Building Survey Quotes

No young woman of means has gone through her entire life without at least once surveying her opportunities and wishing for a dragon instead.

The other three incoming calls were from his building superintendent, his pharmacy and a telephone survey company." "Bastards. They always call during dinner." Liv laughed as I slid the sliced steak onto a platter and topped it with sautéed vegetables. "Forget crime lords and corrupt politicians - telemarketers are the root of all evil." "Now you're getting it.

But two years into our parties, I surveyed the scene from the corner and wondered, Why are we having these parties? What were we making, coming together like that? We were trying to prove that we had everything because we had parties, but I began to feel like we had nothing but parties. If anyone from the future could look back on what we were building, I was sure they would say, That could only have been built by slaves.

Don’t just ask questions. Know how the answers to the questions will change your behavior. In other words, draw a line in the sand before you run the survey.

Nowadays, in Japan, when mother, or baby, or mother and baby die in childbirth, people say, ‘Ah…they die because gods decide so.’ Or, ‘They die because bad karma.’ Or, ‘They die because o-mamori—magic from temple—too cheap.’ Mr. de Zoet understand, it is same as bridge. True reason of many,. Many death of ignoration. I wish to build bridge from ignoration,” her tapering hands form a bridge, “to knowledge. This,” she lifts, with reverence, Dr. Smellie’s text, “is piece of bridge. One day, I teach this knowledge…make school…students who teach other students…and in future, in Japan, many less mothers die of ignoration.” She surveys her daydream for just a moment before lowering her eyes. “A foolish plan.

Shut up, Ed—the world below us has turned into a map. A real map! The woods look like the “Woodland: Deciduous” markings of Ordnance Survey. It is just as they drew it! Who knew! Who knew you could put the whole world on paper, after all! The artists were right! This is so reassuring!

IT was a heavy mass of building, that château of Monsieur the Marquis, with a large stone court-yard before it, and two stone sweeps of staircase meeting in a stone terrace before the principal door. A stony business altogether, with heavy stone balustrades, and stone urns, and stone flowers, and stone faces of men, and stone heads of lions, in all directions. As if the Gorgon’s head had surveyed it, when it was finished, two centuries ago.

Before launching a product, I ask the marketing department to build a landing page (marketing page) for that product so I can survey interest in the product itself.

She came through the fog, no more than a sliver of darkness. She didn’t run—she just walked with that insufferable swagger. Grave surveyed the buildings surrounding them. The stone was too slippery, and there were no windows.

In 2008, the national Coping with Cancer project published a study showing that terminally ill cancer patients who were put on a mechanical ventilator, given electrical defibrillation or chest compressions, or admitted, near death, to intensive care had a substantially worse quality of life in their last week than those who received no such interventions. And, six months after their death, their caregivers were three times as likely to suffer major depression. Spending one’s final days in an I.C.U. because of terminal illness is for most people a kind of failure. You lie on a ventilator, your every organ shutting down, your mind teetering on delirium and permanently beyond realizing that you will never leave this borrowed, fluorescent place. The end comes with no chance for you to have said goodbye or “It’s O.K.” or “I’m sorry” or “I love you.” People have concerns besides simply prolonging their lives. Surveys of patients with terminal illness find that their top priorities include, in addition to avoiding suffering, being with family, having the touch of others, being mentally aware, and not becoming a burden to others. Our system of technological medical care has utterly failed to meet these needs, and the cost of this failure is measured in far more than dollars. The hard question we face, then, is not how we can afford this system’s expense. It is how we can build a health-care system that will actually help dying patients achieve what’s most important to them at the end of their lives.

There is something about the village of Saxby-on-Avon that concerns me,’ he went on. ‘I have spoken to you before of the nature of human wickedness, my friend. How it is the small lies and evasions which nobody sees or detects but which can come together and smother you like the fumes in a house fire.’ He turned and surveyed the surrounding buildings, the shaded square. ‘They are all around us. Already there have been two deaths: three, if you include the child who died in the lake all those years ago. They are all connected. We must move quickly before there is a fourth.

QUESTIONS TO CONSIDER • As you survey your company-wide policies and procedures, ask: What is the purpose of this policy or procedure? Does it achieve that result? • Are there any approval mechanisms you can eliminate? • What percentage of its time does management spend on problem solving and team building? • Have you done a cost-benefit analysis of the incentives and perks you offer employees? • Could you replace approvals and permissions with analysis of spending patterns and a focus on accuracy and predictability? • Is your decision-making system clear and communicated widely?

Before putting up a large building, the architect surveys and tests the ground to see if it can support the weight; in the same way the wise legislator doesn’t start by laying down his good laws but by investigating whether the populace they are intended for is in a condition to receive them.

When Bill Archer (R-Tex.) was chairman of the House Ways and Means Committee, he routinely quoted an informal survey of five hundred international companies located in Europe and Japan. These companies were asked, “What would you do in your long-term planning if the United States eliminated all taxes on capital and labor and taxed only personal consumption?” Eighty percent—that’s four hundred out of five hundred companies—said they would build their next plant in America. The remaining 20 percent—the other hundred companies—said they would relocate their business to America altogether.

No matter what your reason for wanting to start your own business, developing the foundation is the same. Laying a solid foundation for you business will provide you with a road map to follow as you build your business. As you work through the Start a Business Step-by-Step Workbook you will define the company’s mission, decide what business entity is right for your business, name your business, determine the pricing for your products or services, formulate your financial projections, define your competitors, survey consumers regarding your products or services, determine the marketing methods right for your business and more.

Before the lunch ended, one of the organizers promised a reporter that, in 1883, when the full construction was complete, the group would be invited for lunch in the statue’s head. They were assured they would have a staircase to aid their ascent and a telescope to survey the countryside beyond Paris from that fourteenth floor.

It’s one thing building a cloister to reflect the 768 of the numerological Bismillah, it’s another planning a giant alphabet out of an entire city before you’ve even built your first mosque.’ ‘It is, but remember, Sinan was chief architect and city planner at the time of the conquest of Cairo. He practised on that city; demolishing and building where he liked. I have no doubt that he was already forming the idea of a sacred geometry. His first building as Architect of the Abode of Felicity was the Haseki Hürrem Mosque for the Kadin Roxelana. Not his greatest work by any means, and he was working from existing designs, but it was identifiable as his first mature work. There’s a story in his autobiography Tezkiretül Bünyan that while he was surveying the site he noticed that children were pulling live fish from a grating in the street. When he went to investigate he discovered an entire Roman cistern down there. Perhaps it was this that inspired him to realize his vision. Hidden water. The never-ceasing stream of Hurufism.

But when we go in, watch where you step.” “Why?” Taking her arm, he started for the entrance, again surveying the area all around them. “You have land mines hidden around?” Priss ignored him. “It’s this way.” She took the lead, steering him toward the side entrance. Nearby police sirens screamed, competing with music from the bar next door. “I’m on the second floor.” They passed a hooker fondling a man against the brisk facing of the building. Priss stepped over and around a broken bottle. Tires squealed and someone shouted profanities. Distaste left a sour expression on Trace’s face. “This dive needs to be condemned.” “Maybe, but it’s shady enough that no one asked me any questions when I checked in.” “It’s also shady enough that you could get mugged, raped or murdered in the damned lot and no one would notice.” Priss shook her head. “I’m not worried about that.” They went up the metal stairs, precariously attached to the structure. After muttering a rude sound, Trace said, “There’s a lot you should be worried about, but aren’t.

In 2005, a survey was conducted in thirty-four countries measuring the percentage of adults who accept evolution. The United States ranked thirty-third, just above Turkey. Meanwhile, high school students in the United States test below those of every European and Asian nation in their understanding of science and math. These data are unequivocal: we are building a civilization of ignorance.

He paused. ‘There is something about the village of Saxby-on-Avon that concerns me,’ he went on. ‘I have spoken to you before of the nature of human wickedness, my friend. How it is the small lies and evasions which nobody sees or detects but which can come together and smother you like the fumes in a house fire.’ He turned and surveyed the surrounding buildings, the shaded square. ‘They are all around us.

But two years into our parties, I surveyed the scene from the corner and wondered, 'Why are we having these parties?' What were we making, coming together like that? We were trying to prove that we had everything because we had parties, but I began to feel like we had nothing but parties. If anyone from the future could look back on what we were building, I was sure they would say, 'That could only have been built by slaves

Interstate wars in Latin America have been so infrequent and politically unimportant that many major surveys of Latin American history barely cover them. Compared to Europe and ancient China, or indeed North America, war had a marginal effect on state building. Charles Tilly’s aphorism “war made the state, and the state made war” remains true, but begs the question of why wars are more prevalent in some regions than in others.

Sophie stopped the taxi at an imposing gate that blocked the bank’s driveway—a cement-lined ramp that descended beneath the building. A video camera overhead was aimed directly at them, and Langdon had the feeling that this camera, unlike those at the Louvre, was authentic. Sophie rolled down the window and surveyed the electronic podium on the driver’s side. An LCD screen provided directions in seven languages. Topping the list was English.

Assess The Environment Ask yourself these questions: How would you rate your own trustworthiness? How would you rate the trustworthiness of your co-workers? How would you rate your immediate supervisor? What about your company’s top management? My colleagues and I asked these questions in a survey where: on a scale of 1-10, where ten equals “can always be trusted in all situations” and one equals “can rarely or never be trusted. Respondents rated: Their own trustworthiness at an average 8.72; All of the other people they work with as a group averaging 7.59; Their immediate supervisors a bit higher, at an average 8.33; Their company’s top management the lowest, at an average 6.43. The results indicate that we generally judge others to be less trustworthy than ourselves. If most of the people you work with are also like our survey respondents, they are making the same judgments. That means it is very likely some of the people you work with judge you to be less trustworthy than you consider yourself to be. Your first thought may be that they are mistaken. Certainly you don’t intend to act in ways others view as untrustworthy, so they must be misinterpreting your intentions. But the fact is people act on their assessments of your trustworthiness, not yours. Your best intentions can’t change their opinion. Only by changing what you say and how you act can affect how others assess your trustworthiness.

The ruined island contains special markers around the borders, to trick the radiation detectors the Silvers use to survey the old battlefields. This is how they protect it, the home of the Scarlet Guard. In Norta, at least. That’s what Farley said, hinting at more bases across the country. And soon, it will be the sanctuary of every Red refugee fleeing the king’s new punishments. Every building we pass looks decrepit, coated in ash and weeds, but upon closer inspection, there’s something much more. Footprints in the dust, a light in a window, the smell of cooking wafting up from a drain. People, Reds, have a city of their own right here, hiding in plain sight. Electricity is scarce but smiles are not.

There is a quality in the people of Dover that may well be the key to the coming German disaster. They are incorrigibly, incorruptibly unimpressed. The German, with his uniform and his pageantry and his threats and plans, does not impress these people at all. The Dover man has taken perhaps a little more pounding than most, not in great blitzes, but in every-day bombing and shelling, and still he is not impressed. Jerry is like the weather to him. He complains about it and then promptly goes on with what he was doing...Weather and Jerry are alike in that they are inconvenient and sometimes make messes. Surveying a building wrecked by a big shell, he says, "Jerry was bad last night," as he would discuss a windstorm.

Article VIII All charges of war, and all other expenses that shall be incurred for the common defense or general welfare, and allowed by the United States in Congress assembled, shall be defrayed out of a common treasury, which shall be supplied by the several States in proportion to the value of all land within each State, granted or surveyed for any person, as such land and the buildings and improvements thereon shall be estimated according to such mode as the United States in Congress assembled, shall from time to time direct and appoint. The taxes for paying that proportion shall be laid and levied by the authority and direction of the legislatures of the several States within the time agreed upon by the United States in Congress assembled.

How does this work in email marketing? One simple example is to start asking subscribers to begin interacting with you in a small way right from when you start communicating with them. Ask them to reply to a message, like or share a blog post, complete a survey. Taking these small steps to interact early on makes it much more likely they’ll be willing to take bigger steps later – like joining you on a webinar, arranging a call with you or buying a product. You can also offer a low cost product early on in your interactions with a subscriber. It’s less of a commitment than a high end product or hiring your services. But by purchasing from you they begin to see themselves as a buyer and they’re more likely to buy again in future. Especially if their buying and post-purchase experience is very positive.

We have a legal system that is a flop — a laughingstock,” says Professor Langbein. “We have a legal system which encourages people not to want to do business in this country.” The American legal system isn’t even working for the lawyers. Even though law is now the highest-paid profession, the lawyers aren’t happy. Many say they went to law school hoping to do good, but now find themselves working incredibly long hours doing tedious work that’s often more about money than justice. A survey of California lawyers found most would change careers if they could. Something’s very wrong when America’s brightest young people are choosing a profession many won’t like, where they’re not building something, not making the economic pie bigger, just fighting over who gets which slice, making each slice cost more, and taking our freedom in the process.

Alec Kirkbride later graphically described the events in Amman on 18 July: "A couple of thousand Palestinian men swept up the hill toward the main [palace] entrance... screaming abuse and demanding that the lost towns should be reconquered at once... The king[of Jordan] appeared at the top of the main steps of the building; he was a short dignified figure wearing white robes and headdress. He paused for a moment, surveying the seething mob before, then walked down the steps to push his way through the line of guardsmen into the thick of the demonstrators. He went up to a prominent individual, who was shouting at the top of his voice, and dealt him a violent blow to the side of the head with the flat of his hand. The recipient of the blow stopped yelling... and the king could be heard roaring: 'so you want to fight the Jews, do you? Very well, there is a recruiting office for the army at the back of my house... go there and enlist! The rest of you, get the hell down the hillside!' Most of the crowd got the hell down the hillside, indeed...

Unnecessary Creation gives you the freedom to explore new possibilities and follow impractical curiosities. Some of the most frustrated creative pros I’ve encountered are those who expect their day job to allow them to fully express their creativity and satisfy their curiosity. They push against the boundaries set by their manager or client and fret continuously that their best work never finds its way into the end product because of restrictions and compromises. A 2012 survey sponsored by Adobe revealed that nearly 75 percent of workers in the United States, United Kingdom, Germany, France, and Japan felt they weren’t living up to their creative potential. (In the United States, the number was closer to 82 percent!) Obviously, there’s a gap between what many creatives actually do each day and what they feel they are capable of doing given more resources or less bureaucracy. But those limitations aren’t likely to change in the context of an organization, where there is little tolerance for risk and resources are scarcer than ever. If day-to-day project work is the only work that you are engaging in, it follows that you’re going to get frustrated. To break the cycle, keep a running list of projects you’d like to attempt in your spare time, and set aside a specific time each week (or each day) to make progress on that list. Sometimes this feels very inefficient in the moment, especially when there are so many other urgent priorities screaming for your attention, but it can be a key part of keeping your creative energy flowing for your day-to-day work. You’ll also want to get a notebook to record questions that you’d like to pursue, ideas that you have, or experiments that you’d like to try. Then you can use your pre-defined Unnecessary Creation time to play with these ideas. As Steven Johnson explains in his book Where Good Ideas Come From, “A good idea is a network. A specific constellation of neurons—thousands of them—fire in sync with each other for the first time in your brain, and an idea pops into your consciousness. A new idea is a network of cells exploring the adjacent possible of connections that they can make in your mind.”18

One thing is needful.—To "give style" to one’s character— a great and rare art! It is practiced by those who survey all the strengths and weaknesses of their nature and then fit them into an artistic plan until every one of them appears as art and reason and even weaknesses delight the eye. Here a large mass of second nature has been added; there a piece of original nature has been removed —both times through long practice and daily work at it. Here the ugly that could not be removed is concealed; there it has been reinterpreted and made sublime. Much that is vague and resisted shaping has been saved and exploited for distant views; it is meant to beckon toward the far and immeasurable. In the end, when the work is finished, it becomes evident how the constraint of a single taste governed and formed everything large and small. Whether this taste was good or bad is less important than one might suppose, if only it was a single taste! It will be the strong and domineering natures that enjoy their finest gaiety in such constraint and perfection under a law of their own; the passion of their tremendous will relaxes in the face of all stylized nature, of all conquered and serving nature. Even when they have to build palaces and design gardens they demur at giving nature freedom. Conversely, it is the weak characters without power over themselves that hate the constraint of style. They feel that if this bitter and evil constraint were imposed upon them they would be demeaned; they become slaves as soon as they serve; they hate to serve. Such spirits—and they may be of the first rank—are always out to shape and interpret their environment as free nature: wild, arbitrary, fantastic, disorderly, and surprising. And they are well advised because it is only in this way that they can give pleasure to themselves. For one thing is needful: that a human being should attain satisfaction with himself, whether it be by means of this or that poetry or art; only then is a human being at all tolerable to behold. Whoever is dissatisfied with himself is continually ready for revenge, and we others will be his victims, if only by having to endure his ugly sight. For the sight of what is ugly makes one bad and gloomy.

For years, Britain operated a research facility called the Common Cold Unit, but it closed in 1989 without ever finding a cure. It did, however, conduct some interesting experiments. In one, a volunteer was fitted with a device that leaked a thin fluid at his nostrils at the same rate that a runny nose would. The volunteer then socialized with other volunteers, as if at a cocktail party. Unknown to any of them, the fluid contained a dye visible only under ultraviolet light. When that was switched on after they had been mingling for a while, the participants were astounded to discover that the dye was everywhere—on the hands, head, and upper body of every participant and on glasses, doorknobs, sofa cushions, bowls of nuts, you name it. The average adult touches his face sixteen times an hour, and each of those touches transferred the pretend pathogen from nose to snack bowl to innocent third party to doorknob to innocent fourth party and so on until pretty much everyone and everything bore a festive glow of imaginary snot. In a similar study at the University of Arizona, researchers infected the metal door handle to an office building and found it took only about four hours for the “virus” to spread through the entire building, infecting over half of employees and turning up on virtually every shared device like photocopiers and coffee machines. In the real world, such infestations can stay active for up to three days. Surprisingly, the least effective way to spread germs (according to yet another study) is kissing. It proved almost wholly ineffective among volunteers at the University of Wisconsin who had been successfully infected with cold virus. Sneezes and coughs weren’t much better. The only really reliable way to transfer cold germs is physically by touch. A survey of subway trains in Boston found that metal poles are a fairly hostile environment for microbes. Where microbes thrive is in the fabrics on seats and on plastic handgrips. The most efficient method of transfer for germs, it seems, is a combination of folding money and nasal mucus. A study in Switzerland in 2008 found that flu virus can survive on paper money for two and a half weeks if it is accompanied by a microdot of snot. Without snot, most cold viruses could survive on folding money for no more than a few hours.

THE GLOBE | Unlocking the Wealth in Rural Markets Mamta Kapur, Sanjay Dawar, and Vineet R. Ahuja | 151 words In India and other large emerging economies, rural markets hold great promise for boosting corporate earnings. Companies that sell in the countryside, however, face poor infrastructure, widely dispersed customers, and other challenges. To better understand the obstacles and how to overcome them, the authors—researchers with Accenture—conducted extensive surveys and interviews with Indian business leaders in multiple industries. Their three-year study revealed several successful strategies for increasing revenues and profits in rural markets: Start with a good distribution plan. The most effective approaches are multipronged—for example, adding extra layers to existing networks and engaging local partners to create new ones. Mine data to identify prospective customers. Combining site visits, market surveys, and GIS mapping can help companies discover new buyers. Forge tight bonds with channel partners. It pays to spend time and money helping distributors and retailers improve their operations. Create durable ties with customers. Companies can build loyalty by addressing customers’ welfare and winning the trust of community leaders.

In 2000, for instance, two statisticians were hired by the YMCA—one of the nation’s largest nonprofit organizations—to use the powers of data-driven fortune-telling to make the world a healthier place. The YMCA has more than 2,600 branches in the United States, most of them gyms and community centers. About a decade ago, the organization’s leaders began worrying about how to stay competitive. They asked a social scientist and a mathematician—Bill Lazarus and Dean Abbott—for help. The two men gathered data from more than 150,000 YMCA member satisfaction surveys that had been collected over the years and started looking for patterns. At that point, the accepted wisdom among YMCA executives was that people wanted fancy exercise equipment and sparkling, modern facilities. The YMCA had spent millions of dollars building weight rooms and yoga studios. When the surveys were analyzed, however, it turned out that while a facility’s attractiveness and the availability of workout machines might have caused people to join in the first place, what got them to stay was something else. Retention, the data said, was driven by emotional factors, such as whether employees knew members’ names or said hello when they walked in. People, it turns out, often go to the gym looking for a human connection, not a treadmill. If a member made a friend at the YMCA, they were much more likely to show up for workout sessions. In other words, people who join the YMCA have certain social habits. If the YMCA satisfied them, members were happy. So if the YMCA wanted to encourage people to exercise, it needed to take advantage of patterns that already existed, and teach employees to remember visitors’ names.

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According to Bartholomew, an important goal of St. Louis zoning was to prevent movement into 'finer residential districts . . . by colored people.' He noted that without a previous zoning law, such neighborhoods have become run-down, 'where values have depreciated, homes are either vacant or occupied by color people.' The survey Bartholomew supervised before drafting the zoning ordinance listed the race of each building's occupants. Bartholomew attempted to estimate where African Americans might encroach so the commission could respond with restrictions to control their spread. The St. Louis zoning ordinance was eventually adopted in 1919, two years after the Supreme Court's Buchanan ruling banned racial assignments; with no reference to race, the ordinance pretended to be in compliance. Guided by Bartholomew's survey, it designated land for future industrial development if it was in or adjacent to neighborhoods with substantial African American populations. Once such rules were in force, plan commission meetings were consumed with requests for variances. Race was frequently a factor. For example, on meeting in 1919 debated a proposal to reclassify a single-family property from first-residential to commercial because the area to the south had been 'invaded by negroes.' Bartholomew persuaded the commission members to deny the variance because, he said, keeping the first-residential designation would preserve homes in the area as unaffordable to African Americans and thus stop the encroachment. On other occasions, the commission changed an area's zoning from residential to industrial if African American families had begun to move into it. In 1927, violating its normal policy, the commission authorized a park and playground in an industrial, not residential, area in hopes that this would draw African American families to seek housing nearby. Similar decision making continued through the middle of the twentieth century. In a 1942 meeting, commissioners explained they were zoning an area in a commercial strip as multifamily because it could then 'develop into a favorable dwelling district for Colored people. In 1948, commissioners explained they were designating a U-shaped industrial zone to create a buffer between African Americans inside the U and whites outside. In addition to promoting segregation, zoning decisions contributed to degrading St. Louis's African American neighborhoods into slums. Not only were these neighborhoods zoned to permit industry, even polluting industry, but the plan commission permitted taverns, liquor stores, nightclubs, and houses of prostitution to open in African American neighborhoods but prohibited these as zoning violations in neighborhoods where whites lived. Residences in single-family districts could not legally be subdivided, but those in industrial districts could be, and with African Americans restricted from all but a few neighborhoods, rooming houses sprang up to accommodate the overcrowded population. Later in the twentieth century, when the Federal Housing Administration (FHA) developed the insure amortized mortgage as a way to promote homeownership nationwide, these zoning practices rendered African Americans ineligible for such mortgages because banks and the FHA considered the existence of nearby rooming houses, commercial development, or industry to create risk to the property value of single-family areas. Without such mortgages, the effective cost of African American housing was greater than that of similar housing in white neighborhoods, leaving owners with fewer resources for upkeep. African American homes were then more likely to deteriorate, reinforcing their neighborhoods' slum conditions.

Starting a little over a decade ago, Target began building a vast data warehouse that assigned every shopper an identification code—known internally as the “Guest ID number”—that kept tabs on how each person shopped. When a customer used a Target-issued credit card, handed over a frequent-buyer tag at the register, redeemed a coupon that was mailed to their house, filled out a survey, mailed in a refund, phoned the customer help line, opened an email from Target, visited Target.com, or purchased anything online, the company’s computers took note. A record of each purchase was linked to that shopper’s Guest ID number along with information on everything else they’d ever bought. Also linked to that Guest ID number was demographic information that Target collected or purchased from other firms, including the shopper’s age, whether they were married and had kids, which part of town they lived in, how long it took them to drive to the store, an estimate of how much money they earned, if they’d moved recently, which websites they visited, the credit cards they carried in their wallet, and their home and mobile phone numbers. Target can purchase data that indicates a shopper’s ethnicity, their job history, what magazines they read, if they have ever declared bankruptcy, the year they bought (or lost) their house, where they went to college or graduate school, and whether they prefer certain brands of coffee, toilet paper, cereal, or applesauce. There are data peddlers such as InfiniGraph that “listen” to shoppers’ online conversations on message boards and Internet forums, and track which products people mention favorably. A firm named Rapleaf sells information on shoppers’ political leanings, reading habits, charitable giving, the number of cars they own, and whether they prefer religious news or deals on cigarettes. Other companies analyze photos that consumers post online, cataloging if they are obese or skinny, short or tall, hairy or bald, and what kinds of products they might want to buy as a result.

Carlton Church: Australia in Doubt on Building Nuclear Plant With the continuous trend of nuclear proliferation, the nuclear-free Australia is in critical dilemma on whether to start the industry in the country or not. On one end of the coin, the negative effects of nuclear generation will surely cause skepticisms and complaints. On the other side, nuclear fuel industry is worth exploring. Prime Minister Malcolm Turnbull has been reserved when it comes to nuclear talks but he did admit that “Australia should ‘look closely’ at expanding its role in the global nuclear energy industry, including leasing fuel rods to other countries and then storing the waste afterwards”. South Australian Premier Jay Weatherill set up a royal commission in March to undertake an independent investigation into the state’s participation in the nuclear fuel cycle. Carlton Church International, non-profit organization campaigning against nuclear use, says there is no need for Australia to venture into nuclear turmoil as they already have an extensive, low cost coal and natural gas reserves. Other critics has also seconded this motion as it is known that even Turnbull has pointed out that the country has plentiful access to coal, gas, wind and solar sources. During an interview, he also stated, “I’m not talking about the politics. We’ve got so much other affordable sources of energy, not just fossil fuel like coal and gas but also wind, solar. The ability to store energy is getting better all the time, and that’s very important for intermittent sources of energy, particularly wind and solar. But playing that part in the nuclear fuel cycle I think is something that is worth looking at closely”. A survey was also conducted among random people and a lot of them have been reluctant about the nuclear issue. Some fear that the Fukushima Daichii Incident would happen, knowing the extent of the damage it has caused even to those living in Tokyo, Japan. Another review also stated, “We only have to look at the Fukushima disaster in Japan to be reminded of the health, social and economic impacts of a nuclear accident, and to see that this is not a safe option for Australians.” According to further studies by analysts, 25 nuclear reactors can be built around Australia producing a third of the country’s electricity by 2050. But it also found nuclear power would be much more expensive to produce than coal-fired power if a price was not put on carbon dioxide emissions. Greenpeace dismissed nuclear power as “an expensive distraction from the real solutions to climate change, like solar and wind power”. - See more at: carltonchurchreview.blogspot

IN CLOSING, LET’S TAKE a brief look back at where we began: with 10 children who developed type 1 diabetes in 24 months within two miles of one another in the upscale suburbs of Boston. Rather than bemoan their fate, parents there organized and asked for an investigation to be conducted by the state, which is ongoing. Among those who have participated in organizing meetings are Ray Allen, the Celtics star, and his wife, Shannon, whose son, Walker, was the seventh child diagnosed there. “Shannon and Ray have turned out to be the most incredible advocates,” Ann Marie Kreft recently told me. “We have fabulous people on board who are spending inordinate amounts of their time on advocacy.” I asked her what they are advocating for. “I think we all agree that mandatory case reporting would be the ideal,” she said. “That would be the dream come true. I think we may be building up to that.” Rather than have to design a special survey every time an apparent cluster of type 1 cases emerges, mandatory case reporting, on a national level, would permit the CDC to automatically track cases as they emerge, to see not only the big national picture, but also local variations that could prove crucial in unraveling the riddle of why type 1 diabetes continues to rise, each and every year, by 3 percent. Presently, however, no national organization is advocating for mandated case reporting of type 1. Where is the line of protesters holding placards, marching outside the Atlanta offices of the CDC? Perhaps we need to look farther back, to the period before the diabetes pandemic began. In 1866, you might recall, the death rate from diabetes in New York City was 1.3 per 100,000 residents. If that rate held today for the 306 million residents of the United States, there would be 4,284 deaths due to diabetes each year. Instead, in 2006, there were 72,507 death certificates on which diabetes was listed as the underlying cause. The official national death rate from diabetes now stands at 23.3 per 100,000, according to the CDC — nearly 19 times higher than it was following the Civil War. And that doesn’t count the additional 200,000 or so deaths each year for which diabetes is listed as a “contributing” cause.

People with serious illness have priorities besides simply prolonging their lives. Surveys find that their top concerns include avoiding suffering, strengthening relationships with family and friends, being mentally aware, not being a burden on others, and achieving a sense that their life is complete. Our system of technological medical care has utterly failed to meet these needs, and the cost of this failure is measured in far more than dollars. The question therefore is not how we can afford this system’s expense. It is how we can build a health care system that will actually help people achieve what’s most important to them at the end of their lives.

Corporations have a unique role to play in creating a cleaner environment, and they also have economic incentives to use energy more efficiently as demand and costs rise globally. If every company in the S&P 500 voluntarily reported and disclosed its energy costs, clearly and explicitly as a line item on the balance sheet, there would be pressure to reduce that cost, just as there is for every other expense item. This would result in analyst and investor pressure on corporate executives to be more efficient with their energy output and to source cheaper and alternative sources, which would have a far greater impact on carbon emissions and pollution than any political treaty in history. As an added advantage, reducing costs increases profitability, which provides the appropriate incentives for corporate executives to act in their shareholders’ best interests and effect positive social change. According to PwC, 98 percent of the S&P 500 companies surveyed can link investments in emissions reduction to value creation.55 As a result, these corporations are discovering new ways to enhance efficiencies, create new markets, and build a competitive advantage.

The literature came down overwhelmingly in favor of a single set of exercise as being sufficient; only two out of the forty-seven studies surveyed showed any benefit (and a marginal improvement at that) to be had from the performance of multiple sets.3

And indeed today as it struggles with its financial crisis, the central issue in Greek politics remains resentment of the influence of Brussels, Germany, the International Monetary Fund, and other external actors, which are seen as pulling strings behind the back of a weak Greek government. Although there is considerable distrust of government in American political culture, by contrast, the basic legitimacy of democratic institutions runs very deep. Distrust of government is related to the Greek inability to collect taxes. Americans loudly proclaim their dislike of taxes, but when Congress mandates a tax, the government is energetic in enforcement. Moreover, international surveys suggest that levels of tax compliance are reasonably high in the United States; higher, certainly, than most European countries on the Mediterranean. Tax evasion in Greece is widespread, with restaurants requiring cash payments, doctors declaring poverty-line salaries, and unreported swimming pools owned by asset-hiding citizens dotting the Athenian landscape. By one account, Greece’s shadow economy—unreported income hidden from the tax authorities—constitutes 29.6 percent of total GDP.24 A second factor has to do with the late arrival of capitalism in Greece. The United States was an early industrializer; the private sector and entrepreneurship remained the main occupations of most Americans. Greece urbanized and took on other trappings of a modern society early on, but it failed to build a strong base of industrial employment. In the absence of entrepreneurial opportunities, Greeks sought jobs in the state sector, and politicians seeking to mobilize votes were happy to oblige. Moreover, the Greek pattern of urbanization in which whole villages moved from the countryside preserved intact rural patronage networks, networks that industry-based development tended to dissolve.

The Advent of Karna Now the feats of arm are ended, and the closing hour draws nigh, Music's voice is hushed in silence, and dispersing crowds pass by, Hark! Like welkin-shaking thunder wakes a deep and deadly sound, Clank and din of warlike weapons burst upon the tented ground! Are the solid mountains splitting, is it bursting of the earth, Is it tempest's pealing accent whence the lightning takes its birth? Thoughts like these alarm the people for the sound is dread and high, To the gate of the arena turns the crowd with anxious eye! Gathered round preceptor Drona, Pandu's sons in armour bright, Like the five-starred constellation round the radiant Queen of Night, Gathered round the proud Duryodhan, dreaded for his exploits done, All his brave and warlike brothers and preceptor Drona's son, So the gods encircled Indra, thunder-wielding, fierce and bold, When he scattered Danu's children in the misty days of old! Pale, before the unknown warrior, gathered nations part in twain, Conqueror of hostile cities, lofty Karna treads the plain! In his golden mail accoutred and his rings of yellow gold, Like a moving cliff in stature, arméd comes the chieftain bold! Pritha, yet unwedded, bore him, peerless archer on the earth, Portion of the solar radiance, for the Sun inspired his birth! Like a tusker in his fury, like a lion in his ire, Like the sun in noontide radiance, like the all-consuming fire! Lion-like in build and muscle, stately as a golden palm, Blessed with every very manly virtue, peerless warrior proud and calm! With his looks serene and lofty field of war the chief surveyed, Scarce to Kripa or to Drona honour and obeisance made! Still the panic-stricken people viewed him with unmoving gaze, Who may be this unknown warrior, questioned they in hushed amaze! Then in voice of pealing thunder spake fair Pritha's eldest son Unto Arjun, Pritha's youngest, each, alas! to each unknown! “All thy feats of weapons, Arjun, done with vain and needless boast, These and greater I accomplish—witness be this mighty host!” Thus spake proud and peerless Karna in his accents deep and loud, And as moved by sudden impulse leaped in joy the listening crowd! And a gleam of mighty transport glows in proud Duryodhan's heart, Flames of wrath and jealous anger from the eyes of Arjun start! Drona gave the word, and Karna, Pritha's war-beloving son, With his sword and with his arrows did the feats by Arjun done!

All Western liberal democracies recognise the importance of the principle of ‘fairness’, but Australia probably emphasises it more than most. Our belief in the ‘fair go’ has evolved to become part of our national culture, even though it is not entirely clear what this term means. In the mid-nineteenth century, a ‘fair go’ seems to have referred mainly to the importance of opening up opportunities so that everyone could compete. It was consistent with what today we think of as a meritocratic ideal. In the early decades of federation, however, governments increasingly pursued a national agenda intended to blur social divisions and build a strong sense of belonging and sameness, and the ‘fair go’ ideal in this period came to be identified with the political manipulation of distributional outcomes associated with an egalitarian ethic. This national interventionist strategy has, however, been in retreat for 30 years or more (although it remains relatively strong in the area of social policy), and survey evidence demonstrates that most Australians today have a much broader understanding of ‘fairness’ than mere egalitarianism. The ‘fair go’ today still recognises the ideal of equalising outcomes, but it also encompasses the competing ideals of meritocracy (reward for effort and talent) and fair exchange (the liberal principle of the right to private property provided it has been acquired in accordance with the rule of law). The egalitarian definition of fairness, which is taken for granted by the social policy intelligentsia as the only relevant definition, does not therefore do justice to what most Australians mean by a ‘fair go’ in the contemporary period. Indeed, if our social affairs intellectuals and pressure groups ever got their way, and taxes and welfare benefits were both raised even higher than they are at present in order to narrow what they call the ‘income gap’, the result would be the very opposite of what most Australians think a ‘fair go’ entails.

Harriet had lost count of the times she’d read a note Eben Pulsifer had sent her: “I so much enjoyed the time we spent together. You sparkled with brilliance, the best company I’ve had for months. As unlikely as it seems, I believe we can form a friendship.” She asked herself what she knew about him. They were the same age; he was divorced. Very ambitious, he wanted to be president of the university, but that was a second choice, after other avenues closed to him. It didn’t seem that he was so crude that he wanted her friendship to secure her vote. Did he actually like her? Did she like him? She called Pulsifer: “I’ve read your note. Thanks. It’s flattering. If we keep on seeing each other, either I’ll have to resign from the search committee – or you’ll have to stop dreaming of being president of the school.” “How about if I set you up for the job instead? ” Pulsifer asked. “Don’t think about it. That’s the poorest joke I’ve heard in months.” “Thank you,” Pulsifer said. “I needed to know what you think. Everyone wants what’s best. But not everyone sees all the problems. Russian missiles in Cuba, tests of nuclear weapons. Sensitive people are frightened, especially young ones. Why bother to do our best if the world is about to get blown up? Why don’t we worship idols? That might do some good. Or live for a good time?” “It sounds like you’re running for essayist-at-large,” Harriet said. Pulsifer’s voice deepened. “What happens if weapons fall into irresponsible hands? We need to develop a new kind of person – smart, flexible, sturdy – who can live with the fears that run through mass society and help others overcome them.” “How do you propose to build this new kind of person?” “I’m not sure yet,” Pulsifer admitted. “A president knows how to do things not just point to problems.” They talked on, hardly aware of undercurrents in their conversation. They’d had a brief romance as undergraduates, then went separate ways. Old feelings revived, potentially deeper, but new romance seemed unlikely, so different were they from one another. “What do you say to dinner tonight?” Pulsifer asked. “I was thinking about seeing Macbeth again.” “Let’s do both,” Pulsifer offered. Maybe he really does want a friend, Harriet thought. Like a sophomore all at sea.

The question: where to build such a dam? An initial survey selected a site in an area known as Boulder Canyon, south of Las Vegas. Twenty-five years later, at the outset of the Great Depression, the proposed dam became a possibility with congressional authorization of the “Boulder Canyon Project.” A more detailed analysis showed that Black Canyon, a few miles downstream from Boulder Canyon, had more stable bedrock to support the estimated 7 million tons of concrete that was to be the single largest structure in human history.

Hi, We’re VERY close to finishing our long-awaited Trading Manual. We have been working on this for more than four years, but we are finally going to wrap it up. We will be releasing it in early January. This course will be entirely focused on “Support and Resistance.” It will include two printed manuals, eight audio CDs, and one video tutorial DVD. It is going to be a complete brain dump of everything that we know about “SUPPORT and RESISTANCE.” We are going to cover all the ways that we use to generate our support and resistance zones, and we are going to show you exactly how we trade those zones. HOWEVER, we need your help. Before we finalize everything and send it off to the printer, we need to make sure we have covered everything. That is where you come in. Please take a few minutes to answer this super-short survey—there is really only one thing we want to ask you … What are your two top questions about Support and Resistance that we absolutely NEED to answer in our trading course?

created. These initial surveys were sent via email alone.

Even without an obvious example like push polling, bad surveys are found all over. Most often, they are the result of well-intentioned but untrained survey writers, hoping to gain some insight into their customers’ or employees’ opinions. Common weaknesses are: Leading questions. Survey questions should let the respondent answer without biasing them in a direction. For example, “How would you describe Napoleon’s height?” is better than “Was Napoleon short?” Loaded questions. Questions should not force respondents into an answer that isn’t true for them. For example,

Where did you take your certification exam?” doesn’t allow for the possibility that they didn’t take a certification exam. Multiple questions in one. Questions should only ask one thing. For example, “Are you notified of failures by your customers and the NOC?” doesn’t tell you which part of the question your respondent was answering for. Customers? the NOC? Both? Or if no, neither? Unclear language. Survey questions should use language that your respondents are familiar with, and should clarify and provide examples when necessary. A potential weakness of many survey questions used in business is that only a single question is used to collect data.

Research contributes a lot towards building stereotypes

Simple Fast Funnels may be the new kid on the block when it comes to a complete bumper to bumper CRM system, but it’s a force to be reckoned with! Business owners are switching over right and left and I’m going to outline 10 of the best features of Simple Fast Funnels so you can see what all the buzz is about! Funnel builder: Simple Fast Funnels has easy intuitive software so you can build your own landing pages, funnels, websites, sales pages etc. No developer needed, everything included and simple to use Email Software: Instead of paying hundreds or thousands per month to send emails, this software does it for you! You can have your entire email list automated or send emails on the fly, whatever fits the bill for you, they’ve got you covered and it’s so easy to track your email results so you can modify and make improvements as you go. Online Membership Area: Now, for no additional fees that lot’s of CRM software likes to charge, you can build glorious membership areas for your clients. You can control timing on video releases, give access for certain time periods upset packages… whatever your business looks like, if you can dream it, you can build it in the membership area. Survey and quiz generator: Ramp up your lead capture game to grow your customer list! One of the best ways to get leads is to get your customers talking about themselves. Not only do people love to take surveys and quizzes, but it can help you gather information about your clients to serve them better and grow your sales! SMS Marketing Software: If you’re not messaging your customers, you’re missing out, and if you are messaging your customers you’re probably over paying. Amazing automated intuitive SMS marketing can make your life much easier and allow you to reach your customers in more ways. Being where your customers are more present is always good for business. Simple Fast Funnels helps you get the cheapest SMS rates around and it automatically integrates into the system for your unified messages. Appointment booking: Another expensive thing you used to have to pay for and try to get to work properly with your website AND look decent is also built right in. Now, without leaving Simple Fast Funnels, you’re able to capture the lead, follow up with the lead all over the place, engage with them, build trust, book appointments, schedule calls and even send them automated text reminders. E com Purchases: Directly on your website, you’ll be able to take payments. No more invoices sent from other platforms, everything buttoned up nice and clean. Unified messaging: From now on, whether a client emails, texts, calls etc, it all shows up in one place at your end. This might not seem like a big deal, but it’s a HUGE pain to have to follow customers about and keep track of conversations. Now you see all your communication with customers in a neat little area. Blogs: Blogs these days can really help your marketing efforts across the board, and of course your blogs will be a perfect fit in your simple fast funnel account. Analytics: Data tracking when you’re dealing with features on various platforms is a nightmare. If you capture a lead on a Word press landing page, send it an email software like Keep, mail chimp or whatever, send them to a new website to schedule calls and another to make purchases… How could you possibly expect to get good customer data? Hosting all of your “business” in one location makes tracking flawless. The more customers you have the more data you need to be efficient. Cheers to making it easy. All that software and that’s just the top 10, guys there’s more. Simplefastfunnels.com also lets you have a 2 week free trial. Don’t take anyone word for anything. Go try it for yourself.

Of course, it wouldn't have been a 9 to 5 event without a survey, and this one was no exception. Among the questions posed were these: What do you have to say to today's activists and organizers? What do women need to do today to win rights and respect? Here's a sample of what we answered: Have fun. Be creative. Approach the problem as systemic, not individual. Collective action and solutions are key. Remember that the goal is power-building. Talk to your coworkers, be ready with workable solutions, then collectively bring issues to decision makers. Most importantly, don't accept no for an answer! Focus on lifting the floor, not just the ceiling. Decelerate. Do everything in the time it takes, not necessarily at the speed of light. Take care of each other. Never give up. Even your losses will help you win in the future. Remember the heroes who paved the way in the struggles that came before. Always remember sisterhood and solidarity, especially in the face of sexism, racism, and other forms of hatred. We are what we are. We all carry the ideas and experiences of those who came before. We will not have a just and sustainable economy until we eradicate the long-standing inequalities deeply woven into the fibers of our economy, in which some jobs are still undervalued based on the color of our skin or our gender. Remember there is strength in numbers. Find common ground. Challenge the bosses for a say over your job, your community, your country, your democracy. Reach out to another woman outside of your comfort zone - she's been waiting for you! Keep telling the 9 to 5 story.

They measured, surveyed, and allocated whatever land had not been distributed. They built roads, bridges, fences, livestock pounds, and public landings. They exported barrel staves and imported “salt and Barbados goods on reasonable terms.” They authorized the building of a warehouse whose owner would “supply the town of Lyme with salt and certain woods upon reasonable terms,” and they prohibited the cutting of timber on common land and the “transport of the same out of the town” because “all sorts of timber grow scarce among us.” They also managed the operation of the gristmill to keep it “in repair continually for to grind the town’s corn all winter and summer,” and they decided the length of the school year, authorizing two dame schools “for teaching young children and maids to read and whatever else they may be capable of learning, either knitting or sewing.” In 1685 they decided to erect “a pair of stocks & scaffold to answer the laws within a month at the meeting house.

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to produce. As John Adams wrote, “Property monopolized or in the Possession of a few is a Curse to Mankind. We should preserve not an Absolute Equality.—this is unnecessary, but preserve all from extreme Poverty, and all others from extravagant Riches.”1 Here are ten steps that I think might help put us more on the course intended by the Revolutionary generation, to help us move beyond where we are stuck and instead toward what we ought to be: 1. Don’t panic Did the founders anticipate a Donald Trump? I would say yes. As James Madison wrote in the most prominent of his contributions to the Federalist Papers, “Enlightened statesmen will not always be at the helm.”2 Just after Aaron Burr nearly became president, Jefferson wrote that “bad men will sometimes get in, & with such an immense patronage, may make great progress in corrupting the public mind & principles. This is a subject with which wisdom & patriotism should be occupied.”3 Fortunately the founders built a durable system, one that often in recent years has stymied Trump. He has tried to introduce a retrogressive personal form of rule, but repeatedly has run into a Constitution built instead to foster the rule of law.4 Over the last several years we have seen Madison’s checks and balances operate robustly. Madison designed a structure that could accommodate people acting unethically and venally. Again, our national political gridlock sometimes is not a bug but a feature. It shows our system is working. The key task is to do our best to make sure the machinery of the system works. This begins with ensuring that eligible citizens are able to vote. This ballot box is the basic building block of our system. We should appreciate how strong and flexible our Constitution is. It is all too easy, as one watches the follies and failings of humanity, to conclude that we live in a particularly wicked time. In a poll taken just as I was writing the first part of this book, the majority of Americans surveyed said they think they are living at the lowest point in American history.5 So it is instructive to be reminded that Jefferson held similar beliefs about his own era. He wrote that there were “three epochs in history signalized by the total extinction of national morality.” The first two were in ancient times, following the deaths of Alexander the Great and Julius Caesar, he thought, and the third was his own age.6 As an aside, Trump’s attacks on immigrants might raise a few eyebrows among the founders. Seven of the thirty-nine people who signed the Constitution were themselves born abroad, most notably Hamilton and James Wilson.7

I think the purpose of team-building is that it’s cooperative and everyone approaches it with an open mind and a good outlook, thereby keeping up morale,” he says meaningfully, dipping his chin and lifting his brows. “I suppose we could take turns picking said activity if that would help? I’d be happy to visit your coven, write up surveys, stand outside of Kindergarten classrooms with signs telling them that Santa’s a hoax and your mom decapitated your Elf on the Shelf … Throw M&M’s at them while they cry. You know, whatever it is that you like to do for fun.

The first Superfortress reached Tokyo just after midnight, dropping flares to mark the target area. Then came the onslaught. Hundreds of planes—massive winged mechanical beasts roaring over Tokyo, flying so low that the entire city pulsed with the booming of their engines. The US military’s worries about the city’s air defenses proved groundless: the Japanese were completely unprepared for an attacking force coming in at five thousand feet. The full attack lasted almost three hours; 1,665 tons of napalm were dropped. LeMay’s planners had worked out in advance that this many firebombs, dropped in such tight proximity, would create a firestorm—a conflagration of such intensity that it would create and sustain its own wind system. They were correct. Everything burned for sixteen square miles. Buildings burst into flame before the fire ever reached them. Mothers ran from the fire with their babies strapped to their backs only to discover—when they stopped to rest—that their babies were on fire. People jumped into the canals off the Sumida River, only to drown when the tide came in or when hundreds of others jumped on top of them. People tried to hang on to steel bridges until the metal grew too hot to the touch, and then they fell to their deaths. After the war, the US Strategic Bombing Survey concluded: “Probably more persons lost their lives by fire at Tokyo in a six-hour period than at any time in the history of man.” As many as 100,000 people died that night. The aircrews who flew that mission came back shaken. [According to historian] Conrad Crane: “They’re about five thousand feet, they are pretty low... They are low enough that the smell of burning flesh permeates the aircraft...They actually have to fumigate the aircraft when they land back in the Marianas, because the smell of burning flesh remains within the aircraft. (...) The historian Conrad Crane told me: I actually gave a presentation in Tokyo about the incendiary bombing of Tokyo to a Japanese audience, and at the end of the presentation, one of the senior Japanese historians there stood up and said, “In the end, we must thank you, Americans, for the firebombing and the atomic bombs.” That kind of took me aback. And then he explained: “We would have surrendered eventually anyway, but the impact of the massive firebombing campaign and the atomic bombs was that we surrendered in August.” In other words, this Japanese historian believed: no firebombs and no atomic bombs, and the Japanese don’t surrender. And if they don’t surrender, the Soviets invade, and then the Americans invade, and Japan gets carved up, just as Germany and the Korean peninsula eventually were. Crane added, The other thing that would have happened is that there would have been millions of Japanese who would have starved to death in the winter. Because what happens is that by surrendering in August, that givesMacArthur time to come in with his occupation forces and actually feedJapan...I mean, that’s one of MacArthur’s great successes: bringing in a massive amount of food to avoid starvation in the winter of 1945.He is referring to General Douglas MacArthur, the supreme commander for the Allied powers in the Pacific. He was the one who accepted theJapanese emperor’s surrender.Curtis LeMay’s approach brought everyone—Americans and Japanese—back to peace and prosperity as quickly as possible. In 1964, the Japanese government awarded LeMay the highest award their country could give a foreigner, the First-Class Order of Merit of the Grand Cordon of the Rising Sun, in appreciation for his help in rebuilding the Japanese Air Force. “Bygones are bygones,” the premier of Japan said at the time.

We measured product delivery lead time as the time it takes to go from code committed to code successfully running in production, and asked survey respondents to choose from one of the following options: less than one hour less than one day between one day and one week between one week and one month between one month and six months more than six months

An old-fashioned architect would tell people what to do. In the new, modern, decentralized organization, architects are surveying the landscape, spotting trends, helping connect people, and acting as a sounding board to help other teams get stuff done. They aren’t a unit of control in this world; they are yet another enabling function (often with a new name—I’ve seen terms like principal engineer used for people playing the role of what I would consider an architect).

The docs-as-ecosystem model starts with community feedback (A), captured through various channels such as public GitHub discussions, public surveys, forums, social media, and support requests. This feedback is then incorporated into the documentation codebase, which is managed through version control (B) to ensure that all changes are tracked and reviewed. The documentation codebase is then integrated continuously (C) through a continuous integration process, which helps catch errors and ensure that documentation updates are consistent with the rest of the codebase. The codebase is then used to generate static site documentation (D), the basis for the final generated documentation (E). The generated documentation is then published (F) to a production environment, where it’s accessible to the community. Finally, the community can review the results and provide updated feedback on the published documentation (H), which starts the cycle anew. Incorporating community feedback ensures documentation remains up-to-date and accurate, reflecting the needs and concerns of the community. Building stronger relationships between community and documentation creation processes lead to engaged and thriving communities.

In an experiment she conducted while still a graduate student, Cheryan commandeered space in Stanford’s Gates Computer Science Building, creating what she called a “stereotypical” classroom and a “non-stereotypical” classroom. The stereotypical classroom was filled with soda cans, books of science-fiction fantasy, and Star Trek and Star Wars posters. The non-stereotypical classroom featured accoutrements like nature posters, literary novels, and bottles of water. After spending time in each room, undergraduates were surveyed about how interested they were in computer science and how well they thought they would perform in that discipline. Following a few minutes in the stereotypical room, male students reported a high level of interest in pursuing computer science; female students indicated much less interest than their male counterparts. But after they spent time in the non-stereotypical room, women’s interest in computer science increased markedly—actually exceeding that of the men. Subsequent research by Cheryan has found that women exposed to a non-stereotypical classroom are more likely to predict that they will perform well in computer science courses, whereas men tend to predict that they will succeed regardless of which room they encounter. That’s important, says Cheryan, because “we know from past work in psychology that how well you expect to do in a certain environment can determine how you actually perform.

Based in Central London, Liverpool and Bristol, the practice advises on projects and sites throughout the country. The practice undertakes a range of building surveying services and is a recognized national specialist firm for advice relating to neighbor law, particularly rights of light, daylight and sunlight, party walls and boundary disputes. Advice is given to both developers and neighboring owners on a full range of projects from large town center developments and city center tower schemes to individual domestic properties.

One of my mastermind members, Travis Killian, once told me about how he gets products to stand out in a busy, loud marketplace. His answer was simple: “We listen to people. We execute so many split tests, it’s insane. We’ll mock up the product and ask people, Which do you like better? This one or this other one from our competitor? We do that for all the top competitors in the market, all the ones we think have the best products in the niche.” Split testing requires nothing more than asking people which one of two things they like better. That’s it. Show someone two items, and ask for his or her preference. It’s one of those rare things that happens to be simple, easy, and effective. “I remember one time, when we were just starting out,” Travis told me, “we paid one of our friends to go to the mall in Austin, show pictures of our products versus our competitor’s products, and collect survey answers on which one they preferred.” If it sounds like a ton of time and money to pay someone to do inperson surveys and split testing, Travis says that’s not even essential. “When we started out, that’s what we did. Now, we use services online to run constant split tests of our products against our competitors’ products. The most important thing is to get the feedback on why survey respondents have a preference. Why do they like the other guy’s product over mine? That’s the data we really want to collect. We spend our time analyzing that data and applying it to the products—deciding first if the feedback is something we can, and want, to address, and then making changes from there.

Surveying London is a multi-disciplinary Survey Company offering a full range of Land, Underground Utility & Engineering Services to a variety of Sectors throughout the UK. Our Services include Underground Utility Detection & Mapping, CCTV Surveys, 3D Laser Scanning, Topographical Surveys, Measured Building Surveys, Setting Out, Structural & Environmental Monitoring Solutions.

When Selina Tobaccowala joined SurveyMonkey in 2009, she had to build up the company’s data infrastructure quickly.

Based in Bristol, CSW Surveys ltd operate nationwide offering survey services ranging from topographical, utility and measured building surveys. CSW Surveys are committed in the delivery of quality workmanship this is transferred throughout all the survey services we provide. Are intensive QA procedures give the client assurance that what they receive from us is a reliable, accurate and detailed plan to meet the jobs requirements. All our competent staff at CSW surveys have a wealth of knowledge and understand the importance of the information we provided and how it is to be delivered.

Leaving aside the impossibility of funding all this activity from the public purse, the main problem with these programs was the dearth of construction plans to absorb even a fraction of the phantom billions—there were almost no surveys, no feasibility studies, no blueprints, and no prospect for drafting

At Castle Surveys Ltd, we understand the importance of accurate and reliable surveying data. We are dedicated to providing the highest quality service in everything we do, from Google/Bing Topographic Land Surveys to Measured Building Surveys, Sac to BIM, 3D Laser Scanning, Underground Utility Surveys, Site Engineering & Setting out, CCTV Drainage Surveys, AVR’s, Drone Surveys, and much more.

The revolution is about relationships. Whether it is betrayal by seduction, terror, power, intimacy, or spirit, exploitation is simply no longer acceptable. We’ve surveyed centuries of damage, and we know better. We need to move toward a culture of mutuality and respect. We can build our relationships on the basis of our competencies, needs, and care. Men and women need to share power and privilege. All of us must commit to the nurturing of children.

If you ignore the part-time or self-published component of the survey, and look only at full-time, traditionally published authors, incomes look a little better – though at $20,300 annually, you are going to need a trust fund, a rich partner or a sideline in computer fraud to make ends meet. The same basic picture applies in the UK and elsewhere.

Manetti claims he was surveying the antiquities of Rome, measuring their heights and proportions. He fails to record what method Filippo used, but he could have determined the height of columns or buildings with an upright rod. This method would have been familiar to him from Leonardo Fibonacci’s Practica geometriae (1220), a work that was studied in the schools of Florence. Or he could have employed a quadrant or, even more simply, a mirror, whose use for mensuration Fibonacci likewise describes.

As Hamas’s rocket stockpiles dwindled, it reduced the number of rockets launched nightly but increased the range to Tel Aviv and beyond. Several of my conversations with Obama were interrupted by sirens. “Sorry, Barack,” I’d say. “I’m afraid we’ll have to resume our conversation in a few minutes.” With the rest of the staff I had forty-five seconds to go into underground shelters, returning after getting the all-clear sign. These live interruptions strengthened my argument for taking increasingly powerful actions against Hamas. And so we did. The IAF destroyed more and more enemy targets. Hamas panicked and became careless. Our intelligence identified the locations of their commanders. We targeted them and delivered painful blows to their hierarchy. Hamas then shifted their command posts to high-rises, believing they would be immune to our strikes. Using a technique called “knock on roof,” the air force fired nonlethal warning shots on the roofs of the buildings. Along with phone calls to the building occupants, these warnings enabled them to leave the premises unharmed. The IDF flattened several high-rise buildings with no civilian casualties. The sight of these collapsing towers sent Hamas a powerful message of demoralization and fear. This was literally “you can climb but you can’t hide.” Desperation was seeping through Hamas ranks. Arguments began to flare between Mashal in Qatar and the ground command in Gaza, which was suffering the brunt of our attacks. Eventually they caved. In the talks with Egypt they rescinded all their demands and agreed to an unconditional cease-fire that went into effect on August 26, 2014. After fifty days, Protective Edge was over. Sixty-seven IDF soldiers, five Israeli civilians, including one child, and a Thai civilian working in Israel lost their lives in the war. There were 4,564 rockets and mortars fired at Israel from Gaza, nearly all from civilian neighborhoods. The Iron Dome system intercepted 86 percent of them.4 The IDF killed 2,125 Gazans,5 roughly two-thirds of whom were members of Hamas, Palestinian Islamic Jihad and other Palestinian terrorist groups. A third were civilians who were often used by the terrorists as human shields. Colonel Richard Kemp, the commander of British forces in Afghanistan, said that “the IDF took measures to limit civilian casualties never taken by any Western army in similar situations.” At least twenty-three Palestinian civilians were executed by Hamas over false accusations of colluding with Israel. In reality many had simply criticized the devastation of Gaza brought about by Hamas’s aggression against Israel.6 Hamas leaders emerged from their bunkers. Surveying the rubble, they predictably declared victory. This is what all dictatorships do. They are not accountable to the facts or to their people. Less predictably, Palestinian Authority chairman Mahmoud Abbas admitted that Hamas was severely weakened and achieved none of its demands.7 With the

We measured transformational leadership using survey questions adapted from Rafferty and Griffin (2004):1 My leader or manager: (Vision) ​–​Has a clear understanding of where we are going. ​–​Has a clear sense of where he/she wants our team to be in five years. ​–​Has a clear idea of where the organization is going. (Inspirational communication) ​–​Says things that make employees proud to be a part of this organization. ​–​Says positive things about the work unit. ​–​Encourages people to see changing environments as situations full of opportunities. (Intellectual stimulation) ​–​Challenges me to think about old problems in new ways. ​–​Has ideas that have forced me to rethink some things that I have never questioned before. ​–​Has challenged me to rethink some of my basic assumptions about my work. (Supportive leadership) ​–​Considers my personal feelings before acting. ​–​Behaves in a manner which is thoughtful of my personal needs. ​–​Sees that the interests of employees are given due consideration. (Personal recognition) ​–​Commends me when I do a better than average job. ​–​Acknowledges improvement in my quality of work. ​–​Personally compliments me when I do outstanding work.

the federal government pondered the river’s greater virtues. Davis’s railroad survey had whetted the War Department’s thirst for geographic knowledge. The task of achieving the next great leap in understanding was assigned to a young officer of the Army Corps of Topographical Engineers bearing the evocative name of Joseph Christmas Ives.

Attached to the survey was William Phipps Blake, a young geologist from a prominent Eastern family. Blake’s party failed to discern a suitable railroad route, but he did stumble upon a remarkable geologic feature in the trackless desert.

Here’s the trick to significantly improving your SaaS email marketing skills—you have to become a student of it. This means you should: Start collecting great email copy, CTAs, and designs. Understand the objective behind each and every email that businesses send. Try to understand the rationale behind copy, link, and design decisions. There are great websites like Really Good Emails11, Good Email Copy12, and Good Sales Emails.com13 that you can use for your research. These sites categorize email copy and designs by types. As well as this, you should sign up to receive emails from some of the leading SaaS brands. Those include, among others: Drift MailChimp Pipedrive Shopify SurveyMonkey Trello Wistia Zapier You should also sign up to competing products and mailing lists from companies in your sector. I personally signed up to thousands of products and newsletters. It’s great for benchmarking and research. At the time of writing, I’ve already passively collected more than 60,000 emails. Obviously, don’t sign up to your competitors’ products with a business email address! I have a special email address I use for this. This account allows me to get data, understand what other organizations are doing, and find good copy ideas. For example, here’s what a search for ‘Typeform’ gives me: Figure 18.1 – Inbox Inspiration It’s not uncommon for me to sign up several times to the same product or newsletter. This allows me to see what they have learned and to track the evolution of their email marketing program. At LANDR, we created a shared document to keep track of subject lines, offers, and copy we wanted to test. Our copywriter was even going through his junk mail folder to find ideas and inspiration. There are tests we ran that were inspired by copy found in his spam folder. Some of them turned out to be really successful too—so keep your eyes open for inspiration. You can use Evernote, Paper, or any other platform to collaborate on idea generation. Alternatively, you can subscribe to paid services like Mailcharts14 or Mailody15. These services will help you track and understand your competitors’ email programs. Build processes to find and access copy and design ideas. It will help you create better emails, faster. In the next chapter we’ll get started creating our first email sequences.

Heffernan’s research was based in the rural area of Union Parish in Louisiana, where a booming poultry industry was expanding in the 1960s. Vertically integrated poultry production was still a radical concept back then, and Heffernan wanted to study it. So he undertook an effort that no one else seems to have duplicated. He went door to door, made phone calls, and drove hundreds of miles between farms. He surveyed farmers and documented their income and their debt. Crucially, he followed up with farmers in Union Parish every ten years until the turn of the century, building a dataset that was forty years deep. But Heffernan did something more than ask about money. He did something most agricultural economists never thought of doing: He asked the farmers how they felt. He asked them, decade after decade, how much they trusted the companies they worked for and how well they were treated. In doing this, Heffernan assembled a picture that most economists missed. He tracked the relationship between the powerful and the powerless.

It is also inapplicable to many decisions on big projects because they are so difficult or expensive to reverse that they are effectively irreversible: You can’t build the Pentagon, then knock it down and build it elsewhere after you discover that it ruins the view. When this bias for action is generalized into the culture of an organization, the reversibility caveat is usually lost. What’s left is a slogan—“Just do it!”—that is seemingly applicable in all situations. “When we surveyed participants in our executive education classes, we found that managers feel more productive executing tasks than planning them,” observed business professors Francesca Gino and Bradley Staats. “Especially when under time pressure, they perceive planning to be wasted effort.

The first skill that My builders develop is the skill of surveying. They must know the land because I designed the land for My people. When you build with My wisdom, what you build will fit perfectly with the land.

The ‘major terms’ which are used in mathematical syllogisms may be nothing else, but tautologies. (...) Likewise the axioms. Mathematical theorems then are constructions within the large building, of which the parts that are remotely separated, cannot be surveyed at once intuitively. They serve as self-constructed road signs within that building. (...) Now the axioms can either or not be complete, i.e. it can either or not be the case that other constructions are possible, satisfying the same axioms. The latter is the case [i.e. no other construction possible] if the construction was completely governed by the axioms. (...) I sometimes can observe that it [i.e. the axioms system] is not complete, because I can point to another building, clearly different from the given one (...) and still satisfying the axioms.

In our own fevered, changing, and precarious age, where all is in flux and nothing is accepted, we must survey with respect a period when, with only three hundred thousand soldiers, widespread peace in the entire known world was maintained from generation to generation, and when the first pristine impulse of Christianity lifted men’s souls to the contemplation of new and larger harmonies beyond the ordered world around them. The gift which Roman civilisation had to bestow was civic and political. Towns were planned in chessboard squares for communities dwelling under orderly government. The buildings rose in accordance with the pattern standardised throughout the Roman world. Each was complete with its forum, temples, courts of justice, gaols, baths, markets, and main drains. During the first century the builders evidently took a sanguine view of the resources and future of

Blackacre Chartered Surveyors & Valuers are regulated by the Royal Institution of Chartered Surveyors, providing Commercial and Residential consultancy. Our practice is split into two core departments; Building Surveying including Neighbourly Matters and Building Projects; and Valuations including Landlord & Tenant services, and Tax Valuations.

Blackacre Chartered Surveyors & Valuers are regulated by the Royal Institution of Chartered Surveyors, providing Commercial and Residential consultancy. Our practice is split into two core departments; Building Surveying including Neighbourly Matters and Building Projects; and Valuations including Landlord & Tenant services, and Tax Valuations.

In a series of experiments involving hundreds of subjects, Princeton psychologist Diana Tamir and three colleagues examined how people's recording of their experiences, through online comments or digital photographs, influenced memory formation in three different scenarios: watching a lecture on a computer, taking a self-guided tour of a historic building alone, and taking the same tour in the company of another person. "Media use impaired memory for both computer-based and real-world experiences, in both solo and social contexts," the researchers reported in the Journal of Experimental Psychology. "Creating a hard copy of an experience through media leaves only a diminished copy in our own heads." With social media allowing and encouraging us to upload accounts of pretty much everything we do, this effect is now widespread. A 2017 Frontiers in Psychology survey of peer-reviewed research on how smartphones affect memory concluded that "when we turn to these devices, we generally learn and remember less from our experiences.

general sentiment may be true: buying things is not where you should turn for contentment. But at its core, the statement is false. It’s meant to keep you powerless, unpaid, overworked, and financially unstable. Anxiety regarding money-related issues has been at or near the top of the American Psychological Association’s Stress in America survey every year since it began in 2007.

At Castle Surveys Ltd, we understand the importance of accurate and reliable surveying data. We are dedicated to providing the highest quality service in everything we do, from Google/Bing Topographic Land Surveys to Measured Building Surveys.

There are many ways to ask customers why they churn. At Drip, any customer that canceled their account received an automated email within ten minutes of canceling. It said, “Hello, I’m one of the founders of Drip, and I’d love to hear why you decided to cancel your account.” We got a wide range of responses. Some people would tell us they were shutting their business down—which isn’t something we could fix. Others would say they switched to a cheaper tool because they didn’t need our more powerful product. Others switched to a competitor because they needed a feature we didn’t have. The key to getting useful data points out of an exit survey is to keep it short and direct, create a connection (“I’m the founder, and your feedback would help me build a better product!”), and ask for a reply—even if it’s just four or five words. This can give you a glimpse into what potential customers want, which helps guide product decisions. More often than not, you can get a quick win with churn using tactics like an email welcome sequence and in-app onboarding tools to make sure new users see value early. However, pushing churn below 2% or 3% is a long road that unfolds slowly as you refine your marketing and sales language, learn more about your ideal customer, and add more features those customers love (we covered that in the Market chapter).

So designing spreadable value units is a crucial step toward virality. A spreadable value unit may be one that helps to start an interaction on an external network, the way Instagram photos create conversations on Facebook among users intrigued by the images they’ve seen. Or it may create the opportunity to complete an incomplete interaction, the way an unanswered question on Quora demands social feedback in the form of an answer, or a fresh survey on Survey-Monkey invites responses. Making it easy for users to create and disseminate spreadable value units helps you build a platform that has high growth as well as high engagement.

The language of medicine, with its priorities of safety and survival, was taking over, again. Wilson pointed out angrily that even children are permitted to take more risks than the elderly. They at least get to have swings and jungle gyms. A survey of fifteen hundred assisting living facilities published in 2003 found that only 11 percent offered both privacy and sufficient services to allow frail people to remain in residence. The idea of assisted living as an alternative to nursing homes had all but died. Even the board of Wilson’s own company—having noted how many other companies were taking a less difficult and less costly direction—began questioning her standards and philosophy. She wanted to build smaller buildings,

Thinking Critically The notion that knowing how to think critically is a prerequisite for effective red teaming might seem obvious. But it also poses a challenge at a time when almost 40 percent of college seniors are “unable to distinguish the quality of evidence in building an argument or express the appropriate level of conviction in their conclusion,” according to the results of a nationwide survey released in 2015 by the Council for Aid to Education. Companies already know this. That same year, the American Association of Colleges and Universities released the results of a survey that found nine out of ten employers “judge recent college graduates as poorly prepared for the workforce in such areas as critical thinking, communication and problem solving.

In the past year, a book and a study were published that gave me insight into finding a better way. The study was “Anatomy of the Referral” by Julie Littlechild.5 In her survey of clients of financial advisors, she discovered that practically everyone who answered the question indicated that they were responding to the need of a friend. And, essentially, no one reported that it was because their advisor asked for it. This proved to me that asking is not the natural way referrals happen. The book was The Referral Engine, by John Jantsch.6 In it, Jantsch lays out how referrals happen, why we refer, and a host of ideas on how to stimulate referrals. With these ideas in hand, I did a lot more research on strategies that proved effective in attracting referrals. I incorporated these ideas into my work with financial advisors. The book you are holding is the product of what I have learned and what I have helped advisors to put into action. In her studies “The Economics of Loyalty” and “Anatomy of the Referral,” Julie Littlechild demonstrates that receiving referrals from clients has little statistical relationship to how or how often clients are asked. There is simply no clear straight line between asking clients for referrals the way we have been traditionally trained to do it and the best referrals you actually receive. In her survey of more than 1,000 clients who use financial advisors, one of the questions Littlechild asked was, “What were the circumstances of the last referral you gave to your advisor?

In the past year, a book and a study were published that gave me insight into finding a better way. The study was “Anatomy of the Referral” by Julie Littlechild.5 In her survey of clients of financial advisors, she discovered that practically everyone who answered the question indicated that they were responding to the need of a friend. And, essentially, no one reported that it was because their advisor asked for it. This proved to me that asking is not the natural way referrals happen. The book was The Referral Engine, by John Jantsch.6 In it, Jantsch lays out how referrals happen, why we refer, and a host of ideas on how to stimulate referrals. With these ideas in hand, I did a lot more research on strategies that proved effective in attracting referrals. I incorporated these ideas into my work with financial advisors. The book you are holding is the product of what I have learned and what I have helped advisors to put into action. In her studies “The Economics of Loyalty” and “Anatomy of the Referral,” Julie Littlechild demonstrates that receiving referrals from clients has little statistical relationship to how or how often clients are asked. There is simply no clear straight line between asking clients for referrals the way we have been traditionally trained to do it and the best referrals you actually receive.

In her survey of more than 1,000 clients who use financial advisors, one of the questions Littlechild asked was, “What were the circumstances of the last referral you gave to your advisor?” Half of the people said that they were asked specifically by a friend to recommend a financial advisor. Over half the people communicated some financial need for which the person knew his financial advisor had a solution. And how many people said that the circumstance of their last referral was that the advisor asked for it? Two percent, which is statistically equivalent to zero. Essentially no one gave a referral because the advisor asked for it. They gave a referral because their friend expressed a need, and they wanted to help (Figure 1.1). Most referral programs reflect a hunter mentality. We must go out and stalk and capture the referral. How do you suppose the prey feels in this relationship?

Fundamentals of Esperanto The grammatical rules of this language can be learned in one sitting. Nouns have no gender & end in -o; the plural terminates in -oj & the accusative, -on Amiko, friend; amikoj, friends; amikon & amikojn, accusative friend & friends. Ma amiko is my friend. A new book appears in Esperanto every week. Radio stations in Europe, the United States, China, Russia & Brazil broadcast in Esperanto, as does Vatican Radio. In 1959, UNESCO declared the International Federation of Esperanto Speakers to be in accord with its mission & granted this body consultative status. The youth branch of the International Federation of Esperanto Speakers, UTA, has offices in 80 different countries & organizes social events where young people curious about the movement may dance to recordings by Esperanto artists, enjoy complimentary soft drinks & take home Esperanto versions of major literary works including the Old Testament & A Midsummer Night’s Dream. William Shatner’s first feature-length vehicle was a horror film shot entirely in Esperanto. Esperanto is among the languages currently sailing into deep space on board the Voyager spacecraft. - Esperanto is an artificial language constructed in 1887 by L. L. Zamenhof, a polish oculist. following a somewhat difficult period in my life. It was twilight & snowing on the railway platform just outside Warsaw where I had missed my connection. A man in a crumpled track suit & dark glasses pushed a cart piled high with ripped & weathered volumes— sex manuals, detective stories, yellowing musical scores & outdated physics textbooks, old copies of Life, new smut, an atlas translated, a grammar, The Mirror, Soviet-bloc comics, a guide to the rivers & mountains, thesauri, inscrutable musical scores & mimeographed physics books, defective stories, obsolete sex manuals— one of which caught my notice (Dr. Esperanto since I had time, I traded my used Leaves of Grass for a copy. I’m afraid I will never be lonely enough. There’s a man from Quebec in my head, a friend to the purple martins. Purple martins are the Cadillac of swallows. All purple martins are dying or dead. Brainscans of grown purple martins suggest these creatures feel the same levels of doubt & bliss as an eight-year-old girl in captivity. While driving home from the brewery one night this man from Quebec heard a radio program about purple martins & the next day he set out to build them a house in his own back yard. I’ve never built anything, let alone a house, not to mention a home for somebody else. Never put in aluminum floors to smooth over the waiting. Never piped sugar water through colored tubes to each empty nest lined with newspaper shredded with strong, tired hands. Never dismantled the entire affair & put it back together again. Still no swallows. I never installed the big light that stays on through the night to keep owls away. Never installed lesser lights, never rested on Sunday with a beer on the deck surveying what I had done & what yet remained to be done, listening to Styx while the neighbor kids ran through my sprinklers. I have never collapsed in abandon. Never prayed. But enough about the purple martins. Every line of the work is a first & a last line & this is the spring of its action. Of course, there’s a journey & inside that journey, an implicit voyage through the underworld. There’s a bridge made of boats; a carp stuffed with flowers; a comic dispute among sweetmeat vendors; a digression on shadows; That’s how we finally learn who the hero was all along. Weary & old, he sits on a rock & watches his friends fly by one by one out of the song, then turns back to the journey they all began long ago, keeping the river to his right.