Care Coordinator Quotes

If a hiker gets lost in the mountains, people will coordinate a search. If a train crashes, people will line up to give blood. If an earthquake levels a city, people all over the world will send emergency supplies. This is so fundamentally human that it's found in every culture without exception. Yes, there are assholes who just don't care, but they're massively outnumbered by the people who do.

Upon reflection, I decided I had three main weaknesses: I was confused (evidenced by a lack of facts, an inability to coordinate my thoughts, and an inability to verbalize my ideas); I had a lack of confidence, which cause me to back down from forcefully stated positions; and I was overly emotional at the expense of careful, 'scientific' though. I was thirty-seven years old and still discovering who I was.

Tegularius was a willful, moody person who refused to fit into his society. Every so often he would display the liveliness of his intellect. When highly stimulated he could be entrancing; his mordant wit sparkled and he overwhelmed everyone with the audacity and richness of his sometimes somber inspirations. But basically he was incurable, for he did not want to be cured; he cared nothing for co-ordination and a place in the scheme of things. He loved nothing but his freedom, his perpetual student status, and preferred spending his whole life as the unpredictable and obstinate loner, the gifted fool and nihilist, to following the path of subordination to the hierarchy and thus attaining peace. He cared nothing for peace, had no regard for the hierarchy, hardly minded reproof and isolation. Certainly he was a most inconvenient and indigestible component in a community whose idea was harmony and orderliness. But because of this very troublesomeness and indigestibility he was, in the midst of such a limpid and prearranged little world, a constant source of vital unrest, a reproach, an admonition and warning, a spur to new, bold, forbidden, intrepid ideas, an unruly, stubborn sheep in the herd.

The cost for my survival must have been hundreds of millions of dollars. All to save one dorky botanist. Why bother? Well, okay. I know the answer to that. Part of it might be what I represent: progress, science, and the interplanetary future we've dreamed of for centuries. But really, they did it because every human being has a basic instinct to help each other out. It might not seem that way sometimes, but it's true. If a hiker gets lost in the mountains, people will coordinate a search. If a train crashes, people will line up to give blood. If an earthquake levels a city, people all over the world will send emergency supplies. This is so fundamentally human that it's found in every culture without exception. Yes, there are assholes who just don't care, but they're massively outnumbered by the people who do.

He talked about luck and fate and numbers coming up, yet he never ventured a nickel at the casinos because he knew the house had all the percentages. And beneath his pessimism, his bleak conviction that all the machinery was rigged against him, at the bottom of his soul was a faith that he was going to outwit it, that by carefully watching the signs he was going to know when to dodge and be spared. It was fatalism with a loophole, and all you had to do to make it work was never miss a sign. Survival by coordination, as it were. The race is not to the swift, nor the battle to the strong, but to those who can see it coming and jump aside. Like a frog evading a shillelagh in a midnight marsh.

Gamergate was an important moment in proving the existence of the Cathedral, the idea that what is being presented as fact is actually a carefully coordinated movement by elites to establish and impose their view of what reality is and how it should be.

But really, they did it because every human being has a basic instinct to help each other out. It might not seem that way sometimes, but it’s true. If a hiker gets lost in the mountains, people will coordinate a search. If a train crashes, people will line up to give blood. If an earthquake levels a city, people all over the world will send emergency supplies. This is so fundamentally human that it’s found in every culture without exception. Yes, there are assholes who just don’t care, but they’re massively outnumbered by the people who do.

We are much more likely to be drawn to a messy bookstore than a neat one because the mess signifies vitality. We are not drawn to a bookstore because of tasteful, Finnish shelves in gunmetal gray mesh, each one displaying three carefully chosen, color-coordinated covers. Clutter -- orderly clutter, if possible -- is what we expect. Like a city. It's not quite a city unless there's more than enough.

I think about the sheer number of people who pulled together just to save my sorry ass, and I can barely comprehend it. My crewmates sacrificed a year of their lives to come back for me. Countless people at NASA worked day and night to invent rover and MAV modifications. All of JPL busted their asses to make a probe that was destroyed on launch. Then, instead of giving up, they made another probe to resupply Hermes. The China National Space Administration abandoned a project they'd worked on for years just to provide a booster. The cost for my survival must have been hundreds of millions of dollar. All to save one dorky botanist. Why bother? Well, okay. I know the answer to that. Part of it might be what I represent: progress, science, and the interplanetary future we've dreamed of for centuries. But really, they did it because every human being has a basic instinct to help each other out. It might not seem that way sometimes, but it's true. If a hiker gets lost in the mountains, people will coordinate a search. If a train crashes, people will line up to give blood. If an earthquake levels a city, people all over the world will send emergency supplies. This is so fundamentally human that it's found in every culture without exception. Yes, there are assholes who just don't care, but they're massively outnumbered by the people who do. And because of that, I had billions of people on my side. Pretty cool, eh?

Reagan’s activity in foreign affairs is not an improvisation, is not a chain of spontaneous initiatives, but a carefully planned and coordinated action, something of an integrated front of action under the slogans of world advocacy of the idea of freedom.

children in the “green” day care, who played outside every day, regardless of weather, had better motor coordination and more ability to concentrate.

It is possible to get out of your own wat, but it requires deliberate attention and careful coordination of many moving parts.

mountains, people will coordinate a search. If a train crashes, people will line up to give blood. If an earthquake levels a city, people all over the world will send emergency supplies. This is so fundamentally human that it’s found in every culture without exception. Yes, there are assholes who just don’t care, but they’re massively outnumbered by the people who do.

There seemed to Joe to be some kind of connection between what he was doing here among a pile of freshly split shakes, whta Pocock was doing in his shop, and what he was trying to do himself in the racing shells Pocock built - something about the deliberate application of strength, the careful coordination of ind and muscle, the sudden unfolding of mystery and beauty.

Mutual aid projects let us practice meeting our own and each other’s needs, based in shared commitments to dignity, care, and justice. They let us practice coordinating our actions together with the belief that all of us matter and that we should all get to participate in the solutions to our problems. They let us realize that we know best how to address the crises we face.

They knew where they were headed but they didn’t know where they were going. Retina shrugged the thought. Roma complained about the possibility they were walking into a trap. After all, he was one of the scientists that decided Solstice’s fate. Retina was adamant no one knew him. Lorenzo didn’t care about anything much but reaching Zharfar after Retina surgically removed his Unicell Groper. They were headed to Africa in what seemed a semi commercial private plane. Eight people including the pilots travelled. They weren’t supposed to know any more particulars. But Lorenzo’s watch placed the coordinates in both numbers and words. They were in West Africa, country Nigeria, state Osun, and township Isura. None of them had ever heard of it, the town, but they were there. And they had travelled for miles, over highly forested nonresidential areas and mountain peaks before they stopped. Wherever they were going was greatly isolated, Roma thought.

Death paused, his hand on the spine of the book. And why do you think I directed you to the stables? think carefully, now. Mort hesitated, he has been thinking carefully, in between counting wheelbarrows. He'd wondered if it had been to coordinate his hand and eye, or to teach him the habit of obedience, or bring home the human scale, of small tasks, or make him realize that even great men must start at the bottom. None of these explanations seemed exactly right. I think ... he began. YES? Well. I think it was because you were up to your knees in horseshit, to tell you the truth. Death looked at him for a very long time.Mort shifted uneasily from one foot to the other. ABSOLUTELY CORRECT, snapped Death.Clarity of thought. Realistic approach. Very important in a job like ours.

coordinate a search. If a train crashes, people will line up to give blood. If an earthquake levels a city, people all over the world will send emergency supplies. This is so fundamentally human that it’s found in every culture without exception. Yes, there are assholes who just don’t care, but they’re massively outnumbered by the people who do. And because of that, I had billions of people on my side.

For Eric, Columbine was a performance. Homicidal art. He actually referred to his audience in his journal: “the majority of the audience wont even understand my motives,” he complained. He scripted Columbine as made-for-TV murder, and his chief concern was that we would be too stupid to see the point. Fear was Eric’s ultimate weapon. He wanted to maximize the terror. He didn’t want kids to fear isolated events like a sporting event or a dance; he wanted them to fear their daily lives. It worked. Parents across the country were afraid to send their kids to school. Eric didn’t have the political agenda of a terrorist, but he had adopted terrorist tactics. Sociology professor Mark Juergensmeyer identified the central characteristic of terrorism as “performance violence.” Terrorists design events “to be spectacular in their viciousness and awesome in their destructive power. Such instances of exaggerated violence are constructed events: they are mind-numbing, mesmerizing theater.” The audience—for Timothy McVeigh, Eric Harris, or the Palestine Liberation Organization—was always miles away, watching on TV. Terrorists rarely settle for just shooting; that limits the damage to individuals. They prefer to blow up things—buildings, usually, and the smart ones choose carefully. “During that brief dramatic moment when a terrorist act levels a building or damages some entity that a society regards as central to its existence, the perpetrators of the act assert that they—and not the secular government—have ultimate control over that entity and its centrality,” Juergensmeyer wrote. He pointed out that during the same day as the first attack on the World Trade Center, in 1993, a deadlier attack was leveled against a coffee shop in Cairo. The attacks were presumably coordinated by the same group. The body count was worse in Egypt, yet the explosion was barely reported outside that country. “A coffeehouse is not the World Trade Center,” he explained. Most terrorists target symbols of the system they abhor—generally, iconic government buildings. Eric followed the same logic. He understood that the cornerstone of his plan was the explosives. When all his bombs fizzled, everything about his attack was misread. He didn’t just fail to top Timothy McVeigh’s record—he wasn’t even recognized for trying. He was never categorized with his peer group. We lumped him in with the pathetic loners who shot people.

If a hiker gets lost in the mountains, people will coordinate a search. If a train crashes, people will line up to give blood. If an earthquake levels a city, people all over the world will send emergency supplies. This is so fundamentally human that it’s found in every culture without exception. Yes, there are assholes who just don’t care, but they’re massively outnumbered by the people who do. And because of that, I had billions of people on my side. Pretty cool, eh?

(The paradox of Italian soccer). As everyone knows, Italian men are the most foppish representatives of their sex on the planet. They smear on substantial quantities of hair care products and expend considerable mental energies color-coordinating socks with belts. Because of their dandyism, the world has Vespa, Prada, and Renzo Piano. With such theological devotion to aesthetic pleasure, it is truly perplexing that their national style of soccer should be so devoid of this quality.

Economists who looked at the real consequences of a centrally planned economy came to a very different conclusion: that" there are too many economic relationships, and it is impossible to take them all into account and carefully coordinate them.

As the dementia progresses and the person develops trouble with coordination and language, it is easy to forget his need to experience pleasant things and to enjoy himself. Never overlook the importance of hand holding, touching, hugging, and loving.

...every human being has a basic instinct to help each other out. It might not seem that way sometimes but it's true. If a hiker gets lost in the mountains, people will coordinate a search. If a train crashes, people will line up to give blood. If an earthquake levels a city, people all over the world will send emergency supplies. This is so fundamentally human that it's found in every culture without exception. Yes, there are assholes who just don't care, but they're massively outnumbered by the people who do.

every human being has a basic instinct to help each other out. It might not seem that way sometimes, but it’s true. If a hiker gets lost in the mountains, people will coordinate a search. If a train crashes, people will line up to give blood. If an earthquake levels a city, people all over the world will send emergency supplies. This is so fundamentally human that it’s found in every culture without exception. Yes, there are assholes who just don’t care, but they’re massively outnumbered by the people who do. And because of that, I had billions of people on my side.

There were twenty-three females on the Keltar estate--not counting Gwen, Chloe, herself, or the cat--Gabby knew, because shortly after Adam had become visible last night, she'd met each and every one, from tiniest tot to tottering ancient. It had begun with a plump, thirtyish maid popping in to pull the drapes for the evening and inquire if the MacKeltars "were wishing aught else?" The moment her bespectacled gaze had fallen on Adam, she'd begun stammering and tripping over her own feet. It had taken her a few moments to regain a semblance of coordination, but she'd managed to stumble from the library, nearly upsetting a lamp and a small end table in her haste. Apparently it had been haste to alert the forces, for a veritable parade had ensued: a blushing curvaceous maid had come offering a warm-up of tear (they'd not been having any), followed by a giggling maid seeking a forgotten dust cloth (which--was anyone surprised?--was nowhere to be found), then a third one looking for a waylaid broom (yeah, right--they swept castles at midnight in Scotland--who believed that?), then a fourth, fifth, and sixth inquiring if the Crystal Chamber would do for Mr. Black (no one seemed to care what chamber might do for her; she half-expected to end up in an outbuilding somewhere). A seventh, eighth, and ninth had come to announce that his chamber was ready would he like an escort? A bath drawn? Help undressing? (Well, okay, maybe they hadn't actually asked the last, but their eyes certainly had.) Then a half-dozen more had popped in at varying intervals to say the same things over again, and to stress that they were there to provide "aught, aught at all Mr. Black might desire." The sixteenth had come to extract two tiny girls from Adam's lap over their wailing protests (and had stayed out of his lap herself only because Adam had hastily stood), the twenty-third and final one had been old enough to be someone's great-great-grandmother, and even she'd flirted shamelessly with the "braw Mr. Black," batting nonexistent lashes above nests of wrinkles, smoothing thin white hair with a blue-veined, age-spotted hand. And if that hadn't been enough, the castle cat, obviously female and obviously in heat, had sashayed in, tail straight up and perkily curved at the tip, and would her furry little self sinuously around Adam's ankles, purring herself into a state of drooling, slanty-eyed bliss. Mr. Black, my ass, she'd wanted to snap (and she liked cats, really she did; she'd certainly never wanted to kick one before, but please--even cats?), he's a fairy and I found him, so that him my fairy. Back off.

Part of it might be what I represent: progress, science, and the interplanetary future we’ve dreamed of for centuries. But really, they did it because every human being has a basic instinct to help each other out. It might not seem that way sometimes, but it’s true. If a hiker gets lost in the mountains, people will coordinate a search. If a train crashes, people will line up to give blood. If an earthquake levels a city, people all over the world will send emergency supplies. This is so fundamentally human that it’s found in every culture without exception. Yes, there are assholes who just don’t care, but they’re massively outnumbered by the people who do.

The actual consumers of knowledge are the children—who can’t pay, can’t vote, can’t sit on the committees. Their parents care for them, but don’t sit in the classes themselves; they can only hold politicians responsible according to surface images of “tough on education.” Politicians are too busy being re-elected to study all the data themselves; they have to rely on surface images of bureaucrats being busy and commissioning studies—it may not work to help any children, but it works to let politicians appear caring. Bureaucrats don’t expect to use textbooks themselves, so they don’t care if the textbooks are hideous to read, so long as the process by which they are purchased looks good on the surface. The textbook publishers have no motive to produce bad textbooks, but they know that the textbook purchasing committee will be comparing textbooks based on how many different subjects they cover, and that the fourth-grade purchasing committee isn’t coordinated with the third-grade purchasing committee, so they cram as many subjects into one textbook as possible. Teachers won’t get through a fourth of the textbook before the end of the year, and then the next year’s teacher will start over. Teachers might complain, but they aren’t the decision-makers, and ultimately, it’s not their future on the line, which puts sharp bounds on how much effort they’ll spend on unpaid altruism . . .

They are also difficult to reconcile with archaeological evidence of how cities actually began in many parts of the world: as civic experiments on a grand scale, which frequently lacked the expected features of administrative hierarchy and authoritarian rule. We do not possess an adequate terminology for these early cities. To call them ‘egalitarian’, as we’ve seen, could mean quite a number of different things. It might imply an urban parliament and co-ordinated projects of social housing, as with some pre-Columbian centres in the Americas; or the self-organizing of autonomous households into neighbourhoods and citizens’ assemblies, as with prehistoric mega-sites north of the Black Sea; or, perhaps, the introduction of some explicit notion of equality based on principles of uniformity and sameness, as in Uruk-period Mesopotamia. None of this variability is surprising once we recall what preceded cities in each region. That was not, in fact, rudimentary or isolated groups, but far-flung networks of societies, spanning diverse ecologies, with people, plants, animals, drugs, objects of value, songs and ideas moving between them in endlessly intricate ways. While the individual units were demographically small, especially at certain times of year, they were typically organized into loose coalitions or confederacies. At the very least, these were simply the logical outcome of our first freedom: to move away from one’s home, knowing one will be received and cared for, even valued, in some distant place. At most they were examples of ‘amphictyony’, in which some kind of formal organization was put in charge of the care and maintenance of sacred places. It seems that Marcel Mauss had a point when he argued that we should reserve the term ‘civilization’ for great hospitality zones such as these. Of course, we are used to thinking of ‘civilization’ as something that originates in cities – but, armed with new knowledge, it seems more realistic to put things the other way round and to imagine the first cities as one of those great regional confederacies, compressed into a small space.

he took three potentially life-saving decisions. First, he eliminated rush hour by staggering the opening times of factories, shops and cinemas. Second, he established a clearing-house system under which 150 emergency health centres were set up across the city to coordinate the care and reporting of the sick. And third and most controversially, he kept the schools open.12

He hacked again and dug a handkerchief out of his pocket to wipe his mouth. After folding the white cloth back into a careful square, he checked his watch again, fumbled with the smartphone on his lap, squinted at it to confirm the coordinates were correct, and hit SEND. Then Angelo Calvaruso sat back, closed his eyes, and relaxed—completely relaxed—for the first time in weeks.

He asked the question: ‘What kind of company do we want this to be?’, and the answer built upon three principles: that people are happiest when they have personal control over their life; that people are ‘thinking, energetic, creative and caring’; and that the best human organisations are ones like voluntary bodies that are not managed by others, but in which participants coordinate among themselves. Defying

At a pragmatic level, white churches served as connective tissue that brought together leaders from other social realms to coordinate a campaign of massive resistance to black equality. But at a deeper level, white churches were the institutions of ultimate legitimization, where white supremacy was divinely justified via a carefully cultivated Christian theology. White Christian churches composed the cultural score that made white supremacy sing.

And he carefully stored what he considered the most vital piece of equipment: a satellite phone with solar-powered batteries, which would allow the men not only to record short audio dispatches but also to check in every day with an ALE operator and report their coordinates and medical condition. If the team failed to communicate for two consecutive days, ALE would dispatch a search-and-rescue plane—what Worsley called “the most expensive taxi ride in the world.

every human being has a basic instinct to help each other out. It might not seem that way sometimes, but it’s true. If a hiker gets lost in the mountains, people will coordinate a search. If a train crashes, people will line up to give blood. If an earthquake levels a city, people all over the world will send emergency supplies. This is so fundamentally human that it’s found in every culture without exception. Yes, there are assholes who just don’t care, but they’re massively outnumbered by the people who do.

Churchill complained to the King that with the Coordination Committee, War Cabinet, Commons debates and thirty or forty important naval messages coming in daily, ‘which have to be sifted and carefully gone through, before sending out new instructions to the Fleet off Norway’, he found it hard to get on with his Admiralty work.163 He could, however, still find time to see the King, and somehow, too, he was able to continue working at night on the manuscript of his History of the English-Speaking Peoples.* Even in the midst of the Norway Campaign, at eleven o’clock one evening in late April, Churchill was able to discuss with William Deakin and Freddie Birkenhead the Norman invasion of England in 1066. Deakin recalled that, despite naval signals being brought in by admirals as the battle progressed, talk ranged round the spreading shadows of the Norman invasion and the figure of Edward the Confessor who, as Churchill wrote, ‘comes down to us faint, misty, frail’. I can still see the map on the wall, with the dispositions of the British fleet off Norway, and hear the voice of the First Lord as he grasped with his usual insight the strategic position in 1066. But this was no lack of attention to current business. It was the measure of the man with the supreme historical eye. The distant episodes were as close and real as the mighty events on hand.164

The cost for my survival must have been hundreds of millions of dollars. All to save one dorky botanist. Why bother? Well, okay. I know the answer to that. Part of it might be what I represent: progress, science, and the interplanetary future we’ve dreamed of for centuries. But really, they did it because every human being has a basic instinct to help each other out. It might not seem that way sometimes, but it’s true. If a hiker gets lost in the mountains, people will coordinate a search. If a train crashes, people will line up to give blood. If an earthquake levels a city, people all over the world will send emergency supplies. This is so fundamentally human that it’s found in every culture without exception. Yes, there are assholes who just don’t care, but they’re massively outnumbered by the people who do.

Patriarchy creates coercive background conditions for women, and thus patriarchy, not capitalism, is to blame for women’s exploitation under capitalism. Women are exploited under capitalism because they are forced by gendered expectations of women’s place into segregated spaces. In the home, gendered expectations about what women ought to do causes them to devote more time and energy to caring activities. Not only are women expected to be the main source of childcare and domestic labor in the home, they are also the psychic caregivers, coordinating social, spiritual, and emotional efforts for families. Their doing this explains the exploitation of women qua women in capitalism. The best evidence for this claim is that women in other economic systems are also exploited. For example, in the Soviet Union women were exploited for their domestic and sexual labor despite living under a noncapitalist economic system.121 I do not mean to say that there is no economic or material component to women’s condition. Women are stuck in these roles in part for material and economic reasons; they do not have enough bargaining power within heterosexual relationships generally to escape these roles. If women are able to gain an economic foothold, as is possible in an enlightened capitalism that eschews discrimination and gender segregation, then they can begin to work their way into better bargaining positions in their homes. And with better bargaining outcomes in their domestic lives, women can do better in the capitalist economy. Thus, capitalism does not provide an easy escape route, but it does point in the direction of escape from patriarchy.

It is important not to confuse opposition against this kind of planning with a dogmatic laissez faire attitude. The liberal argument is in favor of making the best possible use of the forces of competition as a means of coordinating human efforts, not an argument for leaving things just as they are. It is based on the conviction that, where effective competition can be created, it is a better way of guiding individual efforts than any other. It does not deny, but even emphasizes, that, in order that competition should work beneficially, a carefully thought-out legal framework is required and that neither the existing nor the past legal rules are free from grave defects. Nor does it deny that, where it is impossible to create the conditions necessary to make competition effective, we must resort to other methods of guiding economic activity.

Lenin was once asked to define communism in a single sentence. ‘Communism is power to worker councils,’ he said, ‘plus electrification of the whole country.’ There can be no communism without electricity, without railroads, without radio. You couldn’t establish a communist regime in sixteenth-century Russia, because communism necessitates the concentration of information and resources in one hub. ‘From each according to his ability, to each according to his needs’ only works when produce can easily be collected and distributed across vast distances, and when activities can be monitored and coordinated over entire countries. Marx and his followers understood the new technological realities and the new human experiences, so they had relevant answers to the new problems of industrial society, as well as original ideas about how to benefit from the unprecedented opportunities. The socialists created a brave new religion for a brave new world. They promised salvation through technology and economics, thus establishing the first techno-religion in history, and changing the foundations of ideological discourse. Before Marx, people defined and divided themselves according to their views about God, not about production methods. Since Marx, questions of technology and economic structure became far more important and divisive than debates about the soul and the afterlife. In the second half of the twentieth century, humankind almost obliterated itself in an argument about production methods. Even the harshest critics of Marx and Lenin adopted their basic attitude towards history and society, and began thinking about technology and production much more carefully than about God and heaven.

But despite the Secret Service–like behavior, and the regal nomenclature, there’s nothing hierarchical about the way an ant colony does its thinking. “Although queen is a term that reminds us of human political systems,” Gordon explains, “the queen is not an authority figure. She lays eggs and is fed and cared for by the workers. She does not decide which worker does what. In a harvester ant colony, many feet of intricate tunnels and chambers and thousands of ants separate the queen, surrounded by interior workers, from the ants working outside the nest and using only the chambers near the surface. It would be physically impossible for the queen to direct every worker’s decision about which task to perform and when.” The harvester ants that carry the queen off to her escape hatch do so not because they’ve been ordered to by their leader; they do it because the queen ant is responsible for giving birth to all the members of the colony, and so it’s in the colony’s best interest—and the colony’s gene pool—to keep the queen safe. Their genes instruct them to protect their mother, the same way their genes instruct them to forage for food. In other words, the matriarch doesn’t train her servants to protect her, evolution does. Popular culture trades in Stalinist ant stereotypes—witness the authoritarian colony regime in the animated film Antz—but in fact, colonies are the exact opposite of command economies. While they are capable of remarkably coordinated feats of task allocation, there are no Five-Year Plans in the ant kingdom. The colonies that Gordon studies display some of nature’s most mesmerizing decentralized behavior: intelligence and personality and learning that emerges from the bottom up.

Conceive a world-society developed materially far beyond the wildest dreams of America. Unlimited power, derived partly from the artificial disintegration of atoms, partly from the actual annihilation of matter through the union of electrons and protons to form radiation, completely abolished the whole grotesque burden of drudgery which hitherto had seemed the inescapable price of civilization, nay of life itself. The vast economic routine of the world-community was carried on by the mere touching of appropriate buttons. Transport, mining, manufacture, and even agriculture were performed in this manner. And indeed in most cases the systematic co-ordination of these activities was itself the work of self-regulating machinery. Thus, not only was there no longer need for any human beings to spend their lives in unskilled monotonous labour, but further, much that earlier races would have regarded as highly skilled though stereotyped work, was now carried on by machinery. Only the pioneering of industry, the endless exhilarating research, invention, design and reorganization, which is incurred by an ever-changing society, still engaged the minds of men and women. And though this work was of course immense, it could not occupy the whole attention of a great world-community. Thus very much of the energy of the race was free to occupy itself with other no less difficult and exacting matters, or to seek recreation in its many admirable sports and arts. Materially every individual was a multi-millionaire, in that he had at his beck and call a great diversity of powerful mechanisms; but also he was a penniless friar, for he had no vestige of economic control over any other human being. He could fly through the upper air to the ends of the earth in an hour, or hang idle among the clouds all day long. His flying machine was no cumbersome aeroplane, but either a wingless aerial boat, or a mere suit of overalls in which he could disport himself with the freedom of a bird. Not only in the air, but in the sea also, he was free. He could stroll about the ocean bed, or gambol with the deep-sea fishes. And for habitation he could make his home, as he willed, either in a shack in the wilderness or in one of the great pylons which dwarfed the architecture even of the American age. He could possess this huge palace in loneliness and fill it with his possessions, to be automatically cared for without human service; or he could join with others and create a hive of social life. All these amenities he took for granted as the savage takes for granted the air which he breathes. And because they were as universally available as air, no one craved them in excess, and no one grudged another the use of them.

In 2012, a Taliban leader in northern Pakistan banned polio vaccination in his region until the United States ceased drone strikes there. Vaccination campaigns, he claimed, were a form of American espionage. While resembling the rumors of secret plots in Nigeria, this was, unfortunately, more easily verifiable. In pursuit of Osama bin Laden, the CIA had used a fake vaccination campaign—administering real hep B vaccine, but not the three doses necessary for immunity—to gather DNA evidence to help verify bin Laden’s location. This deception, like other acts of war, would cost the lives of women and children. The Lady Health Workers of Pakistan, a team of over 110,000 women trained to deliver health care door-to-door, had already endured years of brutal intimidation by the Taliban and hardly needed association with the CIA. Not long after the Taliban banned immunization, nine polio vaccinators, five of them women, were murdered in a coordinated series of attacks.

Lt. Gen. Zinni has distilled his experiences in a talk on “twenty lessons learned”that feels like a modern appendix to the Small Wars Manual. The earlier you go in, the better, he argues. Start planning as early as possible, and coordinate it with organizations like the United Nations and private relief groups. Assess the differences between your views of the situation and theirs. Coordinate everything, but decentralize execution. Know the culture. “Who makes decisions in this culture? What is the power of religious leaders? Of political people? Of professionals?”Zinni argues that this is probably where the American military fails most often, as it unconsciously seeks the levers of power that exist in its own society. “Truly, the decision makers are at the back of the tent. You have to find them.”Restart a key institution, probably the police, as soon as possible. But don’t offer well-intentioned help, such as extensive medical care, that you can’t sustain. Don’t set high expectations. “Don’t make enemies, but if you do, don’t treat them gently.

Each one of these decisions, even when they were ultimately reversed, set recovery efforts back further. Is this all a masterful conspiracy to make sure Puerto Ricans are too desperate, distracted, and despairing to resist Wall Street’s bitter economic medicine? I don’t believe it’s anything that coordinated. Much of this is simply what happens when you bleed the public sphere for decades, laying off competent workers and neglecting basic maintenance. Run-of-the-mill corruption and cronyism are no doubt at work as well. But it’s also true that many governments have deployed a starve-then-sell strategy when it comes to public services: cut health care/transit/education to the bone until people are so disillusioned and desperate that they are willing to try anything, including selling off those services altogether. And if Rosselló and the Trump administration have seemed remarkably unconcerned about the nonstop relief and reconstruction screw-ups, the attitude may be at least partly informed by an understanding that the worse things get, the stronger the case for privatization becomes.

The cost for my survival must have been hundreds of millions of dollars. All to save one dorky botanist. Why bother? Well, okay. I know the answer to that. Part of it might be what I represent: progress, science, and the interplanetary future we've dreamed of for centuries. But really, they did it because every human being has a basic instinct to help each other out. It might not seem that way sometimes, but it's true. If a hiker gets lost in the mountains, people will coordinate a search. If a train crashes, people will line up to give blood. If an earthquake levels a city, people all over the world will send emergency supplies. This is so fundamentally human that it's found in every culture without exception. Yes, there are assholes who just don't care, but they're massively outnumbered by the people who do. And because of that, I had billions of people on my side. Pretty cool, eh? Anyway, my ribs hurt like hell, my vision is still blurry from acceleration sickness, I'm really hungry, it'll be another 211 days before I'm back on Earth, and, apparently, I smell like a skunk took a shit on some sweat socks. This is the happiest day of my life.

See the Bright Side Everyone with poor eyesight must be a bit adventurous to do some of the same things routinely done by people with normal eyesight. If you are not there yet, you might be in the future: Many people’s vision deteriorates a bit as they age, pushing them into this adventure zone. Clearly good sight is better than bad sight, however, in my experience, there are some positives to having poor vision. For me, a longer life, more adventure and discovery, and greater creativity and imagination are the bright side of poor vision. I believe my bad eyesight has contributed to better handeye coordination, balance, presentation skills, and enhanced use of my other senses. Poor vision also makes it easier to enjoy a more beautiful world and improve racial harmony. Seeing the bright side makes life more fun for you and those around you. Once you’ve done everything you can to protect your eyes, take care of your eye health, and safely improve your vision, then: • Relax and be grateful for whatever sight you have; • When you decide to go for something, give it a red-hot go, and • Love the challenges, see the bright side, appreciate the advantages, and enjoy the adventures of poor eyesight.

Addicts should not be coerced into treatment, since in the long term coercion creates more problems than it solves. On the other hand, for those addicts who opt for treatment, there must be a system of publicly funded recovery facilities with clean rooms, nutritious food, and access to outdoors and nature. Well-trained professional staff need to provide medical care, counseling, skills training, and emotional support. Our current nonsystem is utterly inadequate, with its patchwork of recovery homes run on private contracts and, here and there, a few upscale addiction treatment spas for the wealthy. No matter how committed their staff and how helpful their services may be, they are a drop in comparison to the ocean of vast need. In the absence of a coordinated rehabilitation system, the efforts of individual recovery homes are limited and occur in a vacuum, with no follow-up. It may be thought that the cost of such a drug rehabilitation and treatment system would be exorbitant. No doubt the financial expenses would be great — but surely less than the funds now freely squandered on the War on Drugs, to say nothing of the savings from the cessation of drug-related criminal activity and the diminished burden on the health care system.

Tegularius was a willful, moody person who refused to fit into his society. Every so often he would display the liveliness of his intellect. When highly stimulated he could be entrancing; his mordant wit sparkled and he overwhelmed everyone with the audacity and richness of his sometimes somber inspirations. But basically he was incurable, for he did not want to be cured; he cared nothing for co-ordination and a place in the scheme of things. He loved nothing but his freedom, his perpetual student status, and preferred spending his whole life as the unpredictable and obstinate loner, the gifted fool and nihilist, to following the path of subordination to the hierarchy and thus attaining peace. He cared nothing for peace, had no regard for the hierarchy, hardly minded reproof and isolation. Certainly he was a most inconvenient and indigestible component in a community whose idea was harmony and orderliness. But because of this very troublesomeness and indigestibility he was, in the midst of such a limpid and prearranged little world, a constant source of vital unrest, a reproach, an admonition and warning, a spur to new, bold, forbidden, intrepid ideas, an unruly, stubborn sheep in the herd. And, to our mind, this was the very reason his friend cherished him.

When he was gone the men on the bench began to laugh. One of them rose to better see the map. Es un fantasma, he said. Fantasma? Sí, sí. Claro. Cómo? Cómo? Porque el viejo está loco es como. Loco? Billy stood looking at the map. No es correcto? he said. The man threw up his hands. He said that what they beheld was but a decoration. He said that anyway it was not so much a question of a correct map but of any map at all. He said that in that country were fires and earthquakes and floods and that one needed to know the country itself and not simply the landmarks therein. Besides, he said, when had that old man last journeyed to those mountains? Or journeyed anywhere at all? His map was after all not really so much a map as a picture of a voyage. And what voyage was that? And when? Un dibujo de un viaje, he said. Un viaje pasado, un viaje antigun. He threw up one hand in dismissal. As if no more could be said. Billy looked at the other three men on the bench. They watched with a certain brightness of eye so that he wondered if he were being made a fool of. But the one seated at the right leaned forward and tapped the ash from his cigarette and addressed the man standing and said that as far as that went there were certainly other dangers to a journey than losing one's way. He said that plans were one thing and journeys another. He said it was a mistake to discount the good will inherent in the old man's desire to guide them for it too must be taken into account and would in itself lend strength and resolution to them in their journey. The man who was standing weighed these words and then erased them in the air before him with a slow fanning motion of his forefinger. He said that the jovenes could hardly be expected to apportion credence in the matter of the map. He said that in any case a bad map was worse than no map at all for it engendered in the traveler a false confidence and might easily cause him to set aside those instincts which would otherwise guide him if he would but place himself in their care. He said that to follow a false map was to invite disaster. He gestured at the sketching in the dirt. As if to invite them to behold its futility. The second man on the bench nodded his agreement in this and said that the map in question was a folly and that the dogs in the street would piss upon it. But man on the right only smiled and said that for that matter the dogs would piss upon their graves as well and how was this an argument? The man standing said that what argued for one case argued for all and that in any event our graves make no claims outside of their own simple coordinates and no advice as to how to arrive there but only the assurance that arrive we shall. It may even be that those who lie in desecrated graves-by dogs of whatever manner-could have words of a more cautionary nature and better suited to the realities of the world. At this the man at the left who'd so far not spoke at all rose laughing and gestured for the two boys to follow and they went with him out of the square and into the street leaving the disputants to their rustic parkbench tertulia.

He missed the women he’d never get to sleep with. On the other side of the room, tantalizing at the next table, that miracle passing by the taqueria window giving serious wake. They wore too much make up or projected complex emotions onto small animals, smiled exactly so, took his side when no one else would, listened when no one else cared to. They were old money or fretted over ludicrously improbable economic disasters, teetotaled or drank like sailors, pecked like baby birds at his lips or ate him up greedily. They carried slim vocabularies or stooped to conquer in the wordsmith board games he never got the hang of. They were all gone, these faceless unknowables his life’s curator had been saving for just the right moment, to impart a lesson he’d probably never learn. He missed pussies that were raring to go when he slipped a hand beneath the elastic rim of the night-out underwear and he missed tentative but coaxable recesses, stubbled armpits and whorled ankle coins, birthmarks on the ass shaped like Ohio, said resemblance he had to be informed of because he didn’t know what Ohio look like. The size. They were sweet-eyed or sad-eyed or so successful in commanding their inner turbulence so that he could not see the shadows. Flaking toenail polish and the passing remark about the scent of a nouveau cream that initiated a monologue about its provenance, special ingredients, magic powers, and dominance over all the other creams. The alien dent impressed by a freshly removed bra strap, a garment fancy or not fancy but unleashing big or small breasts either way. He liked big breasts and he liked small breasts; small breasts were just another way of doing breasts. Brains a plus but negotiable. Especially at 3:00am, downtown. A fine fur tracing an earlobe, moles at exactly the right spot, imperfections in their divine coordination. He missed the dead he’d never lose himself in, be surprised by, disappointed in.

He was a good, even a shining light as a Castalian to the extent that he had a many-sided mind, tirelessly active in scholarship as well as in the art of the Glass Bead Game, and enormously hard-working; but in character, in his attitude toward the hierarchy and the morality of the Order he was a very mediocre, not to say bad Castalian. The greatest of his vices was a persistent neglect of meditation, which he refused to take seriously. The purpose of meditation, after all, is adaptation of the individual to the hierarchy, and application in it might very well have cured him of his neurasthenia. For it infallibly helped him whenever, after a period of bad conduct, excessive excitement, or melancholia, his superiors disciplined him by prescribing strict meditation exercises under supervision. Even Knecht, kindly disposed and forgiving though he was, frequently had to resort to this measure. There was no question about it: Tegularius was a willful, moody person who refused to fit into his society. Every so often he would display the liveliness of his intellect. When highly stimulated he could be entrancing; his mordant wit sparkled and he overwhelmed everyone with the audacity and richness of his sometimes somber inspirations. But basically he was incurable, for he did not want to be cured; he cared nothing for co-ordination and a place in the scheme of things. He loved nothing but his freedom, his perpetual student status, and preferred spending his whole life as the unpredictable and obstinate loner, the gifted fool and nihilist, to following the path of subordination to the hierarchy and thus attaining peace. He cared nothing for peace, had no regard for the hierarchy, hardly minded reproof and isolation. Certainly he was a most inconvenient and indigestible component in a community whose idea was harmony and orderliness. But because of this very troublesomeness and indigestiblity he was, in the midst of such a limpid and prearranged little world, a constant source of vital unrest, a reproach, an admonition and warning, a spur to new, bold, forbidden, intrepid ideas, an unruly, stubborn sheep in the herd. And, to our mind, this was the very reason his friend cherished him.

Give us an idea of…” Noya Baram rubs her temples. “Oh, well.” Augie begins to stroll around again. “The examples are limitless. Small examples: elevators stop working. Grocery-store scanners. Train and bus passes. Televisions. Phones. Radios. Traffic lights. Credit-card scanners. Home alarm systems. Laptop computers will lose all their software, all files, everything erased. Your computer will be nothing but a keyboard and a blank screen. “Electricity would be severely compromised. Which means refrigerators. In some cases, heat. Water—well, we have already seen the effect on water-purification plants. Clean water in America will quickly become a scarcity. “That means health problems on a massive scale. Who will care for the sick? Hospitals? Will they have the necessary resources to treat you? Surgical operations these days are highly computerized. And they will not have access to any of your prior medical records online. “For that matter, will they treat you at all? Do you have health insurance? Says who? A card in your pocket? They won’t be able to look you up and confirm it. Nor will they be able to seek reimbursement from the insurer. And even if they could get in contact with the insurance company, the insurance company won’t know whether you’re its customer. Does it have handwritten lists of its policyholders? No. It’s all on computers. Computers that have been erased. Will the hospitals work for free? “No websites, of course. No e-commerce. Conveyor belts. Sophisticated machinery inside manufacturing plants. Payroll records. “Planes will be grounded. Even trains may not operate in most places. Cars, at least any built since, oh, 2010 or so, will be affected. “Legal records. Welfare records. Law enforcement databases. The ability of local police to identify criminals, to coordinate with other states and the federal government through databases—no more. “Bank records. You think you have ten thousand dollars in your savings account? Fifty thousand dollars in a retirement account? You think you have a pension that allows you to receive a fixed payment every month?” He shakes his head. “Not if computer files and their backups are erased. Do banks have a large wad of cash, wrapped in a rubber band with your name on it, sitting in a vault somewhere? Of course not. It’s all data.” “Mother of God,” says Chancellor Richter, wiping his face with a handkerchief.

During this same period of his life Bohm also continued to refine his alternative approach to quantum physics. As he looked more carefully into the meaning of the quantum potential he discovered it had a number of features that implied an even more radical departure from orthodox thinking. One was the importance of wholeness. Classical science had always viewed the state of a system as a whole as merely the result of the interaction of its parts. However, the quantum potential stood this view on its ear and indicated that the behavior of the parts was actually organized by the whole. This not only took Bohr's assertion that subatomic particles are not independent "things, " but are part of an indivisible system one step further, but even suggested that wholeness was in some ways the more primary reality. It also explained how electrons in plasmas (and other specialized states such as superconductivity) could behave like interconnected wholes. As Bohm states, such "electrons are not scattered because, through the action of the quantum potential, the whole system is undergoing a co-ordinated movement more like a ballet dance than like a crowd of unorganized people. " Once again he notes that "such quantum wholeness of activity is closer to the organized unity of functioning of the parts of a living being than it is to the kind of unity that is obtained by putting together the parts of a machine. "6 An even more surprising feature of the quantum potential was its implications for the nature of location. At the level of our everyday lives things have very specific locations, but Bohm's interpretation of quantum physics indicated that at the subquantum level, the level in which the quantum potential operated, location ceased to exist All points in space became equal to all other points in space, and it was meaningless to speak of anything as being separate from anything else. Physicists call this property "nonlocality. " The nonlocal aspect of the quantum potential enabled Bohm to explain the connection between twin particles without violating special relativity's ban against anything traveling faster than the speed of light. To illustrate how, he offers the following analogy: Imagine a fish swimming in an aquarium. Imagine also that you have never seen a fish or an aquarium before and your only knowledge about them comes from two television cameras, one directed at the aquarium's front and the other at its side. When you look at the two television monitors you might mistakenly assume that the fish on the screens are separate entities. After all, because the cameras are set at different angles, each of the images will be slightly different. But as you continue to watch you will eventually realize there is a relationship between the two fish. When one turns, the other makes a slightly different but corresponding turn. When one faces the front, the other faces the side, and so on. If you are unaware of the full scope of the situation, you might wrongly conclude that the fish are instantaneously communicating with one another, but this is not the case. No communication is taking place because at a deeper level of reality, the reality of the aquarium, the two fish are actually one and the same. This, says Bohm, is precisely what is going on between particles such as the two photons emitted when a positronium atom decays (see fig. 8).

The city guard was the first to be taken out,” the messenger wailed. Enoch said, “Where are the Rephaim? Enmeduranki?” The messenger shook his head. “Nowhere to be found.” That did not make sense to Enoch. They would be the first to coordinate action to protect the citizens. He knew the priest-king truly cared for his people and the Rephaim did not tolerate rebellion. “The gates of the city have been locked,” said the messenger. “No one can get out. For some reason, the Nephilim have stayed away from the palace area.” The palace and its riches were always the ultimate goal in these revolutions. “Justice” usually meant theft, plunder, and destruction.

patient-centric is a system that discounts the power or importance of a physician’s, or a nurse’s, professional impact on patient healing. The healing relationship is multi-faceted, and as Dr. John Burroughs describes it, the relationship combines three critical components: A patient who wants to be healed, practitioners who desire to provide healing services and a healthy organization to create the optimal environment for healing. But a patient-centric hospital can neither be a care-provider’s democracy nor a loose confederation of aligned interests. Medicine now is far too complex for cottage industry methods. In fact, the ideal healing environment is one of harmonious synergy in which the hospital is the focal point of coordination and responsibility for standards, continuity and competence—as well as the means of forming and supporting the care team. The patient’s best interests, however, must be the primary and overriding center of everything the team does.

On the morning of June 20, at a hastily arranged conference at New York’s Gramercy Park Hotel, a new umbrella organization was born with Eleanor as honorary chair—the U.S. Committee for the Care of European Children. The purpose of the new committee was to coordinate all the different agencies and resources available in the United States for the care of refugee children.

By following these steps—that is, by immersing yourself in the illness, reaching an accurate diagnosis, picking the right treatment and provider, and coordinating all aspects of care—you will vastly improve your outcome in any situation. And while I explain the ICM steps in order, you’ll find that immersion and coordination are so important that they are practiced at every turning point, not just at the beginning and end of your journey.

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

Senator Warren questions SEC chair on broker reforms 525 words By Sarah N. Lynch WASHINGTON (Reuters) - Senator Elizabeth Warren said Friday that the Labor Department should press ahead with brokerage industry reforms, and not be deterred by the Securities and Exchange Commission's plans to adopt its own separate rules.    President Barack Obama, with frequent Wall Street critic Warren at his side, last month called on the Labor Department to quickly move forward to tighten brokerage standards on retirement advice, lending new momentum to a long-running effort to implement reforms aimed at reducing conflicts of interest and "hidden fees." But that effort could be complicated by a parallel track of reforms by the SEC, whose Chair Mary Jo White on Tuesday said she supported moving ahead with a similar effort to hold retail brokers to a higher "fiduciary" standard. "I want to see the Department of Labor go forward now," Warren told Reuters in an interview Friday. "There is no reason to wait for the SEC. There is no question that the Department of Labor has the authority to act to ensure that retirement advisers are serving the best interest of their clients." Warren said that while she has no concerns with the SEC moving forward to write its own rules, she fears its involvement may give Wall Street a hook to try to delay or water down a separate ongoing Labor Department effort to craft tough new rules governing how brokers dole out retirement advice. She also raised questions about White's decision to unveil her position at a conference hosted by the Securities Industry and Financial Markets Association (SIFMA), a trade group representing the interests of securities brokerage firms. Not only is the SEC the lead regulator for brokers, but unlike the Labor Department, it is also bound by law to preserve brokers' commission-based compensation in any new fiduciary rule.     "I was surprised that (Chair) White announced the rule at a conference hosted by an industry trade group that spent several years and millions of dollars lobbying members of Congress to block real action to fix the problem," Warren said. Warren, a Massachusetts Democrat who frequently challenges market regulators as too cozy with industry, stopped short of directly criticizing White. The SEC and SIFMA both declined to comment on Warren's comments. SIFMA has strongly opposed the Labor Department's efforts, fearing its rule will contain draconian measures that would cut broker profits, and in turn, force brokers to pull back from offering accounts and advice to American retirees. It has long advocated for the SEC to take the lead on a rule that would create a new uniform standard of care for brokers and advisers. The SEC has said it has been coordinating with the Labor Department on the rule-writing effort, but on Tuesday White also acknowledged that the two can still act independently of one another because they operate under different laws. The industry and reform advocates have been waiting now for years to see whether the SEC would move to tighten standards.     Warren expressed some skepticism on Friday about whether the SEC will ever in fact actually adopt a rule, saying that for years the agency has talked about taking action, but has not delivered. (Reporting by Sarah N. Lynch; Editing by Christian Plumb)

I can easily envision a future system in which all of our vehicles are autonomous, just like our electric grid and your refrigerator. You’d take out your smartphone and, Uber-style, summon an autonomous get-you-to-work vehicle. The autonomous vehicle company takes care of the car and sends you a bill for each ride. If those vehicles coordinated with each other the way our mobile phones and their communication cells do, and these robot cars were electric … oooh! We’d have far fewer car wrecks, less pollution, and more free time.

County workers are usually the legal guardians for the children on their caseloads, to an extent. There may also be a CASA (Court Appointed Special Advocate) and/or a Guardian Ad Litem (see glossary for definitions). All have a slightly different role, but the county worker usually tends to have the final say in all major decisions regarding the child, in conjunction, of course, with the judge. County workers are responsible for coordination of services, preparation of case plans, permanency plans, court reports and presentations, and work with the bio-family. They may however delegate some of these responsibilities if there is a private agency involved or if the county contracts with other agencies for provision of ancillary services.

Development of brain growth, timing, and coordination in childhood are critical to proper function throughout life. If there is developmental delay in brain function in childhood, such as ADHD, autism, Tourette’s Syndrome, obsessive compulsive disorder (OCD), anxiety, tics, dyslexia, learning or processing disorders, or even more subtle symptoms, it is best to aggressively rehabilitate function before adulthood. Unfortunately, the current model of health care tells parents to wait for the child to grow out of it. However, many children do not grow out of it and miss key windows of time for ideal brain development. Unrelated to developmental delays, early symptoms of brain degeneration such as poor mental endurance, poor memory, and inability to learn new things are also serious issues when timing matters. The longer a person waits to manage their brain degeneration or developmental delay the less potential they have to make a difference. Datis Kharrazian, DHSc, DC, MS

would you expect an auto mechanic with a full schedule to stay on task with each new vehicle and at the same time help each client get directions home, coordinate vehicle pickup and child care, and schedule follow-up appointments? Of course not. Yes, these details fall under the category of “it’s not my job,” but that’s what doctors are often called to do, and it’s what makes it impossible for us to excel at what is actually our job.

That forum would hardly be the last time Hillary—or, for that matter, half the primary field—outperformed me, for it soon seemed as if we were gathered for a debate once every two or three weeks. I had never been particularly good in these formats myself: My long windups and preference for complicated answers worked against me, particularly onstage with seven savvy pros and a single timed minute to answer a question. During our first debate in April, the moderator called time at least twice before I was done speaking. Asked about how I’d handle multiple terrorist attacks, I discussed the need to coordinate federal help but neglected to mention the obvious imperative to go after the perpetrators. For the next several minutes, Hillary and the others took turns pointing out my oversight. Their tones were somber, but the gleam in their eyes said, Take that, rookie. Afterward, Axe was gentle in his postgame critique. “Your problem,” he said, “is you keep trying to answer the question.” “Isn’t that the point?” I said. “No, Barack,” Axe said, “that is not the point. The point is to get your message across. What are your values? What are your priorities? That’s what people care about. Look, half the time the moderator is just using the question to try to trip you up. Your job is to avoid the trap they’ve set. Take whatever question they give you, give ’em a quick line to make it seem like you answered it…and then talk about what you want to talk about.” “That’s bullshit,” I said. “Exactly,” he said.

Suppose Public Enemy No.16, has just held you up at the point of a gun; taken your wallet with all your ten singles in it, and is stalking away, his back turned to you with the contempt criminals have for cowed citizens. Now is your chance (if you have recovered your senses). You take one or two soft steps toward him. Steal your right arm over his right shoulder, across his neck, around it; and grasp the collar of his coat on the left side, holding firmly. Ball your left hand into a hard fist and slam it into his left buttock. This will force his body forward and his head backward. The bony part of your right wrist jams it's way into his Adam's Apple. This is just the beginning of the action. You then drop to your left knee, bending your right leg to form a stumbling block. You continue. Vigorously you press the right arm and wrist across his throat and pull him backward. He falls over the right knee you have just prepared for him. Normally he would fall on his back. But you have prepared a worse fate for him. As he falls he naturally stretches out his arms to balance himself. You seize his left arm with your left hand and bend it in such a way that his body is turned over—onto his face. You then disengage your right arm from under his throat, but only far enough to grasp his chin and twist it upward and away from the ground. To keep him passive in this punishing position, you lower your right knee to press into the small of his back. While further to imprison him, you grasp his right arm with your right and stretch it upward. (See Fig. 21) This is the most devastating and utterly demoralizing hold imaginable. If you study it carefully and learn to co-ordinate all the movements with speed and precision, you will most likely, by means of this one trick alone, justify all the energy and effort you have given to Jiu-jitsu. It will establish you at once as an athlete of no mean parts. You will be the terror of your enemies and the joy of your friends.

Here are the major drawbacks and issues of the microservice architecture: Finding the right set of services is challenging. Distributed systems are complex, which makes development, testing, and deployment difficult. Deploying features that span multiple services requires careful coordination. Deciding when to adopt the microservice architecture is difficult.

Another challenge with using the microservice architecture is that deploying features that span multiple services requires careful coordination between the various development teams. You have to create a rollout plan that orders service deployments based on the dependencies between services. That’s quite different than a monolithic architecture, where you can easily deploy updates to multiple components atomically.

Everything in life requires investment and time is one of the main investments. Even if you have your own business and are able to work from home, you must invest your time in searching for suppliers, clients and opportunities. You will also invest more money to acquire all those things; Money to catch planes for meetings of one hour that can determine a future investment, money to pay for the lunch you don’t have time to cook or for the best doctors that will take care of your health when you can’t for lack of enough time or discipline. You always invest in health, money, food, friends, personal hobbies and happiness, and you lose or win depending on how well you can coordinate everything at the same time. Sometimes you invest too much and other times too less, but you always reap what you sow.

Primary care . . . provides person-focused (not disease-oriented) care over time . . . and coordinates or integrates care provided elsewhere or by others. . . . The long-term relationship that characterizes primary care will be difficult to sustain if either party is uncomfortable with their encounters. Because many problems that patients bring to primary care physicians are of uncertain cause or prognosis, the relationship must be strong enough to tolerate ambiguity. —Barbara Starfield, Primary Care (1998)

Rev. Dr. Martha R. Jacobs, MDiv, DMin, BCC, is the author of A Clergy Guide to End-of-Life Issues. She provides workshops throughout the country for clergy and congregations on end-of-life issues. Martha is an adjunct professor at New York Theological Seminary, where she is the coordinator for the Doctor of Ministry in Pastoral Care and a per diem chaplain at New York Presbyterian Hospital, Columbia Campus. She is the founding managing editor of PlainViews

People will continue to be critically important in the improved health care delivery systems of the future, but not always in the same roles as today. Emotionally and socially astute care coordinators, rather than brilliant diagnosticians and other HiPPOs, might move to center stage. Earlier, we told the old joke about the two employees—person and dog—in the factory of the future. We suggest a slight tweak for health care: the medical office of the future might employ an artificial intelligence, a person, and a dog. The AI’s job will be to diagnose the patient, the person’s job will be to understand and communicate the diagnosis, and to coach the patient through treatment, and the dog’s job will be to bite the person if the person tries to second-guess the artificial intelligence.

I’m Jay Powers, the circulating nurse”; “I’m Zhi Xiong, the anesthesiologist”—that sort of thing. It felt kind of hokey to me, and I wondered how much difference this step could really make. But it turned out to have been carefully devised. There have been psychology studies in various fields backing up what should have been self-evident—people who don’t know one another’s names don’t work together nearly as well as those who do. And Brian Sexton, the Johns Hopkins psychologist, had done studies showing the same in operating rooms. In one, he and his research team buttonholed surgical staff members outside their operating rooms and asked them two questions: how would they rate the level of communications during the operation they had just finished and what were the names of the other staff members on the team? The researchers learned that about half the time the staff did not know one another’s names. When they did, however, the communications ratings jumped significantly. The investigators at Johns Hopkins and elsewhere had also observed that when nurses were given a chance to say their names and mention concerns at the beginning of a case, they were more likely to note problems and offer solutions. The researchers called it an “activation phenomenon.” Giving people a chance to say something at the start seemed to activate their sense of participation and responsibility and their willingness to speak up. These were limited studies and hardly definitive. But the initial results were enticing. Nothing had ever been shown to improve the ability of surgeons to broadly reduce harm to patients aside from experience and specialized training. Yet here, in three separate cities, teams had tried out these unusual checklists, and each had found a positive effect. At Johns Hopkins, researchers specifically measured their checklist’s effect on teamwork. Eleven surgeons had agreed to try it in their cases—seven general surgeons, two plastic surgeons, and two neurosurgeons. After three months, the number of team members in their operations reporting that they “functioned as a well-coordinated team” leapt from 68 percent to 92 percent. At the Kaiser hospitals in Southern California, researchers had tested their checklist for six months in thirty-five hundred operations. During that time, they found that their staff’s average rating of the teamwork climate improved from “good” to “outstanding.” Employee satisfaction rose 19 percent. The rate of OR nurse turnover—the proportion leaving their jobs each year—dropped from 23 percent to 7 percent. And the checklist appeared to have caught numerous near errors. In

For example, you are a physician in Illinois, and a patient reaches out to you from North Carolina to consult remotely. You can work with a physician licensed in the state in which the patient is located (North Carolina) to coordinate care. However, the nature of the services provided should be in the form of a second opinion or consultation.

Quizá para las cosas más hermosas de la vida no existen palabras

Cerebral Palsy in Children – Motherhood Chaitanya Hospital In the journey of childhood, every step, every milestone, holds significance. But for children with cerebral palsy, these steps can be accompanied by unique challenges. Cerebral palsy, a condition affecting movement and muscle coordination, requires specialized care and support. With the expertise of the best paediatric neurology & physiotherapy centre in Chandigarh at Motherhood Chaitanya Hospital, let’s delve into the world of cerebral palsy in children, understanding the condition, its impact, and the avenues of expert care.

If they’d wished to, they could have carefully avoided the vast majority of collateral damage, instead coordinating a campaign of precision-guided missile strikes.

Figure-eight between-the-legs pass. This is a gentle warm-up and a surprisingly good conditioning movement for the legs and core. It involves elements of coordination and body awareness, which makes it challenging and engaging. To perform this exercise, pick up the kettlebell and hold it in front of you with either hand with feet shoulder-width apart and a slight bend in the knees (see figure 7.7a). Pass the kettlebell from the left hand to the right through your legs from front to back (see figure 7.7b). Continue the momentum to circle back in front of the body and pass to the other hand (see figure 7.7c). Exhale as you switch hands. This will automatically create an inhalation at the other movement points. Continue this continuous figure-eight pattern. Change direction and pass from back to front. KEY PRINCIPLES As you pass the kettlebell between the legs, maintain a neutral spine position and crease in the hips. Keep the kettlebell close to the body, being careful not to hit yourself with it.

After the miscarriage I was surrounded by dead-baby flowers, dead-baby books, and lots of boxes of dead-baby tea. I felt like I was drowning in a dead-baby sea. My mother didn’t know how to help but knew that I needed her. She sent me a soft bathrobe and a teapot, and I wept for hours on the phone with her. Mostly, she listened as I sorted through all my thoughts and feelings. If I’m angry or upset about something, or even if I’m happy about something, it isn’t real until I articulate it. I need a narrative. I guess that’s something Jeff and I share. We both need a story to fit into. The Burton ability to turn misfortune into narrative is something I’m grateful I was taught. It helps me think, Well, okay, that’s just a funny story. You should hear my father talking about his mother and those damn forsythia bushes. My sisters-in-law sent me lovely, heartfelt packages. Christina sent me teas and a journal and a letter I cherish. She included Cheryl Strayed’s book Tiny Beautiful Things: Advice on Love and Life from Dear Sugar. Christina is a mother. I felt like she understood the toll this sadness was taking on me, and she encouraged me to practice self-care. Jess gave me the book Reveal: A Secret Manual for Getting Spiritually Naked by Meggan Watterson and some other books about the divine feminine. She knew that there was nothing she could say, but everything she wanted to articulate was in those books. Jess has always had an almost psychic ability to understand my inner voice. She is quiet and attuned to what people are really saying rather than what they present to the world. I knew her book choices were deliberate, but I couldn’t read them for a while because they were dead-baby books. If people weren’t giving me dead baby gifts, they wanted to tell me dead-baby stories. There’s nothing more frustrating than someone saying, “Well, welcome to the club. I’ve had twelve miscarriages." It seemed like there was an unspoken competition between members of this fucked up sorority. I quickly realized this is a much bigger club than I knew and that everyone had stories and advice. And as much as I appreciated it, I had to find my own way. Tara gave me a book called Vessels: A Love Story, by Daniel Raeburn, about his and his wife’s experience of a number of miscarriages. His book helped because I couldn’t wrap my head around Jeff’s side of the story, and he certainly wasn’t telling it to me. He was out in the garage until dinnertime every day. He would come in, eat, help Gus shower, and then disappear for the rest of the night. I often read social media posts from couples announcing, “Hey we miscarried but it brought us closer together." I think it’s fair to say that miscarriage did not bring Jeffrey and me closer together. We were living in the same space but leading parallel lives. To be honest, most of the time we weren’t even living in the same space. That spring The Good Wife was canceled. We had banked on that being a job Jeff would do for a couple of years, one that would keep him in New York City. Then he landed Negan on The Walking Dead, and suddenly he would be all the way down in Georgia for the next three to five years. We were never going to have another child. It had been so hard to get pregnant. I felt like I was pulling teeth trying to coordinate dates when Jeff would be around and I’d be ovulating. It felt like every conversation was about having a baby. He’d ask, “What do you want for dinner?" I’d say, “A baby." “Hey, what do you want to do this weekend?" I’d say, “Have a baby.

Consumer Assessment of Healthcare Providers and Systems (CAHPS) This survey initiative began in 1995, before the Agency became involved in patient safety, in response to the recognition that quality of care issues that are important to consumers, such as communication skills of providers and ease of access to healthcare, were often overlooked. The obvious way to find out about them was to ask patients. The Agency began to fund, oversee, and work closely with a consortium of research organizations to conduct research on patient experience and develop the survey. The survey has since been expanded to ask patients to evaluate their experiences with health plans, providers, and healthcare facilities regarding care coordination , shared decision-making, and patient engagement . The survey is now widely used by healthcare organizations, health plans, purchasers, consumer groups, and accreditation organizations to evaluate providers and improve quality and safety of care. It has been a major factor in teaching clinicians and hospitals to be more aware of patient’s concerns and to engage them more meaningfully in their care. It has magnified their voice

In the army—old-fashioned style—every foot-soldier was considered interchangeable with every other. The hierarchical organization, then, was conceived as the structure that could give the fastest and most direct coordination between these interchangeable parts. But a programming project is not a battle, regardless of appearances. There is no need for quite the speed of communication which is necessary under field conditions, nor are the things to be communicated so simple that they can be barked over a two-way radio with shells bursting in the background. What is needed in a programming project is slow, careful communication among teams of people doing very different, highly specialized tasks.

Horrific suffering by the wounded and dying may have been inevitable, but the chaotic, poorly organized battlefield evacuation and inadequately coordinated post-battle care that exacerbated and cruelly prolonged it could not be allowed to continue.

Volunteer Services Title: Improving Worker Administrations: A Statistical surveying Approach Presentation: Volunteer Services assume a vital part in supporting networks, non-benefit associations, and different causes around the world. In any case, to actually use volunteer assets, it's basic to grasp market elements, patterns, and inclinations. Statistical surveying gives priceless bits of knowledge to upgrading volunteer projects, improving commitment, and augmenting influence. In this complete examination, we dive into the domain of volunteer administrations, investigating market patterns, challenges, and imaginative procedures for development. Understanding the Worker Administrations Market: The worker administrations market incorporates a wide cluster of areas, including social administrations, ecological preservation, medical care, instruction, and fiasco help. As indicated by late examinations, the worldwide volunteerism rate has been consistently expanding, mirroring a developing consciousness of social obligation and local area inclusion. In any case, notwithstanding this vertical pattern, certain difficulties persevere, preventing the maximum capacity of Volunteer Services. Key Difficulties in Volunteer Administrations: Enrollment and Maintenance: One of the essential difficulties looked by associations is the enlistment and maintenance of workers. With occupied plans and contending responsibilities, people frequently battle to commit time to chipping in. Additionally, holding volunteers over the long haul requires supported commitment and significant encounters. Ability Coordinating: Compelling usage of volunteer abilities is fundamental for augmenting influence. Nonetheless, numerous associations battle to coordinate workers with jobs that line up with their

Dr. David Wilson is a Utah-licensed psychiatrist whose focus on pediatric patients extends to coordinating care with diverse healthcare providers. Currently, at Salt Lake Behavioral Health, he continues his commitment to mental health.

There are lots of ways that MA plans make money, but none is more important than their ability to build efficient provider networks. These networks certainly may promote your health, and there is impressive evidence that coordinated care provided in a network can be good for you. But it is unquestionably good for the health of the plans’ bottom lines.

Studies have found that people learn more from coordinated words, diagrams, and sounds than from text alone. The human-computer interaction experts came to understand that the best designs carefully engaged multiple human senses, which are neurologically designed to receive and integrate information in parallel. Other researchers focused on how computers allow people to connect with one another, and how people connect with information about themselves that we increasingly store in digital form. All of this greatly increased the potential for using computers to help students learn. Yet despite those decades of technological progress and mounting evidence that students learned perfectly well in a variety of technology-aided and mediated environments, it did not change the nature of the hybrid university in any important way.

It was all so difficult, she felt, and Adelaide didn’t know how to explain why she wanted to decorate her flat with peonies and plants and color-coordinated stacks of books while simultaneously wanting her life to end. She wanted to be here, on this earth—to squeeze her friends’ hands on their wedding days, to kiss their babies, to send care packages to her family for their birthdays. But she also just wanted to die. To leave. If she felt more secure in her faith—safer in the knowledge that heaven existed, that she was guaranteed entry—she would have done it. She would have left. But she didn’t want to go to hell or the Bad Place or that island in Lost. Right now, she just wanted to not live and be safe.

But what do you care about Qorlec?” went on Dr. Zorgone. “I heard you escaped Alsa Sif V, and immediately upon your departure,” he frowned, “you set coordinates for Earth?” He laughed softly, nastily, and Quinn felt anger shiver through her to see the twinkling mockery in his eyes. “What would your people think to know that, I wonder?” continued Dr. Zorgone, tilting his head. “The first place you ran to wasn’t Qorlec, wasn’t the ancient home of your ‘mighty’ ancestors, but the polluted shit-ball of ape people? The true home of the true empress is Earth.” His eyes danced over her, searching, hungry. “You speak Roknal and English fluently, but I bet you don’t know a damn lick of Aviye. The entirian princess isn’t even entirian --” “What do you want?” Quinn said abruptly. “What do I want?” repeated Dr. Zorgone, rolling his eyes to the starry sky. “Let’s see . . . What do I want? I always wanted an indoor pool.” Quinn’s lips tightened.

prepared for everything short of nuclear war,” Beth assured her. “Emery and I can handle things. Nothing momentous is going on right now. I’ll take care of the web sale and coordinate with the

Reacher was heading for the coffee shop. Rutherford was leaving it. Reacher didn’t pay him much attention at first. He was just a guy, small and unremarkable, holding his to-go cup, going about his business. Whatever that may be. But a moment later Reacher’s interest ratcheted all the way up. He felt a chill at the base of his neck. A signal from some ancient warning system hardwired into the back of his brain. An instinctive recognition. Pattern and movement. Predators circling. Moving in on their prey. Two men and a woman. Spread out. Carefully positioned. Coordinated. Ready to spring their trap.

In addition to having the right people on board, you need to keep the bus in good running condition. That may seem obvious, but you’d be surprised how many companies with wonderful intentions trip themselves up by having poor internal communications, or bad coordination between departments, or inadequate follow-through on decisions, or any of a thousand other fundamental management issues that can negate all the positive initiatives those companies undertake. I have never encountered angrier and more cynical employees than those I’ve met in socially responsible companies that have been so focused on saving the world they neglected to do what was necessary to save themselves. Some of them were famous for their mojo early on, but they lost it, in part because they didn’t take care of the basics.

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The symbolic connection between the dress code and Mayo’s standards for performance is clear: “There is a Mayo way of doing things. Don’t come here if you don’t want to adopt it—completely.” These standards and traditions translate into well-coordinated care that patients appreciate and physicians are proud of.

Finally, many people simply think better thoughts when in dialogue with others. Remember I^We: an individual’s power is raised exponentially with the help of a network. This is partly because when information moves back and forth between knowledgeable people who care, the signal strengthens. Two (or more) well-coordinated brains beat one every time.

Clarke, the architect of those policies, stayed on in the White House and retained his title of National Coordinator for Security, Infrastructure Protection, and Counterterrorism. But, it was clear, Bush didn’t care about any of those issues, nor did Vice President Dick Cheney or the national security adviser, Condoleezza Rice.

Rather, in our distorted fee-for-service world, the work to coordinate and oversee care just isn't as profitable as other activities.

Jacob!” I call, not minding when my voice echoes off the library building, so loud he and his friends turn to me. For once, Jacob doesn’t look sure what he wants to do, whether he wants to stop or keep going. But I do. I know. I shut the car door behind me and venture into the Unknown. His walls are up, fortified by days and days of silence. To my relief, while his face is carefully blank, he doesn’t turn away when I near. I feel his friends, both guys and girls, watching me. And I realize this might be a colossal mistake, a public humiliation. Maybe Jacob is seeing someone else now. Maybe he’ll never forgive me. His friends draw behind him like bodyguards. I have no words, just myself and this piece of used paper, which I hold out to him. Jacob takes my note silently and reads the two coordinates. “What’s this?” he asks gruffly. This is what I want, I tell myself. He, of all people, is worth this risk of being transparent, of letting him know how I feel, what I want. So despite his friends who are watching, I straighten, throw my hair over my shoulder, and stand before him, utterly vulnerable. “A geocache,” I say. “A geocache.” “If you’ve got the guts to find it.” For the first time, his eyes glint with something like amusement, something like curiosity. “Well,” he drawls, “that depends on the cache.” I shrug and shake my head. “It’s a new one. No one has ever found it.” “So tell me more.” “It’d take . . . oh, gosh, an entire day at least to tell you all about it.” “I’ve got time,” he says easily. “Give me a clue.” “You?” I ask in mock horror. “You, an expert geocacher, are asking for a clue?” “For especially gnarly caches, I make exceptions.” “Gnarly?” I frown. “Complicated,” he amends. The beginning of his crooked smile begins to form, and the murky Unknown solidifies into familiar terrain. “So what’s the cache called?” That, I hadn’t prepped for. So I improvise: “I’m a Moron and I’m So Sorry. But then really good geocachers know it by its nickname: I’ve Missed You So Much.” A breeze tangles my hair, and when Jacob reaches out to brush a strand off my cheek, the tension releases in me.

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Your company must have a real-world strategic plan that carefully considers the reality of your competitive marketplace. With that plan in place, each department within the organization should have a well-coordinated strategic plan and tactics to support the company’s über-goal. Everything you do should be designed to deploy and advance that strategy.