Coding Attitude Quotes

A person who is fundamentally honest doesn't need a code of ethics. The Ten Commandments and the Sermon on the Mount are all the ethical code anybody needs.

Bhramari Om Chanting or Humming Om chanting sends positive messages to the brain and the cells in our body and can actually reprogram our health and behavior.

To the Ultimate Inspiration of the Cosmic Code, The Source of Creativity and Nuanced Realization The Divine Mentor and Channeling Force Of Awakening and Transformation

I want to talk about creating your life. There’s a quote I love, from the poet Mary Oliver, that goes: Tell me, what is it you plan to do with your one wild and precious life? I so clearly remember what it was like, being young and always in the grip of some big fat daydream. I wanted to be a writer always, but more than that, I wanted to have an extraordinary life. I’m sure I dreamed it a million different ways, and that plenty of them were ridiculous, but I think the daydreams were training for writing, and I also think they spurred me to pursue my dreams for real. Daydreaming, however awesome it is, is passive. It happens in your head. Learning to make dreams real is another matter, and I think it should be the work of your life. Everyone’s life, whatever their dream (unless their dream is to be an axe murderer or something.) It took me a while to finish a book. Too long. And you know, it doesn’t matter how good a writer you are unless you finish what you start! I think this is the hardest part for most people who want to write. I was in my mid-30s before I figured it out. The brain plays tricks. You can be convinced you’re following your dream, or that you’re going to start tomorrow, and years can pass like that. Years. The thing is, there will be pressure to adjust your expectations, always shrinking them, shrinking, shrinking, until they fit in your pocket like a folded slip of paper, and you know what happens to folded slips of paper in your pocket. They go through the wash and get ruined. Don’t ever put your dream in your pocket. If you have to put it somewhere, get one of those holsters for your belt, like my dad has for his phone, so you can whip it out at any moment. Hello there, dream. Also, don’t be realistic. The word “realistic” is poison. Who decides? And “backup plan” is code for, “Give up on your dreams,” and everyone I know who put any energy into a backup plan is now living that backup plan instead of their dream. Put all your energy into your dream. That’s the only way it will ever become real. The world at large has this attitude, “What makes you so special that you think you deserve an extraordinary life?” Personally, I think the passion for an extraordinary life, and the courage to pursue it, is what makes us special. And I don’t even think of it as an “extraordinary life” anymore so much as simple happiness. It’s rarer than it should be, and I believe it comes from creating a life that fits you perfectly, not taking what’s already there, but making your own from scratch. You can let life happen to you, or you can happen to life. It’s harder, but so much better.

You are responsible for everything you TWEET and RETWEET.

The code-of-ethics playlist: o Treat your colleagues, family, and friends with respect, dignity, fairness, and courtesy. o Pride yourself in the diversity of your experience and know that you have a lot to offer. o Commit to creating and supporting a world that is free of discrimination, harassment, and retaliation. o Have balance in your life and help others to do the same. o Invest in yourself, achieve ongoing enhancement of your skills, and continually upgrade your abilities. o Be approachable, listen carefully, and look people directly in the eyes when speaking. o Be involved, know what is expected from you, and let others know what is expected from them. o Recognize and acknowledge achievement. o Celebrate, relive, and communicate your successes on an ongoing basis.

Sigmund Freud, the father of psychiatry and an atheist, theorized that one’s attitude toward one’s father largely shaped one’s attitude toward God.

Wisdom is not counted in grammers, niether in fluency, but vividly shown in mannerism.

A Martial Artist may become A professional fighter but not every Fighter is capable of becoming A martial artist. Martial Arts are about restoration of physical and spiritual balance and fluidity; they are about observing restraints and 'setting example'. Every practice session is A reminder of the play of opposites (yin and yang), . . . .

We’re all familiar with the Hippie dress code. Long hair, beards, psychedelic colours, sandals, lots of beads, and the women could often be seen wearing long, flowery granny dresses. So much so in fact that it became a uniform. Hippies rebelled so much against inflexible dress codes that eventually they created their own rigid styles. Hippies mutinied so much against conformity that over the course of time they were forced to play the game and comply with what everyone else was wearing. The counter-culture became a counter-counter-culture. Everyone was the same

In Nietzsche's usage, the word 'Christianity' does not even refer primarily to the religion; using it like a code word, he is thinking more of a particular religio-metaphysically influenced disposition, an ascetically (in the penitent and self-denying sense) defined attitude to the world, an unfortunate form of life deferral, focus on the hereafter and quarrel with secular facts

Mao’s attitude to morality consisted of one core, the self, “I,” above everything else: “I do not agree with the view that to be moral, the motive of one’s action has to be benefiting others. Morality does not have to be defined in relation to others … People like me want to … satisfy our hearts to the full, and in doing so we automatically have the most valuable moral codes. Of course there are people and objects in the world, but they are all there only for me.

Dear my strong girls, you will all go through that phase of life making a mistake of helping a toxic girl whose friendship with you turns into her self-interest. This kind of girls is a real burden towards the empowerment of other females as they can never get past their own insecurity and grow out of high-school-like drama. Despite how advanced we are in educating modern women, this type will still go through life living in identity crisis, endlessly looking for providers of any kind at the end of the day. They can never stand up for others or things that matter because they can't stand up for themselves. They care what everyone thinks only doing things to impress men, friends, strangers, everyone in society except themselves, while at the same time can't stand seeing other women with purpose get what those women want in life. But let me tell you, this is nothing new, let them compete and compare with you as much as they wish, be it your career, love or spirit. You know who you are and you will know who your true girls are by weeding out girls that break our girlie code of honor, but do me a favor by losing this type of people for good. Remind yourself to never waste time with a person who likes to betray others' trust, never. Disloyalty is a trait that can't be cured. Bless yourself that you see a person's true colors sooner than later. With love, your mama. XOXO

I do not think that illegal plunder, such as theft or swindling — which the penal code defines, anticipates, and punishes — can be called socialism. It is not this kind of plunder that systematically threatens the foundations of society. Anyway, the war against this kind of plunder has not waited for the command of these gentlemen. The war against illegal plunder has been fought since the beginning of the world. Long before the Revolution of February 1848 — long before the appearance even of socialism itself — France had provided police, judges, gendarmes, prisons, dungeons, and scaffolds for the purpose of fighting illegal plunder. The law itself conducts this war, and it is my wish and opinion that the law should always maintain this attitude toward plunder.

A kind of timidity can set in with familiarity. A fear of change. We can end up stuck in jobs we don’t like, in unhealthy relationships, with similar unhelpful attitudes. We call this the “comfort zone” but often it is the opposite. A discomfort zone, a stagnation zone, an unfulfilled zone. It is surprisingly easy to walk through and out, once we decide to. And what we see beyond the discomfort zone is in fact a deeper comfort. The comfort of being the best possible version of us. Beyond the pattern or code of established behavior. Less coded, more human.

Martians have a win/lose philosophy—I want to win, and I don’t care if you lose. As long as each Martian took care of himself this formula worked fine. It worked for centuries, but now it needed to be changed. Giving primarily to themselves was no longer as satisfying. Being in love, they wanted the Venusians to win as much as themselves. In most sports today we can see an extension of this Martian competitive code. For example, in tennis I not only want to win but also try to make my friend lose by making it difficult for him to return my shots. I enjoy winning even though my friend loses. Most of these Martian attitudes have a place in life, but this win/lose attitude becomes harmful in our adult relationships. If I seek to fulfill my own needs at the expense of my partner, we are sure to experience unhappiness, resentment, and conflict. The secret of forming a successful relationship is for both partners to win.

Clean code is focused. Each function, each class, each module exposes a single-minded attitude that remains entirely undistracted, and unpolluted, by the surrounding details.

Hope is the engine of your attitude, and your attitude determines your altitude.

To be happy, change the code, not the screen.

When dopamine, which gets us moving, is commingled with serotonin, which induces calm thought, and oxytocin, which generates warm and positive attitudes toward others, confidence can much more easily take hold.

even though we can generate new supplies of oxytocin by having babies and by hugging more, some of us are simply born with more of it, and thus may start out with a higher baseline of confidence-enhancing attitudes and behaviors.

Let us change our traditional attitude to the construction of programs: Instead of imagining that our main task is to instruct a computer what to do, let us concentrate rather on explaining to human beings what we want a computer to do.

Unlike self-esteem, optimism isn’t a judgment on your inner self-worth; it’s an attitude you have that is based on your view of the outside world. You’re not optimistic because of your talents or your innate goodness; you are optimistic because you interpret the world positively.

All of us are born into some sort of social environment. A social environment (or society), whether its a family, city, state, or country, implies the existence of structure. Social structures consist of rules, restrictions, boundaries, and a set of beliefs that become a code of behavior that limits the ways in which individuals within that social structure can or cannot express themselves. Furthermore, most of the limitations of social structure were established before we are born. In other words, by the time any of us get here, most of the social structure governing our individual expression is in place and well entrenched.

Giselle’s features solidified. Whether she was beautiful, hot, pretty, or none of the above changed according to who was doing the looking and to whom she was being compared. Beauty was relative, reflective; you learned early to rank and code, to tally appearance and desirability in seconds, a subconscious algorithm that input body parts, clothing, attitude, makeup.

Questions for Self-Examination 1.  How do you define creativity? Do you consider yourself a creative person? Do you follow through on your creative ideas? 2.  How often do you direct your creative energies into negative paths of expression? Do you exaggerate or embellish “facts” to support your point of view? 3.  Are you comfortable with your sexuality? If not, are you able to work toward healing your sexual imbalances? Do you use people for sexual pleasure, or have you felt used? Are you strong enough to honor your sexual boundaries? 4.  Do you keep your word? What is your personal code of honor? of ethics? Do you negotiate your ethics depending upon your circumstances? 5.  Do you have an impression of God as a force that exerts justice in your life? 6.  Are you a controlling person? Do you engage in power plays in your relationships? Are you able to see yourself clearly in circumstances related to power and money? 7.  Does money have authority over you? Do you make compromises that violate your inner self for the sake of financial security? 8. How often do survival fears dictate your choices? 9.  Are you strong enough to master your fears concerning finances and physical survival, or do they control you and your attitudes? 10.  What goals do you have for yourself that you have yet to pursue? What stands in the way of your acting upon those goals?

Alan Turing appears to be becoming a symbol of the shift towards computing, not least because of his attitude of open-minded defiance of convention and conventional thinking. Not only did he conceptualise the modern computer – imagining a simple machine that could use different programmes – but he put his thinking into practice in the great code breaking struggle with the Nazis in World War II, and followed it up with pioneering early work in the mathematics of biology and chaos.

Despite his own attitudes to the substance of the Christian faith, he was in no doubt about its social utility. ‘In religion,’ Napoleon told Roederer, one of the few state councillors allowed into the secret of the negotiations, ‘I do not see the mystery of the Incarnation, but the mystery of the social order. It associates with Heaven an idea of equality that keeps rich men from being massacred by the poor … Society is impossible without inequality; inequality intolerable without a code of morality, and a code of morality unacceptable without religion.

MINDY READ the Morse code aloud. “ROLLED. FIXING NOW.” “What? That’s it?” Venkat said over the phone. “That’s all he said,” she reported, cradling the phone as she typed out an e-mail to the list of interested parties. “Just three words? Nothing about his physical health? His equipment? His supplies?” “You got me,” she said. “He left a detailed status report. I just decided to lie for no reason.” “Funny,” Venkat said. “Be a smart-ass to a guy seven levels above you at your company. See how that works out.” “Oh no,” Mindy said. “I might lose my job as an interplanetary voyeur? I guess I’d have to use my master’s degree for something else.” “I remember when you were shy.” “I’m space paparazzi now. The attitude comes with the job.” “Yeah, yeah,” Venkat said. “Just send the e-mail.” “Already sent.

Mindy read the Morse code aloud. "ROLLED. FIXING NOW." "What? That's it?" Venkat said over the phone. "That's all he said," she reported, cradling the phone as she typed out an e-mail list of interest parties. "Just three words? Nothing about his physical health? His equipment? His supplies?" "You got me," she said. "He left a detailed status report. I just decided to lie for no reason." "Funny," Venkat said. "Be a smart-ass to a guy seven levels above you at your company. See how that works out." "Oh no," Mindy said. "I might lose my job as an interplanetary voyeur? I guess I'd have to use my master's degree for something else." "I remember when you were shy." "I'm the space paparazzi now. The attitude comes with the job." "Yeah, yeah," Venkat said. "Just send the e-mail." "Already sent.

In one of his numerous prefaces he says, “I have always been on the side of the Puritans in the matter of Art”; and a closer study will, I think, reveal that he is on the side of the Puritans in almost everything. Puritanism was not a mere code of cruel regulations, though some of its regulations were more cruel than any that have disgraced Europe. Nor was Puritanism a mere nightmare, an evil shadow of eastern gloom and fatalism, though this element did enter it, and was as it were the symptom and punishment of its essential error. Something much nobler (even if almost equally mistaken) was the original energy in the Puritan creed. And it must be defined with a little more delicacy if we are really to understand the attitude of G. B. S., who is the greatest of the modern Puritans and perhaps the last.

1. Question every requirement. Each should come with the name of the person who made it. You should never accept that a requirement came from a department, such as from “the legal department” or “the safety department.” You need to know the name of the real person who made that requirement. Then you should question it, no matter how smart that person is. Requirements from smart people are the most dangerous, because people are less likely to question them. Always do so, even if the requirement came from me. Then make the requirements less dumb. 2. Delete any part or process you can. You may have to add them back later. In fact, if you do not end up adding back at least 10% of them, then you didn’t delete enough. 3. Simplify and optimize. This should come after step two. A common mistake is to simplify and optimize a part or a process that should not exist. 4. Accelerate cycle time. Every process can be speeded up. But only do this after you have followed the first three steps. In the Tesla factory, I mistakenly spent a lot of time accelerating processes that I later realized should have been deleted. 5. Automate. That comes last. The big mistake in Nevada and at Fremont was that I began by trying to automate every step. We should have waited until all the requirements had been questioned, parts and processes deleted, and the bugs were shaken out. The algorithm was sometimes accompanied by a few corollaries, among them: All technical managers must have hands-on experience. For example, managers of software teams must spend at least 20% of their time coding. Solar roof managers must spend time on the roofs doing installations. Otherwise, they are like a cavalry leader who can’t ride a horse or a general who can’t use a sword. Comradery is dangerous. It makes it hard for people to challenge each other’s work. There is a tendency to not want to throw a colleague under the bus. That needs to be avoided. It’s OK to be wrong. Just don’t be confident and wrong. Never ask your troops to do something you’re not willing to do. Whenever there are problems to solve, don’t just meet with your managers. Do a skip level, where you meet with the level right below your managers. When hiring, look for people with the right attitude. Skills can be taught. Attitude changes require a brain transplant. A maniacal sense of urgency is our operating principle. The only rules are the ones dictated by the laws of physics. Everything else is a recommendation

All technical managers must have hands-on experience. For example, managers of software teams must spend at least 20% of their time coding. Solar roof managers must spend time on the roofs doing installations. Otherwise, they are like a cavalry leader who can’t ride a horse or a general who can’t use a sword. Comradery is dangerous. It makes it hard for people to challenge each other’s work. There is a tendency to not want to throw a colleague under the bus. That needs to be avoided. It’s OK to be wrong. Just don’t be confident and wrong. Never ask your troops to do something you’re not willing to do. Whenever there are problems to solve, don’t just meet with your managers. Do a skip level, where you meet with the level right below your managers. When hiring, look for people with the right attitude. Skills can be taught. Attitude changes require a brain transplant. A maniacal sense of urgency is our operating principle. The only rules are the ones dictated by the laws of physics. Everything else is a recommendation.

The algorithm was sometimes accompanied by a few corollaries, among them: All technical managers must have hands-on experience. For example, managers of software teams must spend at least 20% of their time coding. Solar roof managers must spend time on the roofs doing installations. Otherwise, they are like a cavalry leader who can’t ride a horse or a general who can’t use a sword. Comradery is dangerous. It makes it hard for people to challenge each other’s work. There is a tendency to not want to throw a colleague under the bus. That needs to be avoided. It’s OK to be wrong. Just don’t be confident and wrong. Never ask your troops to do something you’re not willing to do. Whenever there are problems to solve, don’t just meet with your managers. Do a skip level, where you meet with the level right below your managers. When hiring, look for people with the right attitude. Skills can be taught. Attitude changes require a brain transplant. A maniacal sense of urgency is our operating principle. The only rules are the ones dictated by the laws of physics. Everything else is a recommendation. On the assembly line

Plan-driven development works well if you are applying it to problems that are well defined, predictable, and unlikely to undergo any significant change. The problem is that most product development efforts are anything but predictable, especially at the beginning. So, while a plan-driven process gives the impression of an orderly, accountable, and measurable approach, that impression can lead to a false sense of security. After all, developing a product rarely goes as planned. For many, a plan-driven, sequential process just makes sense, understand it, design it, code it, test it, and deploy it, all according to a well-defined, prescribed plan. There is a belief that it should work. If applying a plan-driven approach doesn’t work, the prevailing attitude is that we must have done something wrong. Even if a plan-driven process repeatedly produces disappointing results, many organizations continue to apply the same approach, sure that if they just do it better, their results will improve. The problem, however, is not with the execution. It’s that plan-driven approaches are based on a set of beliefs that do not match the uncertainty inherent in most product development efforts.

In the real world, however, the claim that censorship or enforced orthodoxy protects minorities and the marginalized has been comprehensively disproved, again and again and again. “Censorship has always been on the side of authoritarianism, conformity, ignorance, and the status quo,” write Erwin Chemerinsky and Howard Gillman in their book Free Speech on Campus, “and advocates for free speech have always been on the side of making societies more democratic, more diverse, more tolerant, more educated, and more open to progress.”30 They and former American Civil Liberties Union president Nadine Strossen, in her powerful book Hate: Why We Should Resist It with Free Speech, Not Censorship, list the horrors and oppressions which have befallen minorities in the name of making society safe from dangerous ideas. “Laws censoring ‘hate speech’ have predictably been enforced against those who lack political power,” writes Strossen.31 In America, under the Alien and Sedition Acts, authorities censored and imprisoned sympathizers of the opposition party (including members of Congress) and shut down opposition newspapers; under the Comstock laws, they censored works by Aristophanes, Balzac, Oscar Wilde, and James Joyce (among others); under the World War I anti-sedition laws, they convicted more than a thousand peace activists, including the Socialist presidential candidate Eugene V. Debs, who ran for president in 1920 from a prison cell.32 In more recent times, when the University of Michigan adopted one of the first college speech codes in 1988, the code was seized upon to charge Blacks with racist speech at least twenty times.33 When the United Kingdom passed a hate-speech law, the first person to be convicted was a Black man who cursed a white police officer.34 When Canadian courts agreed with feminists that pornography could be legally restricted, authorities in Toronto promptly charged Canada’s oldest gay bookstore with obscenity and seized copies of the lesbian magazine Bad Attitude.35 All around the world, authorities quite uncoincidentally find that “hateful” and “unsafe” speech is speech which is critical of them—not least in the United States, where, in 1954, the U.S. Postal Service used obscenity laws to censor ONE, a gay magazine whose cover article (“You Can’t Print It!”) just happened to criticize the censorship policies of the U.S. Postal Service.

five commandments: 1. Question every requirement. Each should come with the name of the person who made it. You should never accept that a requirement came from a department, such as from “the legal department” or “the safety department.” You need to know the name of the real person who made that requirement. Then you should question it, no matter how smart that person is. Requirements from smart people are the most dangerous, because people are less likely to question them. Always do so, even if the requirement came from me. Then make the requirements less dumb. 2. Delete any part or process you can. You may have to add them back later. In fact, if you do not end up adding back at least 10% of them, then you didn’t delete enough. 3. Simplify and optimize. This should come after step two. A common mistake is to simplify and optimize a part or a process that should not exist. 4. Accelerate cycle time. Every process can be speeded up. But only do this after you have followed the first three steps. In the Tesla factory, I mistakenly spent a lot of time accelerating processes that I later realized should have been deleted. 5. Automate. That comes last. The big mistake in Nevada and at Fremont was that I began by trying to automate every step. We should have waited until all the requirements had been questioned, parts and processes deleted, and the bugs were shaken out. The algorithm was sometimes accompanied by a few corollaries, among them: All technical managers must have hands-on experience. For example, managers of software teams must spend at least 20% of their time coding. Solar roof managers must spend time on the roofs doing installations. Otherwise, they are like a cavalry leader who can’t ride a horse or a general who can’t use a sword. Comradery is dangerous. It makes it hard for people to challenge each other’s work. There is a tendency to not want to throw a colleague under the bus. That needs to be avoided. It’s OK to be wrong. Just don’t be confident and wrong. Never ask your troops to do something you’re not willing to do. Whenever there are problems to solve, don’t just meet with your managers. Do a skip level, where you meet with the level right below your managers. When hiring, look for people with the right attitude. Skills can be taught. Attitude changes require a brain transplant. A maniacal sense of urgency is our operating principle.

Question every requirement. Each should come with the name of the person who made it. You should never accept that a requirement came from a department, such as from “the legal department” or “the safety department.” You need to know the name of the real person who made that requirement. Then you should question it, no matter how smart that person is. Requirements from smart people are the most dangerous, because people are less likely to question them. Always do so, even if the requirement came from me. Then make the requirements less dumb. 2. Delete any part or process you can. You may have to add them back later. In fact, if you do not end up adding back at least 10% of them, then you didn’t delete enough. 3. Simplify and optimize. This should come after step two. A common mistake is to simplify and optimize a part or a process that should not exist. 4. Accelerate cycle time. Every process can be speeded up. But only do this after you have followed the first three steps. In the Tesla factory, I mistakenly spent a lot of time accelerating processes that I later realized should have been deleted. 5. Automate. That comes last. The big mistake in Nevada and at Fremont was that I began by trying to automate every step. We should have waited until all the requirements had been questioned, parts and processes deleted, and the bugs were shaken out. The algorithm was sometimes accompanied by a few corollaries, among them: All technical managers must have hands-on experience. For example, managers of software teams must spend at least 20% of their time coding. Solar roof managers must spend time on the roofs doing installations. Otherwise, they are like a cavalry leader who can’t ride a horse or a general who can’t use a sword. Comradery is dangerous. It makes it hard for people to challenge each other’s work. There is a tendency to not want to throw a colleague under the bus. That needs to be avoided. It’s OK to be wrong. Just don’t be confident and wrong. Never ask your troops to do something you’re not willing to do. Whenever there are problems to solve, don’t just meet with your managers. Do a skip level, where you meet with the level right below your managers. When hiring, look for people with the right attitude. Skills can be taught. Attitude changes require a brain transplant. A maniacal sense of urgency is our operating principle. The only rules are the ones dictated by the laws of physics.

Question every requirement. Each should come with the name of the person who made it. You should never accept that a requirement came from a department, such as from “the legal department” or “the safety department.” You need to know the name of the real person who made that requirement. Then you should question it, no matter how smart that person is. Requirements from smart people are the most dangerous, because people are less likely to question them. Always do so, even if the requirement came from me. Then make the requirements less dumb. 2. Delete any part or process you can. You may have to add them back later. In fact, if you do not end up adding back at least 10% of them, then you didn’t delete enough. 3. Simplify and optimize. This should come after step two. A common mistake is to simplify and optimize a part or a process that should not exist. 4. Accelerate cycle time. Every process can be speeded up. But only do this after you have followed the first three steps. In the Tesla factory, I mistakenly spent a lot of time accelerating processes that I later realized should have been deleted. 5. Automate. That comes last. The big mistake in Nevada and at Fremont was that I began by trying to automate every step. We should have waited until all the requirements had been questioned, parts and processes deleted, and the bugs were shaken out. The algorithm was sometimes accompanied by a few corollaries, among them: All technical managers must have hands-on experience. For example, managers of software teams must spend at least 20% of their time coding. Solar roof managers must spend time on the roofs doing installations. Otherwise, they are like a cavalry leader who can’t ride a horse or a general who can’t use a sword. Comradery is dangerous. It makes it hard for people to challenge each other’s work. There is a tendency to not want to throw a colleague under the bus. That needs to be avoided. It’s OK to be wrong. Just don’t be confident and wrong. Never ask your troops to do something you’re not willing to do. Whenever there are problems to solve, don’t just meet with your managers. Do a skip level, where you meet with the level right below your managers. When hiring, look for people with the right attitude. Skills can be taught. Attitude changes require a brain transplant. A maniacal sense of urgency is our operating principle. The only rules are the ones dictated by the laws of physics. Everything else is a recommendation.

How to choose a best website development company RNS IT Solutions is the best Software development company. When choosing a development company for your website, it is very important not only to look at the price, but also the quality of the work you hope to obtain and it is that a good Web of quality, realized of the hand of good engineers who have been working in the sector for years, can make you recover the investment in a short time and generate great benefits in the long term. Of course, to have a quality website the initial investment will probably be greater than you expect and maybe right now you think that the web you need does not require much quality, or a lot of work, but stop to think for a moment and consider the possibility that you are totally wrong, because that may depend on the future of your company as well as Web Development company India.The image that you want to transmit to the clients of the same one and the investment that you will have to do in the web once developed. With all this I do not mean that you have to ask for a loan from the bank to pay for the web. If the project you have in mind takes more work than you initially thought and the budget is out of your expectations, you can always limit and remove features that are dispensable. In this way you can publish the Web as soon as possible, so that once the initial investment is amortized, you can continue investing in adding those features that were left in the background. There are few Web Development Company In India hat right now could not survive, if they were not involved in the online world and it costs much less to make you a quality professional website, with a higher initial investment, to make you a website on which you have to invest, and then large amounts in development and consulting to correct deficiencies initially not contemplated. In the worst case, a bad development, may even force you to throw all the code of the web to the trash, to have to start from scratch. But what is quality of Web Development Services India? Let's see the characteristics that a website must have in order to be considered quality and professional: In any development project, meetings are always held to develop an initial analysis, gathering all the requirements and objectives of the web that the client wants. At this point you should have a proactive attitude, proposing functionalities that could be interesting or alternative ideas that we know can generate good results.

I became a broken record on the algorithm,” Musk says. “But I think it’s helpful to say it to an annoying degree.” It had five commandments: 1. Question every requirement. Each should come with the name of the person who made it. You should never accept that a requirement came from a department, such as from “the legal department” or “the safety department.” You need to know the name of the real person who made that requirement. Then you should question it, no matter how smart that person is. Requirements from smart people are the most dangerous, because people are less likely to question them. Always do so, even if the requirement came from me. Then make the requirements less dumb. 2. Delete any part or process you can. You may have to add them back later. In fact, if you do not end up adding back at least 10% of them, then you didn’t delete enough. 3. Simplify and optimize. This should come after step two. A common mistake is to simplify and optimize a part or a process that should not exist. 4. Accelerate cycle time. Every process can be speeded up. But only do this after you have followed the first three steps. In the Tesla factory, I mistakenly spent a lot of time accelerating processes that I later realized should have been deleted. 5. Automate. That comes last. The big mistake in Nevada and at Fremont was that I began by trying to automate every step. We should have waited until all the requirements had been questioned, parts and processes deleted, and the bugs were shaken out. The algorithm was sometimes accompanied by a few corollaries, among them: All technical managers must have hands-on experience. For example, managers of software teams must spend at least 20% of their time coding. Solar roof managers must spend time on the roofs doing installations. Otherwise, they are like a cavalry leader who can’t ride a horse or a general who can’t use a sword. Comradery is dangerous. It makes it hard for people to challenge each other’s work. There is a tendency to not want to throw a colleague under the bus. That needs to be avoided. It’s OK to be wrong. Just don’t be confident and wrong. Never ask your troops to do something you’re not willing to do. Whenever there are problems to solve, don’t just meet with your managers. Do a skip level, where you meet with the level right below your managers. When hiring, look for people with the right attitude. Skills can be taught. Attitude changes require a brain transplant. A maniacal sense of urgency is our operating principle. The only rules are the ones dictated by the laws of physics. Everything else is a recommendation.

The centre of the conception of wisdom in the Bible is the Book of Ecclesiastes, whose author, or rather, chief editor, is sometimes called Koheleth, the teacher or preacher. Koheleth transforms the conservatism of popular wisdom into a program of continuous mental energy. Those who have unconsciously identified a religious attitude either with illusion or with mental indolence are not safe guides to this book, although their tradition is a long one. Some editor with a “you’d better watch out” attitude seems to have tacked a few verses on the end suggesting that God trusts only the anti-intellectual, but the main author’s courage and honesty are not to be defused in this way. He is “disillusioned” only in the sense that he has realized that an illusion is a self-constructed prison. He is not a weary pessimist tired of life: he is a vigorous realist determined to smash his way through every locked door of repression in his mind. Being tired of life is in fact the only mental handicap for which he has no remedy to suggest. Like other wise men, he is a collector of proverbs, but he applies to all of them his touchstone and key word, translated in the AV [the Authorized Version] as “vanity.” This word (hebel) has a metaphorical kernel of fog, mist, or vapour, a metaphor that recurs in the New Testament (James 4:14). It this acquires a derived sense of “emptiness,” the root meaning of the Vulgate’s vanitas. To put Koheleth’s central intuition into the form of its essential paradox: all things are full of emptiness. We should not apply a ready-made disapproving moral ambience to this word “vanity,” much less associate it with conceit. It is a conception more like the shunyata or “void” of Buddhist though: the world as everything within nothingness. As nothing is certain or permanent in the world, nothing either real or unreal, the secret of wisdom is detachment without withdrawal. All goals and aims may cheat us, but if we run away from them we shall find ourselves bumping into them. We may feel that saint is a “better” man than a sinner, and that all of our religious and moral standards would crumble into dust if we did not think so; but the saint himself is most unlikely to take such a view. Similarly Koheleth went through a stage in which he saw that wisdom was “better” than folly, then a stage in which he saw that there was really no difference between them as death lies in wait for both and finally realized that both views were equally “vanity”. As soon as we renounce the expectation of reward, in however, refined a guise, for virtue or wisdom, we relax and our real energies begin to flow into the soul. Even the great elegy at the end over the failing bodily powers of old age ceases to become “pessimistic” when we see it as part of the detachment with which the wise man sees his life in the context of vanity. We take what comes: there is no choice in the matter, hence no point in saying “we should take what comes.” We soon realize by doing so that there is a cyclical rhythm in nature. But, like other wheels, this is a machine to be understood and used by man. If it is true that the sun, the seasons, the waters, and human life itself go in cycles, the inference is that “there is a time for all things,” something different to be done at each stage of the cycle. The statement “There is nothing new under the sun” applies to wisdom but not to experience , to theory but not to practice. Only when we realize that nothing is new can we live with an intensity in which everything becomes new.

Control Find the genetic code for control and rewrite it. Act your way to new thinking. Short, early conversations make efficient work. Use “I intend to . . .” to turn passive followers into active leaders. Resist the urge to provide solutions. Eliminate top-down monitoring systems. Think out loud (both superiors and subordinates). Embrace the inspectors. Competence Take deliberate action. We learn (everywhere, all the time). Don’t brief, certify. Continually and consistently repeat the message. Specify goals, not methods. Clarity Achieve excellence, don’t just avoid errors. Build trust and take care of your people. Use your legacy for inspiration. Use guiding principles for decision criteria. Use immediate recognition to reinforce desired behaviors. Begin with the end in mind. Encourage a questioning attitude over blind obedience.

was dismissing the Torah as irrelevant and insisting that, for the approaching Last Judgment, what was needed for salvation was not obedience to the Law but faith. If Jesus had stuck to the provinces no harm would have come to him. By arriving at Jerusalem with a following, and teaching openly, he invited arrest and trial, particularly in view of his attitude to the Temple – and it was on this that his enemies concentrated.90 False teachers were normally banished to a remote district. But Jesus, by his behaviour at his trial, made himself liable to far more serious punishment. Chapter 17 of Deuteronomy, especially verses 8 to 12, appears to state that, in matters of legal and religious controversy, a full inquiry should be conducted and a majority verdict reached, and if any of those involved refuses to accept the decision, he shall be put to death. In a people as argumentative and strong-minded as the Jews, living under the rule of law, this provision, known as the offence of the ‘rebellious elder’, was considered essential to hold society together. Jesus was a learned man; that was why Judas, just before his arrest, called him ‘rabbi’. Hence, when brought before the Sanhedrin – or whatever court it was – he appeared as a rebellious elder; and by refusing to plead, he put himself in contempt of court and so convicted himself of the crime by his silence. No doubt it was the Temple priests and the Shammaite Pharisees, as well as the Sadducees, who felt most menaced by Jesus’ doctrine and wanted him put to death in accordance with scripture. But Jesus could not have been guilty of the crime, at any rate as it was later defined by Maimonides in his Judaic code. In any case it was not clear that the Jews had the right to carry out the death sentence. To dispose of these doubts, Jesus was sent to the Roman procurator Pilate as a state criminal. There was no evidence against him at all on this charge, other than the supposition that men claiming to be the Messiah sooner or later rose in rebellion – Messiah-claimants were usually packed off to the Roman authorities if they became troublesome enough. So Pilate was reluctant to convict but did so for political reasons. Hence Jesus was not stoned to death under Jewish law, but crucified by Rome.91 The circumstances attending Jesus’ trial or trials appear to be irregular, as described in the New Testament gospels.92 But then we possess little information about other trials at this time, and all seem irregular.

Until the end of Japan’s Shogunate Period in 1868, businesspeople were considered the lowest of the main social classes. (There were no lawyers in Japan at that time.)

The two “code words” itadakimasu (ee-tah-dah-kee-mahss) and gochisoh sama (go-chee-sohh sah-mah) are very important parts of the dining etiquette in Japan. Itadakimasu, said just before eating, literally means “to receive” or “to accept,” but in this context it is an institutionalized term that has a ritual connotation, almost like a prayer. Gochisoh sama, which has the meaning of “thank you for the meal or drinks,” is said after the completion of a meal, when leaving the table or shortly thereafter, to whomever has provided the meal, whether at a restaurant or at someone’s home.

Ippiki Ookami (Ee-pee-kee Ohh-kah-me) Japan’s Lone Wolves Some years ago in Osaka, I was introduced to a young Japanese entrepreneur who had established a small chain of shops selling cowboy clothing and accessories imported from the American southwest. When we exchanged name cards, I was immensely amused to note that he had replaced his Japanese name with “Lone Wolf.” I asked the young man if that was in fact his name, and he assured me it was, and that he not only used it in his business contacts, but that his friends also called him “Lone Wolf.” I didn’t have to ask him why he had chosen this popular American term as his name. I knew that it was a total repudiation of all of the attitudes and customs making up the traditional Japanese way, and represented everything he wanted to be.

One of the government edicts passed shortly after the founding of the Tokugawa Shogunate, Japan’s last great shogunate dynasty (1603–1868), made it legal for any shogunate samurai warrior to execute on the spot and without trial, any commoner found breaking a law or behaving in a disrespectful manner toward a samurai. This regulation was known as kirisute gomen (kee-ree-sue-tay go-mane), which means something like “kill and toss in a ‘sorry about that’ comment and walk away.” The samurai warriors of the some 270 clan fiefs that existed during the Tokugawa Period were quick to adopt the same practice.

Some time during the Heian Period (794–1185), the size of a room was commonly determined by the amount of space a person occupied while sitting and sleeping, and by the person’s social rank. A person of the first rank was allotted the largest space, which measured only 4 feet by 7 feet. An ordinary person, according to records of that time, was expected to make do with a space measuring 3 feet by 6 feet.

Ford’s Model T carburetors were designed to run on either gasoline, alcohol, or a blended fuel, with gasoline considered the least favorable fuel because of its low compression ratios. But Standard Oil and its lobbyists at the American Petroleum Institute instituted a malicious public information crusade to ensure that alcohol had no chance of taking off as a fuel. Between 1920 and 1933, a concerted effort was made to link alcohol fuels with the prevailing moral attitudes against alcohol of the Prohibition Era. John D. Rockefeller Sr., the churchgoing founder of Standard Oil, and his son John Jr. were both staunch supporters of Prohibition, and although they likely supported the restrictive code on moral and religious grounds, there is no doubt that the thirteen-year-long ban on producing or selling alcohol fuels helped Standard Oil protect gasoline and assert its dominance. Gasoline interests peddled the idea that every alcohol fuel station was a potential speakeasy, with Standard Oil referring to alcohol fuels as “drinkable moonshine” even though the fuel was not consumable.45 The anti-alcohol campaign continued well into the next decade and beyond.

the German sociologist Max Weber (1904) described in convincing detail how the Protestant Reformation produced a new character type which infused more vigorous spirit into the attitude of both workers and entrepreneurs and which ultimately resulted in the development of modern capitalism. […] Weber’s description of the kind of personality type which the Protestant Reformation produced is startlingly similar to the picture we have drawn of a person with high achievement motivation. […] Weber feels that such a man »gets nothing out of this wealth for himself, except the irrational sense of having done his job well« (Weber, 1904, S. 71). This is exactly how we define the achievement motive in coding for it in fantasy." (McClelland, 1961, p. 47).

If any fantasy holds our contemporary civilization in an unyielding grip, it is that we are our parents’ children and that the primary instrument of our fate is the behavior of your mother and father. As their chromosomes are ours, so are their mess-ups and attitudes. Their joint unconscious psyche—the rages they suppress, the longings they cannot fulfill, the images they dream at night—basically form our souls, and we can never, ever work through and be free of this determinism

Most people try to keep what they’re losing or become depressed about what they can’t maintain, but the right attitude is to accept change and have faith in a bright new future, because you must be aware of the opportunities that any calamity brings.

Often when things are not going our way, our own attitude can make a tough situation even more difficult. An accurate perspective is vital, especially when it is midnight in our soul. Giving thanks to God and singing His praise will alter our perspective as the Lord’s light of hope breaks through.

Be deliberate about what you choose to read, watch or listen to – these are source codes to your internal programming.

Quite often, the Tesla engineers brought their Silicon Valley attitude to the automakers’ traditional stomping grounds. There’s a break and traction testing track in northern Sweden near the Arctic Circle where cars get tuned on large plains of ice. It would be standard to run the car for three days or so, get the data, and return to company headquarters for many weeks of meetings about how to adjust the car. The whole process of tuning a car can take the entire winter. Tesla, by contrast, sent its engineers along with the Roadsters being tested and had them analyze the data on the spot. When something needed to be tweaked, the engineers would rewrite some code and send the car back on the ice. “BMW would need to have a confab between three or four companies that would all blame each other for the problem,” Tarpenning said. “We just fixed it ourselves.

The American real-estate industry believed segregation to be a moral principle. As late as 1950, the National Association of Real Estate Boards' code of ethics warned that "a Realtor should never be instrumental in introducing into a neighborhood ... any race or nationality, or any individuals whose presence will clearly be detrimental to property values." A 1943 brochure specified that such potential undesireables might include madams, bootleggers, gangsters - and "a colored man of means who was giving his children a college education and thought they were entitled to live among whites." The federal government concurred. It was the How Owners' Loan Corporation, not a private trade association, that pioneered the practice of redlining, selectively granting loans and insisting that any property it insured be covered by a restrictive covenant - a clause in the deed forbidding the sale of the property to anyone other than whites. Millions of dollars flowed from tax coffers into segregated white neighborhoods. "For perhaps the first time, the federal government embraced the discriminatory attitudes of the marketplace," the historian Kenneth R. Jackson wrote in his 1985 book, Crabgrass Frontier, a history of suburbanization. "Previously, prejudices were personalized and individualized; FHA exhorted segregation and enshrined it as public policy. Whole areas of cities were declared ineligible for loan guarantees." Redlining was not officially outlawed until 1968, by the Fair Housing Act. By then the damage was done - and reports of redlining by banks have continued.

W. Dijkstra, a leading theorist of programming, once summarized the prevalent attitudes toward code writing in the formative period of computing. He declared:   What about the poor programmer? Well, to tell the honest truth, he was hardly noticed. For one thing, the first machines were so bulky that you could hardly move them and besides that, they required such extensive maintenance that it was quite natural that the place where people tried to use the machine was the same laboratory where the machine had been developed. Secondly, the programmer’s somewhat invisible work was without any glamour: You could show the machine to visitors and that was several orders of magnitude more spectacular than some sheets of coding. But most important of all, the programmer himself had a very modest view of his own work: his work derived all its significance from the existence of that wonderful machine. Because the machine was unique, he knew his programs had only local significance. And since the machine would live for a short time... he knew that little or none of his code held lasting value.   The

We shun: I didn’t write this. It looks rubbish. I want nothing to do with it. I will venture into this code as little as possible. This attitude makes the coder’s life a little easier now, but leads to design rot.

What I call Professionalism someone else might call the Artist’s Code or the Warrior’s Way. It’s an attitude of egolessness and service. The Knights of the Round Table were chaste and self-effacing. Yet they dueled dragons.

The elegance in me is a statement, never requires validation from others, a character, an attitude, a confidence code on my sleeve”.

Whether we choose to acknowledge God as our Creator or not, we are all born with a “God code”—a strand of spiritual DNA that hardwires us to know and serve a power higher than ourselves. However, being born as one named by God and living as one named by God are two different roads. To be named by God—and to live that way—is to abide in a constant state of redemption and surrender. It is a place of knowing who you are in Christ and knowing that your true identity is found in him. It is a place of recognizing that other people’s opinions and attitudes toward you no longer dictate your worth.

Even if you get to be a CEO, you’ll still walk into a room with the attitude of “You guys are all so much smarter than me—that’s why you’re here, so I’ll just toss out a couple of ideas.” People love that. Who doesn’t love respect? The best leaders don’t just fake it till they make it; they fake it after they make it, but in the other direction.

An example of en maku wo haru is the tatemae (tah-tay-my), “facade” or “public position,” characteristic of Japanese behavior, which is nothing other than a smoke screen designed to conceal honne (hohn-nay), “real thoughts” or “real intentions.

More importantly, however, the formalized apprenticeship system led to higher and higher aesthetic and quality standards. The desire to make things better and better became compulsive. Japan’s traditional culture therefore tended to produce people who were korisho (koe-ree-show), or “perfectionists.” Anything less than perfect immediately caught their eye, and even if an imperfection was so slight it was barely noticeable, it would be conspicuous to the Japanese and they would reject the product.

And the evening dress protocol? Shoulders exposed, plunging neckline, all my wealth in my hair, around my neck, on fingers and wrists? I expect that’s how they dress in high society?

summed up Zuckerberg’s attitude perfectly, noting, “Between speech and truth, he chose speech. Between speed and perfection, he chose speed. Between scale and safety, he chose scale.” That idea of “mistakes were made” in service to the bigger idea would carry throughout Zuckerberg’s career and bleed into Facebook’s culture. This approach was distilled in the “Move fast and break things” posters that adorned the company headquarters early on. While this motto was a geek coding reference to software, it was a telling choice. The aim was to “break things” instead of “change things” or “fix things” or “improve things.

The US was fully capable of catching up from behind. In Reed’s view, free societies, whose people were raised with a can-do attitude and whose culture embraced individualistic, maverick approaches, could outpace scientists raised in tightly controlled totalitarian societies every time.

Many females have a problem not only with stereotypes, but with other people’s opinions of them in general. They trust them too much... This vulnerability afflicts many of the most able, high-achieving females. Why should this be? When they’re little, these girls are often so perfect, and they delight in everyone’s telling them so. They’re so well behaved, they’re so cute, they’re so helpful, and they’re so precocious. Girls learn to trust people’s estimates of them. “Gee, everyone’s so nice to me; if they criticize me, it must be true.” Even females at the top universities in the country say that other people’s opinions are a good way to know their abilities. Boys are constantly being scolded and punished. When we observed in grade school classrooms, we saw that boys got eight times more criticism than girls for their conduct. Boys are also constantly calling each other slobs and morons. The evaluations lose a lot of their power. Even when women reach the pinnacle of success, other people’s attitudes can get them... The fixed mindset, plus stereotyping, plus women’s trust in people’s assessments: I think we can begin to understand why there’s a gender gap in math and science. That gap is painfully evident in the world of high tech. Julie Lynch, a budding techie, was already writing computer code when she was in junior high school. Her father and two brothers worked in technology, and she loved it, too. Then her computer programming teacher criticized her. She had written a computer program and the program ran just fine, but he didn’t like a shortcut she had taken. Her interest evaporated. Instead, she went on to study recreation and public relations. Math and science need to be made more hospitable places for women. And women need all the growth mindset they can get to take their rightful places in these fields.

Honor He Wrote Sonnet 32 Don't wait up for destiny to happen to you, Stand up and be the destiny of the world. I didn't wait for the world to happen to me, I stood up and happened to the world. Sit no more holding out for a magical messiah, All the world's magic is just human creation. Magic is just code for human determination, There is nothing paranormal, only dedication. No more bowing in front of the altar of tradition, Be a radical star and explode for your purpose. Your light shall live on in people's memory, As you pour out all life for the good of others. Destiny and fate are constructs of fear and insecurity. Conquer your fears and rise as the human almighty.

People are inherently imperfect - we like to say that humans are mostly a collection of intermittent bugs. But before you can understand the bugs in your coworkers, you need to understand the bugs in yourself. We’re going to ask you to think about your own reactions, behaviors, and attitudes - and in return, we hope you gain some real insight into how to become a more efficient and successful software engineer who spends less energy dealing with people-related problems and more time writing great code.

An example of the psychological pathway is the low self-esteem that develops among elderly people who have assimilated negative age beliefs.18 A letter I recently received from an older Englishwoman states in its opening: “Frankly I feel ashamed to be old. Why? Because society tells me it is shameful.” The behavioral pathway plays out as older people take in negative age beliefs and develop fatalistic attitudes about the inevitability of declining health in later life. They’ll sometimes then cut back on healthy behaviors, which in this grim light appear to be pointless.

When healthy sexuality is difficult to achieve for heterosexual women and men, the dilemmas of a young person navigating a  different  sexual  orientation  that  is legally a criminal act are difficult to imagine. India’s attitude towards homosexuality is gradually moving towards acceptance. This is despite the flip-flop of the courts in removing section 377 of the Indian Penal Code written by the British Raj over a century and a half ago. This act criminalizes ‘carnal activities against the order of nature’, a reflection of British sexual fears rather than Indian culture which at that time had a much more relaxed acceptance of the human body, fluidity of gender and sexuality in its many forms. Section 377 legalizes fear of homosexuals.

Why Should I Do Freelancing? Guidelines for Beginners Why do we do freelancing? People are doing nothing in the urge of life. Some are working, some are doing business, some are doing advocacy, and some are freelancing. Everyone has one goal behind doing all this, and that is to “make money”. As the days are changing, people's needs are also increasing. Earlier people did not have so many needs so they did not lack happiness. Everyone had their own land, from which crops, vegetables, and fruits were produced and earned a living. Slowly the days started to change, and the use of technology also started to increase, along with it the image and attitude of people started to change. The competitive spirit of who will get more than who, who will be ahead of who started, which continues till now. And that is why people are constantly looking for work, some inside the country and some outside the country. Everyone has almost the same goal, and that is to earn a lot of money, stand on their own feet, take responsibility for their family, build the future of their children, and much more! But does all work make satisfactory money? Of course not. If you are employed then you will get a certain amount of monthly income, if you are doing business then the income will be average with profit-loss-risk, and if you are freelancing then you will be able to control your income. You can earn money as you wish by working as you wish. So let's find out why you should do freelancing:- Why Do Freelancing? What is Freelancing? Freelancing is an independent profession. This profession allows you to work when you want, take vacations when you want, and quit when you want. You will never want to leave this profession though, because once you fall in love with freelancing, you never want to leave. There are many reasons for this. They are easy, self-reliance, freedom from slavery, self-king, having no limitations, etc. All of us have some latent talent. That talent often remains dormant, those of us who spend years waiting for a job can wake up our latent talent and stand on our own feet by expressing it through work. No need to run with a CV to any company or minister for this. Do you like to write? Can you be a content writer, can you draw good design? Can be a designer, do you know good coding? Can be a software engineer. There are also numerous other jobs that you can do through freelancing. You too can touch the door of success by freelancing, all you need is enthusiasm, courage, willpower, morale, self-confidence, and a lot of self-confidence. But these things are not available to buy in the market, so it will not cost you money. What will be spent is 'time' as the saying goes "The time is money and the money is equal to time". To make money you must put in the time. Guidelines for Beginners: As I have said before, if you think that you can suddenly start freelancing and earn lakhs of rupees and become a millionaire within a year, then I would say that bro, freelancing is not for you. Because the greed of money gets you before you can work, you can't go any further. If you are thinking of starting freelancing to utilize your talent then definitely take advice from someone senior to you, take tips from those who are in the sector, explore online, collect video tutorials, and take free courses if available. Still, if there is any problem or confusion which you are not able to solve, then you can visit the freelancing training center called “Bhairab ​​IT Zone”. Here students are trained professionally by experienced freelancers.

surrounding the courtyard, an old iron fence quite overgrown with roses. From his study window Reynie might easily have been looking out upon that tree or those flowers, or he might have lifted his gaze to the sky, which on this fine spring morning was a lovely shade of cobalt blue. Instead, he sat at his desk in an attitude of attention, staring at the door, wondering who in the world could be standing on the other side. For a stranger to be lurking in the hallway should have been impossible, given the fact of locked doors, security codes, and a trustworthy guard. Yet Reynie’s ears had detected an unfamiliar tread. His ears were not particularly sharp; indeed, his hearing, like almost everything else about him, was perfectly average: He had average brown eyes and hair, an average fair complexion, an average tendency to sing in the shower, and so on. But when it came to noticing things—noticing things, understanding things, and figuring things out—“average” could hardly describe him. He had been aware, for the last thirty seconds or so, of something different in the house. Preoccupied as he’d been with urgent matters, however, Reynie had given the signs little thought. The shriek and clang of the courtyard gate had raised no suspicions, for not a minute earlier he had spied Captain Plugg, the diligent guard, leaving through that gate to make one of her rounds about the neighborhood. Hearing the sounds again after he’d turned from the window, Reynie had simply assumed the guard forgot something, or was struck by a need for the bathroom. The sudden draft in his study, which always accompanied the opening of the front door downstairs, he had naturally attributed to the return of Captain Plugg as well. He had wondered, vaguely, at the absence of her heavy footsteps below, but his mind had quickly conjured an image of that powerfully built woman taking a seat near the entrance to remove something from her boot. Too quickly, Reynie realized, when he heard that unfamiliar tread in the hallway. And now he sat staring at the door with a great intensity of focus. A knock sounded—a light, tentative tapping—and in an instant Reynie’s apprehension left him. There were people in Stonetown right now who would very much like to hurt him, but this, he could tell, was not one of them. “Come in?” said Reynie, his tone inquisitive.

Be mindful of the currents of the living Force: to do one’s duty is not always to do right. Concern yourself with right action. Let duty take care of itself.

Why Should I Do Freelancing? Guidelines for Beginners Why do we do freelancing? People are doing nothing in the urge of life. Some are working, some are doing business, some are doing advocacy, and some are freelancing. Everyone has one goal behind doing all this, and that is to “make money”. As the days are changing, people's needs are also increasing. Earlier people did not have so many needs so they did not lack happiness. Everyone had their own land, from which crops, vegetables, and fruits were produced and earned a living. Slowly the days started to change, and the use of technology also started to increase, along with it the image and attitude of people started to change. The competitive spirit of who will get more than who, who will be ahead of who started, which continues till now. And that is why people are constantly looking for work, some inside the country and some outside the country. Everyone has almost the same goal, and that is to earn a lot of money, stand on their own feet, take responsibility for their family, build the future of their children, and much more! But does all work make satisfactory money? Of course not. If you are employed then you will get a certain amount of monthly income, if you are doing business then the income will be average with profit-loss-risk, and if you are freelancing then you will be able to control your income. You can earn money as you wish by working as you wish. So let's find out why you should do freelancing:- Why Do Freelancing? What is Freelancing? Freelancing is an independent profession. This profession allows you to work when you want, take vacations when you want, and quit when you want. You will never want to leave this profession though, because once you fall in love with freelancing, you never want to leave. There are many reasons for this. They are easy, self-reliance, freedom from slavery, self-king, having no limitations, etc. All of us have some latent talent. That talent often remains dormant, those of us who spend years waiting for a job can wake up our latent talent and stand on our own feet by expressing it through work. No need to run with a CV to any company or minister for this. Do you like to write? Can you be a content writer, can you draw good design? Can be a designer, do you know good coding? Can be a software engineer. There are also numerous other jobs that you can do through freelancing. You too can touch the door of success by freelancing, all you need is enthusiasm, courage, willpower, morale, self-confidence, and a lot of self-confidence. But these things are not available to buy in the market, so it will not cost you money. What will be spent is 'time' as the saying goes "The time is money and the money is equal to time". To make money you must put in the time. Guidelines for Beginners: As I have said before, if you think that you can suddenly start freelancing and earn lakhs of rupees and become a millionaire within a year, then I would say that bro, freelancing is not for you. Because the greed of money gets you before you can work, you can't go any further. If you are thinking of starting freelancing to utilize your talent then definitely take advice from someone senior to you, take tips from those who are in the sector, explore online, collect video tutorials, and take free courses if available. Still, if there is any problem or confusion which you are not able to solve, then you can visit the freelancing training center called “Bhairab ​​IT Zone”. Here students are trained professionally by experienced freelancers. If you want you can apply now for their free seminar from here, and learn about all the courses Please Visit Our Blogging Website to Read more Articles related to Freelancing and Outsourcing, Thank You.

Truman’s progressive civil rights record stood in some contrast with his personal prejudices. He differentiated between “political equality,” by which he meant the government’s duty to treat all citizens equally regardless of race, and “social equality,” which were code words for racial integration.

That Hamilton adhered to a code of gentlemanly honor was confirmed in yet another sideshow of the Benedict Arnold affair: the arrest of Major John André, adjutant general of the British Army and Arnold’s contact, traveling under the nom de guerre John Anderson. As he awaited a hearing to decide his fate, he was confined at a tavern in Tappan, New York. Though seven years younger than André, Hamilton developed a sympathy for the prisoner born of admiration and visited him several times. A letter that Hamilton later wrote to Laurens reveals his nearly worshipful attitude toward the elegant, cultured André, who was conversant with poetry, music, and painting. Hamilton identified with André’s misfortune in a personal manner, as if he saw his own worst nightmare embodied in his fate: To an excellent understanding, well improved by education and travel, [André] united a peculiar elegance of mind and manners and the advantage of a pleasing person. . . . By his merit, he had acquired the unlimited confidence of his general and was making a rapid progress in military rank and reputation. But in the height of his career, flushed with new hopes from the execution of a project the most beneficial to his party that could be devised, he was at once precipitated from the summit of prosperity and saw all the expectations of his ambition blasted and himself ruined.55

I really believed that computers were deterministic, that you could understand what they were supposed to do, and that there was no excuse for computers not working, for things not functioning properly. In retrospect, I was surprisingly good at keeping the system running, putting in new code and having it not break the system. That was the first instance of something I got an undeserved reputation for. I know that my boss, and probably some other of my colleagues, have said I was a great debugger. And that's partly true. But there's a fake in there. Really what I was was a very careful programmer with the arrogance to believe that very few computer programs are inherently difficult. I would take some piece of code that didn't look like it was working and I would try to read it. And if I could understand, then I could usually see what was wrong or poke around with it and fix it. But sometimes I would get a piece of code—often one that other people couldn't make work—and I would say, “This is way too complicated.” So I would think through what it was supposed to do, throw it away, and write it again from scratch. Some of the folks I worked with—like Will Crowther—who are terrific programmers, couldn't tolerate that. They would believe that by doing that, I would probably have fixed the 2 bugs that were there and introduced 27 new bugs. But the fact is, I was good at that. So I would rewrite stuff completely and it would be organized differently than the original programmer had organized it because I had thought about the problem differently. Typically, it was simpler than it used to be, or at least simpler to my eyes. And it would work. So I got this reputation—I fixed these mysterious bugs that nobody else could fix. Fortunately, they never asked me what the bug was. Because the truth of the matter is if they'd have asked, “How did you fix the bug?” my answer would have been, “I couldn't understand the code well enough to figure out what it was doing, so I rewrote it.” I did that a lot on the PDP-1 time-sharing system. There were chunks of the code that I would read and would say, “This doesn't do what I think this part of the program is supposed to be doing,” or “It's weird.” So I'd rewrite it. The only thing that kept me working there, with that attitude, was that I had a good track record. That's one of the things, that if you're not good at it, you make chaos. But if you are good at it, the world thinks that you can do things that you can't, really.

I remember Manjrekar admonishing me for rolling the ball back down the pitch. (I was keeping wickets with our regular keeper injured.) Polly Umrigar in a friendly match at CCI, as soon as he came in, would not play balls on his leg toward short leg preferring to take them on his thigh-pad till he was set; such was the seriousness and professional attitude the Bombay player displayed. And the more senior you were, the greater was the discipline for they saw themselves as role models. This was not evident in Madras or Bangalore where players who had made the grade often thought they were above the law and the code of conduct that was preached. Venkataraghavan was the exception—apart from talent, his discipline, fitness and work ethic has ensured that he is till today, the most successful cricketer from Tamil Nadu.

But unceasing innovation is a vital part of jazz for several reasons, not all of them strictly musical. Since its inception, jazz has been a statement by its principally black players of their lives and social situation in this country. It is descended from the coded field songs of the slaves, which acted as catharsis for their pain and indignity. When Louis Armstrong became the first great jazz soloist, his music spoke for all those blacks who, like Louis, had moved north with fresh hopes as well as new disappointment. Ellington, Billie Holiday, and Lester Young announced a changing, more prideful attitude among blacks of the Thirties. Likewise, the music of the great jazz musicians of the bop revolution, Charlie Parker, Dizzy Gillespie, and Bud Powell, spoke for the new militance of those young blacks who had fought in World War II and expected America to be a new country after defeating the forces of bigotry and fascism.

We who lived in concentration camps can remember the men who walked through the huts comforting others, giving away their last piece of bread. They may have been few in number, but they offer sufficient proof that everything can be taken from a man but one thing: the last of the human freedoms—to choose one’s attitude in any given set of circumstances, to choose one’s own way.

Every time you decide how you are going to feel or think about a person based on a principle or standard that is unbiblical you have gone against God's code of love. Take this rule from me: You have never and will never look into the eyes of a person who God doesn't love as much as He loves you.

Who are you talking to, McGuire? Because you couldn't be talking to me. Not in that tone.

Still, as I traveled through South Carolina making my case for the presidency, racial attitudes seemed less coded, blunter—sometimes not hidden at all. How was I to interpret the well-dressed white woman in a diner I visited, grimly unwilling to shake my hand? How was I to understand the motives of those hoisting signs outside one of our campaign events, sporting the Confederate flag and NRA slogans, yelling about states’ rights and telling me to go home? It wasn’t just shouted words or Confederate statues that evoked the legacy of slavery and segregation.

Control Find the genetic code for control and rewrite it. Act your way to new thinking. Short, early conversations make efficient work. Use “I intend to . . .” to turn passive followers into active leaders. Resist the urge to provide solutions. Eliminate top-down monitoring systems. Think out loud (both superiors and subordinates). Embrace the inspectors. Competence Take deliberate action. We learn (everywhere, all the time). Don’t brief, certify. Continually and consistently repeat the message. Specify goals, not methods. Clarity Achieve excellence, don’t just avoid errors. Build trust and take care of your people. Use your legacy for inspiration. Use guiding principles for decision criteria. Use immediate recognition to reinforce desired behaviors. Begin with the end in mind. Encourage a questioning attitude over blind obedience. It’s my hope that this organization of the mechanisms in this book will help you put these ideas into action as you adopt the leader-leader philosophy.

At any rate, the principles of a noble manner of life and the ethics of the nobility now take on the clear and uncompromising form known to us from the chivalric epic and lyric. We often find the new members of a privileged group to be more rigorous in their attitude to questions of class etiquette than the born representatives of the group; they are more clearly conscious of the ideas which hold the particular group together and distinguish it from other groups than are men who grew up in those ideas. This is a well-known and often-repeated feature of social history; the novus homo is always inclined to over-compensate for his sense of inferiority and to emphasize the moral qualifications required for the privileges which he enjoys. In the present case, too, we find that the knights who have risen from the ranks of the retainers are stricter and more intolerant in matters of honour than the old aristocrats by birth. What seems to the latter a matter of course, something that could hardly be otherwise than what it is, appears to the newly ennobled an achievement and a problem. The feeling of belonging to the governing class, one of which the old nobility had scarcely been conscious, is for them a great new experience. Where the old-style aristocrat acts instinctively and makes no pretensions about it, the knight finds himself faced with a special task of difficulty, an opportunity for heroic action, a need to surpass himself—in fact to do something extraordinary and unnatural. In matters in which a born grand seigneur takes no trouble to distinguish himself from the rest of mankind, the new knight requires of his peers that they should at all costs show themselves different from ordinary mortals.

What I call Professionalism someone else might call the Artist's Code or the Warrior's Way. It's an attitude of egolessness and service. The Knights of the Round Table were chaste and self-effacing. Yet they dueled dragons.

In fact, Zinn’s radicalism was not a good fit for Spelman College, where he must have stood out like a sore thumb. Spelman was a conservative Christian school that had been founded in 1881 by eleven ex-slaves who met in Friendship Baptist Church, wanting to read the Bible.34 It became Atlanta Baptist Female Seminary and then, in 1924, Spelman College. Karen Vanlandingham in her 1985 master’s thesis, “In Pursuit of a Changing Dream: Spelman College Students and the Civil Rights Movement, 1955–1962,” explains that the “religious tradition inherent in Spelman’s founding endured as a part of the school’s educational philosophy.” The 1958–1959 college catalogue asserted, “Spelman College is emphatically Christian. The attitude toward life exemplified by the life and teachings of Jesus is the ideal which governs the institution.”35 College life there included mandatory daily chapel attendance and adherence to a strict curfew and dress code. Howard Zinn, however, felt it was his mission and his right to change the college. In the August 6, 1960, Nation, he observed: “ ‘You can always tell a Spelman girl,’ ” alumni and friends of the college have boasted for years. The ‘Spelman girl’ walked gracefully, talked properly, went to church every Sunday, poured tea elegantly and, in general, had all the attributes of the product of a fine finishing school. If intellect and talent and social consciousness happened to develop also, they were, to an alarming extent, by-products.”36 Zinn set out to transform the “finishing school” into a “school for protest.

Of all the current social theories, the rational/utilitarian tradition, in its modern incarnation, is most finely tuned to a way of making social policies work. The conflict tradition, with its tradition of conflicting movements and revolutionary upheavals, has a tendency to focus on the evils that exist, and the conditions that will bring about an uprising against them. Where conflict theory is weak is in explaining what will happen after the revolution, or after a successful movement has won some power. Its attitude tends to be: put the oppressed peoples in charge and everything will be great. At this point conflict theory stops being realistic. In their own ways, the other lines of social theory also tend to be vague about social theory. The Durkheimian tradition, with its emphasis on the conditions that produce solidarity and its ideals, doesn’t see people as very capable of generating specific social results; its victories are symbolic and emotional rather than practical. The micro-interaction theories, with their emphasis on the shifting cognitive interpretations of social reality, are also not very good at specific social policies. They assume either that somehow a social belief will be created that people find satisfactory, or that people live in their own little worlds of cognitive reality-construction, like separate bubbles in a stream. The modern rational/utilitarians, for all their faults, nevertheless are no the forefront in attempting to apply sociological insights to propose policies that have a realistic chance of succeeding. That is not to say that the theoretical basis of rational/utilitarian theory is necessarily adequate yet to this task. We have seen a consistent problem in the utilitarian tradition, on the level of how to motivate people for collective action. Can the appeal to interests alone motivate people to adopt great reforms, whether this appeal is embodies in the legal codes advocated by Bentham, in Adam Smith’s freedom of the market, or in schemes for new rules of the social game such as those proposed by Rawls, Buchanan, or Coleman? There is an element of pulling oneself up by one’s own bootstraps in these proposals, as long as one starts from the isolated individual concerned for his or her own interests. As an alternative, we may still need to draw on the conflict theory, which suggests that people fight for their interests rather blindly, solving one problem but creating new ones. The other alternative is the Durkheimian tradition of social solidarity, which explains precisely the emotional links among people that rational/utilitarian theory leaves out.

Your thoughts direct your life. What you think is much more important that most people realize. When you lose, you are not defeated; it is merely a temporary set back or learning opportunity. You are never defeated until you declare defeat and quit fighting for what you want.

The doors to parenthood are accessible to all who know the codes and have the right keys.

Im besten Fall entscheidet man richtig, im zweitbesten Fall falsch, korrigiert die Entscheidung aber, und im schlechtesten Fall entscheidet man nicht. Ja, es gibt Menschen, auch in der Politik, welche die Maxime haben: Jedes Problem löst sich von selbst. Das ist für mich eine unhaltbare Einstellung.