Badge Team Quotes

Van Houten, I’m a good person but a shitty writer. You’re a shitty person but a good writer. We’d make a good team. I don’t want to ask you any favors, but if you have time – and from what I saw, you have plenty – I was wondering if you could write a eulogy for Hazel. I’ve got notes and everything, but if you could just make it into a coherent whole or whatever? Or even just tell me what I should say differently. Here’s the thing about Hazel: Almost everyone is obsessed with leaving a mark upon the world. Bequeathing a legacy. Outlasting death. We all want to be remembered. I do, too. That’s what bothers me most, is being another unremembered casualty in the ancient and inglorious war against disease. I want to leave a mark. But Van Houten: The marks humans leave are too often scars. You build a hideous minimall or start a coup or try to become a rock star and you think, “They’ll remember me now,” but (a) they don’t remember you, and (b) all you leave behind are more scars. Your coup becomes a dictatorship. Your minimall becomes a lesion. (Okay, maybe I’m not such a shitty writer. But I can’t pull my ideas together, Van Houten. My thoughts are stars I can’t fathom into constellations.) We are like a bunch of dogs squirting on fire hydrants. We poison the groundwater with our toxic piss, marking everything MINE in a ridiculous attempt to survive our deaths. I can’t stop pissing on fire hydrants. I know it’s silly and useless – epically useless in my current state – but I am an animal like any other. Hazel is different. She walks lightly, old man. She walks lightly upon the earth. Hazel knows the truth: We’re as likely to hurt the universe as we are to help it, and we’re not likely to do either. People will say it’s sad that she leaves a lesser scar, that fewer remember her, that she was loved deeply but not widely. But it’s not sad, Van Houten. It’s triumphant. It’s heroic. Isn’t that the real heroism? Like the doctors say: First, do no harm. The real heroes anyway aren’t the people doing things; the real heroes are the people NOTICING things, paying attention. The guy who invented the smallpox vaccine didn’t actually invented anything. He just noticed that people with cowpox didn’t get smallpox. After my PET scan lit up, I snuck into the ICU and saw her while she was unconscious. I just walked in behind a nurse with a badge and I got to sit next to her for like ten minutes before I got caught. I really thought she was going to die, too. It was brutal: the incessant mechanized haranguing of intensive care. She had this dark cancer water dripping out of her chest. Eyes closed. Intubated. But her hand was still her hand, still warm and the nails painted this almost black dark blue and I just held her hand and tried to imagine the world without us and for about one second I was a good enough person to hope she died so she would never know that I was going, too. But then I wanted more time so we could fall in love. I got my wish, I suppose. I left my scar. A nurse guy came in and told me I had to leave, that visitors weren’t allowed, and I asked if she was doing okay, and the guy said, “She’s still taking on water.” A desert blessing, an ocean curse. What else? She is so beautiful. You don’t get tired of looking at her. You never worry if she is smarter than you: You know she is. She is funny without ever being mean. I love her. I am so lucky to love her, Van Houten. You don’t get to choose if you get hurt in this world, old man, but you do have some say in who hurts you. I like my choices. I hope she likes hers.

As he rounded a hillock, he perceived that the roadway was now a crying mass of wagons, teams, and men. From the heaving tangle issued exhortations, commands, imprecations. Fear was sweeping it all along. The cracking whips bit and horses plunged and tugged. The white-topped wagons strained and stumbled in their exertions like fat sheep. The youth felt comforted in a measure by this sight. They were all retreating. Perhaps, then, he was not so bad after all. He seated himself and watched the terror-stricken wagons. They fled like soft, ungainly animals.

He leaned down and cupped her face in his hand. “Every one of the men on my team has scars. And you know what those scars are?” Heaving a shaky breath, she shook her head. “They’re proof of survival. They’re badges of honor. They’re marks of strength.” Shane swallowed hard. “You don’t have to show me, Crystal. But you do need to know there’s nothing on your body I won’t love and respect. Because it’s you.” The words reached into her chest and soothed her heart.

I love football. I love the aesthetics of football. I love the athleticism of football. I love the movement of the players, the antics of the coaches. I love the dynamism of the fans. I love their passion for their badge and the colour of their team and their country. I love the noise and the buzz and the electricity in the stadium. I love the songs. I love the way the ball moves and then it flows and the way a teams fortune rises and falls through a game and through a season. But what I love about football is that it brings people together across religious divides, geographic divides, political divides. I love the fact that for ninety minutes in a rectangular piece of grass, people can forget hopefully, whatever might be going on in their life, and rejoice in this communal celebration of humanity. The biggest diverse, invasive or pervasive culture that human kinds knows is football and I love the fact that at the altar of football human kind can come worship and celebrate.

The essence of Roosevelt’s leadership, I soon became convinced, lay in his enterprising use of the “bully pulpit,” a phrase he himself coined to describe the national platform the presidency provides to shape public sentiment and mobilize action. Early in Roosevelt’s tenure, Lyman Abbott, editor of The Outlook, joined a small group of friends in the president’s library to offer advice and criticism on a draft of his upcoming message to Congress. “He had just finished a paragraph of a distinctly ethical character,” Abbott recalled, “when he suddenly stopped, swung round in his swivel chair, and said, ‘I suppose my critics will call that preaching, but I have got such a bully pulpit.’ ” From this bully pulpit, Roosevelt would focus the charge of a national movement to apply an ethical framework, through government action, to the untrammeled growth of modern America. Roosevelt understood from the outset that this task hinged upon the need to develop powerfully reciprocal relationships with members of the national press. He called them by their first names, invited them to meals, took questions during his midday shave, welcomed their company at day’s end while he signed correspondence, and designated, for the first time, a special room for them in the West Wing. He brought them aboard his private railroad car during his regular swings around the country. At every village station, he reached the hearts of the gathered crowds with homespun language, aphorisms, and direct moral appeals. Accompanying reporters then extended the reach of Roosevelt’s words in national publications. Such extraordinary rapport with the press did not stem from calculation alone. Long before and after he was president, Roosevelt was an author and historian. From an early age, he read as he breathed. He knew and revered writers, and his relationship with journalists was authentically collegial. In a sense, he was one of them. While exploring Roosevelt’s relationship with the press, I was especially drawn to the remarkably rich connections he developed with a team of journalists—including Ida Tarbell, Ray Stannard Baker, Lincoln Steffens, and William Allen White—all working at McClure’s magazine, the most influential contemporary progressive publication. The restless enthusiasm and manic energy of their publisher and editor, S. S. McClure, infused the magazine with “a spark of genius,” even as he suffered from periodic nervous breakdowns. “The story is the thing,” Sam McClure responded when asked to account for the methodology behind his publication. He wanted his writers to begin their research without preconceived notions, to carry their readers through their own process of discovery. As they educated themselves about the social and economic inequities rampant in the wake of teeming industrialization, so they educated the entire country. Together, these investigative journalists, who would later appropriate Roosevelt’s derogatory term “muckraker” as “a badge of honor,” produced a series of exposés that uncovered the invisible web of corruption linking politics to business. McClure’s formula—giving his writers the time and resources they needed to produce extended, intensively researched articles—was soon adopted by rival magazines, creating what many considered a golden age of journalism. Collectively, this generation of gifted writers ushered in a new mode of investigative reporting that provided the necessary conditions to make a genuine bully pulpit of the American presidency. “It is hardly an exaggeration to say that the progressive mind was characteristically a journalistic mind,” the historian Richard Hofstadter observed, “and that its characteristic contribution was that of the socially responsible reporter-reformer.

During the 2016 US presidential campaign, the hatred shown toward Hillary Clinton far outstripped even the most virulent criticisms that could legitimately be pinned on her. She was linked with “evil” and widely compared to a witch, which is to say that she was attacked as a woman, not as a political leader. After her defeat, some of those critics dug out the song “Ding Dong, the Witch is Dead,” sung in The Wizard of Oz to celebrate the Witch of the East’s death—a jingle already revived in the UK at the time of Margaret Thatcher’s death in 2013. This reference was brandished not only by Donald Trump’s electors, but also by supporters of Bernie Sanders, Clinton’s main rival in the primaries. On Sanders’ official site, a fundraising initiative was announced under the punning title “Bern the Witch”—an announcement that the Vermont senator’s campaign team took down as soon as it was brought to his attention. Continuing this series of limp quips, the conservative commentator Rush Limbaugh quipped, “She’s a witch with a capital B”—he can’t have known that, at the Salem witch trials in the seventeenth century, a key figure had already exploited this consonance by calling his servant, Sarah Churchill, who was one of his accusers, “bitch witch.” In reaction, female Democrat voters started sporting badges calling themselves “Witches for Hillary” or “Hags for Hillary.”48

Excuse me, sir.” One the young officers put his hand up to stop them. “Are you Furious Barkley?” “Maybe. Maybe not. Is there a problem, officers?” Doug stepped in front of Furi. “Damn straight there’s a problem.” Syn stepped inside the door, yanking his dark aviator glasses off his face. The scowl he wore told Furi this was not a pleasant coincidence. “Thanks guys, you can go.” Furi stood with his mouth hanging open while Syn dismissed the officers. “Seriously, Starsky. You gonna track my boy down every time he leaves the house?” Doug said angrily, still blocking Furi. “He’s not your boy. And what I do regarding Furi is none of your goddamn business.” Syn’s clenched jaw made his words sound like an evil hiss. He shouldered past Doug and got directly in Furi’s face. “When I’ve been calling him for over six hours and he hasn’t picked up or returned any of my calls, I’ll send a fuckin’ SWAT team to find him if I want to.” Syn spun and pointed his finger in Doug’s face, “That’s my say, not yours.” Syn’s voice was rising with his growing temper, and all eyes were on them. “Okay, let’s get out of here.” Furi pushed at both men, urging them out the door. As soon as they were out in the brisk fall air, Syn rounded on Furi, pushing their chest together. “Where have you been, Furious? I’ve been going crazy trying to check on you, and you’re sitting here casually eating pancakes,” Syn growled. “Hey, back up, man.” Doug tried to wedge in between Furi and Syn. Syn looked up in annoyance. “Doug, I swear, if you touch me, I’m gonna ensure that you never regain the use of that hand.” “Okay, okay.” Furi put both hands flat on Syn’s chest, feeling his rapid heartbeat underneath all that muscle. Fuck. He really was scared. What was I thinking turning off my phone with everything that’s going on? “Syn. I’m so sorry. I turned my phone off because–” “You don’t owe him an explanation. You’re a grown man, Furious. You were having a business meeting; he has no right to demand you be available to him at all times, just like Patrick.” Furi and Syn both snapped at Doug. But Furi took control. “Hey! Don’t you ever say that again. This man is nothing like that asshole.” Furi shook his head at the absurdity of Doug’s accusation. “Don’t even say his name in the same sentence as Patrick’s.” Doug looked at Furi as if he were a stranger. “Doug, you don’t know everything that’s been going on. But I promise I’ll catch you up, okay? Then you’re going to feel pretty shitty about what you just said about Syn.” Furi nodded his head. “Go home. I’ll call you when I’m back at Syn’s place.” “You’re staying with him?” Doug yelled. “Doug. You know it’s not safe at my place,” Furi said softly, his eyes pleading with his friend for him to understand. “Then you should come to stay with me. I don’t trust this guy!” “This is fuckin’ crazy,” Syn snarled. “I know you’re his friend, but you’re sounding more pissed than a friend should be.” “Don’t try to read me, Detective. Furi is my best friend, and I’ve had his back since the first day he got here.” Doug wasn’t backing down from Syn’s intimidating posture. Syn’s dark glasses were back on, creating a perfectly badass look with his black leather coat and boots. All the hardware Syn had tucked under his arms and the shiny badge hanging around his neck was a sight right out of a sexy cop porno.

If soccer really is a ‘a slum sport played in slum stadiums increasingly watched by slum people’ as declared by the Sunday Times in 1985 after the Bradford fire disaster that took 56 lives, then Rayo Vallecano wear their slum affiliation like a badge of honour.

NBA 2K18 Wishlist - Good Badges To Deal Problems In 2K17 The NBA 2K18 release date has basketball fans hyped. The new game in the series will be the definitive way for fans to take control of their favorite franchises and players on the Xbox One and PS4. As of the features player wish to be added into NBA 2K18, we can compare it with NBA 2K17. Today, we'll list the best badges players would like to see in the latest NBA franchise. Flashy Dunker 2K Sports has spent a large amount of time recording flashy dunk animations that look great when they trigger. Unfortunately players do not equip any of these because they get blocked at a higher rate than the basic one and two hand dunk packages. NBA 2K17 has posterizer to help with contact dunks but Flashy Dunker would be for non-contact animations. The badge would allow you to use these flashy dunk packages in traffic while getting blocked at a lower rate in NBA 2K18. Bullet Passer Badge Even with a high passer rating and Hall of Fame dimer you can still find yourself throwing slow lob passes inexplicably. These passes are easy to intercept and give the defense too much time to recover. Bullet Passer would be an increase in the speed of passes that you throw, allowing you to create open looks for teammates in 2K18 that were not possible in NBA 2K17. A strong passing game is more important than ISO ball and this badge would help with that style of play. 3 And D Badge The 3 and D badge would be an archetype in NBA 2K18 ideally but a badge version would be an acceptable substitute. This badge would once again reward players for playing good defense. The badge would trigger after a block, steal, or good shot defense and would lead to an increase in shooting percentage on the next possession from behind the 3 point arc. Dominant Post Presence Badge It's a travesty that post scorer is one of the more under-utilized archetypes in NBA 2K17. Many players that have created a post scorer can immediately tell you why they do not play it as much as their other MyPlayers, it is incredibly easy to lose the ball in the post. Whether it is a double team or your matchup, getting the ball poked loose is a constant problem. Dominant Post Presence would trigger when you attempt to post up and would be an increase in your ability to maintain possession of the ball as long as NBA 2K18 add this badge. In addition the badge would be an increase in the shooting percentage of your teammate when you pass out of the post to an open man. The Glove NBA 2K17 has too many contested shots. The shot contest rating on most archetypes is not enough to outweigh the contested midrange or 3 point rating and consistently force misses. It's obviously that height helps you contest shots in a major way but it also slows you down. However, the Glove would solve this problem in NBA 2K18. This badge would increase your ability to contest shots effectively, forcing more misses and allowing you to play better defense. Of course, there should be more other tips and tricks for NBA 2K18. If you have better advices, tell us on the official media. The NBA 2K18 Early Tip-Off Weekend starts September 15th. That's a total of four days for dedicated fans to get in the game and try its new features before other buyers. The game is completely unlocked for Early Tip-Off Weekend. Be sure to make enough preparation for the upcoming event.

WE CAN BELIEVE ALMOST ANYTHING THAT SUPPORTS OUR TEAM Many political scientists used to assume that people vote selfishly, choosing the candidate or policy that will benefit them the most. But decades of research on public opinion have led to the conclusion that self-interest is a weak predictor of policy preferences. Parents of children in public school are not more supportive of government aid to schools than other citizens; young men subject to the draft are not more opposed to military escalation than men too old to be drafted; and people who lack health insurance are not more likely to support government-issued health insurance than people covered by insurance.35 Rather, people care about their groups, whether those be racial, regional, religious, or political. The political scientist Don Kinder summarizes the findings like this: “In matters of public opinion, citizens seem to be asking themselves not ‘What’s in it for me?’ but rather ‘What’s in it for my group?’ ”36 Political opinions function as “badges of social membership.”37 They’re like the array of bumper stickers people put on their cars showing the political causes, universities, and sports teams they support. Our politics is groupish, not selfish.

Button Badge are versatile accessories that enhance any outfit or event while serving multiple purposes. Whether you’re fundraising, showing team spirit, or sharing personal beliefs, these fun and creative badges are a great way to communicate your message. Available in various designs, button badges can be customized to match your unique style or campaign. They’re not only eye-catching but also effective in sparking conversations and building connections. With our durable and high-quality button badges, your message will be seen and remembered, making them perfect for all occasions!

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

we have discovered the data signature of what we consider the best type of team member. Some might call these individuals “natural leaders.” We call them “charismatic connectors.” Badge data show that these people circulate actively, engaging people in short, high-energy conversations. They are democratic with their time—communicating with everyone equally and making sure all team members get a chance to contribute. They’re not necessarily extroverts, although they feel comfortable approaching other people. They listen as much as or more than they talk and are usually very engaged with whomever they’re listening to. We call it “energized but focused listening.” The best team players also connect their teammates with one another and spread ideas around. And they are appropriately exploratory, seeking ideas from outside the group but not at the expense of group engagement. In a study of executives attending an intensive one-week executive education class at MIT, we found that the more of these charismatic connectors a team had, the more successful it was.

Then suddenly, after only three or four months, I’ve got four or five badges and I’m promoted to patrol leader. I had badges all over the place, unbelievable! I don’t know where my scout shirt is now, but it’s adorned, stripes and strings and badges all over the place. Looked like I was into bondage. All that boosted my confidence at a crucial moment, after my ejection from the choir, especially the fact that I was promoted so fast. I think it was more important, that whole scouting period, than I’ve ever realized. I had a good team.

But when you work on a joint project with people from many companies, which squad are you playing for? Who are your teammates? Teams are identities. To truly be on one, people must know it. So BAA gave everyone working on T5, including its own employees, a clear and emphatic answer: Forget how things are usually done on big projects. Your team is not your company. Here, your team is T5. We are one team. Wolstenholme is an engineer with decades of experience in construction, but he started his career in the British military, where the squad you play for is literally on your forehead—in the form of your unit’s “cap badge.” When people came to T5, Wolstenholme says, they were told, “Take off your cap badge and throw it away, because you work for T5.” That message was explicit, blunt, and repeated. “We had posters on the walls of people with lightbulbs going on, and they were saying, you know, ‘I get it. I work for T5.’ ” MAKING HISTORY Identity was the first step.

A few years ago, MIT researchers analyzed the behavior of call center employees for Bank of America to find out why some teams were more productive than others. They hung a so-called sociometric badge around each employee’s neck. The electronics in these badges tracked the employees’ location and also measured, every sixteen milliseconds, their tone of voice and gestures. It recorded when people were looking at each other and how much each person talked, listened, and interrupted. Four teams of call center employees—eighty people in total—wore these badges for six weeks. These employees’ jobs were highly regimented. Talking was discouraged because workers were supposed to spend as many of their minutes as possible on the phone, solving customers’ problems. Coffee breaks were scheduled one by one. The researchers found, to their surprise, that the fastest and most efficient call

As you can see, workplace competition can be extremely destructive to company morale, especially during weak and uncertain economic conditions where people are preoccupied with getting laid off. On the other hand, collaborative team dynamics are much more common in start up companies because employees often get paid with equity. In that case, employees only “win” if the entire company stays competitive against the industry giants that are stagnant and competing internally. It’s a collaborative Group Quest as opposed to an individualized Leaderboard which compels the employee’s motivation to fulfill their company’s mission and create subsequent equity value.