Chart Design For Quotes

Every time I read a management or self-help book, I find myself saying, “That’s fine, but that wasn’t really the hard thing about the situation.” The hard thing isn’t setting a big, hairy, audacious goal. The hard thing is laying people off when you miss the big goal. The hard thing isn’t hiring great people. The hard thing is when those “great people” develop a sense of entitlement and start demanding unreasonable things. The hard thing isn’t setting up an organizational chart. The hard thing is getting people to communicate within the organization that you just designed. The hard thing isn’t dreaming big. The hard thing is waking up in the middle of the night in a cold sweat when the dream turns into a nightmare.

We use committees for all the ulterior purposes for which they might have been designed: diffusion of executive responsibility, plausible deniability, misdirection, providing the appearance of activity without the substance, and protecting the guilty.

The hard thing isn’t setting up an organizational chart. The hard thing is getting people to communicate within the organization that you just designed.

One of IDEO’s designers even sketched out a “project mood chart” that predicts how people will feel at different phases of a project. It’s a U-shaped curve with a peak of positive emotion, labeled “hope,” at the beginning, and a second peak of positive emotion, labeled “confidence,” at the end. In between the two peaks is a negative emotional valley labeled “insight.

Appropriately, as an entity specifically designed to support audiences to chart paths out of confusion toward clarity, the Qur’an holds the keys to its own unlocking. It likens itself to a Hadi, a trailblazing guide helping travelers navigate out of seeming dead ends toward their desired destination.

Designers of electronic charting systems don’t seem to understand that checklists themselves are not the innovation, because checklists are not substitutes for care. The real innovation is having staff use lists to consistently create the safest and highest-quality clinical environment possible.

Here is a minimal list of the things that every software professional should be conversant with: • Design patterns. You ought to be able to describe all 24 patterns in the GOF book and have a working knowledge of many of the patterns in the POSA books. • Design principles. You should know the SOLID principles and have a good understanding of the component principles. • Methods. You should understand XP, Scrum, Lean, Kanban, Waterfall, Structured Analysis, and Structured Design. • Disciplines. You should practice TDD, Object-Oriented design, Structured Programming, Continuous Integration, and Pair Programming. • Artifacts: You should know how to use: UML, DFDs, Structure Charts, Petri Nets, State Transition Diagrams and Tables, flow charts, and decision tables. Continuous

You should never be able to reverse engineer a company’s organizational chart from the design of its product.

I paved the path to the very place I don’t want to be. But passing the blame off to someone else doesn’t put me any place else.

Any chart, no matter how well designed, will mislead us if we don’t pay attention to it.

There is only her." She continued to paint the marks that made up the Gemini and Leo constellations followed by the lines of the geometric design that charted the pattern of the moon and stars the night she’d said no to me.

Station Eleven is the size of Earth’s moon and was designed to resemble a planet, but it’s a planet that can chart a course through galaxies and requires no sun. The station’s artificial sky was damaged in the war, however, so on Station Eleven’s surface it is always sunset or twilight or night. There was also damage to a number of vital systems involving Station Eleven’s ocean levels, and the only land remaining is a series of islands that once were mountaintops.

That day and night, the bleeding and the screaming, had knocked something askew for Esme, like a picture swinging crooked on a wall. She loved the life she lived with her mother. It was beautiful. It was, she sometimes thought, a sweet emulation of the fairy tales they cherished in their lovely, gold-edged books. They sewed their own clothes from bolts of velvet and silk, ate all their meals as picnics, indoors or out, and danced on the rooftop, cutting passageways through the fog with their bodies. They embroidered tapestries of their own design, wove endless melodies on their violins, charted the course of the moon each month, and went to the theater and the ballet as often as they liked--every night last week to see Swan Lake again and again. Esme herself could dance like a faerie, climb trees like a squirrel, and sit so still in the park that birds would come to perch on her. Her mother had taught her all that, and for years it had been enough. But she wasn't a little girl anymore, and she had begun to catch hints and glints of another world outside her pretty little life, one filled with spice and poetry and strangers.

A horoscope is a specific map, or picture, of the heavens that is cast for the date, time, and location of your birth. The positions of the sun, moon, and planets, as well as the sign that hovers at the horizon, are all placed around the wheel of the zodiac to reveal the intricate mathematical relationships that portray your personal blueprint and potential for development. This map can reveal your physical, mental, emotional, and spiritual gifts and challenges, and you are always free to grow and change, according to your own volition. Also noteworthy are the nodal points, or the locations where the path of Earth and the path of the moon intersect, forming what is known as the “head and tail of the sky dragon,” or the north and south nodes. The location of the celestial dragon in a chart is of utmost importance, for it indicates the direction in which you are moving to achieve the fulfillment of your personal destiny, as well as the place in the past that you are emerging from. Once you are born into physical reality, you unfold your life within an imprint of cosmic energy that embodies a plan of intent and purpose, a plan designed and approved by you. Throughout

The famous computer scientist Melvin Conway coined an adage that is often referred to as Conway's Law. It states that any organization that designs a system will produce a design whose structure mirrors the organization's structure. Another way to say this is to beware of shipping your org chart.

Terms BEN MARCUS, THE 1. False map, scroll, caul, or parchment. It is comprised of the first skin. In ancient times, it hung from a pole, where wind and birds inscribed its surface. Every year, it was lowered and the engravings and dents that the wind had introduced were studied. It can be large, although often it is tiny and illegible. Members wring it dry. It is a fitful chart in darkness. When properly decoded (an act in which the rule of opposite perception applies), it indicates only that we should destroy it and look elsewhere for instruction. In four, a chaplain donned the Ben Marcus and drowned in Green River. 2. The garment that is too heavy to allow movement. These cloths are designed as prison structures for bodies, dogs, persons, members. 3. Figure from which the antiperson is derived; or, simply, the antiperson. It must refer uselessly and endlessly and always to weather, food, birds, or cloth, and is produced of an even ratio of skin and hair, with declension of the latter in proportion to expansion of the former. It has been represented in other figures such as Malcolm and Laramie, although aspects of it have been co-opted for uses in John. Other members claim to inhabit its form and are refused entry to the house. The victuals of the antiperson derive from itself, explaining why it is often represented as a partial or incomplete body or system--meaning it is often missing things: a knee, the mouth, shoes, a heart

Conway's Law predicts: "Organizations which design systems are constrained to produce systems which are copies of the communication structures of these organizations."[1] Conway goes on to point out that the organization chart will initially reflect the first system design, which is almost surely not the right one. If the system design is to be free to change, the organization must be prepared to change.

Pham Nuwen spent years learning to program/explore. Programming went back to the beginning of time. It was a little like the midden out back of his father’s castle. Where the creek had worn that away, ten meters down, there were the crumpled hulks of machines—flying machines, the peasants said—from the great days of Canberra’s original colonial era. But the castle midden was clean and fresh compared to what lay within the Reprise’s local net. There were programs here that had been written five thousand years ago, before Humankind ever left Earth. The wonder of it—the horror of it, Sura said—was that unlike the useless wrecks of Canberra’s past, these programs still worked! And via a million million circuitous threads of inheritance, many of the oldest programs still ran in the bowels of the Qeng Ho system. Take the Traders’ method of timekeeping. The frame corrections were incredibly complex—and down at the very bottom of it was a little program that ran a counter. Second by second, the Qeng Ho counted from the instant that a human had first set foot on Old Earth’s moon. But if you looked at it still more closely. . .the starting instant was actually some hundred million seconds later, the 0-second of one of Humankind’s first computer operating systems. So behind all the top-level interfaces was layer under layer of support. Some of that software had been designed for wildly different situations. Every so often, the inconsistencies caused fatal accidents. Despite the romance of spaceflight, the most common accidents were simply caused by ancient, misused programs finally getting their revenge. “We should rewrite it all,” said Pham. “It’s been done,” said Sura, not looking up. She was preparing to go off-Watch, and had spent the last four days trying to root a problem out of the coldsleep automation. “It’s been tried,” corrected Bret, just back from the freezers. “But even the top levels of fleet system code are enormous. You and a thousand of your friends would have to work for a century or so to reproduce it.” Trinli grinned evilly. “And guess what—even if you did, by the time you finished, you’d have your own set of inconsistencies. And you still wouldn’t be consistent with all the applications that might be needed now and then.” Sura gave up on her debugging for the moment. “The word for all this is ‘mature programming environment.’ Basically, when hardware performance has been pushed to its final limit, and programmers have had several centuries to code, you reach a point where there is far more signicant code than can be rationalized. The best you can do is understand the overall layering, and know how to search for the oddball tool that may come in handy—take the situation I have here.” She waved at the dependency chart she had been working on. “We are low on working fluid for the coffins. Like a million other things, there was none for sale on dear old Canberra. Well, the obvious thing is to move the coffins near the aft hull, and cool by direct radiation. We don’t have the proper equipment to support this—so lately, I’ve been doing my share of archeology. It seems that five hundred years ago, a similar thing happened after an in-system war at Torma. They hacked together a temperature maintenance package that is precisely what we need.” “Almost precisely.

This abnormal cheap energy petroleum age may appear to be a bonanza, but in the long run it has shredded boundaries and proximities that defined economic and social normalcy for centuries. In the continuum of human history, this petroleum age is a mere blip. Cheap energy, on a timeline, is scarcely a speck on the chart. Yet we have the audacity, the irrationality, to plunge forward with building designs, suburban designs, transportation designs as if this cheap

Design for 80 percent and build separate paths for exceptions. Eliminate or reduce the impact of low-value steps. Simplify complex steps. Combine simple steps. Work to design quality into the work, rather than inspect step outputs after the fact. Use parallel paths wherever possible. Broaden job content and empower employees. Don’t design things to the task level unless the risk of variation is unacceptable and you’re willing to invest in testing prior to implementation.

The fifth principle emphasizes another human strength: whenever possible, we should take measures to re-spatialize the information we think about. We inherited “a mind on the hoof,” as Andy Clark puts it: a brain that was built to pick a path through a landscape and to find the way back home. Neuroscientific research indicates that our brains process and store information—even, or especially, abstract information—in the form of mental maps. We can work in concert with the brain’s natural spatial orientation by placing the information we encounter into expressly spatial formats: creating memory palaces, for example, or designing concept maps. In the realm of education research, experts now speak of “spatializing the curriculum”—that is, simultaneously drawing on and strengthening students’ spatial capacities by having them employ spatial language and gestures, engage in sketching and mapmaking, and learn to interpret and create charts, tables, and diagrams. The spatialized

The Jews believed Jerusalem to be the centre. I have seen a kratometric chart designed to show that the city of Philadelphia was in the same thermic belt, and, by inference, in the same belt of empire, as the cities of Athens, Rome, and London. It was drawn by a patriotic Philadelphian, and was examined with pleasure, under his showing, by the inhabitants of Chestnut Street. But, when carried to Charleston, to New Orleans, and to Boston, it somehow failed to convince the ingenious scholars of all those capitals.

ever. Amen. Thank God for self-help books. No wonder the business is booming. It reminds me of junior high school, where everybody was afraid of the really cool kids because they knew the latest, most potent putdowns, and were not afraid to use them. Dah! But there must be another reason that one of the best-selling books in the history of the world is Men Are From Mars, Women Are From Venus by John Gray. Could it be that our culture is oh so eager for a quick fix? What a relief it must be for some people to think “Oh, that’s why we fight like cats and dogs, it is because he’s from Mars and I am from Venus. I thought it was just because we’re messed up in the head.” Can you imagine Calvin Consumer’s excitement and relief to get the video on “The Secret to her Sexual Satisfaction” with Dr. GraySpot, a picture chart, a big pointer, and an X marking the spot. Could that “G” be for “giggle” rather than Dr. “Graffenberg?” Perhaps we are always looking for the secret, the gold mine, the G-spot because we are afraid of the real G-word: Growth—and the energy it requires of us. I am worried that just becoming more educated or well-read is chopping at the leaves of ignorance but is not cutting at the roots. Take my own example: I used to be a lowly busboy at 12 East Restaurant in Florida. One Christmas Eve the manager fired me for eating on the job. As I slunk away I muttered under my breath, “Scrooge!” Years later, after obtaining a Masters Degree in Psychology and getting a California license to practice psychotherapy, I was fired by the clinical director of a psychiatric institute for being unorthodox. This time I knew just what to say. This time I was much more assertive and articulate. As I left I told the director “You obviously have a narcissistic pseudo-neurotic paranoia of anything that does not fit your myopic Procrustean paradigm.” Thank God for higher education. No wonder colleges are packed. What if there was a language designed not to put down or control each other, but nurture and release each other to grow? What if you could develop a consciousness of expressing your feelings and needs fully and completely without having any intention of blaming, attacking, intimidating, begging, punishing, coercing or disrespecting the other person? What if there was a language that kept us focused in the present, and prevented us from speaking like moralistic mini-gods? There is: The name of one such language is Nonviolent Communication. Marshall Rosenberg’s Nonviolent Communication provides a wealth of simple principles and effective techniques to maintain a laser focus on the human heart and innocent child within the other person, even when they have lost contact with that part of themselves. You know how it is when you are hurt or scared: suddenly you become cold and critical, or aloof and analytical. Would it not be wonderful if someone could see through the mask, and warmly meet your need for understanding or reassurance? What I am presenting are some tools for staying locked onto the other person’s humanness, even when they have become an alien monster. Remember that episode of Star Trek where Captain Kirk was turned into a Klingon, and Bones was freaking out? (I felt sorry for Bones because I’ve had friends turn into Cling-ons too.) But then Spock, in his cool, Vulcan way, performed a mind meld to determine that James T. Kirk was trapped inside the alien form. And finally Scotty was able to put some dilithium crystals into his phaser and destroy the alien cloaking device, freeing the captain from his Klingon form. Oh, how I wish that, in my youth or childhood,

Publishing content that is self-absorbed in substance or style alienates readers. Most successful organizations have realized this, yet many sites are still built around internal org charts, clogged with mission statements designed for internal use, and beset by jargon and proprietary names for common ideas.

One possible bright spot is Scandinavian-style Social Democracy, which has undoubtedly produced some of the most significant green breakthroughs in the world, from the visionary urban design of Stockholm, where roughly 74 percent of residents walk, bike, or take public transit to work, to Denmark’s community-controlled wind power revolution. And yet Norway’s late-life emergence as a major oil producer—with majority state-owned Statoil tearing up the Alberta tar sands and gearing up to tap massive reserves in the Arctic—calls into question whether these countries are indeed charting a path away from extractivism.

Reclaimed Wood Furniture then, you have come to the right place as we offer the widest and the most favored range of furniture, each piece of which is the statement of pure Lavishness, Class and Elegance, offered at the most competitive and inexpensive prices. Antique Rustic's customer satisfaction has been off the charts since its beginning and the sole reason for achieving this reputation is its best-in-class Quality of products, Time Punctuality and its Commitment towards perfection. Our firm is a Client-Centered firm whose sole motto is that “One Satisfied customer would be our repeated customer”. CUSTOMIZATION As the Customer Is King, We do not leave any stone unturned in satisfying our customers and thus we offer them the flexibility to design their own Bespoke Reclaimed Wood Furniture which means you can hand us over your specifications for the furniture you want to get and we will be glad to make your dream come true. We proud ourselves on bringing smiles on our customers' faces when we hand over the Furniture that they design for themselves with Guaranteed Delivery within 7 Days(Excluding Handling Time which may vary for different categories). PRODUCT POLICY The product shown in the image is a reference product and the new manufactured product can look different from the one shown in the image due to various factors like lighting, manual Please note that in case of Solid Wood products, slight grains would be visible. There may be a slight variation in finish between the actual product and the 3-D designs which are being displayed on our store.antiquerustic.com

the real problem is that numerical correlations say nothing of people’s real needs, of their desires, and of the reasons for their activities. As a result, these numerical data can give a false impression of people. But the use of big data and market analytics is seductive: no travel, little expense, and huge numbers, sexy charts, and impressive statistics, all very persuasive to the executive team trying to decide which new products to develop.

Honda, instead, is driven by a series of grassroots, Eastern-derived principles that emphasize: individual responsibility over corporate mandates; simplicity over complexity; decision making based on observed and verifiable facts, not theories or assumptions; minimalism over waste; a flat organization over an exploding flow chart; autonomous and ad hoc design, development, and manufacturing teams that are nonetheless continuously accountable to one another; perpetual change; unyielding cynicism about what is believed to be the truth; unambiguous goals for employees and suppliers, and the company’s active participation in helping them reach those metrics; and freely borrowing from the past as a bridge to what Honda calls innovative discontinuity in the present.

For adults who enjoy a variety of art projects, chart art is like watching a picture come to life. They will become engrossed and focused while following the codes and clues to solve the colorful "Griddles." But wait! There's more - the finished designs can also be translated into many types of stitchery activities.

Design can help to improve our lives in the present. Design thinking can help us chart a path into the future.

Life is too short for fearmongering and becoming ensnarled in lengthy periods of depression. We must use our time judiciously and never waver in our scared quest striving to achieve what one seeks. A person whom encounters no difficulties along the way, or only finds relatively minor troubles, probably does not want much out of life. When times are too tame, it is probable that we allowed a certain pall of inertia to set in. One cannot sail on a meek wind. When life is too tranquil, we should be suspicious of our charted designation. When life is too calm, it is possible that we will shortly run aground. When we experience no resistance in our path, we probably did not depart on a worthwhile journey in the first place. One must act diligently to scout out a meaningful destination. I must rest when tired, but I can never become complacent and snooze through life. I can never surrender what I seek. Striving means a willingness to make mistakes in good faith and to continue to go on undeterred by past mistakes. Any motivated person is bound to make mistakes pursing challenging goals and occasionally fall short of his or her intended short-term or midrange mark. In order to achieve worthy long-term goals, person must exhibit mental flexibility and adapt to every obstacle blocking their path.

Writing evidences a contrarian mind at work. Writing is reflective of a mind’s evolving picture book. Each sentence forms part of a collage charting the meanderings of a mind unraveling. Writing represents drawing and quartering a mind. No wonder writing is an exercise of sheer torment. Only the exhaustive is truly fascinating. All worthwhile writing must be dangerous for the author if its concussive impact is to serve as a catalyst for change. Stories designed solely to shock are phony and, therefore, remain unconvincing since they fail to reveal a transformative philosophy. Unless we feel a strong connection to the story, a book is merely cheap talk. Transformative stories must surprise both the author and the reader by capturing ineffable feelings that exist beyond words.

Cleaning data in the analytics value chain violates the third of quality guru W. Edwards Deming’s 14 principles19 of business transformation: Cease dependence on inspection to achieve quality. Eliminate the need for massive inspection by building quality into the product in the first place. Rather than inspecting cars at the end of an assembly line and scrapping the ones that fail, it makes much better sense to design quality into the process and build high-quality cars. Similarly, it is much smarter to build data quality directly into the source systems that generate data than it is to trap and correct errors farther down the chain.

A good deck uses a consistent format throughout—the graph design, time periods covered, color palette, symbol set (for current year/prior year/goal), and the same number of charts on every page wherever possible.

Eames once designed a museum exhibit that featured a fifteen foot long wall chart (set in textbook-sized type and equally small pictures) delineating the entire history of mathematics. When asked who on earth would possibly read the whole wall, he calmly replied that each person would probably absorb about as much as he/she were able to, and just slough off the rest. And, he added, that would include some who would make connections between the data beyond what Eames himself could perceive.

But it gradually dawned on her that she wasn’t an idiot. Not totally. In math and science, yes. But in the realm of creative thinking, she came to realize she was a sighted person in the kingdom of the blind. Because as much as she seemed unable to process algebra and geometry, she was a savant when it came to pure creativity. And not just in graphic design. In everything. Coming up with ideas for the company picnic. Throwing parties. Wording invitations. Writing poetry. She came to be thought of as a one-woman idea machine. The kind who could take four or five mundane office items and turn them into fifteen different stunning decorations. And she could figure out the most complex fictional mysteries. She was almost always able to see the coming plot twists, even when those who excelled at academics missed them entirely. So maybe she did have a different style of intellect. She thought her self-esteem had become off the charts high, but Hall’s offhanded remark had shown her that the scars of her early struggles in school still remained, as did deep-seated doubts.

There is only her." She continued to paint the marks that made up the Gemini and Leo constellations followed by the lines of the geometric design that charted the pattern of the moon and stars the night she’d said no to me. It was pretty complex, an interlinking design of triangles and interlocking lines that mapped out the alignment of the heavens on the night that had changed everything. Gabriel was the one who’d told me to get it, showing up at my room and telling me he’d seen it.

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

But mapping time in any network, as computer scientist Chaomei Chen recognizes, "is one of the toughest challenges for research in information technology....[It is] technically challenging as well as conceptually complex." Due to the extremely demanding nature of charting the passage of time within a network, most scientists and designers feel apprehensive about incorporating this dimension in many of their executions, which in part explains the lack of projects in this realm. There is no doubt that when we embrace time, the difficulty of the task at hand increases tenfold, but if visualization is to become a fundamental tool in network discovery, it needs make this substantial jump. Most networked systems are affected by the natural progression of time, and their depiction is never complete unless the critical dimension becomes part of the equation.

Famous designer Erik Spiekermann released a font called Axel that he designed for on screen use in spreadsheets.

Scrum, for example, was never meant to stand in place of design. No matter how many project and product managers would like to keep you marching on a relentless path of continuous delivery, Scrum was not meant only as a means to keep Gantt chart enthusiasts happy. Yet, it has become that in so many cases.

Think of the organizational design as the communications architecture for your company. If you want people to communicate, the best way to accomplish that is to make them report to the same manager. By contrast, the further away people are in the organizational chart, the less they will communicate.

visual representation of the sum total of human possibilities and energies. The entire archetype of humanity is contained within the structural framework of the chart. All of the possibilities for the expression of being human appear here. The Body Graph shows us the different ways we love, hate, lead, follow, learn, know, grow and so much more!

the chart shows your best strategy for making money, having great relationships, being healthy and staying creatively fulfilled. Your unique chart helps you understand how you work and how to best make your life work for you.

When you pull in all these beautiful aspects of Quantum Physics, I Ching, Hindu chakra system plus Astrology, the depth of the outcome about the particulars specifically for you is tremendous. We, as human beings, are more powerful than we understand. But we don’t have the tools to use our talents because we have not been given a map. With the information provided through the Human Design Chart, we now have the ability to evolve and to grow into more conscious empowered Human Beings, free from fear.

Most journeys are armchair calculations strategically charted in some reclined state that are designed to allow us to embark upon a grand journey without ever leaving the armchair. However, real journeys are absent of furniture.

Manage Your Team’s Collective Time Time management is a group endeavor. The payoff goes far beyond morale and retention. ILLUSTRATION: JAMES JOYCE by Leslie Perlow | 1461 words Most professionals approach time management the wrong way. People who fall behind at work are seen to be personally failing—just as people who give up on diet or exercise plans are seen to be lacking self-control or discipline. In response, countless time management experts focus on individual habits, much as self-help coaches do. They offer advice about such things as keeping better to-do lists, not checking e-mail incessantly, and not procrastinating. Of course, we could all do a better job managing our time. But in the modern workplace, with its emphasis on connectivity and collaboration, the real problem is not how individuals manage their own time. It’s how we manage our collective time—how we work together to get the job done. Here is where the true opportunity for productivity gains lies. Nearly a decade ago I began working with a team at the Boston Consulting Group to implement what may sound like a modest innovation: persuading each member to designate and spend one weeknight out of the office and completely unplugged from work. The intervention was aimed at improving quality of life in an industry that’s notorious for long hours and a 24/7 culture. The early returns were positive; the initiative was expanded to four teams of consultants, and then to 10. The results, which I described in a 2009 HBR article, “Making Time Off Predictable—and Required,” and in a 2012 book, Sleeping with Your Smartphone , were profound. Consultants on teams with mandatory time off had higher job satisfaction and a better work/life balance, and they felt they were learning more on the job. It’s no surprise, then, that BCG has continued to expand the program: As of this spring, it has been implemented on thousands of teams in 77 offices in 40 countries. During the five years since I first reported on this work, I have introduced similar time-based interventions at a range of companies—and I have come to appreciate the true power of those interventions. They put the ownership of how a team works into the hands of team members, who are empowered and incentivized to optimize their collective time. As a result, teams collaborate better. They streamline their work. They meet deadlines. They are more productive and efficient. Teams that set a goal of structured time off—and, crucially, meet regularly to discuss how they’ll work together to ensure that every member takes it—have more open dialogue, engage in more experimentation and innovation, and ultimately function better. CREATING “ENHANCED PRODUCTIVITY” DAYS One of the insights driving this work is the realization that many teams stick to tried-and-true processes that, although familiar, are often inefficient. Even companies that create innovative products rarely innovate when it comes to process. This realization came to the fore when I studied three teams of software engineers working for the same company in different cultural contexts. The teams had the same assignments and produced the same amount of work, but they used very different methods. One, in Shenzen, had a hub-and-spokes org chart—a project manager maintained control and assigned the work. Another, in Bangalore, was self-managed and specialized, and it assigned work according to technical expertise. The third, in Budapest, had the strongest sense of being a team; its members were the most versatile and interchangeable. Although, as noted, the end products were the same, the teams’ varying approaches yielded different results. For example, the hub-and-spokes team worked fewer hours than the others, while the most versatile team had much greater flexibility and control over its schedule. The teams were completely unaware that their counterparts elsewhere in the world were managing their work differently. My research provide

What followed was “a new kind of mass death,” says urban historian Peter Norton, who charted the transformation in America’s road culture during the 1920s. More than two hundred thousand people were killed in motor accidents in the United States that decade. Most were killed in cities. Most of the dead were pedestrians. Half were children and youths.

As we’ll learn in this chapter, you ignore your company’s organization chart at your peril!

The hard thing isn’t setting up an organizational chart. The hard thing is getting people to communicate within the organization that you just designed. The

The hard thing is when those “great people” develop a sense of entitlement and start demanding unreasonable things. The hard thing isn’t setting up an organizational chart. The hard thing is getting people to communicate within the organization that you just designed. The hard thing isn’t dreaming big. The hard thing is waking up in the middle of the night in a cold sweat

One of King Hussein’s skeptical advisers had warned him “to expect a half-baked presentation” at the C.I.A. The spy agency briefers would cloak their lack of knowledge about the internal situation in Iraq “through the use of elaborate graphs, charts, and presentational aids.” Even in these early days of PowerPoint’s hegemony over Washington, an overload of colorfully designed but cluttered and questionably relevant information was a common feature of intelligence briefings.

Andrew Gibbons charts our investigation with a comparison of the design activity in other professional fields such as architecture and digital design to instructional design. He maps the theories and practices of instructional design to the broader fields of design and examines the range of scales present in design practice. Building from the seminal work of Donald Schön in his examination of the architectural design studio, Monica Tracy and John Baaki examine the principle of Refection-in-Action in terms of theory, design practice, and our understanding of the design process, illuminating these examples through the lens of a case study of active designers. How instructional designers learn and evolve as practitioners is examined by Elizabeth Boling and

You’ve considered writing a developer proposal. Your intention being, to submit the winning proposal. Thus, positioning yourself – as the developer – to be in contention for consideration pertaining to the acquisition of now non-performing city-owned properties that can be rehabbed. Ok… Proposed property acquisitions – as well as debt and equity allocation – should be managed by designated personnel on the developer’s Management Team. This organizational structure-type is provided to a municipality in a Response. Management Team experience – as well as assigned project responsibilities – will be articulated for the municipality on the developer’s org chart. The org chart is provided to the municipality as a supplement within the Response. The submission of a proposal will enter the developer – I.e.: the Respondent – into a competitive selection process. There is a lot that goes into writing a good proposal. Build plans in. Architectural plans in. Design plans in. Lots of minutiae. My opinion? Keep it simple. And one way to do just that – assuming all of your build details are in place – is by illustrating a good understanding of how to effectively couple financing, to equity.

By what standards do I determine what is necessary? 2. Do I collect unneeded things? Do I hoard possessions? 3. May I, on Gospel principles, buy clothes at the dictates of fashion designers in Paris and New York? Am I slave to fashion? Do I live in other peoples’ minds? Why really do I have all the clothes I have: shirts, blouses, suits, dresses, shoes, gloves? 4. Am I an inveterate nibbler? Do I eat because I am bored? Do the weight charts convict me of superfluity in eating and drinking? Do I take second helpings simply for the pleasure they afford? 5. Do I keep unneeded books and papers and periodicals and notes? 6. Do I retain two or three identical items (clocks, watches, scarves) of which I really need only one? 7. Do I spend money on trinkets and unnecessary conveniences? 8. In the winter, do we keep our thermostat at a setting higher than health experts advise: 68 degrees? 9. When I think of my needs, do I also think of the far more drastic needs of the teeming millions in the third world? 10. Do I need the traveling I do more than the poor need food and clothing and medical care? 11. Am I right in contributing to the billions of dollars spent each year on cosmetics? How much of this can be called necessary? 12. Is smoking necessary for me? 13. Is drinking necessary for me? 14. Do I need to examine exactly what I mean by saying to myself, “I need this”? 15. Can I honestly say that all I use or possess is used or possessed for the glory of God (1 Cor 10:31)? Would he be given more glory by some other use? 16. Do I in the pauline sense “mind the things above, not those on earth” (Col 3:1-2)?

I knew events would offer Alicia the chance to find someone. My job was to help pick the right ones. I pulled out my notebook and showed her a chart I’d designed called the Event Decision Matrix. It helps busy people strategically choose the best events. Every time you hear about a new event, you plot it on the matrix using these two dimensions: 1. How likely is it that I’ll interact with other people at this event? 2. How likely is it that I’ll enjoy myself at this event?

Such hierarchically restricted access to the CEO can’t be too different from what happens with other large companies, but the way to get admission to these high-level meetings at Apple had much less to do with your place on the org chart and much more to do with your ability to make the products better.

East of the sun and west of the moon.” As unfathomable as the words were, I realized I must figure them out, reason it through. For I would go to this impossible land that lay east of the sun and west of the moon. From the moment the sleigh had vanished from sight and I could no longer hear the silver bells, I knew that I would go after the stranger that had been the white bear to make right the terrible wrong I had done him. It didn’t occur to me to do anything else. I could just as easily have looked around and thought, At last, I am free to return to my home and family! I could have put it all behind me and briskly turned my steps toward home. But I did not. Instead I was busily mapping out a journey to an unreachable place. In the meager light of the small fire, I gathered my things together. When weaving a cloth, you must always know where you are in the design. So it was with me. Before I could begin to chart my course, I had to first find out where I was. All that mattered was to make things right. And I would do whatever it took, journey to wherever I must to reach that goal.

You ask an electrical engineer to design the thermal system on the french fryer. Then you ask me to carry flip charts to facilitate strategic planning. I had many reasons to refuse all the opportunities that led to me becoming CEO.

In the same way that we shouldn’t automatically believe a chart before reading it carefully, neither should we rush to call a chart a lie before we think about what it was designed for.

Chart design, like writing, is as much a science as it is an art.

The practices and artifacts of Scrum –backlogs, sprints, stand ups, increments, burn charts –reflect an understanding of the need to strike a balance between planning and improvisation, and the value of engaging the entire team in both. As we’ll see later, Agile and Lean ideas can be useful beyond their original ecosystems, but translation must be done mindfully. The history of planning from Taylor to Agile reflects a shift in the zeitgeist –the spirit of the age –from manufacturing to software that affects all aspects of work and life. In business strategy, attention has shifted from formal strategic planning to more collaborative, agile methods. In part, this is due to the clear weakness of static plans as noted by Henry Mintzberg. Plans by their very nature are designed to promote inflexibility. They are meant to establish clear direction, to impose stability on an organization… planning is built around the categories that already exist in the organization.[ 43] But the resistance to plans is also fueled by fashion. In many organizations, the aversion to anything old is palpable. Project managers have burned their Gantt charts. Everything happens emergently in Trello and Slack. And this is not all good. As the pendulum swings out of control, chaos inevitably strikes. In organizations of all shapes and sizes, the failure to fit process to context hurts people and bottom lines. It’s time to realize we can’t not plan, and there is no one best way. Defining and embracing a process is planning, and it’s vital to find your fit. That’s why I believe in planning by design. As a professional practice, design exists across contexts. People design all sorts of objects, systems, services, and experiences. While each type of design has unique tools and methods, the creative process is inspired by commonalities. Designers make ideas tangible so we can see what we think. And as Steve Jobs noted, “It’s not just what it looks like and feels like.

I often refer to the great mythologist and American author Joseph Campbell (1904-1987) in this book. He used the designation of „hero“ to describe individuals who embark on the monumental psychological task of expanding and evolving consciousness and famously charted this journey. This hero‘s journey begins in our inherent state of blindness, separation, and suffering and progresses on a circular (as opposed to linear) route made up of stages shared by myths and legends spanning all cultures and epochs. From Buddha to Christ, Arjuna to Alice in Wonderland, the hero‘s journey is one of passing through a set of trials and phases: seeking adventure, encountering mentors, slaying demons, finding treasure, and returning home to heal others. Tibetan Buddhism‘s and Campbell‘s descriptions of the hero both offer a travel-tested road map of a meaningful life, a path of becoming fully human – we don‘t have to wander blindly, like college kids misguidedly hazed by a fraternity, or spiritual seekers abused in the thrall of a cult leader. The hero archetype is relevant to each of us, irrespective of our background, gender, temperament, or challenges, because we each have a hero gene within us capable of following the path, facing trials, and awakening for the benefit of others. Becoming a hero is what the Lam Rim describes as taking full advantage of our precious human embodiment. It‘s what Campbell saw as answering the call to adventure and following our bliss – not the hedonic bliss of chasing a high or acquiring more stuff, but the bliss of the individual soul, which, like a mountain stream, reaches and merges with the ocean of universal reality. (p. 15)

Well-designed charts are empowering. They enable conversations. They imbue us with X-ray vision, allowing us to peek through the complexity of large amounts of data. Charts are often the best way to reveal patterns and trends hidden behind the numbers we encounter in our lives.

The hard thing isn’t setting a big, hairy, audacious goal. The hard thing is laying people off when you miss the big goal. The hard thing isn’t hiring great people. The hard thing is when those “great people” develop a sense of entitlement and start demanding unreasonable things. The hard thing isn’t setting up an organizational chart. The hard thing is getting people to communicate within the organization that you just designed. The hard thing isn’t dreaming big. The hard thing is waking up in the middle of the night in a cold sweat when the dream turns into a nightmare.

The importance of these charts cannot be overstated. They are widely used, for instance, by engineers who design the type of power stations that generate much of the world’s electricity. Many of these contain modern-day steam engines in which heat from coal, nuclear reactions, geothermal sources, or sunlight is used to create hot, high-pressure steam. Unlike in their nineteenth-century counterparts, this doesn’t push a piston. Instead, it rushes through turbine blades, making them spin and drive electricity generators. After the steam has done its work spinning the turbine, it’s condensed back into water and the whole process repeats. The overriding concern here is efficiency—to convert as much of the heat available into electrical power. Thanks to Sadi Carnot, engineers know the best way to achieve this is make the steam as hot as possible. But they must do this while maintaining the structural integrity of the power station’s component parts.

Vastu shastra is yoga for architecture and by balancing all 8 directions, panch mahabhootas ie 5 elements and energies with in a space a perfect equilibrium of health and happiness may be achieved in homes and work places alike. Dr. Vaishali Gupta is a Vedic scholar & modern researcher of the science of Vastushastra, with more than 15 years of experience and expertise in the field. Although Dr. Vaishali Gupta has worked in all areas of Vastu but she specializes in commercial and industrial vastu and has a long list of industrial clients in India and abroad. She is a qualified interior designer and has done in depth study of building construction. This gives her immense understanding of dealing with buildings, plans, elevations & sections etc. and she is known for giving simple yet effective vastu solutions, for homes, offices restaurants, factories etc. She is one of the few Vastu Consultants who take the natal chart of the owner into consideration while giving vastu solutions as she firmly believes that both vastu and astrology go hand in hand.

It seems to me that Scrum and other agile techniques are being used as substitutes for careful modeling, where a product backlog is thrust at developers as if it serves as a set of designs. Most agile practitioners will leave their daily stand-up without giving a second thought to how their backlog tasks will affect the underlying model of the business. Although I assume this is needless to say, I must assert that Scrum, for example, was never meant to stand in place of design. No matter how many project and product managers would like to keep you marching on a relentless path of continuous delivery, Scrum was not meant only as a means to keep Gantt chart enthusiasts happy. Yet, it has become that in so many cases.

It seems to me that Scrum and other agile techniques are being used as substitutes for careful modeling, where a product backlog is thrust at developers as if it serves as a set of designs. Most agile practitioners will leave their daily stand-up without giving a second thought to how their backlog tasks will affect the underlying model of the business. Although I assume this is needless to say, I must assert that Scrum, for example, was never meant to stand in place of design. No matter how many project and product managers would like to keep you marching on a relentless path of continuous delivery, Scrum was not meant only as a means to keep Gantt chart enthusiasts happy. Yet, it has become that in so many cases.

• What will the display really show your audience? • How will it help them to see your point? • What is the essence of the point this particular chart helps to make? • Are any elements in this slide nonessential?

You should never be able to reverse engineer a company’s organizational chart from the design of its product. Can you figure out who reigns supreme at Apple when you open the box for your new iPhone? Yes. It’s you, the customer; not the head of software, manufacturing, retail, hardware, apps, or the Guy Who Signs the Checks. That is exactly as it should be.

All who experience themselves as courage grow in self-love. Many wonder why, after making a courageous decision, the feeling of self-love later fades and difficult circumstances recur. The Universe always supports a courageous decision, but it also requires the individual to continue to make courageous decisions, one after another. Many are not able to do so. When they do not, their light quite literally dims, and their diminished vibration remagnetizes challenges into their lives. These challenges are planned as potentials prior to birth, and they constitute some of the timelines Staci sees in the pre-birth planning charts. When Jim and Sue moved to California and Jim chose a “return to repression,” that is, when he reversed some of his previously courageous decisions by choosing fear over love, he drew to himself a period of difficulty that was intended to allow him to choose again. Ultimately, Jim grew in self-love, not because he made one brave decision to disclose his sexuality to Sue but because he made many courageous choices over a period of years. His road to self-love was steep, long, and made longer by a detour into repression, yet courageously did he continue. Because teaching is learning, pre-birth plans are designed to afford us the opportunity to teach what we most need to learn.

The circulating nurse. This is a Registered Nurse who has been trained to work in the operating room. The circulator helps get the room ready, deals directly with the patient before surgery, positions and preps the patient, helps the anesthesiologist during induction, performs the surgical count with the scrub, and gets supplies during the case. The circulator also has to chart everything that happens during the case and all supplies used. This is done on computer, on standardized forms that are lengthy and considered legal documents. Many OR nurses scrub too, but it’s cheaper for hospitals to use one tech and one nurse as a team, rather than two nurses. The Anesthesiologist, and/ or Certified Registered Nurse Anesthetist. The Primary Surgeon, who may bring an Assisting Surgeon or Resident, or a Physician's Assistant, or a Registered Nurse First Assistant, or a First Assistant who is usually a Certified Surgical First Assistant. Anesthesia Technician, to get supplies ready and support the anesthesiologist. Equipment tech. Some hospitals have a designated person to help with the complicated tables, beds, microscopes, etc.

I watched her as she looked at the tattoo, tracing the words with her fingertips and breathing them into the silence. "There is only her." She continued to paint the marks that made up the Gemini and Leo constellations followed by the lines of the geometric design that charted the pattern of the moon and stars the night she’d said no to me.

Welcome to TryKid: Luxury Children’s Fashion Store Online Welcome to TryKid, the ultimate destination where style meets childhood dreams! We bring you a luxury children's fashion experience designed to make every child feel special while ensuring top-quality and trendsetting styles. Let us take you through the heartfelt journey of TryKid, your go-to online store for premium children’s fashion. The Vision Behind TryKid The idea of TryKid was born from a simple yet profound mission: to redefine children's fashion by offering luxurious, high-quality clothing and accessories tailored to young trendsetters. We envisioned a platform where parents could find sophisticated yet playful designs that reflect their child's unique personality, ensuring a seamless blend of comfort and elegance. Why Choose TryKid? At TryKid, we believe every child deserves to shine in outfits that celebrate their individuality. Here’s what sets us apart: 1. Premium Quality Fabrics We handpick fabrics that are soft, durable, and safe for sensitive skin, ensuring your child’s comfort is never compromised. 2. Exquisite Designs Our collections feature timeless designs with a modern twist, combining luxury with functionality. From everyday wear to special occasions, TryKid offers something for every moment. 3. Diverse Collections From chic dresses to dapper suits, cozy knitwear to statement accessories, TryKid covers all your child’s wardrobe needs with flair. 4. Sustainability First We prioritize eco-friendly practices by offering sustainable fabrics and packaging, ensuring a better tomorrow for your little ones. 5. Personalized Shopping Experience Our user-friendly online store allows parents to explore collections effortlessly, offering tailored recommendations based on your preferences. The TryKid Journey TryKid started as a small dream fueled by a passion for fashion and the love for creating joyful childhood memories. Over the years, we’ve evolved into a trusted name in luxury children’s fashion, admired for our commitment to quality and customer satisfaction. Each collection at TryKid tells a story, inspired by children’s boundless imagination and vibrant personalities. Whether it’s a whimsical fairy tale or a chic urban vibe, our designs bring those stories to life, helping kids express themselves with confidence and charm. Shop with Ease at TryKid Shopping for your child’s wardrobe has never been more exciting! Our intuitive website offers: Detailed Product Descriptions: Know every feature, from fabric composition to care instructions. Size Guides: Find the perfect fit with our accurate and comprehensive size charts. Secure Payment Options: Enjoy peace of mind with our encrypted payment methods. Fast Shipping and Easy Returns: We ensure a hassle-free experience from checkout to delivery. Conclusion At TryKid, we aim to be more than just a luxury children’s fashion store. We aspire to be a part of your child’s beautiful journey, dressing them in outfits that make every moment memorable. Discover the magic of premium fashion for your little ones and let them shine in the elegance they deserve. Explore our collections today and experience why TryKid is a trusted name in luxury children’s fashion. Welcome to the world of TryKid, where dreams come to life in every stitch and style!

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Introduction Money isn’t just about numbers—it’s about behavior. That’s the core message of The Psychology of Money by Morgan Housel, a bestselling book that dives deep into the emotional, irrational, and surprisingly human side of personal finance. Whether you're an investor, advisor, or someone simply trying to make better money decisions, this book delivers timeless lessons that go far beyond market strategies. What The Psychology of Money Teaches Us Morgan Housel’s writing is simple yet powerful. Instead of complex charts or technical jargon, he uses stories and examples to show how psychology drives financial success more than intelligence does. Here are a few standout lessons from the book: 1. Wealth is What You Don’t See People often show off what they spend, but true wealth is built by what you don’t. Housel reminds us that saving and living below your means creates real freedom. 2. Compounding is Magic One of the most powerful forces in investing is time, not timing. Letting your money grow slowly and steadily—like Warren Buffett did—is more powerful than chasing quick wins. 3. Luck & Risk Are Real Success in investing isn’t always due to brilliance; luck plays a part. Similarly, failure doesn’t always mean bad choices. Understanding this makes us more humble and grounded. 4. You Don’t Need to Win Big to Win Building wealth doesn't require genius or perfect timing. What matters most is consistency, patience, and a strategy you can stick with for decades. 5. Freedom is the Ultimate Goal At the heart of all money goals is one thing: control over your time. Money is a tool—not for flashy things, but for buying back your time and choosing how you want to live. Applying Housel's Ideas in Real Life Reading is one thing. Applying these principles is where the real value lies. That’s where platforms like AssetPlus come in. ✅ Want to help others start early? ✅ Want to promote consistent SIPs over speculation? ✅ Want to build long-term relationships based on trust, not market hype? AssetPlus is designed with those very principles in mind. Whether you're a new distributor or an established advisor, AssetPlus lets you: Offer long-term investment products simply Track SIPs and AUM for steady trail income Build a behavior-focused investment journey with clients Final Thought Morgan Housel’s The Psychology of Money is more than a finance book—it’s a mirror. It forces us to think about why we spend, save, and invest the way we do. And if you're someone helping others do the same, AssetPlus is your perfect companion—a smart, digital-first platform that helps you turn timeless money lessons into real-world action.

Powerful I am a form of God's design! I will have whatever my mind is set on; I will be whatever my desire is to be, Around me rolls the power of universe. I stand to gaze and praise myself loud, For my greetings waits the entire nature, I have made choices out of my self-love I have held to thoughts to please my own I have taken charted plans to make beautiful way Where I live in a closet of peace with spiritual gain I have the power to change darkness into dazzling light, I have the courage to struggle for my deserving right. With my choices I ride ahead to capture vision and goals But it seems life still loves the green grasses and games, Then I fear as I deceive myself and cheat my knowing Soul, For greed of wants, desires I manipulate my Divine own. But the joke is still I achieve what I want in a better way, No one knows how happy I am to be in this humble way, Past is gone and it better leaves me alone for now, My true romance is only with my dear lovely future. I have strength of ocean within me and power of God, Who dares to break me down will never be able to at all, I am the most beautiful design created by my God, His infinite power and tender heart inherited by me...the powerful one - Harshada Pathare