Business Simulation Quotes

Capital demands that we always look busy, even if there's no work to do. If neoliberalism's magical voluntarism is to be believed, there are always opportunities to be chased or created; any time not spent hustling and hassling is time wasted. The whole city is forced into a gigantic simulation of activity, a fanaticism of productivism in which nothing much is actually produced, an economy made out of hot air and bland delirium.

He reaches for a few strands of my hair, twining them around his finger. “You busy later?” “I was supposed to go to a meet-and-greet in Fairport with Mom, but I told her I needed to study for SATs.” “She believed this? It’s summer, Sam.” “Nan’s got me signed up for this crazy prep simulation. And . . . I might have told Mom when she was a little distracted.” “But not intentionally, of course.” “Of course not,” I say. “So if I were to come see you after eight, you’d be studying.” “Absolutely. But I might want a . . . study buddy. Because I might be grappling with some really tough problems.” “Grappling, huh?” “Tussling with,” I say. “Wrestling. Handling.” “Gotcha. Sounds like I should bring protective gear to study with you.” Jase grins at me. “You’re pretty tough. You’ll be fine.

The jury, having swallowed at one nauseating gulp the business of viewing the body, had settled into their places with that air of conscious importance and simulated modesty which belongs to those initiated into a mystery.

Motivation is an emotion—NOT a logical, rational activity. Just because your forebrain thinks you should be motivated to do something does not mean you’ll automatically become motivated to do that thing. (If only it were that easy, right?) Very often, Mental Simulations, Patterns, Conflicts, and Interpretations hidden in the midbrain can get in the way of making progress toward what we want to accomplish. As long as there are “move away from” signals being sent, you’ll have a hard time feeling motivated to move toward what you want.

The Winkles were in the business of manufacturing sensations for people who were so removed from any sensations of their own making or circumstances that only high (but simulated) adventure could provoke response from them at all. Dr. Larch was not impressed with the Winkles' "business"; he knew they were simply rich people who did exactly what they wanted to do and needed to call what they did something more serious-sounding than play. What impressed Larch with the Winkles was that they were deliriously happy.

Each segment of the worm is directly reproduced as a whole worm, just as each cell of the American CEO can produce a new CEO.

Mental Simulation, our minds are designed to automatically imagine the consequences of our actions. You can use this natural tendency to your advantage by helping your prospects imagine the positive experiences they’ll have.

Any business that wanted to set up shop inside the OASIS had to rent or purchase virtual real estate (which Morrow dubbed “surreal estate”) from GSS. Anticipating this, the company had set aside Sector One as the simulation’s designated business zone and began to sell and rent millions of blocks of surreal estate there. City-sized shopping malls were erected in the blink of an eye, and storefronts spread across planets like time-lapse footage of mold devouring an orange. Urban development had never been so easy.

Because the purpose of an interview should be to best simulate a situation that will give evaluators the most accurate view of how a candidate really behaves, it seems to me that getting them out of the office and doing something slightly more natural and unconventional would be a better idea. Heck, even taking a walk or going shopping is better than sitting behind a desk. The key is to do something that provides evaluators with a real sense of whether the person is going to thrive in the culture of the organization and whether other people are going to enjoy working with him or her.

It is the Left that secrets and desperately reproduces power, because it wants power, and therefore the Left believes in it and revives it precisely where the system puts an end to it. The system puts an end one by one to all its axioms, to all its institutions, and realizes one by one all the objectives of all the historical and revolutionary Left that sees itself constrained to revive the wheels of capital in order to lay siege to them one day: from private property to small business, from the army to national grandeur, from puritan morality to petit bourgeois culture, justice at the university—everything that is disappearing, that the system, in its atrocity, certainly, but also in its irreversible impulse, has liquidated, must be conserved.

Recommended Reading The Definitive Guide to Getting Your Budget Approved by Johannes Ritter and Frank Röttgers provides a systematic guide for creating a financial business case. The book includes examples as well as the methods for using Monte Carlo simulation and sensitivity analysis to create the business case. The methods described in the book can also be used for quantifying risks and project costs. Mary and Tom Poppendieck in their book Lean Software Development: describe the lean principles and the types of waste in software projects.

He handed me something done up in paper. 'Your mask,' he said. 'Don't put it on until we get past the city-limits.' It was a frightening-looking thing when I did so. It was not a mask but a hood for the entire head, canvas and cardboard, chalk-white to simulate a skull, with deep black hollows for the eyes and grinning teeth for the mouth. The private highway, as we neared the house, was lined on both sides with parked cars. I counted fifteen of them as we bashed by; and there must have been as many more ahead, in the other direction. We drew up and he and I got out. I glanced in cautiously over my shoulder at the driver as we went by, to see if I could see his face, but he too had donned one of the death-masks. 'Never do that,' the Messenger warned me in a low voice. 'Never try to penetrate any other member's disguise.' The house was as silent and lifeless as the last time - on the outside. Within it was a horrid, crawling charnel-house alive with skull-headed figures, their bodies encased in business-suits, tuxedos, and evening dresses. The lights were all dyed a ghastly green or ghostly blue, by means of colored tissue-paper sheathed around them. A group of masked musicians kept playing the Funeral March over and over, with brief pauses in between. A coffin stood in the center of the main living-room. I was drenched with sweat under my own mask and sick almost to death, even this early in the game. At last the Book-keeper, unmasked, appeared in their midst. Behind him came the Messenger. The dead-head guests all applauded enthusiastically and gathered around them in a ring. Those in other rooms came in. The musicians stopped the Death Match. The Book-keeper bowed, smiled graciously. 'Good evening, fellow corpses,' was his chill greeting. 'We are gathered together to witness the induction of our newest member.' There was an electric tension. 'Brother Bud!' His voice rang out like a clarion in the silence. 'Step forward.' ("Graves For Living")

So you saved the Bureau,” Cara says, turning to me. “You seem to get involved in a lot of conflict. I suppose we should all be grateful that you are steady in a crisis.” “I didn’t save the Bureau. I have no interest in saving the Bureau,” I retort. “I kept a weapon out of some dangerous hands, that’s all.” I wait a beat. “Did you just compliment me?” “I am capable of recognizing another person’s strengths,” Cara replies, and she smiles. “Additionally, I think our issues are now resolved, both on a logical and an emotional level.” She clears her throat a little, and I wonder if it’s finally acknowledging that she has emotions that makes her uncomfortable, or something else. “It sounds like you know something about the Bureau that has made you angry. I wonder if you could tell me what it is.” Christina rests her head on the edge of Uriah’s mattress, her slender body collapsing sideways. I say wryly, “I wonder. We may never know.” “Hmm.” The crease between Cara’s eyebrows appears when she frowns, making her look so much like Will that I have to look away. “Maybe I should say please.” “Fine. You know Jeanine’s simulation serum? Well, it wasn’t hers.” I sigh. “Come on. I’ll show you. It’ll be easier that way.” It would be just as easy to tell her what I saw in that old storage room, nestled deep in the Bureau laboratories. But the truth is, I just want to keep myself busy, so I don’t think about Uriah. Or Tobias.

55. The Risk: Reward Ratio In mountaineering, climbers become very familiar with the ‘risk: reward ratio’. There are always crunch times on a mountain when you have to weigh up the odds for success against the risks of cold, bad weather or avalanche. But in essence the choice is simple - you cannot reach the big summits if you do not accept the big risks. If you risk nothing, you gain nothing. The great climbers know that great summits don’t come easy - they require huge, concerted, continuous effort. But mountains reward real effort. So does life and business. Everything that is worthwhile requires risk and effort. If it was easy, then everyone would succeed. Having a big goal is the easy bit. The part that separates the many from the few is how willing you are to go through the pain. How able you are to hold on and to keep going when it is tough? The French Foreign Legion, with whom I once did simulated basic training in the deserts of North Africa, describe what it takes to earn the coveted cap, the képi blanc cap: ‘A thousand barrels of sweat.’ That is a lot of sweat! Trust me. But ask any Legionnaire if it was worth it and I can tell you their answer. Every time. Because the pain and the discomfort, the blisters and the aching muscles, don’t last for ever. But the pride in an achievement reached or dream attained will be with you for the rest of your days. The greater the effort, the better the reward. So learn to embrace hard work and great effort and risk. Without them, there can be no meaningful achievement.

The cessation of art is something that can only be accomplished when art disappears into its own excess. And that occasion, according to Baudrillard, has already happened. In fact, "art" disappeared a while back (When? Sometimes in the 70's, probably, when information technologies were electrified and became the dominant way in which Western cultures mediated its self-expressions), and its sublimations into the everyday order of simulation was overlooked. Too busy watching reruns of I dream of Jeannie or betwitched I suppose. What is called "art" now is itself a continuous rerun, a rerun of the image of its own disappearance. But said another way, which I'm sure some would rather it be said (though it makes no difference) art is everywhere one and the same with the image of the everyday, if not actually, then potentially. Under these circumstances, because art and the reality that is supposed to set off aesthetic properties have lost their operational difference, unmusic is everywhere Music is not. However, according to the logic of simulation, Music is everywhere so unmusic is nowhere. Yet being everywhere is the same as being nowhere, therefore Music is nowhere, which makes unmusic everywhere. But this is hyperreality and hyperreality trucks no difference between the real and the unreal (artifice), the musical and the unmusical. Thus unmusic eschews Adorno's dialectical impasse to the extent that it is total nonsense, a byproduct of the hyperreal that supervenes a discourse of contradictions and paradoxes where everything is coming up signs.

In the absence of expert [senior military] advice, we have seen each successive administration fail in the business of strategy - yielding a United States twice as rich as the Soviet Union but much less strong. Only the manner of the failure has changed. In the 1960s, under Robert S. McNamara, we witnessed the wholesale substitution of civilian mathematical analysis for military expertise. The new breed of the "systems analysts" introduced new standards of intellectual discipline and greatly improved bookkeeping methods, but also a trained incapacity to understand the most important aspects of military power, which happens to be nonmeasurable. Because morale is nonmeasurable it was ignored, in large and small ways, with disastrous effects. We have seen how the pursuit of business-type efficiency in the placement of each soldier destroys the cohesion that makes fighting units effective; we may recall how the Pueblo was left virtually disarmed when it encountered the North Koreans (strong armament was judged as not "cost effective" for ships of that kind). Because tactics, the operational art of war, and strategy itself are not reducible to precise numbers, money was allocated to forces and single weapons according to "firepower" scores, computer simulations, and mathematical studies - all of which maximize efficiency - but often at the expense of combat effectiveness. An even greater defect of the McNamara approach to military decisions was its businesslike "linear" logic, which is right for commerce or engineering but almost always fails in the realm of strategy. Because its essence is the clash of antagonistic and outmaneuvering wills, strategy usually proceeds by paradox rather than conventional "linear" logic. That much is clear even from the most shopworn of Latin tags: si vis pacem, para bellum (if you want peace, prepare for war), whose business equivalent would be orders of "if you want sales, add to your purchasing staff," or some other, equally absurd advice. Where paradox rules, straightforward linear logic is self-defeating, sometimes quite literally. Let a general choose the best path for his advance, the shortest and best-roaded, and it then becomes the worst path of all paths, because the enemy will await him there in greatest strength... Linear logic is all very well in commerce and engineering, where there is lively opposition, to be sure, but no open-ended scope for maneuver; a competitor beaten in the marketplace will not bomb our factory instead, and the river duly bridged will not deliberately carve out a new course. But such reactions are merely normal in strategy. Military men are not trained in paradoxical thinking, but they do no have to be. Unlike the business-school expert, who searches for optimal solutions in the abstract and then presents them will all the authority of charts and computer printouts, even the most ordinary military mind can recall the existence of a maneuvering antagonists now and then, and will therefore seek robust solutions rather than "best" solutions - those, in other words, which are not optimal but can remain adequate even when the enemy reacts to outmaneuver the first approach.

After I left Uriah’s side last night, I wandered the compound without any sense of direction. I should have been thinking of my friend, teetering between this world and whatever comes next, but instead I thought of what I said to Tobias. And how I felt when I looked at him, like something was breaking. I didn’t tell him it was the end of our relationship. I meant to, but when I was looking at him, the words were impossible to say. I feel tears welling up again, as they have every hour or so since yesterday, and I push them away, swallow them down. “So you saved the Bureau,” Cara says, turning to me. “You seem to get involved in a lot of conflict. I suppose we should all be grateful that you are steady in a crisis.” “I didn’t save the Bureau. I have no interest in saving the Bureau,” I retort. “I kept a weapon out of some dangerous hands, that’s all.” I wait a beat. “Did you just compliment me?” “I am capable of recognizing another person’s strengths,” Cara replies, and she smiles. “Additionally, I think our issues are now resolved, both on a logical and an emotional level.” She clears her throat a little, and I wonder if it’s finally acknowledging that she has emotions that makes her uncomfortable, or something else. “It sounds like you know something about the Bureau that has made you angry. I wonder if you could tell me what it is.” Christina rests her head on the edge of Uriah’s mattress, her slender body collapsing sideways. I say wryly, “I wonder. We may never know.” “Hmm.” The crease between Cara’s eyebrows appears when she frowns, making her look so much like Will that I have to look away. “Maybe I should say please.” “Fine. You know Jeanine’s simulation serum? Well, it wasn’t hers.” I sigh. “Come on. I’ll show you. It’ll be easier that way.” It would be just as easy to tell her what I saw in that old storage room, nestled deep in the Bureau laboratories. But the truth is, I just want to keep myself busy, so I don’t think about Uriah. Or Tobias.

The 8 Basic Headers Work Family & Kids Spouse Health & Fitness Home Money Recreation & Hobbies Prospects for the Future Work The Boss Time Management Compensation Level of interest Co-workers Chances of promotion My Job Description Subordinates Family Relationship with spouse Relationship with children Relationship with extended family Home, chores and responsibilities Recreation & hobbies Money, expenses and allowances Lifestyle and standard of living Future planes and arrangements Spouse Communication type and intensity Level of independence Sharing each other's passions Division of roles and responsibilities Our time together Our planes for our future Decision making Love & Passion Health & Fitness General health Level of fitness Healthy lifestyle Stress factors Self awareness Self improvement Level of expense on health & fitness Planning and preparing for the rest of my life Home Comfort Suitability for needs Location Community and municipal services Proximity and quality of support/activity centers (i.e. school. Medical aid etc) Rent/Mortgage Repair / renovation Emotional atmosphere Money Income from work Passive income Savings and pension funds Monthly expenses Special expenses Ability to take advantage of opportunities / fulfill dreams Financial security / resilience Financial IQ / Understanding / Independent decision making Social, Recreation & Hobbies Free time Friends and social activity Level & quality of social ties Level of spending on S, R&H Culture events (i.e. theater, fairs etc) Space & accessories required Development over time Number of interests Prospect for the future Type of occupation Ratio of work to free time Promotion & Business development (for entrepreneurs) Health & Fitness Relationships Family and Home Financial security Fulfillment of vision / dreams  Creating Lenses with Excel If you wish to use Excel radar diagrams to simulate lenses, follow these steps: Open a new Excel spreadsheet.

The factors that usually decide presidential elections—the economy, likability of the candidates, and so on—added up to a wash, and the outcome came down to a few key swing states. Mitt Romney’s campaign followed a conventional polling approach, grouping voters into broad categories and targeting each one or not. Neil Newhouse, Romney’s pollster, said that “if we can win independents in Ohio, we can win this race.” Romney won them by 7 percent but still lost the state and the election. In contrast, President Obama hired Rayid Ghani, a machine-learning expert, as chief scientist of his campaign, and Ghani proceeded to put together the greatest analytics operation in the history of politics. They consolidated all voter information into a single database; combined it with what they could get from social networking, marketing, and other sources; and set about predicting four things for each individual voter: how likely he or she was to support Obama, show up at the polls, respond to the campaign’s reminders to do so, and change his or her mind about the election based on a conversation about a specific issue. Based on these voter models, every night the campaign ran 66,000 simulations of the election and used the results to direct its army of volunteers: whom to call, which doors to knock on, what to say. In politics, as in business and war, there is nothing worse than seeing your opponent make moves that you don’t understand and don’t know what to do about until it’s too late. That’s what happened to the Romney campaign. They could see the other side buying ads in particular cable stations in particular towns but couldn’t tell why; their crystal ball was too fuzzy. In the end, Obama won every battleground state save North Carolina and by larger margins than even the most accurate pollsters had predicted. The most accurate pollsters, in turn, were the ones (like Nate Silver) who used the most sophisticated prediction techniques; they were less accurate than the Obama campaign because they had fewer resources. But they were a lot more accurate than the traditional pundits, whose predictions were based on their expertise. You might think the 2012 election was a fluke: most elections are not close enough for machine learning to be the deciding factor. But machine learning will cause more elections to be close in the future. In politics, as in everything, learning is an arms race. In the days of Karl Rove, a former direct marketer and data miner, the Republicans were ahead. By 2012, they’d fallen behind, but now they’re catching up again.

They walked off together into the night. There was something ghostly about the misery that pushed its way into districts where some remnants of well-being still remained and where night life was provided for foreigners. Between the exhibition of neediness in the streets and the routine of the night clubs there was no bridge. The music of the entertainment business drowned out the whistles of the rescue cars, picking up people collapsing from starvation in front of doors behind which bands played for pleasure-seeking foreigners and for native Viennese who wrung a profit out of misery. Martha Monica was frightened. But the Italian reassured her. “Don't think of bad people today. Rather think of me,” he said in his amusing accent. Why were these people bad? the girl wanted to know. Santa Madonna! They were just people who made capital out of their infirmities, so she learned. Besides, some of these infirmities were not even real, but simulated. Would she bet him that that fellow over there in a tattered infantry uniform was artificially producing that chronic trembling in his limbs? With the unfathomable readiness of human nature to insult the misery of others in order to lull its own conscience, the smooth-speaking Italian piled proof on proof. In its abundance it sounded plausible, and besides, Martha Monica had no possible way of checking it. Foreigners always knew better than the residents.

Organizational culture has been defined as a system of shared assumptions, values, and beliefs, which governs how people behave in organizations

This book is a compilation of interesting ideas that have strongly influenced my thoughts and I want to share them in a compressed form. That ideas can change your worldview and bring inspiration and the excitement of discovering something new. The emphasis is not on the technology because it is constantly changing. It is much more difficult to change the accompanying circumstances that affect the way technological solutions are realized. The chef did not invent salt, pepper and other spices. He just chooses good ingredients and uses them skilfully, so others can enjoy his art. If I’ve been successful, the book creates a new perspective for which the selection of ingredients is important, as well as the way they are smoothly and efficiently arranged together. In the first part of the book, we follow the natural flow needed to create the stimulating environment necessary for the survival of a modern company. It begins with challenges that corporations are facing, changes they are, more or less successfully, trying to make, and the culture they are trying to establish. After that, we discuss how to be creative, as well as what to look for in the innovation process. The book continues with a chapter that talks about importance of inclusion and purpose. This idea of inclusion – across ages, genders, geographies, cultures, sexual orientation, and all the other areas in which new ways of thinking can manifest – is essential for solving new problems as well as integral in finding new solutions to old problems. Purpose motivates people for reaching their full potential. This is The second and third parts of the book describes the areas that are important to support what is expressed in the first part. A flexible organization is based on IT alignment with business strategy. As a result of acceleration in the rate of innovation and technological changes, markets evolve rapidly, products’ life cycles get shorter and innovation becomes the main source of competitive advantage. Business Process Management (BPM) goes from task-based automation, to process-based automation, so automating a number of tasks in a process, and then to functional automation across multiple processes andeven moves towards automation at the business ecosystem level. Analytics brought us information and insight; AI turns that insight into superhuman knowledge and real-time action, unleashing new business models, new ways to build, dream, and experience the world, and new geniuses to advance humanity faster than ever before. Companies and industries are transforming our everyday experiences and the services we depend upon, from self-driving cars, to healthcare, to personal assistants. It is a central tenet for the disruptive changes of the 4th Industrial Revolution; a revolution that will likely challenge our ideas about what it means to be a human and just might be more transformative than any other industrial revolution we have seen yet. Another important disruptor is the blockchain - a distributed decentralized digital ledger of transactions with the promise of liberating information and making the economy more democratic. You no longer need to trust anyone but an algorithm. It brings reliability, transparency, and security to all manner of data exchanges: financial transactions, contractual and legal agreements, changes of ownership, and certifications. A quantum computer can simulate efficiently any physical process that occurs in Nature. Potential (long-term) applications include pharmaceuticals, solar power collection, efficient power transmission, catalysts for nitrogen fixation, carbon capture, etc. Perhaps we can build quantum algorithms for improving computational tasks within artificial intelligence, including sub-fields like machine learning. Perhaps a quantum deep learning network can be trained more efficiently, e.g. using a smaller training set. This is still in conceptual research domain.

As we spend increasingly more time “connecting” with each other online, it raises the question of whether social media is stimulating genuine relationships or just simulating them. Are we sharing our lives with others, or are we just broadcasting them? Are we learning the rhythms of intimacy, or are we too busy pleasing the adoring crowd?

simulator” account

To develop judgment, you need to not only read theory but also apply it, and discussion-based or case-based teaching is a way to simulate business situations and have students ask themselves, “What would I do if I were in this specific situation?

With practice, you will learn to understand yourself better and increasingly learn what conviction feels like. As you search for it, you will get better at gearing your efforts to work in a way that will help you get to that feeling. Leaders don’t look for excuses for why they can’t act like an owner. Instead, they embrace the challenge of ownership and encourage their teams to do the same. It helps if, as subordinates, they were regularly encouraged and empowered by their bosses to put themselves in the shoes of decision makers. “Superb professionals define their jobs broadly,” one of my former bosses regularly said to me. “They are always thinking several levels up.” This may explain why many business schools, including Harvard, teach using the case method. This approach certainly can be used to teach analytical techniques, but, for me, it is primarily an exercise in learning to get to conviction. After you’ve studied all the facts of the case on your own, and after you’ve debated those facts in study groups before class and again in class, what do you believe? What would you do if you were in the shoes of the protagonist? The case method attempts to simulate what leaders go through every day. Decision makers are confronted with a blizzard of facts: usually incomplete, often contradictory, and certainly confusing. With help from colleagues, they have to sort things out. Through the case method, students learn to put themselves in the shoes of the decision maker, imagine what that might feel like, and then work to figure out what they believe. This mind-set is invaluable in the workplace. It forces you to use your broad range of skills. It guides you as to what additional analysis and work needs to be done to figure out a particular business challenge. Leaders don’t need to always have conviction, but they do need to learn to search for it. This process never ends. It is a way of thinking. Every day, as you are confronted with new and unexpected challenges, you need to search for conviction. You need to ask yourself: What do I believe? What would I do if I were a decision maker? Aspiring leaders need to resist the temptation to make excuses, such as I don’t have enough power, or it’s not my job, or nobody in the company cares what I think, or there just isn’t time. They must let those excuses go and put themselves mentally in the shoes of the decision maker. From that vantage point, they will start to get a better idea how it feels to bear the weight of ownership.

The serum wears off five hours later, when the sun is just beginning to set. Tobias shut me in my room for the rest of the day, checking on me every hour. This time when he comes in, I am sitting on the bed, glaring at the wall. “Thank God,” he says, pressing his forehead to the door. “I was beginning to think it would never wear off and I would have to leave you here to…smell flowers, or whatever you wanted to do while you were on that stuff.” “I’ll kill them,” I say. “I will kill them.” “Don’t bother. We’re leaving soon anyway,” he says, closing the door behind him. He takes the hard drive from his back pocket. “I thought we could hide this behind your dresser.” “That’s where it was before.” “Yeah, and that’s why Peter won’t look for it here again.” Tobias pulls the dresser away from the wall with one hand and wedges the hard drive behind it with the other. “Why couldn’t I fight the peace serum?” I say. “If my brain is weird enough to resist the simulation serum, why not this one?” “I don’t know, really,” he says. He drops down next to me on the bed, jostling the mattress. “Maybe in order to fight off a serum, you have to want to.” “Well, obviously I wanted to,” I say, frustrated, but without conviction. Did I want to? Or was it nice to forget about anger, forget about pain, forget about everything for a few hours? “Sometimes,” he says, sliding his arm across my shoulders, “people just want to be happy, even if it’s not real.” He’s right. Even now, this peace between us comes from not talking about things--about Will, or my parents, or me almost shooting him in the head, or Marcus. But I do not dare to disturb it with the truth, because I am too busy clinging to it for support. “You might be right,” I say quietly. “Are you conceding?” he says, his mouth falling open with mock surprise. “Seems like that serum did you some good after all…” I shove him as hard as I can. “Take that back. Take it back now.” “Okay, okay!” He puts up his hands. “It’s just…I’m not very nice either, you know. That’s why I like you so--” “Out!” I shout, pointing at the door. Laughing at himself, Tobias kisses my cheek and leaves the room.

One of our measurement mentors, Enrico Fermi, was an early user of what was later called a “Monte Carlo simulation.

But it isn’t the fun of DIY invention, urban exploration, physical danger, and civil disorder that the Z-Boys enjoyed in 1976. It is fun within serious limits, and for all of its thrills it is (by contrast) scripted. And rather obedient. The fact that there are public skateparks and high-performance skateboards signals progress: America has embraced this sport, as it did bicycles in the nineteenth century. Towns want to make skating safe and acceptable. The economy has more opportunity to grow. America is better off for all of this. Yet such government and commercial intervention in a sport that was born of radical liberty means that the fun itself has changed; it has become mediated. For the skaters who take pride in their flashy store-bought equipment have already missed the Z-Boys’ joke: Skating is a guerrilla activity. It’s the fun of beating, not supporting, the system. P. T. Barnum said it himself: all of business is humbug. How else could business turn a profit, if it didn’t trick you with advertising? If it didn’t hook you with its product? This particular brand of humbug was perfected in the late 1960s, when merchandise was developed and marketed and sold to make Americans feel like rebels. Now, as then, customers always pay for this privilege, and purveyors keep it safe (and generally clean) to curb their liability. They can’t afford customers taking real risks. Plus it’s bad for business to encourage real rebellion. And yet, marketers know Americans love fun—they have known this for centuries. And they know that Americans, especially kids, crave autonomy and participation, so they simulate the DIY experience at franchises like the Build-A-Bear “workshops,” where kids construct teddy bears from limited options, or “DIY” restaurants, where customers pay to grill their own steaks, fry their own pancakes, make their own Bloody Marys. These pay-to-play stores and restaurants are, in a sense, more active, more “fun,” than their traditional competition: that’s their big selling point. But in both cases (as Barnum knew) the joke is still on you: the personalized bear is a standardized mishmash, the personalized food is often inedible. As Las Vegas knows, the house always wins. In the history of radical American fun, pleasure comes from resistance, risk, and participation—the same virtues celebrated in the “Port Huron Statement” and the Digger Papers, in the flapper’s slang and the Pinkster Ode. In the history of commercial amusement, most pleasures for sale are by necessity passive. They curtail creativity and they limit participation (as they do, say, in a laser-tag arena) to a narrow range of calculated surprises, often amplified by dazzling technology. To this extent, TV and computer screens, from the tiny to the colossal, have become the scourge of American fun. The ubiquity of TV screens in public spaces (even in taxicabs and elevators) shows that such viewing isn’t amusement at all but rather an aggressive, ubiquitous distraction. Although a punky insurgency of heedless satire has stung the airwaves in recent decades—from equal-opportunity offenders like The Simpsons and South Park to Comedy Central’s rabble-rousing pundits, Jon Stewart and Stephen Colbert—the prevailing “fun” of commercial amusement puts minimal demands on citizens, besides their time and money. TV’s inherent ease seems to be its appeal, but it also sends a sobering, Jumbotron-sized message about the health of the public sphere.

Traditional training programmes can be a hit or a miss. A miss could arguably be attributed to their generic format of delivery or lack of consideration of the professional needs of an individual or an organisation. Line managers need to scrutinise business needs versus experience, knowledge or skill gaps to invest in relevant capacity enhancement for their human capital for concrete results. Many excellent professionals work outside their fields of study because of : - Learning on the job or through cross functional circuit stints - Mentorship from seasoned professionals - Relevant continuous professional development - Participating in simulated learning environment

And we're cheerful, too. You can count on that.' Obligingly she smiled in a neighbourly way at him. 'It will be a relief to leave Earth with its repressive legislation. We were listening OH the FM to the news about the McPhearson Act.' 'We consider it dreadful,' the adult male said. 'I have to agree with you,' Chic said. 'But what can one do?' He looked around for the mail; as always it was lost somewhere in the mass of clutter. 'One can emigrate,' the adult male simulacrum pointed out. 'Um,' Chic said absently. He had found an unexpected heap of recent-looking bills from parts suppliers; with a feeling of gloom and even terror he began to bills from parts suppliers; with a feeling of gloom and even terror he began to sort through them. Had Maury seen these? Probably. Seen them and then pushed them away immediately, out of sight. Frauenzimmer Associates functioned better if it was not reminded of such facts of life. Like a regressed neurotic, it had to hide several aspects of reality from its percept system in order to function at all. This was hardly ideal, but what really was the alternative? To be realistic would be to give up, to die. Illusion, of an infantile nature was essential for the tiny firm's survival, or at least so it seemed to him and Maury. In any case both of them had adopted this attitude. Their simulacra -- the adult ones -- disapproved of this; their cold, logical appraisal of reality stood in sharp contrast, and Chic always felt a little naked, a little embarrassed, before the simulacra; he knew he should set a better example for them. 'If you bought a jalopy and emigrated to Mars,' the adult male said, 'We could be the famnexdo for you.' 'I wouldn't need any family next-door,' Chic said, 'if I emigrated to Mars. I'd go to get away from people. 'We'd make a very good family next-door to you,' the female said. 'Look,' Chic said, 'you don't have to lecture me about your virtues. I know more than you do yourselves.' And for good reason. Their presumption, their earnest sincerity, amused but also irked him. As next-door neighbours this group of sims would be something of a nuisance, he reflected. Still, that was what emigrants wanted, in fact needed, out in the sparsely-populated colonial regions. He could appreciate that; after all, it was Frauenzimmer Associates' business to understand. A man, when he emigrated, could buy neighbours, buy the simulated presence of life, the sound and motion of human activity -- or at least its ​mechanical nearsubstitute to bolster his morale in the new environment of unfamiliar stimuli and perhaps, god forbid, no stimuli at all. And in addition to this primary psychological gain there was a practical secondary advantage as well. The famnexdo group of simulacra developed the parcel of land, tilled it and planted it, irrigated it, made it fertile, highly productive. And the yield went to the it, irrigated it, made it fertile, highly productive. And the yield went to the human settler because the famnexdo group, legally speaking, occupied the peripheral portions of his land. The famnexdo were actually not next-door at all; they were part of their owner's entourage. Communication with them was in essence a circular dialogue with oneself; the famnexdo, it they were functioning properly, picked up the covert hopes and dreams of the settler and detailed them back in an articulated fashion. Therapeutically, this was helpful, although from a cultural standpoint it was a trifle sterile.

In today's rapidly changing business landscape, organizations are under constant pressure to adapt, innovate, and make data-driven decisions. To meet these challenges head-on, many companies turn to SAP (Systems, Applications, and Products) software, a leading enterprise resource planning (ERP) solution. At the heart of SAP real-time projects lies the fundamental premise of leveraging technology to address complex business challenges. These projects aim to harness the capabilities of SAP software to optimize processes, streamline operations, and enhance decision-making. They are not mere simulations but practical, hands-on applications within live business environments. Each real-time project revolves around a specific business goal, and its success is often gauged by the extent to which these objectives are achieved. SAP real-time projects are as diverse as the organizations that undertake them. They encompass a variety of initiatives, each tailored to meet specific business needs.

I think paranoia is an unavoidable moment in the discovery of truth for a variety of reasons. First, you could say that paranoia is the structure of 'knowledge' as a chain of signifiers: S1 --> S2 --> S3, etc. That is, just as knowledge works by perpetually adding new signifiers, so paranoia is characterised by the endless work of adding new connections. In McCarthyism, we discover that x is friends with y who has a business in z which has been the recipient of Soviet bloc investment. Or that a is a supporter of the Palestinian cause which often also gets the support of b who is friendly with c who has said antisemitic things. That's the logic of paranoia. And it's why you might find it difficult to argue with conspiracy theorists however absurd their claims are because, as soon as you knock down one part of their argument, they can invoke dozens of other supports which don't have to hang coherently together. Second, perhaps you could say that paranoia is a moment in the discovery of truth in the Cartesian/Augustinian sense: to arrive at certainty, you have to suppose that everything you perceive is the result of deception by an evil demon (of which the contemporary equivalent is the Matrix, or better yet the Truman Show). Or, at a stretch, in the sense Hegel discusses in the Phenomology: there is a moment when the object appears to have a deeper 'essence' that is not accessible in its appearance. In a manner of speaking, you feel the object is deceiving you, until you press forward and discover the the indecipherable 'essence' is actually in the form of the object's appearance. But this suggests that the "labour of the negative", as Hegel calls it, necessitates a moment of solipsistic despair, panic, the sense of being at the centre of an entirely simulated reality that is motivated by some nefarious Other's bad libido. [...] So, [in society today] paranoia might be unavoidable. But obviously it's a very, very bad place to get stuck. Politically, the logic is most often turned against the Left by its opponents, and within the Left usually appears as a disintegrative moment, when it starts operating as a circular firing-squad, and you get practices of snitch-jacketing or ill-founded 'calling out'. But more fundamentally, it's bad hermeneutics. Being stuck in paranoia means fortifying oneself against doubt, so that all evidence essentially becomes evidence for a delusional structure of certitude. It means that we lose the capacity for critical thinking, for the labour of the negative through which any lucid totalisation might be possible. The reparative moment comes when we stop making 'connections', and instead introduce the cut, the disconnect. That's when we say, "look, this argument might often be used for bad purposes, or it might be wrong in its current articulation, but there are ways to think with it to make a better argument." Or, "x might be friends with y, but that doesn't mean x approves of or was complicit in anything wicked that y has done, and actually everything we know about x makes such complicity racingly unlikely." And so on. The cut is reparative because it militates against the tendency toward social decomposition. The cut is the starting point for a critical procedure that takes all of the reasons for paranoia into account, fully acknowledges their force, but then integrates them into a strategy for repairing the social link.

The Metaverse’s possible impact and interference in many commercial sectors is uncertain. You can communicate fast, repeat corporate processes, and thanks to the Metaverse, use immersive simulations for your businesses. Help of Blockchain Technologies, a top Metaverse Development Company like shamla tech. We can help you Create your own Metaverse with the features you need. By supplying them with specific metaverse requests that boosted their capacity to service clients, we have assisted a wide range of startups.

The quotidian patterns of society are revealed without my making an effort. I walk down the street, watching people go about their business, and though not a word is spoken, the subtext is conspicuous. A young couple strolls by, the adoration of one bouncing off the tolerance of the other. Apprehension flickers and becomes steady as a businessman, fearful of his supervisor, begins to doubt a decision he made earlier today. A woman wears a mantle of simulated sophistication, but it slips when it brushes past the genuine article.

The only work we had to do was come up with a business idea, support it in a detailed formal business plan, then present it to real investors. This presentation was truly a testament to the epic magnitude of getting into Thomas Treadwell’s class. This exercise was pointedly not some theoretical simulation dreamed up by an academic with no real-world experience. We were presenting our ideas to real venture capitalists and angel investors.

Philosophy has never been anything but a disavowal of the reality principle. Up until now, it has been the business of philosophers. Today this unreality has entered into things. This then is the end of philosophy and the beginning of something else in which reality merges with its ironic refraction.

Kensi Gounden - Ten Vintage Ideas to Spark Innovation in Your Classroom Kensi Gounden says, Vintage innovation happens when we use old ideas and tools to transform the present. Think of it as a mash-up. It’s not a rejection of new tools or new ideas. Instead, it’s a reminder that sometimes the best way to move forward is to look backward. Like all innovation, vintage innovation is disruptive. But it’s disruptive by pulling us out of present tense and into something more timeless. This isn’t meant to be nostalgic. There are certainly horrible things in the past that we don’t want to repeat. However, in the ed tech drive toward collective novelty, we often miss out on the classic and the vintage. According to kensi gounden, here are ten ways you can embrace the vintage in your classroom. Sketch-Noting Commonplace Books Prototyping with Duct Tape and Cardboard Apprenticeships The Natural World Play Socratic Seminars Games and Simulations Experiments Manipulatives A garden is valuable but students can videochat with an expert at a greenhouse. It’s powerful to bring in World War II soldiers to talk face-to-face about their experiences. There’s something amazing about the vintage element of human connection. If you need more help regarding vintage innovation you can contact kensigounden, he will definately help you in acieving your goals. #kensigounden #kensi #gounden #sports #education #vintageinnovation #classroom #student #kenseelen business gounden innovation Kenseelan kensi Kensigounden kensigounden kensi gounden business innovator smartwork sports study tips

Dynamic simulators create the behavior of the system by solving the imbedded sets of differential equations using mathematical approximation techniques.

In system dynamic simulation, this data set is referred to as the reference behavior pattern (RBP).

Why test a DR plan? Disaster recovery plans contain lists of procedures and other information that an emergency response team follows when a natural or man-made disaster occurs. The purpose of the plan is to recover the IT systems and infrastructure that support business processes critical to the organization’s survival. Because disasters don’t occur very often, you seldom can clearly tell whether those DR plans will actually work. And given the nature of disasters, if your DR plan fails, the organization may not survive the disaster. Testing is a natural part of the lifecycle for many technology development efforts today: software, processes, and — yes — disaster recovery planning. Figure 10-1 depicts the DR plan lifecycle. Figure 10-1: The DR plan lifecycle. When you test the DR plan, note any discrepancies, and then pass the plan back to the people who wrote each section so they can update it. This process improves the quality and accuracy of the DR plan, which increases the likelihood that the organization will actually survive a disaster if one occurs. Another great benefit of DR plans and their tests is the likelihood that, by undertaking them, you can improve the organization’s everyday processes and systems. When teams closely scrutinize processes and figure out how they can protect and recover those processes, often the team members discover opportunities for improvement. Sometimes the question, “How can we recover this system?” gives people the opportunity to answer the question, “How can we improve the existing system?” Be open to those opportunities because they’ll come, sometimes in droves. The types of testing that I discuss in this chapter are Paper tests Walkthrough tests Simulations Parallel tests Cutover tests These tests range from the simple review of DR procedure documents to simulations to running through procedures as if you’re experiencing the real thing. Developing a test strategy DR testing in all its forms takes considerable effort and time. To make the best possible use of staff and other resources, map out a test strategy well in advance of any scheduled tests. Structure DR testing in the same way you structure other complicated undertakings, such as software development and associated testing. Just follow these steps: 1. Determine how frequently you should perform each type of test. 2. Test individual components. 3. Perform wider tests of combined components. 4. Test the entire plan. When you perform DR testing as outlined in the preceding list, you can identify many errors during individual tests and correct those errors before you do more comprehensive tests. This process saves time by preventing little errors from interrupting comprehensive tests that involve a lot of people. Virtually every enterprise that builds actual products performs testing as outlined in the preceding list. Businesses have found this test methodology to be the most effective way to ensure success in a reasonable timeframe. Figure 10-2 shows the flow of DR testing.

Solarium may be a birthday horoscope. Astro magic Solaris also lies within the indisputable fact that an individual, having turned to an astrologer beforehand, can simulate his next year by setting a task for an astrologer and voicing a goal, as an example, to seek out a decent job, achieve success in an exceedingly career or business, improve his financial well-being, wed, buy a house, give birth to a baby, improve your health or learn where it’s better to be at the instant of your birthday so that everything within the family is safe. The astrologer will select options and tell you whether there’s a chance to remain or it’s better to go away, and if you allow, then where.

Today, America no longer has the same hegemony, no longer enjoys the same monopoly, but it is, in a sense, uncontested and uncontestable. It used to be a world power, now it has become a model (business, the market, free enterprise, performance) – and a universal one – even reaching as far as China.

Companies should utilize the CSIPP™ framework whenever they face crises. The 12 elements of CSIPP™, or Crisis Solution Internal Philosophy and Practice, include: 1. Immunity (Immune Systems): Organizations, akin to living organisms, possess inherent vulnerabilities. The CSIPP™ framework advocates for the establishment of proactive and self-regulating systems within an organization which autonomously identify, respond to, and mitigate threats, thereby enhancing the organization's resilience and adaptability. 2. Surveillance: Organizations need to cultivate a culture of informed awareness. This entails the implementation of judicious surveillance mechanisms to gather both internal and external intelligence. Such insights empower organizations to preemptively identify potential risks and opportunities, enabling more agile and effective decision-making. Data serves as the lifeblood of CSIPP™. It is imperative that organizations prioritize the collection, analysis, and interpretation of relevant data. This data-driven approach facilitates evidence-based decision-making, informed risk assessments, and the optimization of crisis response strategies. 3. Decisiveness: Decisiveness is particularly important during times of crisis. Leaders must be able to gather and synthesize the data, and make quick and definite decisions to move the organization forward. 4. Capital Reserves/Liquidity: Financial preparedness is a cornerstone of crisis management. Organizations must maintain adequate reserves of liquid capital to navigate unforeseen challenges. Moreover, they should proactively identify internal assets, both tangible and intangible, that can be readily redeployed in times of crisis. 5. Communication: Effective communication is pivotal during a crisis. Organizations should establish a comprehensive communication plan encompassing all stakeholders - employees, customers, investors, and the community at large. This plan should ensure timely, transparent, and accurate information dissemination, fostering trust and mitigating the spread of misinformation. 6. Response: The ability to respond swiftly and decisively is critical in crisis situations. Organizations must develop well-defined response protocols that outline roles, responsibilities, and escalation procedures. Regular drills and simulations can enhance preparedness and ensure a coordinated response. 7. Risk Evaluation: A continuous process of risk evaluation and assessment is essential. Organizations need to proactively identify, analyze, and prioritize potential risks based on their likelihood and potential impact. This enables the development of targeted mitigation strategies and contingency plans. 8. Leadership: Strong and decisive leadership is indispensable during a crisis. Leaders must be able to make difficult decisions under pressure, communicate effectively, and inspire confidence in their teams. A clear chain of command and delegation of authority are vital for effective crisis management. 9. Readiness (Drills/Training): All individuals likely to be involved in crisis response should receive comprehensive training and participate in regular drills. This ensures that they are familiar with their roles, responsibilities, and the organization's crisis management protocols. 10. Post-Crisis Analysis: Following a crisis, it is crucial to conduct a thorough post-mortem analysis. This involves evaluating the organization's response, identifying lessons learned, and implementing corrective actions to improve future crisis management efforts. 11. Nuanced Adjustment: Crisis management is not a one-size-fits-all endeavor. Organizations need to be adaptable and flexible, adjusting their strategies and tactics as the situation evolves. 12. Protocol: Clear and well-defined protocols are the backbone of effective crisis management. Organizations should establish a set of standard operating procedures (SOPs) that outline the steps to be taken in various crisis scenarios.

The topic of recovery services and the efficacy of Wizard Hilton Cyber Tech warrants a closer examination. Recovery services are a critical component of any comprehensive cybersecurity strategy, as they provide the means to restore systems, data, and operations in the event of a breach or other disruptive incident. Wizard Hilton Cyber Tech is a leading provider in this space, offering a suite of advanced recovery solutions designed to ensure business continuity and mitigate the potentially devastating impacts of cyber attacks. At the core of their offerings is a robust, AI-driven platform that continuously monitors systems, detects anomalies, and triggers rapid, automated recovery procedures. This allows organizations to bounce back quickly, often with minimal downtime or data loss. Wizard Hilton's approach also emphasizes the importance of comprehensive testing and simulation, putting recovery protocols through their paces to validate effectiveness and uncover potential weaknesses. Additionally, their team of seasoned cybersecurity experts provides hands-on guidance, tailoring solutions to the unique needs of each client. By combining cutting-edge technology with deep industry expertise, Wizard Hilton Cyber Tech has established itself as a trusted partner in the realm of recovery services, empowering organizations to safeguard their most valuable digital assets and ensure business resilience in the face of ever-evolving cyber threats. Contact: for assistance,  Email : wizardhiltoncybertech ( @ ) gmail (. ) com  OR  support ( @ ) wizardhiltoncybertech (.) com WhatsApp number +13024457895

The topic of recovery services and the efficacy of Wizard Hilton Cyber Tech warrants a closer examination. Recovery services are a critical component of any comprehensive cybersecurity strategy, as they provide the means to restore systems, data, and operations in the event of a breach or other disruptive incident. Wizard Hilton Cyber Tech is a leading provider in this space, offering a suite of advanced recovery solutions designed to ensure business continuity and mitigate the potentially devastating impacts of cyber attacks. At the core of their offerings is a robust, AI-driven platform that continuously monitors systems, detects anomalies, and triggers rapid, automated recovery procedures. This allows organizations to bounce back quickly, often with minimal downtime or data loss. Wizard Hilton's approach also emphasizes the importance of comprehensive testing and simulation, putting recovery protocols through their paces to validate effectiveness and uncover potential weaknesses. Additionally, their team of seasoned cybersecurity experts provides hands-on guidance, tailoring solutions to the unique needs of each client. By combining cutting-edge technology with deep industry expertise, Wizard Hilton Cyber Tech has established itself as a trusted partner in the realm of recovery services, empowering organizations to safeguard their most valuable digital assets and ensure business resilience in the face of ever-evolving cyber threats. Contact: for assistance,  Email : wizardhiltoncybertech ( @ ) gmail (. ) com  OR  support ( @ ) wizardhiltoncybertech (.) com WhatsApp number +13024457895

The topic of recovery services and the efficacy of Wizard Hilton Cyber Tech warrants a closer examination. Recovery services are a critical component of any comprehensive cybersecurity strategy, as they provide the means to restore systems, data, and operations in the event of a breach or other disruptive incident. Wizard Hilton Cyber Tech is a leading provider in this space, offering a suite of advanced recovery solutions designed to ensure business continuity and mitigate the potentially devastating impacts of cyber attacks. At the core of their offerings is a robust, AI-driven platform that continuously monitors systems, detects anomalies, and triggers rapid, automated recovery procedures. This allows organizations to bounce back quickly, often with minimal downtime or data loss. Wizard Hilton's approach also emphasizes the importance of comprehensive testing and simulation, putting recovery protocols through their paces to validate effectiveness and uncover potential weaknesses. Additionally, their team of seasoned cybersecurity experts provides hands-on guidance, tailoring solutions to the unique needs of each client. By combining cutting-edge technology with deep industry expertise, Wizard Hilton Cyber Tech has established itself as a trusted partner in the realm of recovery services, empowering organizations to safeguard their most valuable digital assets and ensure business resilience in the face of ever-evolving cyber threats. Contact: for assistance,  Email : wizardhiltoncybertech ( @ ) gmail (. ) com  OR  support ( @ ) wizardhiltoncybertech (.) com WhatsApp number +13024457895

Monkey Mart – A Fun and Addictive Grocery Store Game Experience Introduction If you're a fan of casual simulation games, Monkey Mart is likely already on your radar. This lighthearted and addictive game lets players manage their own virtual grocery store with a fun twist—you're a monkey! Developed by TinyDobbins, Monkey Mart has gained popularity for its simple mechanics, charming graphics, and engaging gameplay loop. In this blog post, we’ll dive into what makes Monkey Mart so enjoyable, how to play, and why it continues to captivate gamers of all ages. What is Monkey Mart? Monkey Mart is an idle management game where players take on the role of a monkey running a bustling supermarket. Starting with basic items like bananas, players expand their store by adding new products such as corn, eggs, milk, and more. The goal is to keep customers happy, stock shelves, and grow your business over time. How to Play Monkey Mart The gameplay is straightforward but highly engaging. Here's a quick overview: Start Small: You begin with a basic stand selling bananas. Harvest and Stock: Collect bananas from the trees, place them on shelves, and let customers buy them. Expand Your Store: Use the money earned to unlock new sections and products. Hire Helpers: As the business grows, you can hire assistants to automate tasks. Upgrade Efficiency: Improve harvesting, stocking speed, and product variety to boost your store’s performance. Key Features of Monkey Mart Cute and Colorful Graphics: The game’s art style is bright and inviting, perfect for players of all ages. Idle Mechanics: Even when you're not actively playing, helpers can keep the business running, making it a great choice for idle game fans. Progression System: The steady unlocks and upgrades keep players motivated to expand and optimize their stores. Relaxing Yet Strategic: While easy to pick up, the game requires thoughtful upgrades and time management to maximize efficiency. Why Monkey Mart is So Popular The charm of Monkey Mart lies in its balance between simplicity and strategy. Whether you're a seasoned gamer or just looking for a relaxing way to pass the time, this game offers satisfying gameplay without overwhelming complexity. Its idle features also make it ideal for short play sessions or background gaming. Tips for Success in Monkey Mart Focus on Upgrades: Prioritize speed and automation early on to boost productivity. Monitor Stock Levels: Make sure shelves are always full to keep customers satisfied. Expand Wisely: Unlock new items gradually to manage your workload and maximize profits. Hire Smartly: Investing in assistants can free up time to focus on expansion and strategy. Final Thoughts Monkey Mart is more than just a cute game—it’s a cleverly designed simulation that delivers hours of entertainment. Its appealing visuals, intuitive mechanics, and idle-friendly features make it a standout in the genre. Whether you're aiming to build the biggest supermarket in the jungle or just want to enjoy a laid-back gaming experience, Monkey Mart is definitely worth checking out.

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