Chart Display Quotes

There’s no point in acting surprised about it. All the planning charts and demolition orders have been on display at your local planning department in Alpha Centauri for 50 of your Earth years, so you’ve had plenty of time to lodge any formal complaint and it’s far too late to start making a fuss about it now. … What do you mean you’ve never been to Alpha Centauri? Oh, for heaven’s sake, mankind, it’s only four light years away, you know. I’m sorry, but if you can’t be bothered to take an interest in local affairs, that’s your own lookout. Energize the demolition beams.

Whether in their policy of religious tolerance, devising a universal alphabet, maintaining relay stations, playing games, or printing almanacs, money, or astronomy charts, the rulers of the Mongol Empire displayed a persistent universalism. Because they had no system of their own to impose upon their subjects, they were willing to adopt and combine systems from everywhere. Without deep cultural preferences in these areas, the Mongols implemented pragmatic rather than ideological solutions. They searched for what worked best; and when they found it, they spread it to other countries. They did not have to worry whether their astronomy agreed with the precepts of the Bible, that their standards of writing followed the classical principles taught by the mandarins of China, or that Muslim imams disapproved of their printing and painting. The Mongols had the power, at least temporarily, to impose new international systems of technology, agriculture, and knowledge that superseded the predilections or prejudices of any single civilization; and in so doing, they broke the monopoly on thought exercised by local elites.

Whether in their policy of religious tolerance, devising a universal alphabet, maintaining relay stations, playing games, or printing almanacs, money, or astronomy charts, the rulers of the Mongol Empire displayed a persistent universalism.

There’s no point in acting all surprised about it. All the planning charts and demolition orders have been on display in your local planning department in Alpha Centauri for fifty of your Earth years, so you’ve had plenty of time to lodge any formal complaint and it’s far too late to start making a fuss about it now.

Uncomprehending terror settled on the watching people of Earth. The terror moved slowly through the gathered crowds as if they were iron filings on a sheet of board and a magnet was moving beneath them. Panic sprouted again, desperate fleeing panic, but there was nowhere to flee to. Observing this, the Vogons turned on their PA again. It said: “There’s no point in acting all surprised about it. All the planning charts and demolition orders have been on display in your local planning department in Alpha Centauri for fifty of your Earth years, so you’ve had plenty of time to lodge any formal complaint and it’s far too late to start making a fuss about it now.” The PA fell silent again and its echo drifted off across the land. The

Therefore I recommend using 15-minute charts. This time frame is small enough for you to capture the nice intraday moves, but it's big enough to eliminate the noise in the market and correctly displays the "true trends.

When a chart on television lies, it lies tens of millions of times over.

Self-similarity is symmetry across scale. It implies recursion, pattern inside of pattern. Mandelbrot’s price charts and river charts displayed self-similarity, because not only did they produce detail at finer and finer scales, they also produced detail with certain constant measurements. Monstrous shapes like the Koch curve display self-similarity because they look exactly the same even under high magnification. The self-similarity is built into the technique of constructing the curves—the same transformation is repeated at smaller and smaller scales. Self-similarity is an easily recognizable quality.

Resources required Flip chart paper and pens, virtual whiteboard/platform. A3 cards with the six logical levels (Dilts, 1990) headings printed on them as below (you can also use flip charts or display virtually): Purpose Identity Values and Beliefs Skills and Capabilities Behaviours Environment

• 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?

Though time management seems a problem as old as time itself, the science of scheduling began in the machine shops of the industrial revolution. In 1874, Frederick Taylor, the son of a wealthy lawyer, turned down his acceptance at Harvard to become an apprentice machinist at Enterprise Hydraulic Works in Philadelphia. Four years later, he completed his apprenticeship and began working at the Midvale Steel Works, where he rose through the ranks from lathe operator to machine shop foreman and ultimately to chief engineer. In the process, he came to believe that the time of the machines (and people) he oversaw was not being used very well, leading him to develop a discipline he called “Scientific Management.” Taylor created a planning office, at the heart of which was a bulletin board displaying the shop’s schedule for all to see. The board depicted every machine in the shop, showing the task currently being carried out by that machine and all the tasks waiting for it. This practice would be built upon by Taylor’s colleague Henry Gantt, who in the 1910s developed the Gantt charts that would help organize many of the twentieth century’s most ambitious construction projects, from the Hoover Dam to the Interstate Highway System. A century later, Gantt charts still adorn the walls and screens of project managers at firms like Amazon, IKEA, and SpaceX.

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Taylor created a planning office, at the heart of which was a bulletin board displaying the shop's schedule for all to see. The board depicted every machine in the shop. showing the task currently being carried out by that machine and all the task waiting for it. This practice would be built upon by Taylor's colleague Henry Gantt, who in the 1910s developed the Gantt charts that would help organize many of the twentieth century's most ambitious construction projects, from the Hoover Dam to the Interstate Highway System.

Stocks that are in the hands of operators, on the other hand, will display very little reactions to good or bad news. That may be because the news itself is “planted” or is “motivated”. Such stocks will often defy gravity and their falls will defy reason. Chances that you are wrong in calling the direction in these stocks is high. That’s because the chart itself is “fixed”. It is fixed to get you to interpret it in copybook style and then trap you (and many others) to be on the wrong side and provide an exit for the operators with motivated reasons. Many stocks have only a few people driving them. A stock without a diversity of owners will always be subject to severe turbulence. And even if the overall direction is up, you will always be at a disadvantage because you don’t really know what this group driving the stock is thinking and will do next. That is why stocks with a large diversified investor and trader base which includes thousands of buyers every day don’t react erratically.

In most cases, charts display an additional variable called “V” or volume. This variable specifies the number of traded shares during the day.

Cilla fought not just as a woman but as the thing she kept at bay. Her adrenaline was off the charts, and her emotions had fluctuated between fear and rage. The ebb and flow felt like a tsunami she was incapable of controlling. The chaos she held on to so tightly was now loose, and the man who unlocked the door was now its victim. Cilla’s magic rose to the surface and erupted in a blinding display of rage.

The pilot tapped his GPS screen a few times until he found the nearest airport. "Closest airfields are north. The Virgin Islands.” “You crazy, man? They’re probably already tracking us on radar. DEA or the Coast Guard would probably be waiting for us...” Marco tapped on the touchscreen map. “What about this island over here? Says it’s got a private air strip. Small, but we could go there.” The pilot squinted down at the GPS chart. “I know that one. Some rich guy owns it, I think. He’ll probably have security guards.” Marco tapped the map again, changing the layering to show the satellite image. “The buildings are all on the northwest side of the island. It would take people time to get to the runway, even if they knew we were there. It’s been storming hard so they won’t be outside. We can land on goggles, keep the lights off. We’ll cut the engine as soon as we touch down. We only need ten, fifteen minutes at the most. I’ll check the oil and top us off, then we’ll take off before anyone has time to reach us.” The aircraft jolted as they flew through more turbulence. More lightning in the distance. “Fine,” said the pilot. Marco tapped on the GPS display screen. “There. Your waypoint is in.” The aircraft banked slowly left as the pilot turned them toward the private island.

Structured methods for learning Method Uses Useful for Organizational climate and employee satisfaction surveys Learning about culture and morale. Many organizations do such surveys regularly, and a database may already be available. If not, consider setting up a regular survey of employee perceptions. Useful for managers at all levels if the analysis is available specifically for your unit or group. Usefulness depends on the granularity of the collection and analysis. This also assumes the survey instrument is a good one and the data have been collected carefully and analyzed rigorously. Structured sets of interviews with slices of the organization or unit Identifying shared and divergent perceptions of opportunities and problems. You can interview people at the same level in different departments (a horizontal slice) or bore down through multiple levels (a vertical slice). Whichever dimension you choose, ask everybody the same questions, and look for similarities and differences in people’s responses. Most useful for managers leading groups of people from different functional backgrounds. Can be useful at lower levels if the unit is experiencing significant problems. Focus groups Probing issues that preoccupy key groups of employees, such as morale issues among frontline production or service workers. Gathering groups of people who work together also lets you see how they interact and identify who displays leadership. Fostering discussion promotes deeper insight. Most useful for managers of large groups of people who perform a similar function, such as sales managers or plant managers. Can be useful for senior managers as a way of getting quick insights into the perceptions of key employee constituencies. Analysis of critical past decisions Illuminating decision-making patterns and sources of power and influence. Select an important recent decision, and look into how it was made. Who exerted influence at each stage? Talk with the people involved, probe their perceptions, and note what is and is not said. Most useful for higher-level managers of business units or project groups. Process analysis Examining interactions among departments or functions and assessing the efficiency of a process. Select an important process, such as delivery of products to customers or distributors, and assign a cross-functional group to chart the process and identify bottlenecks and problems. Most useful for managers of units or groups in which the work of multiple functional specialties must be integrated. Can be useful for lower-level managers as a way of understanding how their groups fit into larger processes. Plant and market tours Learning firsthand from people close to the product. Plant tours let you meet production personnel informally and listen to their concerns. Meetings with sales and production staff help you assess technical capabilities. Market tours can introduce you to customers, whose comments can reveal problems and opportunities. Most useful for managers of business units. Pilot projects Gaining deep insight into technical capabilities, culture, and politics. Although these insights are not the primary purpose of pilot projects, you can learn a lot from how the organization or group responds to your pilot initiatives. Useful for managers at all levels. The size of the pilot projects and their impact will increase as you rise through the organization.

This graph shows all the observations together with a line that represents the fitted relationship. As is traditional, the Y-axis displays the dependent variable, which is weight. The X-axis shows the independent variable, which is height. The line is the fitted line. If you enter the full range of height values that are on the X-axis into the regression equation that the chart displays, you will obtain the line shown on the graph. This line produces a smaller SSE than any other line you can draw through these observations. Visually, we see that that the fitted line has a positive slope that corresponds to the positive correlation we obtained earlier. The line follows the data points, which indicates that the model fits the data. The slope of the line equals the coefficient that I circled. This coefficient indicates how much mean weight tends to increase as we increase height. We can also enter a height value into the equation and obtain a prediction for the mean weight. Each point on the fitted line represents the mean weight for a given height. However, like any mean, there is variability around the mean. Notice how there is a spread of data points around the line. You can assess this variability by picking a spot on the line and observing the range of data points above and below that point. Finally, the vertical distance between each data point and the line is the residual for that observation.

I love you, Josh. I hope you know that.” “I love you too,” he said, leaning in for a kiss. “And now you have to help me with these cuff links. I haven’t worn a tux since my senior prom.” Chapter Forty-Nine AINSLEY A rainbow of evening gowns filled the hotel ballroom, punctuated by the somber jackets of men in black tie. People checked the massive seating charts displayed on easels at the back of

...people consistently misunderstand the logic of these feminine narratives, wherein what looks like self-abasement is very often an inverse form of self-display and self-assertion. That it should be so often mistaken is not surprising: every effort is made to make the self-abasement as persuasive as possible. Think of medieval mystics offering to rip holes in their chests so that Jesus might enter, or present-day comediennes and columnists tearing strips off themselves--death by a thousand self-deprecations. And yet don't they all, as Orwell put it--describing the "sheer egoism" of writers--"live their own lives to the end"? Doesn't Carrie always do, in the end, exactly what she pleases? So why write it otherwise? Perhaps because there is no clear feminine language for triumph, no "bragging rights," no external symbols that bespeak luck and power. We can't, as the saying goes, pull it out and slap it on the table. The male narrative ego has never lacked avatars--from the labors of Hercules to the complaints of Portnoy--but female egos, for so long without access to mainstream narrative avenues, seem to have compensated by charting strange and indirect side roads. Heroic tales that don't sound heroic. Self-performance that looks like self-obliteration. But egos we do have. We want, and we get. It's simply a devious sort of wanting, always changing, adapting to circumstance--or, better put--always apparently reacting. --pp.292-293

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