieve all this was to return to Apple and reclaim his kingdom. And yet when the cup of power neared his lips, he became strangely hesitant, reluctant, perhaps coy. He returned to Apple officially in January 1997 as a part-time advisor, as he had told Amelio he would. He began to assert himself in some personnel areas, especially in protecting his people who had made the transition from NeXT. But in most other ways he was unusually passive. The decision not to ask him to join the board offended him, and he felt demeaned

QUESTIONS TO IDENTIFY BEHIND-THE-TABLE DEAL KILLERS When implementation happens by committee, the support of that committee is key. You’ll want to tailor your calibrated questions to identify and unearth the motivations of those behind the table, including: How does this affect the rest of your team? How on board are the people not on this call? What do your colleagues see as their main challenges in this area?

But at the end of the white board, the edge, where you'll come down with your weight to make it send you off, there are two areas of darkness. Two flat shadows in the broad light. Two vague black ovals. The end of the board has two dirty spots. They are from all the poeple who've gone before you. Your feet as you stand here are tender and dented, hurt by the rough wet surface, and you see that the two dark sports are from people's skin. They are skin abraded from feet by the violence of the disappearance of people with real weight. More people than you could count without losing track. The weight and abrasion of their disappearance leaves little bits of soft tender feet behind, bits and shards and curls of skin that dirty and darken and tan as they lie tiny and smeared in the sun at the end of the board. They pile up and get smeared and mixed together. They darken in two circles.

Anything perceived as a threat trips the amygdala—the brain’s hand-wringing sentry—to set in motion the biochemical cascade known as the fight-or-flight response. Bruce Siddle, who consults in this area and sits on the board of Strategic Operations, prefers the term “survival stress response.” Whatever you wish to call it, here is a nice, concise summary, courtesy of Siddle: “You become fast, strong, and dumb.” Our hardwired survival strategy evolved back when threats took the form of man-eating mammals, when hurling a rock superhumanly hard or climbing a tree superhumanly fast gave you the edge that might keep you alive. A burst of adrenaline prompts a cortisol dump to the bloodstream. The cortisol sends the lungs into overdrive to bring in more oxygen, and the heart rate doubles or triples to deliver it more swiftly. Meanwhile the liver spews glucose, more fuel for the feats at hand. To get the goods where the body assumes they’re needed, blood vessels in the large muscles of the arms and legs dilate, while vessels serving lower-priority organs (the gut, for example, and the skin) constrict. The prefrontal cortex, a major blood guzzler, also gets rationed. Good-bye, reasoning and analysis. See you later, fine motor skills. None of that mattered much to early man. You don’t need to weigh your options in the face of a snarling predator, and you don’t have time.

During his Oxford years, microprocessors became available. So, just as Wozniak and Jobs had done, he and his friends designed boards that they tried to sell. They were not as successful as the Steves, partly because, as Berners-Lee later said, “we didn’t have the same ripe community and cultural mix around us like there was at the Homebrew and in Silicon Valley.”7 Innovation emerges in places with the right primordial soup, which was true of the Bay Area but not of Oxfordshire in the 1970s.

A long-time associate, Beth, who likes to refer to herself as the 'Grill Bitch', excelled at putting loudmouths and fools into their proper place. She refused to behave any differently than her male co-workers: she'd change in the same locker area, dropping her pants right alongside them. She was as sexually aggressive, and as vocal about it, as her fellow cooks, but unlikely to suffer behavior she found demeaning. One sorry Moroccan cook who pinched her ass found himself suddenly bent over a cutting board with Beth dry-humping him from behind, saying, 'How do you like it, bitch?' The guy almost died of shame — and never repeated that mistake again. Another female line cook I had the pleasure of working with arrived at work one morning to find that an Ecuadorian pasta cook had decorated her station with some particularly ugly hard-core pornography of pimply-assed women getting penetrated in every orifice by pot-bellied guys with prison tattoos and back hair. She didn't react at all, but a little later, while passing through the pasta man's station, casually remarked. 'Jose, I see you brought in some photos of the family. Mom looks good for her age.

I’d written the note while Elwin prepared the charcuterie board and Lucien waited in the pavilion area to scoop up Alexandra when she was done. It was the most daunting task I’d ever faced, trying to find the proper words to convey just how much she meant to us. Our garbage can was full of torn and crumpled up balls of paper with ink stains of words that just didn’t make the cut. After Elwin told me to stop forcing it, though, telling me to read it out loud as I wrote it, it came effortlessly. It was a little embarrassing at first, reading such intimate words out loud, but he didn’t judge—only encouraged and praised

on his first visit to the Los Alamos Tech Area, when he had encountered von Neumann discussing theory with dark, intense Edward Teller, the “tremendously long formulae on the blackboard” had scared him. “Seeing all these complications of analysis, I was dumbfounded, fearing I would never be able to contribute anything.” But the equations stayed on the board from day to day, which meant to Ulam that the pace of invention was relatively slow, and he soon regained confidence.1340 “I found out that the main ability to have was a visual, and also an almost tactile, way to imagine the physical situations, rather than a merely logical picture of the problems.

SECTION IV: CALIBRATED QUESTIONS Prepare three to five calibrated questions to reveal value to you and your counterpart and identify and overcome potential deal killers. Effective negotiators look past their counterparts’ stated positions (what the party demands) and delve into their underlying motivations (what is making them want what they want). Motivations are what they are worried about and what they hope for, even lust for. Figuring out what the other party is worried about sounds simple, but our basic human expectations about negotiation often get in the way. Most of us tend to assume that the needs of the other side conflict with our own. We tend to limit our field of vision to our issues and problems, and forget that the other side has its own unique issues based on its own unique worldview. Great negotiators get past these blinders by being relentlessly curious about what is really motivating the other side. Harry Potter author J. K. Rowling has a great quote that sums up this concept: “You must accept the reality of other people. You think that reality is up for negotiation, that we think it’s whatever you say it is. You must accept that we are as real as you are; you must accept that you are not God.” There will be a small group of “What” and “How” questions that you will find yourself using in nearly every situation. Here are a few of them: What are we trying to accomplish? How is that worthwhile? What’s the core issue here? How does that affect things? What’s the biggest challenge you face? How does this fit into what the objective is? QUESTIONS TO IDENTIFY BEHIND-THE-TABLE DEAL KILLERS When implementation happens by committee, the support of that committee is key. You’ll want to tailor your calibrated questions to identify and unearth the motivations of those behind the table, including: How does this affect the rest of your team? How on board are the people not on this call? What do your colleagues see as their main challenges in this area? QUESTIONS TO IDENTIFY AND DIFFUSE DEAL-

Trusting in God's Direction When I served as a denominational leader in Vancouver, one of our churches believed God was leading it to begin three new mission churches for different language groups. At that time, the church had only seventeen members. Human reason would have immediately ruled out such a large assignment for a small church. They were hoping to receive financial support from our denomination's Home Mission Board to pay the mission pastors' salaries. One pastor was already in the process of relocating to Vancouver when we unexpectedly received word that the mission board would be unable to fund any new work in our area for the next three years. The church didn't have the funds to do what God had called it to do. When they sought my counsel, I suggested that they first go back to the Lord and clarify what God had said to them. If this was merely something they wanted to do for God, God would not be obligated to provide for them. After they sought the Lord, they returned and said, “We still believe God is calling us to start all three new churches.” At this point, they had to walk by faith and trust God to provide for what He was clearly leading them to do. A few months later, the church received some surprising news. Six years earlier, I had led a series of meetings in a church in California. An elderly woman had approached me and said she wanted to will part of her estate for use in mission work in our city. The associational office had just received a letter from an attorney in California informing them that they would be receiving a substantial check from that dear woman's estate. The association could now provide the funds needed by the sponsoring church. The amount was sufficient to firmly establish all three churches this faithful congregation had launched. Did God know what He was doing when He told a seventeen-member church to begin three new congregations? Yes. He already knew the funds would not be available from the missions agency, and He was also aware of the generosity of an elderly saint in California. None of these details caught God by surprise. That small church in Vancouver had known in their minds that God could provide. But through this experience they developed a deeper trust in their all knowing God. Whenever God directs you, you will never have to question His will. He knows what He is going to do.

If government had declined to build racially separate public housing in cities where segregation hadn’t previously taken root, and instead had scattered integrated developments throughout the community, those cities might have developed in a less racially toxic fashion, with fewer desperate ghettos and more diverse suburbs. If the federal government had not urged suburbs to adopt exclusionary zoning laws, white flight would have been minimized because there would have been fewer racially exclusive suburbs to which frightened homeowners could flee. If the government had told developers that they could have FHA guarantees only if the homes they built were open to all, integrated working-class suburbs would likely have matured with both African Americans and whites sharing the benefits. If state courts had not blessed private discrimination by ordering the eviction of African American homeowners in neighborhoods where association rules and restrictive covenants barred their residence, middle-class African Americans would have been able gradually to integrate previously white communities as they developed the financial means to do so. If churches, universities, and hospitals had faced loss of tax-exempt status for their promotion of restrictive covenants, they most likely would have refrained from such activity. If police had arrested, rather than encouraged, leaders of mob violence when African Americans moved into previously white neighborhoods, racial transitions would have been smoother. If state real estate commissions had denied licenses to brokers who claimed an “ethical” obligation to impose segregation, those brokers might have guided the evolution of interracial neighborhoods. If school boards had not placed schools and drawn attendance boundaries to ensure the separation of black and white pupils, families might not have had to relocate to have access to education for their children. If federal and state highway planners had not used urban interstates to demolish African American neighborhoods and force their residents deeper into urban ghettos, black impoverishment would have lessened, and some displaced families might have accumulated the resources to improve their housing and its location. If government had given African Americans the same labor-market rights that other citizens enjoyed, African American working-class families would not have been trapped in lower-income minority communities, from lack of funds to live elsewhere. If the federal government had not exploited the racial boundaries it had created in metropolitan areas, by spending billions on tax breaks for single-family suburban homeowners, while failing to spend adequate funds on transportation networks that could bring African Americans to job opportunities, the inequality on which segregation feeds would have diminished. If federal programs were not, even to this day, reinforcing racial isolation by disproportionately directing low-income African Americans who receive housing assistance into the segregated neighborhoods that government had previously established, we might see many more inclusive communities. Undoing the effects of de jure segregation will be incomparably difficult. To make a start, we will first have to contemplate what we have collectively done and, on behalf of our government, accept responsibility.

Here’s What I Believe about Good VCs Good VCs help entrepreneurs achieve their business goals by providing guidance, support, a network of relationships, and coaching. Good VCs recognize the limitations of what they can do as board members and outside advisors as a result of the informational asymmetry they have with respect to founders and other executives who live and breathe the company every day. Good VCs give advice in areas in which they have demonstrated expertise, and have the wisdom to avoid opining on topics for which they are not the appropriate experts. Good VCs appropriately balance their duties to the common shareholders with those they owe to their limited partners. Good VCs recognize that, ultimately, it is the entrepreneurs and the employees who build iconic companies, with hopefully a little bit of good advice and prodding sprinkled in along the way by their VC partners. If VCs remain good, they won’t become dinosaurs.

On our first flight out, and for all the following ones, we boarded two Black Hawk helicopters. On that first flight, we were looking for the area where a marine in our group lost both of his hands. While we were airborne, the door was kept open. There were only a few pairs of headsets for the group, so whoever was the focus of the trip got first dibs on a pair and would help guide the pilot to the right spot. The rest of us shared the remaining few sets as we squinted against the wind to the terrain below. Right before we made it to this marine’s area, the guy sitting next to me handed me the headset. Just as I put it over my ears, I saw the marine looking out the window, and then I heard him say, “And that’s where my hands are.” Suddenly it wasn’t about me, the injured guy. I was privy to this man’s intimate struggle. It was a painfully shocking statement. I knew all of the rest of these guys were injured, too, but I don’t think it really hit me until that moment that these guys all faced the same kinds of struggles and confusion I’d faced.

I still refused to believe him and started walking towards the exit area. But Sam was faster. He strode behind me, grabbed me and whirled me around. He pointed a finger towards me and said, “Don’t you dare walk on me like that. I have had enough of your non sense for last one month. Don’t you think you owe me an explanation?” he hissed. I cocked my head. Craned my neck to meet his eyes, I purred like a kitten and started to speak. But suddenly a guard appeared out of nowhere and said, “I am really sorry to bother you but fighting is not allowed in the lobby. It distracts people like us from more important things you know. However if you want to continue I suggest you go to the north-east corner of the upper basement. We don’t have a CC Camera there.” I had never been more humiliated. My ears burnt hot. I murmured a note of thanks and boarded the elevator. Sam followed suit. He looked quite normal and amused. How could he be so normal after being whacked out by a security guard from his own office lobby? In fact, I thought, he was suppressing a grin. Was he insane? Sulking with mute anger I pressed the UB button in the elevator.

But what is happiness? The definition most in vogue, fueled by the positive psychology movement, is one of happiness as a state, characterized by pleasure; a banishing of pain, suffering, and boredom; a sense of engagement and meaning through the experience of positive emotions and resilience. This is the dominant version of the new incomes sought and paid in the most widely celebrated “great places to work.” Think of flexible work hours, pool tables and dart boards, dining areas run by chefs serving fabulous and nutritious food at all hours, frequent talks by visiting thought leaders, spaces for naps, unlimited vacation time. However, the research literature on happiness suggests another definition, one that is overlapping but significantly different. The second definition sees happiness as a process of human flourishing. This definition, whose roots go back to Aristotle and the Greeks’ concept of eudaemonia, includes an experience of meaning and engagement but in relation to the satisfactions of experiencing one’s own growth and unfolding, becoming more of the person one was meant to be, bringing more of oneself into the world.

In his first two years in office, with a slender majority in the House of Representatives and a Senate split fifty-fifty, the Democrats managed to pass historic legislation that echoed that of FDR and LBJ, shoring up the economy, rebuilding the country’s infrastructure, and investing in the future, trying to bring the disaffected Americans who had given up on democracy back into the fold. In March 2021, Democrats passed the $1.9 trillion American Rescue Plan to combat the coronavirus pandemic and stimulate the economy that it had hobbled. In November 2021, some Republicans were persuaded to get on board to pass the $1.2 trillion Bipartisan Infrastructure Law to rebuild the country’s roads and bridges and to install broadband in rural areas across the nation. A few Republicans also backed the 2022 CHIPS and Science Act, which invested $52 billion in the domestic manufacture of semiconductors and boosted scientific research in the U.S. And in August 2022, the Democrats passed the Inflation Reduction Act, which made historic investments in addressing climate change, expanded health coverage, reduced the deficit, and raised taxes on corporations and the very wealthy.

Under the cover of darkness, Kutuzov withdrew that night, having lost an immense number of casualties – probably around 43,000, though so dogged was the Russian resistance that only 1,000 men and 20 guns were captured.106 (‘I made several thousand prisoners and captured 60 guns,’ Napoleon nonetheless told Marie Louise.107) The combined losses are the equivalent of a fully laden jumbo jet crashing into an area of 6 square miles every five minutes for the whole ten hours of the battle, killing or wounding everyone on board. Kutuzov promptly wrote to the Tsar claiming a glorious victory, and another Te Deum was sung at St Petersburg. Napoleon dined with Berthier and Davout in his tent behind the Shevardino Redoubt at seven o’clock that evening. ‘I observed that, contrary to custom, he was much flushed,’ recorded Bausset, ‘his hair was disordered, and he appeared fatigued. His heart was grieved at having lost so many brave generals and soldiers.’108 He was presumably also lamenting the fact that although he had retained the battlefield, opened the road to Moscow and lost far fewer men than the Russians – 6,600 killed and 21,400 wounded – he had failed to gain the decisive victory he so badly needed, partly through the unimaginative manoeuvring of his frontal assaults and partly because of his refusal to risk his reserves. In that sense, both he and Kutuzov lost Borodino. ‘I am reproached for not getting myself killed at Waterloo,’ Napoleon later said on St Helena. ‘I think I ought rather to have died at the battle of the Moskwa.

When the pandemic started, most of the other medical practices in the Detroit area shut down, Dr. David Brownstein told me. “I had a meeting with my staff and my six partners. I told them, ‘We are going to stay open and treat COVID.’ They wanted to know how. I said, ‘We’ve been treating viral diseases here for twenty-five years. COVID can’t be any different.’ In all that time, our office had never lost a single patient to flu or flu-like illness. We treated people in their cars with oral vitamins A, C, and D, and iodine. We administered IV solution outside all winter with IV hydrogen peroxide and vitamin C. We’d have them put their butts out the car window and shot them up with intramuscular ozone. We nebulized them with hydrogen peroxide and Lugol’s iodine. We only rarely used ivermectin and hydroxychloroquine. We treated 715 patients and had ten hospitalizations and no deaths. Early treatment was the key. We weren’t allowed to talk about it. The whole medical establishment was trying to shut down early treatment and silence all the doctors who talked about successes. A whole generation of doctors just stopped practicing medicine. When we talked about it, the whole cartel came for us. I’ve been in litigation with the Medical Board for a year. When we posted videos from some of our recovered patients, they went viral. One of the videos had a million views. FTC filed a motion against us, and we had to take everything down.” In July 2020, Brownstein and his seven colleagues published a peer-reviewed article describing their stellar success with early treatment. FTC sent him a letter warning him to take it down. “No one wanted Americans to know that you didn’t have to die from COVID. It’s 100 percent treatable,” says Dr. Brownstein. “We proved it. No one had to die.

Although thrilled that the era of the personal computer had arrived, he was afraid that he was going to miss the party. Slapping down seventy-five cents, he grabbed the issue and trotted through the slushy snow to the Harvard dorm room of Bill Gates, his high school buddy and fellow computer fanatic from Seattle, who had convinced him to drop out of college and move to Cambridge. “Hey, this thing is happening without us,” Allen declared. Gates began to rock back and forth, as he often did during moments of intensity. When he finished the article, he realized that Allen was right. For the next eight weeks, the two of them embarked on a frenzy of code writing that would change the nature of the computer business.1 Unlike the computer pioneers before him, Gates, who was born in 1955, had not grown up caring much about the hardware. He had never gotten his thrills by building Heathkit radios or soldering circuit boards. A high school physics teacher, annoyed by the arrogance Gates sometimes displayed while jockeying at the school’s timesharing terminal, had once assigned him the project of assembling a Radio Shack electronics kit. When Gates finally turned it in, the teacher recalled, “solder was dripping all over the back” and it didn’t work.2 For Gates, the magic of computers was not in their hardware circuits but in their software code. “We’re not hardware gurus, Paul,” he repeatedly pronounced whenever Allen proposed building a machine. “What we know is software.” Even his slightly older friend Allen, who had built shortwave radios, knew that the future belonged to the coders. “Hardware,” he admitted, “was not our area of expertise.”3 What Gates and Allen set out to do on that December day in 1974 when they first saw the Popular Electronics cover was to create the software for personal computers. More than that, they wanted to shift the balance in the emerging industry so that the hardware would become an interchangeable commodity, while those who created the operating system and application software would capture most of the profits.

Treating Abuse Today 3(4) pp. 26-33 TAT: I want to move back to an area that I'm not real comfortable asking you about, but I'm going to, because I think it's germane to this discussion. When we began our discussion [see "A Conversation with Pamela Freyd, Ph.D., Part 1", Treating Abuse Today, 3(3), P. 25-39] we spoke a bit about how your interest in this issue intersected your own family situation. You have admitted writing about it in your widely disseminated "Jane Doe" article. I think wave been able to cover legitimate ground in our discussion without talking about that, but I am going to return to it briefly because there lingers an important issue there. I want to know how you react to people who say that the Foundation is basically an outgrowth of an unresolved family matter in your own family and that some of the initial members of your Scientific Advisory Board have had dual professional relationships with you and your family, and are not simply scientifically attached to the Foundation and its founders. Freyd: People can say whatever they want to say. The fact of the matter is, day after day, people are calling to say that something very wrong has taken place. They're telling us that somebody they know and love very much, has acquired memories in some kind of situation, that they're sure are false, but that there has been no way to even try to resolve the issues -- now, it's 3,600 families. TAT: That's kind of side-stepping the question. My question -- Freyd: -- People can say whatever they want. But you know -- TAT: -- But, isn't it true that some of the people on your scientific advisory have a professional reputation that is to some extent now dependent upon some findings in your own family? Freyd: Oh, I don't think so. A professional reputation dependent upon findings in my family? TAT: In the sense that they may have been consulted professionally first about a matter in your own family. Is that not true? Freyd: What difference does that make? TAT: It would bring into question their objectivity. It would also bring into question the possibility of this being a folie à deux --

I turned and entered the airport with my escort. Suddenly, I had a horrible realization: in order to return to the flight line I needed to move through a modern international airport complete with metal detectors and X-ray machines and I had a loaded pistol in my fanny pack. And, because of the ongoing civil war, security was beefed up and the guards were extra wary. Before we reached the first checkpoint, I pretended that I needed to use the restroom and told my escort to go on ahead. I needed to think. One option was to drop my pistol in a trash can and exit the airport, later claiming I lost the gun somehow. The lost-gun option had serious flaws. I couldn’t ditch my pistol because I had signed it out by serial number. Police could easily trace the gun back to me. My personal interpretation of the, “no weapons” order would probably not be an effective defense at my court marshal. My other option was to try and sneak through the airport onto the flight line, somehow avoiding a gauntlet of security checkpoints. This was the ninja option. This daunting course of action was fraught with serious danger. If guards confronted me and caught me with a loaded pistol I knew I would not have a pleasant day. There was no telling where that situation would lead; there was a real possibility I could spend time in a Yemeni prison. Despite the risks I decided on the ninja option. I figured I might have one slim advantage. Maybe the guards would remember me coming through the airport from the flight-line side with the embassy official and not pay me much attention. I was sweating bullets as I approached the first checkpoint. I tried to act casual and confident, not furtive and suspicious like a criminal. I waited until the guard looked away, his attention elsewhere and boldly walked behind him past the checkpoint. When I approached the X-ray and metal detectors I strode right past the line of people, bypassing the machines. I had to play it that way. I could not hang out near the detectors waiting for guards to look the other way and then sneak past; there were just too many. As I brazenly strode around each checkpoint I feared to hear a sudden barked command, rushing feet behind me, and hands spinning me around to face angry guards with drawn weapons. The last part of my mission to get on the airfield was tricky and nerveracking. Imagine being at an American airport in the gate area where people board the airplanes. Then imagine trying to sneak out a Jetway or access door without being stopped. I remembered the door I had used to enter the terminal and luckily it was unlocked. I picked my moment and quickly slipped out the door onto the airfield. I boldly strode across the airfield, never looking behind me until I reached my plane. Finally, I turned and looked back the way I came and saw … nothing. No one was pursuing me. I was in the midst of an ongoing civil war, surrounded by fresh bomb craters and soldiers carrying soviet rifles, but as scary situations go, so far Tiger Rescue was a relaxing walk in the park compared to Operation Ninja Escape.

In Andhra, farmers fear Naidu’s land pool will sink their fortunes Prasad Nichenametla,Hindustan Times | 480 words The state festival tag added colour to Sankranti in Andhra Pradesh this time. But the hue of happiness was missing in 29 villages along river Krishna in Guntur district. The villagers knew it was their last Sankranti, a harvest festival celebrated to seek agricultural prosperity. For in two months, more than 30,000 acres of fertile farmland would be acquired for a brand new capital planned in collaboration with Singapore. The Nara Chandrababu Naidu government went about the capital project by setting aside the Centre’s land acquisition act and drawing up a compensation package for land-owning and tenant farmers and labourers. Many are opposed to it, and are not keen on snapping their centuries-old bond with their land and livelihood. In Penumaka village, Nageshwara Rao, 50, fears the future as he does not possess a tenancy certificate that could have brought some relief under the compensation package. “The entire village is against land-pooling but we hear the government is adamant,” Rao says, referring to municipal minister P Narayana’s alleged assertion that land would be taken with or without the farmers’ consent. Narayana is supervising the land-pooling process. “Naidu says he would give us Rs 50,000 per year in lieu of annual crops. We earn that much in a month here,” villager Meka Koti Reddy says. To drive home the point, locals in Undavalli village nearby have put up a board asking officials to keep off their lands that produce three crops a year. Unlike other parts of Andhra Pradesh, the water-rich land here is highly productive yielding 200 varieties of crops. Some farmers are also suspicious about the compensation because Naidu is yet to deliver on the loan-waiver promise. They are now weighing legal options besides seeking Prime Minister Narendra Modi’s intervention to retain their land. While the villagers opposing land-pooling are allegedly being backed by Jaganmohan Reddy’s YSR Congress Party, those belonging to the Kamma community — the support base for Naidu’s Telugu Desam Party — are said to be cooperative.  It is also believed that Naidu chose this location over others suggested by experts to primarily benefit the Kamma industrialists who own large swathes of land in Krishna and Guntur districts. But even the pro-project villagers cannot help feel insecure. “We are clueless about where our developed area would be. What if the project is not executed within Naidu’s tenure? Is there a legal recourse?” Idupulapati Rambabu of Mandadam says. This is despite Naidu’s assurance on January 1 at nearby Thulluru, where he launched the land-pooling process, asking farmers to give land without any apprehension. He said the deal in its present form would make them richer than him in a decade. “We are not building a mere city but a hub of economic activity loaded with superior infrastructure that is aimed at generating wealth. This would be a win-win situation for all,” Naidu tells HT. As of now, villages like Nelapadu struggling with low soil fertility seem to be winning from the package.

During the conversation she [7th-GGM, Anna Maria Hoepflinger Floerl] also talked about the guidance with which God had provided her when they started to expel the Salzburgers. She was born in the state of Bavaria and brought up in ignorance by her seriously erring mother and some relatives. However, when God recognized that He could save her soul, He saw to it that among the twelve journeyman of a papal masterbuilder from Salzburg who worked on a church in Bavaria, there was a Lutheran journeyman, called “the Lutheran,” about whose religion strange things were said. Because he got room and board at the house of her cousin, for whom she worked, she was very much aware of his Christian behavior. And, since she noticed great peace, nonconformance to the world, and diligent prayer and intercession as well as sympathy and tears when he saw the bound Evangelical Salzburgers being led past him, she had the deep desire to talk to this man secretly about his and her religious faith. One evening God arranged for her cousin to be busy with the soldiers who were accompanying the Salzburgers on their way across Bavaria, while the servants were in the tavern. She grasped this opportunity to make this knowledgeable man, who was experienced in Christianity, teach her the Evangelical truth for three hours; upon her request, he also sent her a good book, namely the Schaitberger, in a small well-secured barrel. In it, they eagerly read for three consecutive weeks at night about the Evangelical truth and her previous misunderstandings. Because the people concluded from her overall behavior, especially her absence from monthly confession, observance of brotherhood meetings, participation in pilgrimages, and telling a rosary, that she might have suspicious books, they waylaid her, took the book away from her, and threatened her with jail and death unless she stayed away from this heresy. At the priest’s instigation, her mother, in particular, behaved very badly. Finally God gave her the courage to leave, although she knew neither the way nor the area. A woman potter, also a secret Lutheran, referred her to her very close kinswoman in Austria; but there she was advised in confidence that she was to go to Salzburg rather than to pretend, in violation of her conscience, because here they searched very much after Evangelical people and books. Since the journeyman bricklayer had given her instructions on how to get to the Goldeck jurisdiction and, there, to a Lutheran family, she traveled there without a passport, like a poor abandoned sheep, in the name of God, who was her leader and guide, and she was well received. However, because the Evangelical people were being expelled at that time, she was summoned to appear before the authorities and was threatened that, if she stayed with these Evangelical people, she would enjoy neither God’s care nor any favor from the people in the Empire, but would die a horrible death. Nevertheless, she said that she would go with them regardless of what might happen to her. She preferred all misery and even death itself to renouncing God, her Savior, and the Evangelical truth. She did not start with good days, but with misery and death, as the bricklayer had told her earlier while assuring her of God’s help.

How Google Works (Schmidt, Eric) - Your Highlight on Location 3124-3150 | Added on Sunday, April 5, 2015 10:35:40 AM In late 1999, John Doerr gave a presentation at Google that changed the company, because it created a simple tool that let the founders institutionalize their “think big” ethos. John sat on our board, and his firm, Kleiner Perkins, had recently invested in the company. The topic was a form of management by objectives called OKRs (to which we referred in the previous chapter), which John had learned from former Intel CEO Andy Grove.173 There are several characteristics that set OKRs apart from their typical underpromise-and-overdeliver corporate-objective brethren. First, a good OKR marries the big-picture objective with a highly measurable key result. It’s easy to set some amorphous strategic goal (make usability better … improve team morale … get in better shape) as an objective and then, at quarter end, declare victory. But when the strategic goal is measured against a concrete goal (increase usage of features by X percent … raise employee satisfaction scores by Y percent … run a half marathon in under two hours), then things get interesting. For example, one of our platform team’s recent OKRs was to have “new WW systems serving significant traffic for XX large services with latency < YY microseconds @ ZZ% on Jupiter.”174 (Jupiter is a code name, not the location of Google’s newest data center.) There is no ambiguity with this OKR; it is very easy to measure whether or not it is accomplished. Other OKRs will call for rolling out a product across a specific number of countries, or set objectives for usage (e.g., one of the Google+ team’s recent OKRs was about the daily number of messages users would post in hangouts) or performance (e.g., median watch latency on YouTube videos). Second—and here is where thinking big comes in—a good OKR should be a stretch to achieve, and hitting 100 percent on all OKRs should be practically unattainable. If your OKRs are all green, you aren’t setting them high enough. The best OKRs are aggressive, but realistic. Under this strange arithmetic, a score of 70 percent on a well-constructed OKR is often better than 100 percent on a lesser one. Third, most everyone does them. Remember, you need everyone thinking in your venture, regardless of their position. Fourth, they are scored, but this scoring isn’t used for anything and isn’t even tracked. This lets people judge their performance honestly. Fifth, OKRs are not comprehensive; they are reserved for areas that need special focus and objectives that won’t be reached without some extra oomph. Business-as-usual stuff doesn’t need OKRs. As your venture grows, the most important OKRs shift from individuals to teams. In a small company, an individual can achieve incredible things on her own, but as the company grows it becomes harder to accomplish stretch goals without teammates. This doesn’t mean that individuals should stop doing OKRs, but rather that team OKRs become the more important means to maintain focus on the big tasks. And there’s one final benefit of an OKR-driven culture: It helps keep people from chasing competitors. Competitors are everywhere in the Internet Century, and chasing them (as we noted earlier) is the fastest path to mediocrity. If employees are focused on a well-conceived set of OKRs, then this isn’t a problem. They know where they need to go and don’t have time to worry about the competition. ==========

Frederick Law Olmsted had found the same situation—houses at which there was “no other water-closet than the back of a bush or the broad prairies”—on his journey through the Hill Country in 1857. He had been shocked then, because the America he knew had advanced beyond such primitive conditions. Now it was 1937; four more generations had been living in the Hill Country—with no significant advance in the conditions of their life. Many of the people of Lyndon Johnson’s congressional district were still living in the same type of dwelling in which the area’s people had been living in 1857: in rude “dog-run” shelters one board thick, through which the wind howled in the winter. They were still squatting behind a bush to defecate. Because of their poverty, they were still utterly bereft not only of tractors and feed grinders, but of modern medical assistance—and were farming by methods centuries out of date.

While MTA officials were completing the assessment of their needs, they learned that President Carter was not going to be the system’s savior. On November 4, he lost his reelection bid to Ronald Reagan, a California Republican who wanted to slash federal aid to urban areas. Three weeks after the election, the MTA board issued a detailed report proposing a ten-year, $14.4 billion capital program to restore the system to a state of good repair. Most importantly, the board suggested ways to pay for the capital program and new legislation that would streamline the process so that projects could be completed in a more cost-effective and timely manner.44 Ravitch said, “I will not cease for a minute petitioning the government to provide more capital funding. But on the other hand, we should not put our heads in the sand and think that we have fulfilled our responsibilities at the MTA merely by exhorting elected officials to provide funds which, as a practical matter, are simply not available.” That is why Ravitch was prepared for the MTA to take on billions of dollars in new debt to pay for improvements. He suggested increasing the maximum amount of bonds that the MTA’s Triborough Bridge and Tunnel Authority (TBTA) could issue, and allowing its bond proceeds to be used for transit improvements, something it had never done before. He also proposed that the MTA be able, for the first time, to issue bonds that would be paid back from future fares.

With a last-second turn, Jordan pulled into a gas station directly across from the Airport Shuttle and Speedy Park. When she saw the flash of the left taillight of Amanda’s SUV, she shifted into Park and waited. Within minutes, Jordan caught a glimpse of Amanda and the daughter boarding the shuttle. The driver took their bags and loaded them, and they were whisked away. With a final look at the van heading toward the departures area, Jordan felt confident enough to continue with her plan. She sped away and drove the twenty-minute freeway route

Over the next few years, the number of African Americans seeking jobs and homes in and near Palo Alto grew, but no developer who depended on federal government loan insurance would sell to them, and no California state-licensed real estate agent would show them houses. But then, in 1954, one resident of a whites-only area in East Palo Alto, across a highway from the Stanford campus, sold his house to a black family. Almost immediately Floyd Lowe, president of the California Real Estate Association, set up an office in East Palo Alto to panic white families into listing their homes for sale, a practice known as blockbusting. He and other agents warned that a 'Negro invasion' was imminent and that it would result in collapsing property values. Soon, growing numbers of white owners succumbed to the scaremongering and sold at discounted prices to the agents and their speculators. The agents, including Lowe himself, then designed display ads with banner headlines-"Colored Buyers!"-which they ran in San Francisco newspapers. African Americans desperate for housing, purchased the homes at inflated prices. Within a three-month period, one agent alone sold sixty previously white-owned properties to African Americans. The California real estate commissioner refused to take any action, asserting that while regulations prohibited licensed agents from engaging in 'unethical practices,' the exploitation of racial fear was not within the real estate commission's jurisdiction. Although the local real estate board would ordinarily 'blackball' any agent who sold to a nonwhite buyer in the city's white neighborhoods (thereby denying the agent access to the multiple listing service upon which his or her business depended), once wholesale blockbusting began, the board was unconcerned, even supportive.

Over the next few years, the number of African Americans seeking jobs and homes in and near Palo Alto grew, but no developer who depended on federal government loan insurance would sell to them, and no California state-licensed real estate agent would show them houses. But then, in 1954, one resident of a whites-only area in East Palo Alto, across a highway from the Stanford campus, sold his house to a black family. Almost immediately Floyd Lowe, president of the California Real Estate Association, set up an office in East Palo Alto to panic white families into listing their homes for sale, a practice known as blockbusting. He and other agents warned that a 'Negro invasion' was imminent and that it would result in collapsing property values. Soon, growing numbers of white owners succumbed to the scaremongering and sold at discounted prices to the agents and their speculators. The agents, including Lowe himself, then designed display ads with banner headlines-"Colored Buyers!"-which they ran in San Francisco newspapers. African Americans desperate for housing, purchased the homes at inflated prices. Within a three-month period, one agent alone sold sixty previously white-owned properties to African Americans. The California real estate commissioner refused to take any action, asserting that while regulations prohibited licensed agents from engaging in 'unethical practices,' the exploitation of racial fear was not within the real estate commission's jurisdiction. Although the local real estate board would ordinarily 'blackball' any agent who sold to a nonwhite buyer in the city's white neighborhoods (thereby denying the agent access to the multiple listing service upon which his or her business depended), once wholesale blockbusting began, the board was unconcerned, even supportive. At the time, the Federal Housing Administration and Veterans Administration not only refused to insure mortgages for African Americans in designated white neighborhoods like Ladera; they also would not insure mortgages for whites in a neighborhood where African Americans were present. So once East Palo Alto was integrated, whites wanting to move into the area could no longer obtain government-insured mortgages. State-regulated insurance companies, like the Equitable Life Insurance Company and the Prudential Life Insurance Company, also declared that their policy was not to issue mortgages to whites in integrated neighborhoods. State insurance regulators had no objection to this stance. The Bank of America and other leading California banks had similar policies, also with the consent of federal banking regulators. Within six years the population of East Palo Alto was 82 percent black. Conditions deteriorated as African Americans who had been excluded from other neighborhoods doubled up in single-family homes. Their East Palo Alto houses had been priced so much higher than similar properties for whites that the owners had difficulty making payments without additional rental income. Federal and state hosing policy had created a slum in East Palo Alto. With the increased density of the area, the school district could no longer accommodate all Palo Alto students, so in 1958 it proposed to create a second high school to accommodate teh expanding student population. The district decided to construct the new school in the heart of what had become the East Palo Alto ghetto, so black students in Palo Alto's existing integrated building would have to withdraw, creating a segregated African American school in the eastern section and a white one to the west. the board ignored pleas of African American and liberal white activists that it draw an east-west school boundary to establish two integrated secondary schools. In ways like these, federal, state, and local governments purposely created segregation in every metropolitan area of the nation.

Here’s a little thought experiment: Let’s take three radically disruptive technologies and mash them together. Bitcoin. Uber. Self-driving cars. What happens when you mash the three together? The self-owning car. A car that pays for its Toyota lease, its insurance, and its gas, by giving people rides. A car that is not owned by a corporation. A car that is a corporation. A car that is a shareholder and owner of its own corporation. A car that exists as an autonomous financial entity with no human ownership. This has never happened before, and that’s just the beginning. Audience member gasps: "Oh shit!" I can guarantee you that one of the first distributed autonomous corporations is going to be a fully autonomous, artificial-intelligence-based ransomware virus that will go out and rob people online of their bitcoin, and use that money to evolve itself to pay for better programming, to buy hosting, and to spread. That’s one vision of the future. Another vision of the future is a digital autonomous charity. Imagine a system that takes donations from people, and using those donations it monitors social media like Twitter and Facebook. When a certain threshold is reached and it sees 100,000 people talking about a natural disaster, like a typhoon in the Philippines, it can marshal the donations and automatically fund aid in that area, without a board of directors, without shareholders. One hundred percent of donations goes directly to charitable causes. Anyone can see the rules by which that autonomous altruistic charity works. We are beginning to approach things we have never seen before. This is not just a currency. Now, let’s look at how the bitcoin community is addressing this incredible potential with their design choices and metaphors. Oh boy, it’s a mess.

The irony I’ve always found most haunting about Grizzly Man was how close it came to avoiding its ending, thus never being made at all. How close Timothy Treadwell and Amie Huguenard came to going home. They’d called it a season, packed up their gear, and got as far as the airport ticket counter before deciding to return to the Alaskan bush awhile longer. As if they’d heard a call to go back. Had Lydia seen this, and never told me? She would know I had. And trusted I would understand exactly what it meant when, after a trip to the bathroom at Vancouver International, I found her seat in our gate’s waiting area empty. Or if not right away, I’d get the message eventually. When I missed our flight, too, I couldn’t say if it was because I was still waiting for her to come back. Or because I wasn’t aware of when everyone else started to board. Or because I was trying to work up the courage to go after her, but couldn’t get past my fear of the mess that might be waiting. Mostly I wished I’d paid more attention to how much of herself Lydia must have seen in Stefan—alive in the wrong time, unable to see anything more ahead for her. All I’d ever wanted was someone to watch movies with, and talk about what they meant before we went to bed. Profound ones. Silly ones. All the ones in between. It seemed so simple, so little to ask for. So why couldn’t I have reached out a hand’s length farther, and accepted it? But as I sat transfixed by the sky, by the clouds and all they concealed, the maker of teeth made it clear. That’s not how this universe works. That’s not how any of this works.

By the time I’d made it to Get Mugged’s cross street, I was wetter and warmer, which is not as sexy as it sounds. I turned down the street and spotted the roofline of Get Mugged. The neighborhood had gone through some heavy reconstruction. Buildings had been torn down, leaving behind dirt, concrete, and gravel. There were two buildings left standing: Get Mugged and an empty warehouse with boarded-up windows. Get Mugged held down the corner of the block, a coffee-scented old broad wearing too much paint and plaster to cover her age but still turning over clients like a dime-store hooker. The warehouse looked like Get Mugged’s meth-mouthed sister, broken, rotting from the inside out, spongy, and frail. For years, people had wanted to turn this area into boutique shopping. A building would go up, something would move in, and before there was time to hang curtains, the business would bankrupt. Enough of that had left the whole block looking a little like an unmade bed.

How can you run Analytics “as one”? If you leave Analytics to IT, you will end up with a first-class race car without a driver: All the technology would be there, but hardly anybody could apply it to real-world questions. Where Analytics is left to Business, however, you’d probably see various functional silos develop, especially in larger organizations. I have never seen a self-organized, cross-functional Analytics approach take shape successfully in such an organization. Instead, you can expect each Analytics silo to develop independently. They will have experts familiar with their business area, which allows for the right questions to be asked. On the other hand, the technical solutions will probably be second class as the functional Analytics department will mostly lack the critical mass to mimic an organization’s entire IT intelligence. Furthermore, a lot of business topics will be addressed several times in parallel, as those Analytics silos may not talk to each other. You see this frequently in organizations that are too big for one central management team. They subdivide management either into functional groups or geographical groups. Federation is generally seen as an organizational necessity. It is well known that it does not make sense to regularly gather dozens of managers around the same table: You’d quickly see a small group discussing topics that are specific to a business function or a country organization, while the rest would get bored. A federated approach in Analytics, however, comes with risks. The list of disadvantages reaches from duplicate work to inconsistent interpretation of data. You can avoid these disadvantages by designing a central Data Analytics entity as part of your Data Office at an early stage, to create a common basis across all of these areas. As you can imagine, such a design requires authority, as it would ask functional silos to give up part of their autonomy. That is why it is worthwhile creating a story around this for your organization’s Management Board. You’d describe the current setup, the behavior it fosters, and the consequences including their financial impact. Then you’d present a governance structure that would address the situation and make the organization “future-proof.” Typical aspects of such a proposal would be The role of IT as the entity with a monopoly for technology and with the obligation to consider the Analytics teams of the business functions as their customers The necessity for common data standards across all of those silos, including their responsibility within the Data Office Central coordination of data knowledge management, including training, sharing of experience, joint cross-silo expert groups, and projects Organization-wide, business-driven priorities in Data Analytics Collaboration bodies to bring all silos together on all management levels

Risk culture is the area where the Board’s engagement is key. It is good practice to develop a set of questions that a Board should be constantly asking itself, to prompt good risk conversations. These may include, for example, how it perceives the tone it is setting from the top; whether decisions are taken within the stated risk appetite; and what mechanisms are in place to ensure that new joiners absorb the desired values of the firm.

The primary purpose of the platform, however, was not so much to wow visitors with the view but to serve as the boarding area for the anticipated dirigible passengers.

There are multiple ways to implement CBT in your daily life outside of an in-depth subconscious reprogram. Recall that the purpose of CBT is to uproot beliefs that no longer serve you in a positive way. Therefore, to implement CBT daily, look for techniques that allow you to reflect on yourself and your experiences more objectively. Here are some examples: • Journaling. Writing things down not only ensures that memories are accurately recorded for future reflection, but also helps us to evaluate emotions that we experienced in certain situations. From there, we can look for patterns experienced in different areas of life and core wounds that may need to be addressed. • Meditation. Meditation is a wonderful tool that can be an aid to objectively reflect upon ourselves. It helps clear out biases and brings us back to the present. It is incredibly powerful and significantly improves our ability to find contradictory proof throughout the day. • Open Communication. Discuss what you felt throughout the day with your friends, partners, or family. By doing this, you have a sounding board to help you assess the validity of the stories you tell yourself. For example, if you interpreted a friend’s reaction in one way, your partner may be able to give you a new way to look at the situation. Talking through challenges with someone who can be open and unbiased often helps to remove the untrue stories we are telling ourselves. There are a variety of ways to implement certain aspects of CBT in our daily lives, but it is essential to step back and do a deep dive when you feel strongly triggered about something. Generally, the more meaning assigned to a situation and the more pain caused by it, the deeper the trigger and the more important it is to address. By following these steps, fundamental change can be seen in all areas of your life.

top research company in Myanmar scene is powerful and different, with a few driving organizations offering thorough types of assistance to organizations looking to comprehend and enter the neighborhood market. Here are a portion of the top exploration firms in Myanmar: Myanmar Study Exploration (MSR): Laid out as the main free exploration organization in Myanmar, MSR brags north of 25 years experience. The organization offers an expansive scope of administrations including quantitative and subjective exploration, web-based entertainment research, and CATI (PC Helped Phone Talking) research. MSR is known for its profound comprehension of the nearby market and its capacity to convey experiences across different areas like farming, medical care, and customer products (Statistical surveying Organizations) . STP Exploration Myanmar: STP Exploration Myanmar (Single Touch Point Co., Ltd.) works in both market and social examination. With a rich history of leading north of 150 examination projects, STP has shown skill in areas like wellbeing, farming, schooling, and monetary effect evaluations. Their accomplished group offers subjective and quantitative examination administrations, custom fitted to meet the particular necessities and spending plans of their clients (STP Myanmar) . Aventura Exploration Myanmar (ARM): ARM gives a far reaching set-up of statistical surveying administrations including brand following, client experience, secret shopping, and B2B research. ARM is especially noted for its imaginative methodology and the utilization of a delegate portable exploration board of more than 85,000 shoppers spread across Myanmar. This permits them to catch continuous bits of knowledge and convey significant outcomes to their clients (ARM) . Statistical surveying Myanmar by YCP Solidiance: Under the umbrella of YCP Solidiance, Statistical surveying Myanmar assists organizations with growing in the Burmese market by giving proof based statistical surveying and methodology suggestions. Their administrations incorporate market section and development technique, cutthroat benchmarking, channel model distinguishing proof, and M&A warning. They have major areas of strength for a record of helping global organizations in exploring the neighborhood monetary scene and recognizing manageable learning experiences (Exploration in Myanmar) . Xavey Exploration Arrangements: 1. Xavey Exploration Arrangements is known for its tech-driven statistical surveying arrangements. They have practical experience in catching "in-the-occasion" bits of knowledge through portable and advanced stages, which is essential for grasping powerful purchaser ways of behaving in Myanmar. Their inventive methodology considers proficient information assortment and examination, settling on them a favored decision for educated clients seeking influence computerized instruments for top research company in Myanmar 2. These organizations feature the top research company in Myanmar , offering a scope of administrations that take care of different business needs from top to bottom area examinations to constant shopper bits of knowledge. Each firm brings its exceptional assets and procedures, guaranteeing that organizations can track down the right accomplice to assist them with prevailing in the Burmese market. Whether it's through customary subjective techniques or high level advanced procedures, these organizations are exceptional to give the experiences important to informed direction and key preparation.

First Officer William Warms had given the order. It is almost certain there would have been no fire drill if Captain Robert Wilmott had been in full command. Warms’s order directly contradicted a policy the master of the Morro Castle first instituted on June 16, 1934. On that day—in violation of the seaworthy certificate issued by the government’s Bureau of Navigation and Steamboat Inspection, and at the risk of endangering the lives of everybody on board—Captain Wilmott had banned all further fire drills. His order could lay him open to prosecution, imprisonment, and the certain loss of his master’s license. Confronted by the classic dilemma of the company man, Wilmott had acted in what he believed to be the Ward Line’s best interests. The basis for his decision was simple. In May 1934, during a fire drill, a woman passenger had fallen on a deck wet down by a leaking joint connection between a fire hose and its hydrant. She fractured an ankle and hired a good lawyer, and the Ward Line settled out of court for twenty-five thousand dollars. Captain Wilmott, after a visit to the shipping line office, ordered the Morro Castledeck fire hydrants capped and sealed; 2100 feet of fire hose was locked away, along with nozzles, outlets, and wrenches for each length of hose. Whether the captain received positive instructions from an executive of the Ward Line, or whether he acted independently, is not known, nor is it important. What is known is that as a result of Wilmott’s order, the pride of the American merchant marine, one of the fastest and most luxurious liners afloat, became from that moment on, a floating fire hazard in all but its cargo holds. If a fire started in any of the passenger areas, the only pieces of equipment readily available to fight it were seventy-three half-gallon portable fire extinguishers and twenty-one carbon tetrachloride extinguishers.

I was moving away from manned submersibles, which were dangerous and could stay underwater only a few hours at a time, to underwater vehicles that could be operated from on board a mother vessel and that could remain submerged for as long as needed. I even gave names to the robots I was envisioning. I planned to call them Jason and Argo, in honor of the mythical explorer and the vessel in which he had brought home the Golden Fleece. Compared to Alvin, they would be cheaper to operate and could survey much larger areas—a critical factor given the strict time limits on most ocean expeditions.

However, the words died on my tongue when I stepped fully onto the rooftop and saw what he’d planned for our first date. Oh my God. A giant standing TV screen dominated one side of the rooftop, kitty-corner to a table covered with every snack one could think of. There were white ceramic dishes filled with M&M’s, pretzels, gummy bears, and other candies I couldn’t identify at this distance; plates groaning with chips, cookies, and sundry snacks; massive bowls containing six different types of popcorn; and a full charcuterie board. A champagne bucket sat next to tea, coffee, and three bottles of wine (one red, one white, one rosé). Beneath the table, a glass-fronted minifridge boasted an assortment of water, juice, and soda. Area rugs and potted plants scattered across the floor, lending the scene a cozy feel. Strategically placed candles and the canopy of lights overhead illuminated the rooftop in lieu of the setting sun while portable heat lamps warded off the cold. However, the real star of the show was the giant mattress laid out in front of the screen. Piled high with pillows, cushions, and cashmere blankets, it looked so cozy I wanted to dive right into the middle and never get up. The entire setup was so cheesy, it looked like something out of a rom-com. And I loved it.

Wayne and Shuster, the comedian team, never fail to get a good laugh when they line up a group of ancient Roman cops in togas and have them number themselves from left to right, uttering Roman numerals. This joke demonstrates how the pressure of numbers caused men to seek ever more streamlined methods of numeration. Before the advent of ordinal, successive, or positional numbers, rulers had to count large bodies of soldiery by displacement methods. Sometimes they were herded by groups into spaces of approximately known area. The method of having them march in file and of dropping pebbles into containers was another method not unrelated to the abacus and the counting board. Eventually the method of the counting board gave rise to the great discovery of the principle of position in the early centuries of our era. By simply putting 3 and 4 and 2 in position on the board, one after another, it was possible to step up the speed and potential of calculation fantastically. The discovery of calculation by positional numbers rather than by merely additive numbers led, also, to the discovery of zero. Mere positions for 3 and 2 on the board created ambiguities about whether the number was 32 or 302. The need was to have a sign for the gaps between numbers. It was not till the thirteenth century that sifr, the Arab word for “gap” or “empty,” was Latinized and added to our culture as “cipher” (ziphrium) and finally became the Italian zero. Zero really meant a positional gap. It did not acquire the indispensable quality of “infinity” until the rise of perspective and “vanishing point” in Renaissance painting. The new visual space of Renaissance painting affected number as much as lineal waiting had done centuries earlier.

Veeraloka Book House - A Center point of Kannada Writing 207, 2nd Floor, 3rd Main Rd, Chamrajpet, Bengaluru, Karnataka 560018 Call – +91 7022122121 Veeraloka kannada bookshop is a famous objective for admirers of Kannada writing, known for its rich assortment and commitment to advancing territorial works. Arranged in the core of Karnataka, this notable bookshop fills in as a social guide, offering perusers admittance to probably the best works in Kannada writing. Whether you're an enthusiastic peruser, an understudy, or a specialist, Veeraloka Book House has turned into the go-to put for anybody looking for quality Kannada books. A Tradition of Kannada Writing Veeraloka Book House was established with the mission of safeguarding and advancing Kannada writing. Throughout the long term, it has become something other than a bookshop — it has transformed into a social establishment. The book shop invests heavily in being one of only a handful of exceptional spots where one can track down uncommon and exemplary works, contemporary books, and instructive materials across the board place. It has contributed altogether to supporting the Kannada language by making writing open to perusers of any age and foundations. A Tremendous Assortment One of the greatest draws of Veeraloka Book House is its broad assortment of books. The shop brags a wide cluster types, including verse, books, verifiable works, life stories, expositions, and examination materials. From the compositions of antiquated Kannada artists like Pampa and Ranna to current creators like Kuvempu, U.R. Ananthamurthy, and Girish Karnad, Veeraloka Book House takes care of a wide range of scholarly preferences. Other than writing, the shop additionally offers reading material, scholarly works, youngsters' writing, and books on way of thinking, otherworldliness, and self-advancement. This guarantees that the bookshop isn't just for easygoing perusers yet in addition for researchers and understudies looking for information on a large number of subjects. Support for Arising Scholars Veeraloka Book House has likewise turned into a stage for maturing writers. The book shop frequently has book dispatches, verse readings, and scholarly conversations, offering new essayists a chance to introduce their work to a more extensive crowd. This has made the bookshop a huge piece of Karnataka's scholarly biological system. By supporting arising creators, it guarantees that the fate of Kannada writing keeps on thriving. Local area Commitment and Occasions Aside from being a spot for purchasing books, Veeraloka kannada bookshop assumes a vital part in drawing in with the neighborhood local area. The book shop oftentimes arranges scholarly occasions, studios, and conversations, welcoming perusers, authors, and learned people to share their adoration for Kannada writing. These occasions advance perusing as well as encourage a feeling of social character and pride among Kannada speakers. Online Presence With regards to present day patterns, Veeraloka kannada bookshop has embraced the computerized world by making its assortment accessible on the web. This permits Kannada perusers from across the globe to get to their number one books with only a couple of snaps. The web-based entry is easy to understand and gives definite portrayals of each book, guaranteeing that clients have a simple and consistent shopping experience. End Veeraloka Book House is something other than a book shop; it is an image of Karnataka's rich scholarly legacy. With its wide assortment, support for arising essayists, and profound commitment with the local area, the shop keeps on being a treasured spot for anybody energetic about Kannada writing. Whether you visit face to face or peruse its broad web-based assortment, Veeraloka Book House offers an advancing encounter for all book sweethearts.

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There was. The problem was not somnolence; it was subservience. The members of the Board of Trade itself knew little about ships or safety at sea. They were mostly decorative luminaries like the Archbishop of Canterbury. On nautical matters they deferred to the professional staff of the Board’s Marine Department. But these men were bureaucrats—better at carrying out policy than making it. When it came to such questions as whether ships should provide lifeboats for all on board, these men deferred to the Department’s Merchant Shipping Advisory Committee. This group was dominated by the ship-owners themselves, and they were only too happy to make policy. They knew exactly where they stood, and they did not want boats for all. In the luxury trade, “boats for all” meant less room on the upper decks for the suites, the games and sports, the verandahs and palm courts, and the glass-enclosed observation lounges that lured the wealthy travelers from the competition. On the Titanic, for instance, it would sacrifice that vast play area amidships and instead clutter the Boat Deck with (of all things) boats.

Much of his material appeared in an article in Psychiatry magazine, November, 1959: “The Culture, Psychiatry, and the Written Word.” Again, it is electric speed that has revealed the lines of force operating from Western technology in the remotest areas of bush, savannah, and desert. One example is the Bedouin with his battery radio on board the camel. Submerging natives with floods of concepts for which nothing has prepared them is the normal action of all our technology. But with electric media Western man himself experiences exactly the same inundation as the remote native.

Much of his material appeared in an article in Psychiatry magazine, November, 1959: “The Culture, Psychiatry, and the Written Word.” Again, it is electric speed that has revealed the lines of force operating from Western technology in the remotest areas of bush, savannah, and desert. One example is the Bedouin with his battery radio on board the camel. Submerging natives with floods of concepts for which nothing has prepared them is the normal action of all our technology. But with electric media Western man himself experiences exactly the same inundation as the remote native. We are no more prepared to encounter radio and TV in our literate milieu than the native of Ghana is able to cope with the literacy that takes him out of his collective tribal world and beaches him in individual isolation. We are as numb in our new electric world as the native involved in our literate and mechanical culture.

Sixth, groups address the problem of disconnectedness. Many people with ADD have trouble finding a place where they feel connected, a part of something larger than self. Although people with ADD tend to be outgoing and gregarious, they can also harbor strong feelings of isolation, loneliness, and disconnectedness. Their stance in life is often one of reaching out but not quite making contact, as if running alongside a speeding train, trying to grasp the hand that is being held out to them to help them on board. Groups can bring people on board. Groups can provide a sense of belonging, a sense of connectedness. Once on board, the individual can feel more a part of things in other areas of his or her life.

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Remember and Share - The Hook Model helps the product designer generate an initial prototype for a habit-forming technology. It also helps uncover potential weaknesses in an existing product’s habit-forming potential. - Once a product is built, Habit Testing helps uncover product devotees, discover which product elements are habit forming (if any), and why those aspects of your product change user behavior. Habit Testing includes three steps: identify, codify, and modify. - First, dig into the data to identify how people are behaving and using the product. - Next, codify these findings in search of habitual users. To generate new hypotheses, study the actions and paths taken by devoted users. - Lastly, modify the product to influence more users to follow the same path as your habitual users, and then evaluate results and continue to modify as needed. - Keen observation of one's own behavior can lead to new insights and habit-forming product opportunities. - Identifying areas where a new technology makes cycling through the Hook Model faster, more frequent or more rewarding provides fertile ground for developing new habit-forming products. - Nascent behaviors — new behaviors that few people see or do, and yet ultimately fulfill a mass-market need — can inform future breakthrough habit-forming opportunities. - New interfaces lead to transformative behavior change and business opportunities.   *** Do This Now Refer to the answers you came up with in the “Do This Now” section in chapter five to complete the following exercises: - Perform Habit Testing, as described in this chapter, to identify the steps users take toward long-term engagement. - Be aware of your behaviors and emotions for the next week as you use everyday products. Ask yourself: - What triggered me to use these products? Was I prompted externally or through internal means? - Am I using these products as intended? - How might these products improve their on-boarding funnels, re-engage users through additional external triggers, or encourage users to invest in their services? - Speak with three people outside your social circle to discover which apps occupy the first screen on their mobile devices. Ask them to use these apps as they normally would and see if you uncover any unnecessary or nascent behaviors. - Brainstorm five new interfaces that could introduce opportunities or threats to your business.

Local power is also the realm of the small nonprofit, church, and civic association. A handful of people, properly organized, can drive enormous changes in a city’s dynamics. I’ll offer yet another example from Portland, Oregon. A group of water-conservation enthusiasts, frustrated at the illegal status of graywater reuse in the city and state, formed an organization called Recode. Although many in the group were young, among them they had built solid relationships with a number of local officials, business leaders, and other key people in the politics of the area. Recode pooled their respective connections to gather together relevant stakeholders, such as health officials, state legislature staff, the plumbing board, and developers. To the surprise of all, everyone at the meeting supported graywater use. So, everyone wondered, what was up? A state legislature staffer in attendance zeroed in on the main obstacle: There was no provision in the state codes for graywater. Legally, all of Oregon’s water fell into one of two categories, potable water or sewage. Since graywater was not potable, it had to be considered sewage. The staffer told them, “So, all we need to do is create a third water category, graywater.” They drafted a resolution doing that, got it to their state representative, and it passed at the next legislative session. After three subsequent years of bureaucratic wrangling and gentle pressure from Recode, graywater use became legal in Oregon. Recode then tackled urban composting toilets as their next target for legalization.

The American real-estate industry believed segregation to be a moral principle. As late as 1950, the National Association of Real Estate Boards' code of ethics warned that "a Realtor should never be instrumental in introducing into a neighborhood ... any race or nationality, or any individuals whose presence will clearly be detrimental to property values." A 1943 brochure specified that such potential undesireables might include madams, bootleggers, gangsters - and "a colored man of means who was giving his children a college education and thought they were entitled to live among whites." The federal government concurred. It was the How Owners' Loan Corporation, not a private trade association, that pioneered the practice of redlining, selectively granting loans and insisting that any property it insured be covered by a restrictive covenant - a clause in the deed forbidding the sale of the property to anyone other than whites. Millions of dollars flowed from tax coffers into segregated white neighborhoods. "For perhaps the first time, the federal government embraced the discriminatory attitudes of the marketplace," the historian Kenneth R. Jackson wrote in his 1985 book, Crabgrass Frontier, a history of suburbanization. "Previously, prejudices were personalized and individualized; FHA exhorted segregation and enshrined it as public policy. Whole areas of cities were declared ineligible for loan guarantees." Redlining was not officially outlawed until 1968, by the Fair Housing Act. By then the damage was done - and reports of redlining by banks have continued.

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efficiency.” “Let them go … why keep them on board this vessel at all?” “They may be of importance to us … perhaps for negotiation purposes later on.” The guard in front of the group opened an energy hatch, then, stepping aside, waited for Hanna and Leon to proceed forward. Ricket noticed their hands were tied behind their backs, bound securely in glowing red virtual handcuffs. “You better think of something, Ricket,” Leon said. Hanna remained quiet. Her resigned sad expression cut right into Ricket’s heart. “I’ll get … both of you … out of this, I promise,” Ricket said. The six entered the circular compartment. As much as Ricket was terrified for what was about to happen to Leon and Hanna, he was equally exhilarated seeing the surrounding area’s technology. Hobel must have observed Ricket’s rapt expression. “This is the MicroVault access terminal.” The compartment was surrounded by a circular, three-hundred-and-sixty-degree virtual window. Looking up, he saw the same virtual window

With the first rays of dawn coming from a huge orange sun, rising out of the Indian Ocean from the East, the Dominion Monarch passed the Durban bluffs and entered the protected harbor. A police boat escorted the ship in and stood by as it was secured. Everybody crowded close to the railings and looked down onto the concrete dock. From the ship you could see that there were police cars blocking the entry to the wharf area and it became quite apparent that something was amiss. The reason was soon made clear when the loudspeakers announced that before clearing the ship, everyone on board would be required to get a smallpox vaccination or present their international immunization card, to verify that they were in compliance. There had been an outbreak of smallpox and yellow fever throughout Africa especially in the Cape Province and in tribal areas. During the previous year, nearby Northern Rhodesia had reported several thousand cases of these diseases. The police boat lay in wait, until every last one of the passengers was immunized. It took hours, however everyone was happy when the health officials finally came aboard to do the vaccinating. Finally the announcement came that the ship was cleared so that we could go ashore. Not until then did the band strike up and play “God Save the King.

What seems apparent, from what we already know, is that the application of this smart crowd principle will increasingly be applied to more and more areas across the societal board, and will end up being a truly evolutionary advancement in culture and consciousness driven by the evolutionary imperative of more and more recognised individuals having more and more say and actual participation in their own affairs. If you want to get really metaphysical about it, a virtually unanimous tenet of the world’s great Wisdom Traditions is that every human being has, not only a relative, conventional, finite Self, but an real, true, ultimate, and infinite Self (which is universally said to be one with God or Spirit). And evolution is, in one of its deepest aspects, the unfolding of more and more individuals as God-realised, as being a genuine manifestation of Spirit here on earth. With each stage of evolution, more and more individuals are accorded the dignity and integrity of being realised as a true manifestation of God – and this is directly manifested in the numbers of individuals that, at each stage of governance, are allowed to have a hand in the actual running of that governing process. This evolutionary unfolding is accompanied by greater and greater degrees of education, of higher ethical capacities, higher capacities for love, care, and compassion; and higher and wider degrees of consciousness and awareness – as their ultimate Spiritual nature comes more to the fore via evolutionary unfolding. Every

My friend Karen says that life is like a sound board. When music is mixed, the sound technician needs to adjust the levels to make the music sound its best. If one person or instrument needs to be really loud, everything else can’t be loud too because the board can’t handle it and, more importantly, the music won’t sound its best. The same is true in life. If one thing is dominating during a particular season, that’s okay, as long as adjustments are made to other areas. Without those adjustments to “reduce the volume,” distortion and chaos will result. But if you make those adjustments, your life song will bring the most beauty and pleasure possible in your life.

Our 182-passenger Boeing Classic this morning is under the able command of Captain Hiram Slatt, discharged from service in the United States Air Force mission in Afghanistan after six heroic deployments and now returned, following a restorative sabbatical at the VA Neuropsychiatric Hospital in Wheeling, West Virginia, to his “first love”—civilian piloting for North American Airways. Captain Slatt has informed us that, once we are cleared for takeoff, our flying time will be between approximately seventeen and twenty-two hours depending upon ever-shifting Pacific Ocean air currents and the ability of our seasoned Classic 878 to withstand gale-force winds of 90 knots roaring “like a vast army of demons” (in Captain Slatt’s colorful terminology) over the Arctic Circle. As you have perhaps noticed Flight 443 is a full—i.e., “overbooked”—flight. Actually most North American Airways flights are overbooked—it is Airways protocol to persist in assuming that a certain percentage of passengers will simply fail to show up at the gate having somehow expired, or disappeared, en route. For those of you who boarded with tickets for seats already taken—North American Airways apologizes for this unforeseeable development. We have dealt with the emergency situation by assigning seats in four lavatories as well as in the hold and in designated areas of the overhead bin. Therefore our request to passengers in Economy Plus, Economy, and Economy Minus is that you force your carry-ons beneath the seat in front of you; and what cannot be crammed into that space, or in the overhead bin, if no one is occupying the overhead bin, you must grip securely on your lap for the duration of the flight. Passengers in First Class may give their drink orders now. SECURITY:

This coping skill is essentially a protective reaction against threats to the ego. Neuropsychologists have identified the ventral anterior cingulate cortex and the medial orbitofrontal cortex as two areas of the brain that “light up” when a person’s ego has been attacked and he responds not by cowering or playing deaf but instead by rallying in his own defense. This pattern of brain activity is the neurological substrate of bulletin boarding, and bulleting boarding is the salient coping skill of every endurance athlete who achieves greatness despite having the “wrong body” for his or her sport.

Usenet bulletin-board posting, August 21, 1994: Well-capitalized start-up seeks extremely talented C/C++/Unix developers to help pioneer commerce on the Internet. You must have experience designing and building large and complex (yet maintainable) systems, and you should be able to do so in about one-third the time that most competent people think possible. You should have a BS, MS, or PhD in Computer Science or the equivalent. Top-notch communication skills are essential. Familiarity with web servers and HTML would be helpful but is not necessary. Expect talented, motivated, intense, and interesting co-workers. Must be willing to relocate to the Seattle area (we will help cover moving costs). Your compensation will include meaningful equity ownership. Send resume and cover letter to Jeff Bezos.

Human AF isn't just about being authentic. It's not just about posting a photo with messy hair and #therealme. It's not about sharing a teeny bit of struggle on Facebook. "Guys, my creativity is blocked. See, even people like me have tough days." That still has a tone of I have my shit together. Being Human AF is about being authentic about where we're being inauthentic. Like saying "You know what guys? I've been saying that I'm totally on board this climate change thing. But behind the scenes, I've made zero changes in my life." Cos you're human AF. It's about recognizing the parts of us, thoughts, behaviours, or feelings that are so in opposition of who we think we are, that we barely even admit them to ourselves. Like how you're a spiritually sound lightworker who meditates wearing white in the mornings and practises reiki to heal others, but 10 minutes later pulls the finger at someone who cuts you off on the freeway yelling, "Fuck off dickhead!" Cos you're human AF. And because road rage is real. Human AF is being honest about where we are being hypocritical, where we're saying one thing and practising another, where we're still really struggling ourselves in an area we claim to have nailed. Like being a really powerful health and wellness coach and preaching healthy habits, yet in the evening you still eat 45g of sugar before bed cos you just haven't quite nailed the harmonious relationship with food you're teaching to others. These so called dualities — good vs. bad, positive vs. negative — are not dualities at all. The reiki and the road rage are equal parts magic and human.

It was to be the longest flight I had ever made in my young life and one of the most interesting. Having always been interested in the magic of aviation I knew that the DC-6B, I boarded was an approximately 75 seat, trans-ocean, Pan Am Clipper. It would also be the last long distance propeller driven commercial airliner. The only difference between it and the DC-6A was that it didn’t have a large cargo door in its side, and it was also approximately 5 feet longer than the DC-6A. 1955 was a good year and people felt relatively safe with Dwight D. Eisenhower in the White House. “I like Ike” had been his political motto since before he assumed office on January 20, 1953, even many Democrats held him in high esteem for his military service and winning the war in Europe. Eisenhower obtained a truce in Korea and worked diligently trying to ease the tensions of the Cold War. He did however fail to win over Georgy Malenkov, or Nikolai Bulganin who succeeded him, as Premier of the Soviet Union in February of 1955. As a moderate Conservative he left America, as the strongest and most productive nation in the world, but unfortunately because of his lack of diplomacy and love of golf, failed to prevent Cuba from slipping into the communist camp. WFLA inaugurated its broadcasting in the Tampa Bay area on February 14, 1955. The most popular music was referred to as good music, and although big bands were at their zenith in 1942, by 1947 and music critics will tell you that their time had passed. However, Benny Goodman was only 46 in 1955, Tommy Dorsey was 49 and Count Basie was 51. So, in many sheltered quarters they were still in vogue and perhaps always will be. I for one had my Hi-Fidelity 33 1/3 rpm multi stacked record player and a stash of vinyl long play recordings shipped to Africa. For me time stood still as I listened and entertained my friends. Some years later I met Harry James at the Crystal Ballroom in Disneyland. Those were the days…. Big on the scene was “Rhythm in Blues,” an offshoot of widespread African-American music, that had its beginnings in the ‘40s. It would soon become the window that Rock and Roll would come crashing through.

range viewer mounted near our ship’s console. Jafar steered for Lucas. After a few more minutes, Lucas signed off and turned to us. “We have a carrier strike group nearby, guys. Denny says they launched two 60H Seahawk helicopters with Seal Teams aboard. We get to clear the Mother Ship’s deck for safe boarding of the Seal teams. I’ll circle the wagons and you guys go rain some death down on the Mother Ship deck until ain’t nothin’ livin’ there. Then we hold shadow position until the Seahawks get here, maintaining a safe landing zone.” Casey and I just smile at each other. Oh yeah! And it’s my turn on the XM307. We jog back into position with Casey manning our Browning fifty while I slipped behind the XM307. We started taking small arms fire from the pirate ship as Lucas passed them to the port side before giving us a clear field of fire. Casey tilted and fired short bursts with tracers. Soon, anything stupid enough to get near the railing was cut in half. I fired 25mm bursts stem to stern. Airburst shells exploded all along the pirate deck, blowing out the view windows on their bridge, and leaving no inch of the vessel untouched above deck. Lucas sped up, passed the pirate bow and angled out on the starboard side. We repeated our dual assault although there really wasn’t anyone alive anyway. Twenty minutes later, we heard the Seahawk helicopters approaching. I fired one more burst as Lucas passed once again on the port side. With the helicopters in sight, Lucas headed for the open sea. Shortly after Casey and I closed up shop, Jafar came to summon us to the bridge. Denny was on speaker. “We’re all here, Captain Blood,” Lucas told him. “The Seals found twenty-six mangled pirates above deck and took no fire from the vessel. Below decks, fourteen more pirates were taken prisoner and eleven of the original ship’s crew rescued. No one spotted you guys so steam for our next baiting area. Once things get wrapped up with the rescued ship the carrier group will get orders to take up a support position within striking distance in case we get this lucky again. Great job! Man, we fucked them up today!” We did our ‘pirate talk’ for a few minutes, including Jafar. Denny cracked up. Who says pirate warfare and cold blooded murder can’t be fun. I had to ask though. “What was the cover story for no live pirates on deck to the carrier group?” “Don’t ask, don’t tell,” Denny adlibbed for our amusement. “The Seals didn’t mind. The official news coverage will be a pirate falling out. The mysterious crater where the pirate den used to be near Mogadishu will be rumored a munitions accident. Those

into the bar area and through the kitchen, letting herself out of the back door. She knew the shops would be shut at this time but she had a faint hope that she might stumble across some kind-hearted baker who would open his door just for her. She could almost taste the thick warm dough, sniffed the air for a telltale whiff of it. There didn’t appear to be a bakery in the village at all. Or a café. In fact, as she moved down the high street she was shocked to see so many ‘For Sale’ signs, shops with nothing in the windows but a few chairs or rolls of carpet. Other windows were boarded up, even the graffiti half-hearted, illegible squiggles in spray paint, dull colours. There was faded writing drawn into the dust on one window, a notice promising an end-of-stock clearance

Sometimes, just to see what was happening, my father would drive to the airport…. Before my birth, during the “Roaring 20’s” Newark Airport was the first major airport to serve the greater New York area. It was opened for traffic on October 1, 1928, on 68 acres of reclaimed marshland adjacent to the Passaic River. The Port Authority of New York and New Jersey later took it over from the Army Air Corps and in 1948 started a major expansion and improvement program. Driving by and seeing activity from the road, we drove to where Eastern Airlines had a shiny new DC-3 on display, and as luck would have it, it was open to the public. It was an exciting moment when I boarded this aircraft and discovered that it was first constructed in 1934, the same year I was born. An example of modern technology, it was the first modern airliner and the forerunner of commercial aviation. The DC-3 was used during World War II, when the military version was identified as the C-47. After the war it continued as the primary carrier keeping Berlin open during the Berlin Airlift. On June 24, 1948 the Soviets prevented access to Berlin to the Western Allies’. Two days after the Soviet (Russians) announcement of the blockade, the United States Air Force airlifted the first cargo into Berlin. The American nicknamed the effort, "Operation Vittles," while British pilots dubbed the operation "Plain Fare." In July 1948, the operation was renamed the Combined Airlift Taskforce. Normal daily food requirements for Berlin were 2,000 tons with coal, for heating homes, being the number one commodity and two -thirds of all the tonnage flown in. The airlift ended on May 12, 1949 when the Soviets realized that the blockade wasn’t effective against the “Allied Resolve” and reopened the roads into Berlin.

Real leaders focus resources in areas that provide the greatest opportunity rather than making across-the-board decisions.

To begin with, the child of five, six, or seven is in many ways an extremely competent individual. Not only can she use skillfully a raft of symbolic forms, but she has evolved a galaxy of robust theories that prove quite serviceable for most purposes and can even be extended in generative fashion to provide cogent accounts of unfamiliar materials or processes. The child is also capable of intensive and extensive involvement in cognitive activities, ranging from experimenting with fluids in the bathtub to building complex block structures and mastering board games, card games, and sports. While some of these creations are derivative, at least a few of them may exhibit genuine creativity and originality. And quite frequently in at least one area, the young child has achieved the competence expected from much older children. Such precocity is particularly likely when youngsters have pursued a special passion, like dinosaurs, dolls, or guns, or when there is a strain of special talent in areas like mathematics, music, or chess or simply a flexibility, a willingness to try new things.

With the first rays of dawn coming from a huge orange sun, rising out of the Indian Ocean from the East, the Dominion Monarch passed the Durban bluffs and entered the protected harbor. A police boat escorted the ship in and stood by as it was secured. Everybody crowded close to the railings and looked down onto the concrete dock. From the ship you could see that there were police cars blocking the entry to the wharf area and it became quite apparent that something was amiss. The reason was soon made clear when the loudspeakers announced that before clearing the ship, everyone on board would be required to get a smallpox vaccination or present their international immunization card, to verify that they were in compliance. There had been an outbreak of smallpox and yellow fever throughout Africa especially in the Cape Province and in tribal areas. During the previous year, nearby Northern Rhodesia had reported several thousand cases of these diseases. It took hours, however everyone was happy when the health officials finally came aboard to do the vaccinating. The police boat lay in wait, until every last one of the passengers was immunized. Finally the announcement came that the ship was cleared so that we could go ashore. Not until then did the band strike up and play “God Save the King.

I drifted over to the bulletin board and read '"Don't think there are no crocodiles just because the water is calm" - Malayan Proverb.' Just beside that was, "' If you know the enemy and know yourself, you need not fear the results of a hundred battles," - Sun Tzu." It made me a little sad. In the good old days, Rachel would have had a bunch of quotes about being a good person or whatever. It just showed how much our lives had changed. In a very short time we had all grown accustomed to a world of fear and danger. We had arrived at Rachel's house separately. We had each checked to make sure we weren't being followed. We had planed the afternoon in advance to be sure that Rachel's mom and her two sisters would be out. We had even had Tobias fly over the area looking for anything unusual. That's what our lives had become. That and quotations full of paranoia and battle. -Animorphs #4, The Message page 10

Are you serious, Lee? You have your choice between standing around among the Empress’s court, being polite to arrogant parasites while you’re slowly being driven insane with boredom, or exploring an area of the world that few Northerners have ever seen. Which sounds better to you?” “I’m not sure. Remind me which one doesn’t involve being on a boat.” He frowned. “What’s wrong with being on a boat?” “Besides the tendency to capsize and kill everyone on board? Nothing, I’m sure.” Plus there was something about the thought of all that open air and water that made me want to shiver. “You’re afraid of boats?” As soon as the words were out of his mouth, he pressed his lips together, as though wishing he could snatch back the question by the act of shutting his mouth. But that was what it came down to, an irrational fear based on no experience with an activity others had no difficulty with. “Apparently so.” “You never told me that.” He appeared to be accusing me of something. “I didn’t know until just now, did I?” “Don’t worry about it, Lee. It’ll be fine.” I gritted my teeth. “Oh, I’m sure it’ll be a treat until the boat sinks.” “Actually, I think they prefer to have it called a ship.” “Don’t even start with me.

In the Horn of Africa, a famine had created a terrible humanitarian crisis. Millions of people were starving. There were images of potbellied children with shrunken limbs and dazed eyes. The Islamist extremist group, Al-Shabab, had banned international food relief efforts in the areas of Somalia they controlled. For some reason, Scorpion couldn’t take his eyes off the images of the starving children. Later that afternoon, he boarded the Alitalia flight to Rome. It was a short flight, just over an hour. By the time he landed at Fiumicino airport, he knew what he was going to do.

Kelly’s Island was fabulous. It was still early in the season and there were very few people about. We spent the day riding up and down quiet little lanes and exploring every inch of the island. We visited several beaches, I swam in a disused quarry, we played crazy golf – this time, a more traditional (crap) British style, complete with a windmill that you had to putt through – and we ate many ice-creams. We returned our bikes late afternoon, much to the delight of the tyrannical lady in charge of rentals, and boarded the ferry back to the mainland, before driving to a rest area further along Lake Erie.

Ikea plans to adopt a wage structure that it says will raise the average hourly minimum wage at its 38 stores in the United States to $10.76 an hour — a 17 percent increase. Ikea, which will be announcing its new wage policy on Thursday, said it would not impose an across-the-board minimum wage for its stores, but would instead set a minimum for each store based on the cost of living in that particular area.