Coding Competition Quotes

Most of what she knew, she'd learned from the wild. Nature had nurtured, tutored, and protected her when no one else would. If consequences resulted from her behaving differently then they too were functions of life's fundamental core. Tate's devotion eventually convinced her that human love is more than the bizarre mating competitions of the marsh creatures. But life also taught her than ancient genes for survival still persist in undesirable forms among the twists and turns of man's genetic code. For Kya it was enough to be part of this natural sequence as sure as the tides. Kya was bonded to her planet and its life in a way few people are. Rooted solid in this earth. Born of this mother.

The ability to learn faster than your competitors may be the only sustainable competitive advantage. —Arie de Geus

Tate’s devotion eventually convinced her that human love is more than the bizarre mating competitions of the marsh creatures, but life also taught her that ancient genes for survival still persist in some undesirable forms among the twists and turns of man’s genetic code.

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.

Division and separation means no harm to the society. It makes everyone unique.

What I’m saying is, I don’t need a lot of young cockerels chesting about, competing with each other. Women”—Dilly leveled a finger at Beth—“are more flexible, less competitive, and more inclined to get on with the job in hand. They pay more attention to detail, probably because they’ve been squinting at their knitting and measuring things in kitchens all their lives. They listen.

There are other star players in the field of gene editing. Most of them deserve to be the focus of biographies or perhaps even movies. (The elevator pitch: A Beautiful Mind meets Jurassic Park.) They play important roles in this book, because I want to show that science is a team sport. But I also want to show the impact that a persistent, sharply inquisitive, stubborn, and edgily competitive player can have. With a smile that sometimes (but not always) masks the wariness in her eyes, Jennifer Doudna turned out to be a great central character. She has the instincts to be collaborative, as any scientist must, but ingrained in her character is a competitive streak, which most great innovators have. With her emotions usually carefully controlled, she wears her star status lightly.

No stories were viral. No celebrity was trending. The world was still big. The country was still vast. You could just be a little person, with your own little life and your own little thoughts. You didn’t have to have an opinion, and nobody cared if you did or did not. You could be alone on purpose, even in a crowd. The New York Times was chucked on doorsteps the following morning. There were disparate stories on page A1—the supply of stem cells, a controversy over school dress codes, the competitive morning TV market, and five others. The physical newspapers arrived to subscribers around the same time nineteen men with box cutters passed through low-security checkpoints in four different airports and boarded four cross-country domestic flights. The flights were hijacked, the planes crashed into buildings, 2,977 people died, and the nineties collapsed with the skyscrapers.

Kya never had her troop of close friends, nor the connections Jodie described, for she never had her own family. She knew the years of isolation had altered her behavior until she was different from others, but it wasn't her fault she'd been alone. Most of what she knew, she'd learned from the wild. Nature had nurtured, tutored, and protected her when no one else would. If consequences resulted from her behaving differently then they too were functions of life's fundamental core. Tate's devotion eventually convinced her that human love is more than the bizarre mating competitions of the marsh creatures. But life also taught her that ancient genes for survival still persist in undesirable forms among the twists and turns of man's genetic code. For Kya it was enough to be part of this natural sequence as sure as the tides. Kya was bonded to her planet and its life in a way few people are. Rooted solid in this earth. Born of this mother.

Beauty is not the goal of competitive sports, but high-level sports are a prime venue for the expression of human beauty. The relation is roughly that of courage to war. The human beauty we’re talking about here is beauty of a particular type; it might be called kinetic beauty. Its power and appeal are universal. It has nothing to do with sex or cultural norms. What it seems to have to do with, really, is human beings’ reconciliation with the fact of having a body. Of course, in men’s sports no one ever talks about beauty or grace or the body. Men may profess their “love” of sports, but that love must always be cast and enacted in the symbology of war: elimination vs. advance, hierarchy of rank and standing, obsessive statistics, technical analysis, tribal and/or nationalist fervor, uniforms, mass noise, banners, chest-thumping, face-painting, etc. For reasons that are not well understood, war’s codes are safer for most of us than love’s." - from "Federer Both Flesh and Not

What is scarce? Surely time is scarce? This is true in the sense that we get only one life, but yet again there are ways in which competition and how we use our time can make us feel an artificial sense of time scarcity. Each time we are able to build on the work of others with confidence, each time we use the elements of life pulled from our commonwealth of agricultural knowledge, we bundle time, and so get the benefit of having multiple lifetimes. Each time nature uses genetic code that has been developed over millions of years, millions of years of development are collapsed into something that works in our lifetimes. Each time we add to that collection, we are putting our lifetimes' work into a useful form for the benefit of future generations. At the same time, yes, we each have only our own single lives in which to pursue happiness. The goal is to spend as much of that time in a framework of sharing abundance rather than having it squeezed into a life of scarcity and competition. In contrast, we need not look far to find lots of frustrating examples in which our time is treated as abundant when we would rather have it be valued as scarce. It happens each time we must stand in line at the DMV, fill out redundant forms at the hospital, reproduce others' efforts by spending time searching for knowledge or data that already exists somewhere, create a report that no one reads. In those cases, we are creating and living in artificial and unnecessary time scarcity. Time is indeed one of the most curious elements of life, especially since our lifetimes and those of plants and animals all move at different rates. We know, for example, that the urgency to address climate change is really on our human scale, not geologic scale. The Earth has been through greater upheavals and mass extinctions and will likely go through them again, but for the narrowest of narrow bands of human history on Earth, we require very specific conditions for us to continue to thrive as a species. To keep our planet within a habitable and abundant balance, we have, as Howard Buffet noted, only 'forty seasons' to learn and adjust. That is why building on one another's work is so important. One farmer can have the benefit of forty seasons and pass some of that experience down, but if 1,000 farmers do the same, there is the collective benefit of 1,000 years in a single year. If a million people participate, then a million years of collective experience are available. If we are then able to compound knowledge across generations and deepen our understanding of human and natural history, we add even greater richness. It is in this way of bundling our experiences for continual improvement, with compound interest, that time shifts from a scarce resource to being far less of a constraint, if not truly abundant. However, for time to be compounded, knowledge must be shared, and real resources, energy, and infrastructure must exist and function to support and grow our commonwealth of knowledge.

How Google Works (Schmidt, Eric) - Your Highlight on Location 3124-3150 | Added on Sunday, April 5, 2015 10:35:40 AM In late 1999, John Doerr gave a presentation at Google that changed the company, because it created a simple tool that let the founders institutionalize their “think big” ethos. John sat on our board, and his firm, Kleiner Perkins, had recently invested in the company. The topic was a form of management by objectives called OKRs (to which we referred in the previous chapter), which John had learned from former Intel CEO Andy Grove.173 There are several characteristics that set OKRs apart from their typical underpromise-and-overdeliver corporate-objective brethren. First, a good OKR marries the big-picture objective with a highly measurable key result. It’s easy to set some amorphous strategic goal (make usability better … improve team morale … get in better shape) as an objective and then, at quarter end, declare victory. But when the strategic goal is measured against a concrete goal (increase usage of features by X percent … raise employee satisfaction scores by Y percent … run a half marathon in under two hours), then things get interesting. For example, one of our platform team’s recent OKRs was to have “new WW systems serving significant traffic for XX large services with latency < YY microseconds @ ZZ% on Jupiter.”174 (Jupiter is a code name, not the location of Google’s newest data center.) There is no ambiguity with this OKR; it is very easy to measure whether or not it is accomplished. Other OKRs will call for rolling out a product across a specific number of countries, or set objectives for usage (e.g., one of the Google+ team’s recent OKRs was about the daily number of messages users would post in hangouts) or performance (e.g., median watch latency on YouTube videos). Second—and here is where thinking big comes in—a good OKR should be a stretch to achieve, and hitting 100 percent on all OKRs should be practically unattainable. If your OKRs are all green, you aren’t setting them high enough. The best OKRs are aggressive, but realistic. Under this strange arithmetic, a score of 70 percent on a well-constructed OKR is often better than 100 percent on a lesser one. Third, most everyone does them. Remember, you need everyone thinking in your venture, regardless of their position. Fourth, they are scored, but this scoring isn’t used for anything and isn’t even tracked. This lets people judge their performance honestly. Fifth, OKRs are not comprehensive; they are reserved for areas that need special focus and objectives that won’t be reached without some extra oomph. Business-as-usual stuff doesn’t need OKRs. As your venture grows, the most important OKRs shift from individuals to teams. In a small company, an individual can achieve incredible things on her own, but as the company grows it becomes harder to accomplish stretch goals without teammates. This doesn’t mean that individuals should stop doing OKRs, but rather that team OKRs become the more important means to maintain focus on the big tasks. And there’s one final benefit of an OKR-driven culture: It helps keep people from chasing competitors. Competitors are everywhere in the Internet Century, and chasing them (as we noted earlier) is the fastest path to mediocrity. If employees are focused on a well-conceived set of OKRs, then this isn’t a problem. They know where they need to go and don’t have time to worry about the competition. ==========

FCC numbers show that around nine out of ten U.S. zip codes have two or more broadband providers (and duopolies can be very competitive); 60 percent have four or more—and the rivalry for the digital “last mile” into the home or office is getting fiercer.

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The entrepreneurs who stuck with Silicon Valley learned four big lessons from the dot-com crash that still guide business thinking today: 1. Make incremental advances Grand visions inflated the bubble, so they should not be indulged. Anyone who claims to be able to do something great is suspect, and anyone who wants to change the world should be more humble. Small, incremental steps are the only safe path forward. 2. Stay lean and flexible All companies must be “lean,” which is code for “unplanned.” You should not know what your business will do; planning is arrogant and inflexible. Instead you should try things out, “iterate,” and treat entrepreneurship as agnostic experimentation. 3. Improve on the competition Don’t try to create a new market prematurely. The only way to know you have a real business is to start with an already existing customer, so you should build your company by improving on recognizable products already offered by successful competitors. 4. Focus on product, not sales If your product requires advertising or salespeople to sell it, it’s not good enough: technology is primarily about product development, not distribution. Bubble-era advertising was obviously wasteful, so the only sustainable growth is viral growth.

1. Make incremental advances Grand visions inflated the bubble, so they should not be indulged. Anyone who claims to be able to do something great is suspect, and anyone who wants to change the world should be more humble. Small, incremental steps are the only safe path forward. 2. Stay lean and flexible All companies must be “lean,” which is code for “unplanned.” You should not know what your business will do; planning is arrogant and inflexible. Instead you should try things out, “iterate,” and treat entrepreneurship as agnostic experimentation. 3. Improve on the competition Don’t try to create a new market prematurely. The only way to know you have a real business is to start with an already existing customer, so you should build your company by improving on recognizable products already offered by successful competitors. 4. Focus on product, not sales If your product requires advertising or salespeople to sell it, it’s not good enough: technology is primarily about product development, not distribution. Bubble-era advertising was obviously wasteful, so the only sustainable growth is viral growth.

Accuser’s litigation against the third part of God’s covenant with humanity. He took the bar and spoke with the particular disdain he had for rules. “Ethical stipulations,” he said. “The laws required by the suzerain of the subject if he is to maintain his status as protected vassal before his lord.” The Accuser launched into a new diatribe. “In this most primitive of law codes in the Garden, Havah was told by Elohim, and I quote, “You may surely eat of every tree of the garden, but of the tree of knowledge you shall not eat, neither shall you touch it, for in the day that you eat of it you shall surely die.’” The Accuser paced around shaking his head with ridicule. “We will have much to say about this curse of death in our fourth complaint. But for now, we would like to focus on this silly demand that humankind stay mired in unenlightened ignorance by submission to an impossible command. I ask the court, did Elohim actually say this? Could his childish motives be any more obvious?” “Now, I have said this before, and I will say it again, this whole thing is a set-up by a god who is spiteful, mean, obsessively jealous, and self-protective. He wanted to keep humanity from becoming like us — from becoming gods. Elohim must have known that knowledge would allow man to control his own life and to discover all the secrets of the universe, and well, we just cannot allow that kind of competition, can we?” The Accuser paused for effect. His cohorts smiled at the progress, but the heavenly host sat unmoved. He delivered his conclusion, “I submit to you that Elohim’s covenant is not the legal treaty of a master protecting his servant, it is the declaration of a monomaniac oppressing his servant, and protecting himself from being outdone by his own creation!” The Accuser sat down.

In The Enigma of Diversity, sociologist Ellen Berry explains how those who champion a flat conception of diversity have “redefined racial progress for the post-civil rights era, from a legal fight for equal rights to a celebration of cultural difference as a competitive advantage” in which everyone (theoretically) wins.24 More pointedly, the late political scientist Lee Ann Fujii reminds us that the lack of genuine diversity “maintains a racialized way of seeing the world. This lens of default Whiteness is assumed to be neutral, unraced, and ungendered, and therefore ‘scientifically’ sound. But Whiteness is anything but.”25 Finally, legal scholar Nancy Leong details how institutions commodify racial diversity for their own benefit, defining, in her analysis, racial capitalism as “the process of deriving social and economic value from the racial identity of another person.”26

The Very Difference Between Game Design & 3D Game Development You Always Want to Know Getting into the gaming industry is a dream for many people. In addition to the fact that this area is always relevant, dynamic, alive and impenetrable for problems inherent in other areas, it will become a real paradise for those who love games. Turning your hobby into work is probably the best thing that can happen in your career. What is Game Designing? A 3D Game Designer is a creative person who dreams up the overall design of a video game. Game design is a large field, drawing from the fields of computer science/programming, creative writing, and graphic design. Game designers take the creative lead in imagining and bringing to life video game worlds. Game designers discuss the following issues: • the target audience; • genre; • main plot; • alternative scenarios; • maps; • levels; • characters; • game process; • user interface; • rules and restrictions; • the primary and secondary goals, etc Without this information, further work on the game is impossible. Once the concept has been chosen, the game designers work closely with the artists and developers to ensure that the overall picture of the game is harmonized and that the implementation is in line with the original ideas. As such, the skills of a game designer are drawn from the fields of computer science and programming, creative writing and graphic design. Game designers take the creative lead in imagining and bringing to life video game stories, characters, gameplay, rules, interfaces, dialogue and environments. A game designer's role on a game development outsourcing team differs from the specialized roles of graphic designers and programmers. Graphic designers and game programmers have specific tasks to accomplish in the division of labor that goes into creating a video game, international students can major in those specific disciplines if desired. The game designer generates ideas and concepts for games. They define the layout and overall functionality of the Game Animation Studio. In short, they are responsible for creating the vision for the game. These geniuses produce innovative ideas for games. Game designers should have a knack for extraordinary and creative vision so that their game may survive in the competitive market. The field of game design is always in need of artists of all types who may be drawn to multiple art forms, original game design and computer animation. The game designer is the artist who uses his/her talents to bring the characters and plot to life. Who is a Game Development? Games developers use their creative talent and skills to create the games that keep us glued to the screen for hours and even days or make us play them by erasing every other thought from our minds. They are responsible for turning the vision into a reality, i.e., they convert the ideas or design into the actual game. Thus, they convert all the layouts and sketches into the actual product. It may involve concept generation, design, build, test and release. While you create a game, it is important to think about the game mechanics, rewards, player engagement and level design. 3D Game development involves bringing these ideas to life. Developers take games from the conceptual phase, through *development*, and into reality. The Game Development Services side of games typically involves the programming, coding, rendering, engineering, and testing of the game (and all of its elements: sound, levels, characters, and other assets, etc.). Here are the following stages of 3D Game Development Service, and the best ways of learning game development (step by step). • High Concept • Pitch • Concept • Game Design Document • Prototype • Production • Design • Level Creation • Programming

I lost myself. I said it wouldn’t happen, but it did. And the thing is, I am not just talking about the obvious – about forgetting what real clothes look like and how to have a conversation with other adults that doesn’t mention children. I am talking about forgetting who I was. What my real name is – not “mom” – my actual name and what I need. And as I was in the process of losing myself I kept thinking that this was what I was supposed to be doing. “The kids are still young. There will be time to start living again when they get older,” people would say. Well, you know what? They were wrong. As moms, it’s not part of our job to fade away into the background and disappear. It’s not part of the job to put our lives on hold till the kids reach 18 and leave the house. Where does it say that? I found there was a secret code no one talked about – it was like a competition of who has it the worst. Who is working the hardest? Who is wearing the most hats and juggling the most plates up in the air? It is such an exhausting reality, and one that weighs down so many women, yet it’s so hard to break out of that cycle.

EVOLUTION, ALTRUISM AND GENETIC SIMILARITY THEORY by J. PHILIPPE RUSHTON The reason people give preferential treatment to genetically similar others is both simple and profound: they thereby replicate their genes more effectively. Altruism is a very interesting phenomenon, even recognized by Darwin as an anomaly for his theory. How could it evolve through his hypothesized "survival of the fittest" individual when such behavior would appear to diminish personal fitness? If the most altruistic members of a group sacrificed themselves for others, they ran the risk of leaving fewer offspring to carry forward their genes for altruistic behavior? Hence altruism would be selected out, and indeed, selfishness would be selected in. Altruistic behaviors, however, occur in many animal species, some to the point of self-sacrifice (Wilson, 1975). For example, honey bees die when they sting in the process of protecting their nests. Darwin proposed the competition of "tribe with tribe" to explain altruism (1871, p. 179). Thus, a tribe of people willing to cooperate and, if necessary, sacrifice themselves for the common good would be victorious over tribes made up of those less willing or able. Subsequently Herbert Spencer (1892/93) extended this, suggesting that the operation of a 'code of amity' towards the members of their own group, and a 'code of enmity' toward those of out-groups prevailed in successful groups. In non-elaborated forms, some version of "group-selection" was held by most evolutionists for several decades. A degree of polarization followed [Wynne-Edwards' advocacy of group selection] As D. S. Wilson put it, "For the next decade, group selection rivaled Lamarkianism as the most thoroughly repudiated idea in evolutionary theory" Essentially, there did not seem to exist a mechanism by which altruistic individuals would leave more genes than individuals who cheated. The solution to this paradox is one of the triumphs that led to the new synthesis of sociobiology. Following Hamilton (1964) the answer proposed was that individuals behave so as to maximize their "inclusive fitness" rather than only their individual fitness by increasing the production of successful offspring by both themselves and their relatives, a process that has become known as kin selection. This formulation provided a conceptual breakthrough, redirecting the unit of analysis from the individual organism to his or her genes, for it is these which survive and are passed on. Some of the same genes will be found in siblings, nephews and nieces, grandchildren, cousins, etc., as well as offspring. If an animal sacrifices its life for its siblings' offspring, it ensures the survival of shared genes for, by common descent, it shares 50% of its genes with each sibling and 25% with each siblings' offspring. …the makeup of a gene pool causally affects the probability of any particular ideology being adopted, which subsequently affects relative gene frequencies. Religious, political, and other ideological battles may become as heated as they do because they have implications for genetic fitness; genotypes will thrive more in some cultures than others. … Obviously causation is complex, and it is not intended to reduce relationships between ethnic groups to a single cause. Fellow ethnics will not always stick together, nor is conflict inevitable between groups any more than it is between genetically distinct individuals. Behavioral outcomes are always mediated by multiple causes.

If you are maintaining friendships that breed competition, negativity, or jealousy, you’ve got to let them go. I know it’s complicated, and I know it hurts, but allowing people into your life who do not make you better is a recipe for disaster. If you feel guilty over cutting someone loose, think about this: do they feel guilty about treating you poorly?

Where businesses once saw outsized returns from the code they wrote, today it’s merely a means to an end. It’s often not even a competitive advantage. What does this mean for those in the commercial software business? When considered in the context of acqhiring, it means that people are increasingly more valuable than the software they produce.

LOVE THY NEIGHBOR The Evolution of In-Group Morality By John Hartung January 1995 Skeptic 3(4) The world's major religions espouse a moral code that includes injunctions against murder, theft, and lying — or so conventional 19th- and 20th-century Western wisdom would have it. Evidence put forth here argues that this convention is a conceit which does not apply to the West's own religious foundations. In particular, rules against murder, theft, and lying codified by the Ten Commandments were intended to apply only within a cooperating group for the purpose of enabling that group to compete successfully against other groups. In addition, this in-group morality has functioned, both historically and by express intent, to create adverse circumstances between groups by actively promoting murder, theft, and lying as tools of competition. Contemporary efforts to present Judeo-Christian in-group morality as universal morality defy the plain meaning of the texts upon which Judaism and Christianity are based. Accordingly, that effort is ultimately hopeless.

depth-first search enters into a component C by a first vertex v0, and then explores all the vertices and eventually also the components reachable from C. Vertex v0 is processed after all its descendants in the DFS tree. By construction, at the moment of the final processing of v0, clearly the stack waiting contains above v0 all the vertices of C. The vertex v0 is known as the representative of C. The vertices

For this, the algorithm computes two values for each vertex v, the order number dfs_num[ v], attributed at the beginning of the processing of the vertex, and dfs_min[ v]. The latter value is defined as the minimum of dfs_num[ u] over all the vertices u that are not already in a strongly connected component—and hence still waiting—and reachable from v by a sequence of tree arcs, eventually followed by a single back arc. This value is defined as

Page 7: (H)e (Darwin) supposed that man, before he even emerged from apedom, was already a social being, living in small scattered communities. Evolution in his eyes was carried out mainly as a struggle between communities - team against team, tribe against tribe. Inside each team or tribe, the 'ethical cosmos' [the dual code of Amity and Enmity] was at work, forging and strengthening the social bonds which made the members of such a team a co-operative whole. … Thus, in the early stages of human evolution we find competition and co-operation as constituent elements of the evolutionary process … Co-operation and unity give strength to a team or tribe; but why did neighboring tribes refuse so stubbornly to amalgamate? If united, they would have got rid of competition and struggle. Why do human tribes instinctively repel every thought of amalgamation, and prize above all things independence, the control of their destiny, their sovereignty? Here we have to look beneath the surface of things and formulate a theory to explain tribal behavior. How does a tribe fulfill an evolutionary purpose? A tribe is a 'corporate body,' which Nature has entrusted with an assortment of human seed or genes, the assortment differing in some degree from that entrusted to every other tribe. If the genes are to work out their evolutionary effects, then it is necessary that the tribe or corporation should maintain its integrity through an infinity of generations. If a tribe loses its integrity by a slackening of social bonds, or by disintegration of the parental instincts, or by lack of courage or of skill to defend itself from the aggression of neighboring tribes, or by free interbreeding with neighbors and thus scattering its genes, then that tribe as an evolutionary venture has come to an untimely end. For evolutionary purposes it has proved a failure. Page 25: Tribalism was Nature's method in bringing about the evolution of man. I have already explained what a tribe really is - a corporation of human beings entrusted with a certain capital of genes. The business of such a corporation is to nurse and develop its stock of genes - to bring them to an evolutionary fruition. To reach such an end a tribal corporation had to comply with two conditions: (1) it had to endure for a long age; (2) it had to remain intact and separate from all neighboring and competing tribes. Human nature was fashioned or evolved just to secure these two conditions - continuity through time and separation in space. Hence the duality of man's nature - the good, social, or virtuous traits serving intratribal economy; the evil, vicious, or antisocial qualities serving the intertribal economy and the policy of keeping its genes apart. Human nature is the basal part of the machinery used for the evolution of man. When you know the history of our basal mentality - one fitted for tribal life - do you wonder at the disorder and turmoil which now afflict the detribalized part of the world?

Tate's devotion eventually convinced her that human love is more than the bizarre mating competitions of the marsh creatures, but life also taught her that ancient genes for survival still persist in some undesirable forms among the twists and turns of man's genetic code.

Tate's devotion eventually convinced her that human love is more than the bizarre mating competitions of the marsh creatures, but life also taught her that ancient genes for survival still persist in some undesirable forms among the twists and turns of man's genetic code. For Kya, it was enough to be part of this natural sequence as sure as the tides. She was bonded to her planet and its life in a way few people are. Rooted solid in this earth. Born of this mother.

If coding is an obstacle for you, you can get great results using this book’s methodology with a website builder tool like SquareSpace, Wix, Shopify, BigCommerce (a former client of ours), WebFlow, LeadPages, Unbounce, ClickFunnels, or PageWiz. Then, imagine how easy it is to get visitors once you have created a website that people love and that has a huge lifetime customer value. Advertising becomes simple when you can afford to outbid all the competition. SEO is a piece of cake when you have a website that people want to link to.

Religions formulated laws and were formed for some reasons. In Islam the "Sharia" is law to maintain or reach the "Maqasid" or the "Purpose". Same goes for Christian canon law, Jewish halakha, Hindu law and others. These laws were to establish ethics and moral code of conducts among humans. The reason for LAW was not to be followed as a ritual but make a safe environment for the people governed by it. Learning without a goal can only enable the pursuit of pleasure. Having a goal can conform economic behaviour to the economic natural law and hence the decree of economics. Ethics should also have a goal. For example, the power of knowledge can have a positive or negative effect; its use must be guided by general ethics to pursue virtuousness. Moreover, a totally free market cannot be effectively managed by individual morality. This is because one person rarely has the ability and motivation to know whether he or she has over-consumed resources and reduced environmental sustainability Unfortunately now the people governed believe that they have to protect the law instead of law protecting them. No one is being educated about why the by laws but the emphasis is only on must follow. The religious guides, preachers or leaders don't have logical or social answers and the means of getting the laws enforced are EMOTIONAL or threatening by Wrath of GOD. They seIl the religions as hot cakes and there is a price tag for their figs of imaginations. They create the stories according to audience likes and dislikes. Once I asked one of these preachers about bribes given out to get some tender is justified. He responded if one is equally competitive it’s OK to take favors. So these are the leaders and in this run we have lost the "LAKSHYA" or "MAQASID" of formulation of the laws. Religious leaders have stopped talking about PURPOSE but have converted it to mare rituals. During these rituals people get carried away by mass hysteria of large gatherings. They don't understand anything about why they are doing these things but have certain trigger points or words by orator where they raise in praises similar to a people shouting at points scored in Foot Ball match. But there this Adrenalin blast is connected to divinity. It is definitely not divine if the gathering has a tinge of negative nurturing against any other community or person because God created the nature and Nature's laws don't discriminate while providing for life for every being and that is what DIVINITY is. The nature doesn't take any benefit from us but yes someone definitely takes mileage out of the emotions of these lesser mortals. It might be political or financial or whatever. Lets go back to the reason and find out WHY the Law and not the RITUALs. DON't KILL THE LOGIC

Learn to code”: There were eight people advertising books and other information products on the topic of learning to code. So, while “learn to code” was a Green light on the Google Trends Market Size Sweet Spot test, it’s a Yellow light here on the Amazon Market Competition Sweet Spot test.

The entrepreneurs who stuck with Silicon Valley learned four big lessons from the dot-com crash that still guide business thinking today: 1. Make incremental advances Grand visions inflated the bubble, so they should not be indulged. Anyone who claims to be able to do something great is suspect, and anyone who wants to change the world should be more humble. Small, incremental steps are the only safe path forward. 2. Stay lean and flexible All companies must be “lean,” which is code for “unplanned.” You should not know what your business will do; planning is arrogant and inflexible. Instead you should try things out, “iterate,” and treat entrepreneurship as agnostic experimentation. 3. Improve on the competition Don’t try to create a new market prematurely. The only way to know you have a real business is to start with an already existing customer, so you should build your company by improving on recognizable products already offered by successful competitors. 4. Focus on product, not sales If your product requires advertising or salespeople to sell it, it’s not good enough: technology is primarily about product development, not distribution. Bubble-era advertising was obviously wasteful, so the only sustainable growth is viral growth.

By speeding up flow through the technology value stream, we reduce the lead time required to fulfill internal or customer requests, especially the time required to deploy code into the production environment. By doing this, we increase the quality of work as well as our throughput and boost our ability to innovate and out-experiment the competition. The resulting practices include continuous build, integration, test, and deployment processes, creating environments on demand, limiting work in process (WIP), and building systems and organizations that are safe to change.

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.

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.

Benn is a smart guy. He graduated from an elite college (the University of Virginia) with a degree in economics, and like many in his situation he had ambitions for his career. It didn’t take him long to realize that these ambitions would be thwarted so long as his main professional skills could be captured in an Excel macro. He decided, therefore, he needed to increase his value to the world. After a period of research, Benn reached a conclusion: He would, he declared to his family, quit his job as a human spreadsheet and become a computer programmer. As is often the case with such grand plans, however, there was a hitch: Jason Benn had no idea how to write code. As a computer scientist I can confirm an obvious point: Programming computers is hard. Most new developers dedicate a four-year college education to learning the ropes before their first job—and even then, competition for the best spots is fierce. Jason Benn didn’t have this time. After his Excel epiphany, he quit his job at the financial firm and moved home to prepare for his next step. His parents were happy he had a plan, but they weren’t happy about the idea that this return home might be long-term. Benn needed to learn a hard skill, and needed to do so fast.

Stop pushing people into web development as if it is the only true career path. Instead, push people into computer science, programming, coding, etc. There is so much competition because everyone is doing it, you just create a lot of demoralized and disgruntled people. There is more to programming than web development.

I have sought to prove ... that the code of enmity is a necessary part of the machinery of evolution. He who feels generous towards his enemy, and more especially if he feels forgiveness towards him, has in reality abandoned the code of enmity and so has given up his place in the turmoil of evolutionary competition. Hence the benign feeling of perfect peace that descends on him.

Like me, Ryan doesn’t believe that founders should start with code. “Do shitty work people love at first,” he says. As more and more infrastructure gets built by new businesses (including, perhaps, the one you’re working on now), it is getting cheaper, faster, and more accessible to build an MVP without code. What that means is that you shouldn’t wait until tomorrow to get started. The lower the barriers to entry, the more competition you will have.

When picking a ZIP code, first consider how familiar you are with the area. Knowing the neighborhood gives you authority, helps clients trust you, and ensures more referrals. Next, consider ZIP codes with less competition and low home prices; this ensures the leads will be less expensive. Finally, consider areas next to ZIP codes with high home sale prices as proximity to these areas is desirable.

The entrepreneurs who stuck with Silicon Valley learned four big lessons from the dot-com crash that still guide business thinking today: 1. Make incremental advances Grand visions inflated the bubble, so they should not be indulged. Anyone who claims to be able to do something great is suspect, and anyone who wants to change the world should be more humble. Small, incremental steps are the only safe path forward. 2. Stay lean and flexible All companies must be “lean,” which is code for “unplanned.” You should not know what your business will do; planning is arrogant and inflexible. Instead you should try things out, “iterate,” and treat entrepreneurship as agnostic experimentation. 3. Improve on the competition Don’t try to create a new market prematurely. The only way to know you have a real business is to start with an already existing customer, so you should build your company by improving on recognizable products already offered by successful competitors. 4. Focus on product, not sales If your product requires advertising or salespeople to sell it, it’s not good enough: technology is primarily about product development, not distribution. Bubble-era advertising was obviously wasteful, so the only sustainable growth is viral growth. These lessons have become dogma in the startup world; those who would ignore them are presumed to invite the justified doom visited upon technology in the great crash of 2000. And yet the opposite principles are probably more correct: 1. It is better to risk boldness than triviality. 2. A bad plan is better than no plan. 3. Competitive markets destroy profits. 4. Sales matters just as much as product.

The obstacle to achieving such vocational diversification and general aptitude does not lie in the human character as such, but rather in the mass of qualifying educational and vocational restrictions imposed by every privileged group in order to maintain its special status, emoluments, and perquisites. Though the reputed object of these regulations is often laudable, as measures to ensure competence and protect members from unqualified rivals, the underlying aim is to prevent fresh activities and organizations from arising in competition with the power system. As a result, the scope of human initiative through direct action becomes limited: today the smallest new measure must run a gauntlet of licensing laws, professional codes, trades union regulations, wage schedules, promotion priorities, bureaucratic restrictions and inspections. Even the exigencies of war were only partly able to break down or bypass these barriers-for where are they more deeply entrenched than in the military machine itself? This explains, perhaps, why there is so little prospect of overcoming the defects of the power system by any attack that employs mass organizations and mass efforts at persuasion; for these mass methods support the very system they attack. The changes that have so far been effective, and that give promise of further success, are those that have been initiated by animated individual minds, small groups, and local communities nibbling at the edges of the power structure by breaking routines and defying regulations. Such an attack seeks, not to capture the citadel of power, but to withdraw from it and quietly paralyze it. Once such initiatives become widespread, as they at last show signs of becoming, it will restore power and confident authority to its proper source: the human personality and the small face-to-face community.

Business results on the web don’t come from content; they come from content that moves. Even if your content is great, there’s no guarantee it will rise to the top in an increasingly competitive world.

No society can survive if it allows its members to behave toward one another in the same way in which it encourages them to behave as a group toward other groups; internal cooperation is the first law of external competition. The struggle for existence is not ended by mutual aid, it is incorporated, or transferred to the group. Other things equal, the ability to compete with rival groups will be proportionate to the ability of the individual members and families to combine with one another. Hence every society inculcates a moral code, and builds up in the heart of the individual, as its secret allies and aides, social dispositions that mitigate the natural war of life; it encourages by calling them virtues those qualities or habits in the individual which redound to the advantage of the group, and discourages contrary qualities by calling them vices. In this way the individual is in some outward measure socialized, and the animal becomes a citizen.

My model, such as it is, is a mentorship model, which is to say that I care personally, and I involve myself personally/emotionally with the work of each student, and I try to make it such that they want to reach for more, do better, risk more, try new things, abandon limited objectives, individuate, and so on. For me it is personal, to the best of my ability, and it is about making more of the writer and of the writer’s task in each case. I also think it’s possible to do this, to teach in this way, in a classroom free of rancor and backbiting and competitive jostling. So: my class should be a place of peace, a place where anything is possible, where the code of realism is in disrepute, and the worst thing you can say, the absolutely verboten thing, is the phrase: The New Yorker.

When my Naval Academy students had finished reading the Iliad, I often asked them to tell me which of Homer’s characters they admired the most, and why. A popular reply was Hector, prince of Troy, and the reasons they gave most concerned their sense of why he fought. It may surprise some to learn that many of these highly competitive young American students favored a character who champions the losing side of the battle. But it is Hector’s humanity and nobility of character, not his unhappy fate, to which they were drawn. Homer’s Prince Hector is a man who fights with tremendous ferocity on the battlefield but who is not driven by rage or bloodlust. Although he relishes his moments of small-scale victory, we are given the impression that Hector fights not because he wants to but because he has a duty to his people. He would rather be at home with his wife and young son, Astynax, but he is the greatest warrior that the Trojans have. If he does not defend the city, it will certainly fall to the Greeks. His exceptional physical prowess and martial skills, combined with his standing in the community as a respected member of the royal family, create special responsibilities for him. By rights, his brother Paris (the cause of the crisis) should have offered himself up for the protection of Troy. However, since Paris chooses not to live up to his obligations, the burden shifts to Hector’s more capable (and unshirking) shoulders. The defense of the city is placed in his hands and all the hopes of the Trojan people are pinned on his performance as a fighter and a leader.

I will either play the game and miss finding out the truth - or I will explore the truth hand lose the game. Only it's not a game. Because games go back in boxes and get stacked away with other games. This nomination, this competition has real stakes. I know the cost. It's the same price Davey paid just four months ago: a town, a house, a parent, a move, a hobby, friends.

I will either play the game and miss finding out the truth - or I will explore the truth hand lose the game. Only it's not a game. Because games go back in boxes and get stacked away with other games. This nomination, this competition has real stakes. I know the cost. It's the same price Davey paid just four months ago: a town, a house, a parent, a move, a hobby, friends.

The maxim, every man for himself,” he writes, “embraces the whole moral code of a free society.” The harsh competition of capitalism, Fitzhugh says, benefits the few and the strong while crushing the many and the weak. As a consequence of freedom, “the rich are continually growing richer and the poor poorer.

The genetic program as a vital factor is not the same as the DNA molecules in the genes, for these are just molecules, not mindlike entities. The fact that qualities of mind are commonly projected onto the genes, especially the qualities of selfish, competitive people within capitalist societies, makes it easy to forget that they are just chemicals. As such, they play a chemical role, and their activity is confined to the chemical level. The genetic code in the DNA molecules determines the sequence of amino-acid building blocks in protein molecules , the so-called primary structure of the proteins. The genes dictate the primary stucture of proteins, not the specific shape of a duck's foot or a lamb's kidney or an orchid. The way the proteins are arranged in cells, the ways cells are arranged in tissues, and tissues in organs, and organs in organisms are not programmed in the genetic code , which can only program protein molecules. Given the right genes and hence the right proteins, and the right systems by which protein synthesis is controlled, the organism is somehow supposed to assemble itself automatically. This is rather like delivering the right materials to a building site at the right times and expecting a house to grow spontaneously.

As Nate Silver, author of The Signal and the Noise: Why So Many Predictions Fail—But Some Don’t, points out, “ice cream sales and forest fires are correlated because both occur more often in the summer heat. But there is no causation; you don’t light a patch of the Montana brush on fire when you buy a pint of Häagen-Dazs.” Of course, it’s no surprise that correlation isn’t the same as causality. But although most organizations know that, I don’t think they act as if there is a difference. They’re comfortable with correlation. It allows managers to sleep at night. But correlation does not reveal the one thing that matters most in innovation—the causality behind why I might purchase a particular solution. Yet few innovators frame their primary challenge around the discovery of a cause. Instead, they focus on how they can make their products better, more profitable, or differentiated from the competition. As W. Edwards Deming, the father of the quality movement that transformed manufacturing, once said: “If you do not know how to ask the right question, you discover nothing.” After decades of watching great companies fail over and over again, I’ve come to the conclusion that there is, indeed, a better question to ask: What job did you hire that product to do? For me, this is a neat idea. When we buy a product, we essentially “hire” something to get a job done. If it does the job well, when we are confronted with the same job, we hire that same product again. And if the product does a crummy job, we “fire” it and look around for something else we might hire to solve the problem. Every day stuff happens to us. Jobs arise in our lives that we need to get done. Some jobs are little (“ pass the time while waiting in line”), some are big (“ find a more fulfilling career”). Some surface unpredictably (“ dress for an out-of-town business meeting after the airline lost my suitcase”), some regularly (“ pack a healthy, tasty lunch for my daughter to take to school”). Other times we know they’re coming. When we realize we have a job to do, we reach out and pull something into our lives to get the job done. I might, for example, choose to buy the New York Times because I have a job to fill my time while waiting for a doctor’s appointment and I don’t want to read the boring magazines available in the lobby. Or perhaps because I’m a basketball fan and it’s March Madness time. It’s only when a job arises in my life that the Times can solve for me that I’ll choose to hire the paper to do it. Or perhaps I have it delivered to my door so that my neighbors think I’m informed—and nothing about their ZIP code or median household income will tell the Times that either.

learned four big lessons from the dot-com crash that still guide business thinking today: 1. Make incremental advances Grand visions inflated the bubble, so they should not be indulged. Anyone who claims to be able to do something great is suspect, and anyone who wants to change the world should be more humble. Small, incremental steps are the only safe path forward. 2. Stay lean and flexible All companies must be “lean,” which is code for “unplanned.” You should not know what your business will do; planning is arrogant and inflexible. Instead you should try things out, “iterate,” and treat entrepreneurship as agnostic experimentation. 3. Improve on the competition Don’t try to create a new market prematurely. The only way to know you have a real business is to start with an already existing customer, so you should build your company by improving on recognizable products already offered by successful competitors. 4. Focus on product, not sales If your product requires advertising or salespeople to sell it, it’s not good enough: technology is primarily about product development, not distribution. Bubble-era advertising was obviously wasteful, so the only sustainable growth is viral growth.

I’m most surprised by the competitive streak she’s revealed. Xavier means more to her than she’s let on. “But what about Mindy? Doesn’t it bother you—?” Sophie rolls her head along with her eyes. “Look, all guys play the field—at least the non-nerds. She’s the girl who slept with him once. I’m the girl he found afterward. And all those codes about dating—honestly, the only one that makes sense is ‘All’s fair in love and war.’ Even if they were betrothed from the cradle, it’s not over until they tie the knot.