Collaborate Related Quotes

It was relatively easy, we now realize, to categorize countries and nations. You knew who your enemies were and whom you could count on as collaborators and friends. And even more importantly, you had ready-made scapegoats to take the blame when things were going wrong.

Because that was the problem, really, wasn’t it, with being human? You couldn’t just be, couldn’t just live and exist without dragging your feet through the mud. You had to communicate, congregate, collaborate, cohabiate. You had to corroborate. Copulate. You had to co-this, co-that, co—bloody-everything, and if you weren’t co-operating you were operating with the co, which was a declaration less of independence than of relativity. You could only really exist in relation to others.

As a result, the process of designing a product at Apple was integrally related to how it would be engineered and manufactured. Ive described one of Apple’s Power Macs. “We wanted to get rid of anything other than what was absolutely essential,” he said. “To do so required total collaboration between the designers, the product developers, the engineers, and the manufacturing

The letter is only an aid to philosophical communication, the actual essence of which consists in arousing a particular train of thought. Someone speaking thinks and produces—someone listening reflects—and reproduces. Words are a deceptive medium for what is already though—unreliable vehicles of a particular, specific stimulus. The true teacher is a guide. If the pupil genuinely desires truth it requires only a hint to show him how to find what he is seeking. Accordingly the representation of philosophy consists purely of themes—of initial propositions—principles. It exists only for autonomous lovers of truth. The analytical exposition of the theme is only for those who are sluggish or unpracticed. The latter must learn thereby how to fly and keep themselves moving in a particular direction. Attentiveness is a centripetal force. The effective relation between that which is directed and the object of direction begins with the given direction. If we hold fast to this direction we are apodictically certain of reaching the goal that has been set. True collaboration in philosophy then is a common movement toward a beloved world—whereby we relieve each other in the most advanced outpost, a movement that demands the greatest effort against the resisting element within which we are flying.

It is a tragedy, at rate at which EBOLA VIRUS is spreading in West Africa. It is a fatal disease in the history of the world. Intensive education (formal and informal approaches) of the citizens of African can help prevent the spread. International cooperation is urgently needed to combat the EBOLA virus.

McKusick's belief in this paradigm-the focus on disability rather than abnormalcy-was actualized in the treatment of patients in his clinic. Patients with dwarfism, for instance, were treated by an interdisciplinary team of genetic counselors, neurologists, orthopedic surgeons, nurses, and psychiatrists trained to focus on specific disabilities of persons with short stature. Surgical interventions were reserved to correct specific deformities as they arose. The goal was not to restore "normalcy"-but vitality, joy, and function. McKusic had rediscovered the founding principles of modern genetics in the realm of human pathology. In humans as in wild flies, genetic variations abounded. Here too genetic variants, environments, and gene-environment interactions ultimately collaborated to cause phenotypes-except in this case, the "phenotype" in question was disease. Here too some genes had partial penetrance and widely variable expressivity. One gene could cause many diseases, and one disease could be caused by many genes. And here too "fitness" could not be judged in absolutes. Rather the lack of fitness-illness [italicized, sic] in colloquial terms- was defined by the relative mismatch between an organism and environment.

The Transforming Self is different from the Authoring Self in that rather than being individualistic and competitive, it is more relational and collaborative. When at this higher level, you engage in collaborative relationships for the sake of transformation. All parties have their own perspectives, beliefs, and agendas. Yet they come together for the purpose of having their own views, and even their own identities and sense of self expand. The whole becomes new and greater than the sum of all parts.

For days & nights, Phoolan related her extraordinary life via an interpreter. Recorded & transcribed, the typescript ran to 2000 pages. Writer Marie-Therese Cuny & I shaped this into a first draft. Then over several weeks in 1995, and with the aid of translator & journalist Vijay Kranti, Susanna & I read it back to Phoolan page by page. She would interrupt to correct errors, clear confusing contradictions, & add more recollections as they came to her. Phoolan signed her name at the bottom of each page, the only word she knew how to write.

as we clashed together and commenced our collaboration on another chapter of the famous, familiar and amusing saga of human relations—choosing heat instead of grace, possession over possibility—trading the kingdom of heaven one more time for two arms full of beautiful, confusing earth.

The rate spread of EBOLA VIRUS in West Africa, is big tragedy. It is a fatal disease in the history of the world. Intensive education (formal and informal approaches) of the citizens of African can help prevent the spread. International cooperation is urgently needed to combat the EBOLA virus.

Richard Feynman said: "Science is the belief in the ignorance of experts." Meaning for example that if Einstein had just trusted Newton he would never have heard of general relativity. I don't know a scientist who says: "Oh, so-and-so is such an eminent scientist, I'm just going to believe whatever they say.

If socialist regimes work together, trade together, fight together, collaborate, and have fundamentally equivalent ideologies and tactics, they are genealogically related (a sort of Communist-Nazi brotherhood), which could be regarded as a Fascist-Marxist mindset. Of course, these socialist ideologues also fight each like rival siblings

He later told the Queen’s alumni magazine that the most important thing he learned during his two years there was “how to work collaboratively with smart people and make use of the Socratic method to achieve commonality of purpose,” a skill, like those of industrial relations, that future colleagues would notice had been only partly honed.

I’ll describe the original approach of Barbour, but most of what I’ll have to say applies to Gomes’s version9, as well as more recent work of Barbour and his collaborators. A moment, for them, is a configuration of the universe as a whole. These configurations, according to Barbour and Gomes, are relational configurations, which code all the relations that can be captured in a moment, such as relative distances and relative sizes.

Security, happiness and peaceful relations are desired by all. Until, however, the Great Powers, in collaboration with the little nations, have solved the economic problem and have realized that the resources of the earth belong to no one nation but to humanity as a whole, there will be no peace. The oil of the world, the mineral wealth, the wheat, the sugar and the grains belong to all men everywhere. They are essential to the daily living of the everyday man.

Branding is a process that requires what the author and psychotherapist Nancy Colier describes as an imperative to “relate to our self in the third person.” A commodified self may be rich, but commodification still requires a partitioning, an internal doubling that is inherently alienating. There is you, and then there is Brand You. As much as we might like to believe that these selves can be kept separate, brands are hungry, demanding things, and one self necessarily impacts the other. If countless numbers of us are doubled, all partitioning and performing ourselves, it becomes harder for anyone to know what is real and what and who can be trusted. Which of our opinions are genuine, and which are for show? Which friendships are rooted in love, and which are co-branding collabs? What collaborations don’t happen that should because individuals’ brands are pitted against one another? What doesn’t ever get said, or shared, because it’s off-brand?

Several defining aspects of focal order condition our awareness of it. The first of these conditions is the temporal immediacy of the continuing present: order is always located in the “very now.” The second condition is spatial immediacy: order starts here and goes there. Third, focal order is always collaborative: all relations, while they are intrinsic and thus constitutive, are also projective and recursive. And finally, equilibrium in one’s disposition allows one to contextualize events on their own terms and to achieve an optimally productive harmony.

To deconstruct a concept is to analyze it in a way which reveals its construction—both in the temporal sense of its birth and development over time and in a certain cultural and political matrix, and in the sense of its own present structure, its meaning, and its relation to other concepts. One of the most impressive aspects of such an analysis is the revelation of the ‘contingency’ of the concept, i.e. the fact that it is only the accidental collaboration of various historical events and circumstances that brought that concept into being, and the fact that there could be a world of sense without that concept in it (emphasis added).26 In

Using velocity as a productivity metric has several flaws. First, velocity is a relative and team-dependent measure, not an absolute one. Teams usually have significantly different contexts which render their velocities incommensurable. Second, when velocity is used as a productivity measure, teams inevitably work to game their velocity. They inflate their estimates and focus on completing as many stories as possible at the expense of collaboration with other teams (which might decrease their velocity and increase the other team’s velocity, making them look bad). Not only does this destroy the utility of velocity for its intended purpose, it also inhibits collaboration between teams.

classic work like The Tale of Genji, as one recent translator has it, “The more intense the emotion, the more regular the meter.” As in the old-fashioned England in which I grew up—though more unforgivingly so—the individual’s job in public Japan is to keep his private concerns and feelings to himself and to present a surface that gives little away. That the relation of surface to depth is uncertain is part of the point; it offers a degree of protection and makes for absolute consistency. The fewer words spoken, the easier it is to believe you’re standing on common ground. One effect of this careful evenness—a maintenance of the larger harmony, whatever is happening within—is that to live in Japan, to walk through its complex nets of unstatedness, is to receive a rigorous training in attention. You learn to read the small print of life—to notice how the flowers placed in front of the tokonoma scroll have just been changed, in response to a shift in the season, or to register how your visitor is talking about everything except the husband who’s just run out on her. It’s what’s not expressed that sits at the heart of a haiku; a classic sumi-e brush-and-ink drawing leaves as much open space as possible at its center so that it becomes not a statement but a suggestion, an invitation to a collaboration. The reader or viewer is asked to complete a composition, and so the no-color surfaces make

He is conventionally translated “harmony,” and we follow that rendering. The etymology of the term is culinary: harmony is the art of combining and blending two or more foodstuffs so that they come together with mutual benefit and enhancement without losing their separate and particular identities.49 Throughout the early corpus, the preparation of food is appealed to as a gloss on this sense of elegant harmony. Harmony so considered entails both the integrity of the particular ingredient and its ease of integration into some larger whole. Signatory of this harmony is the endurance of the particular ingredients and the cosmetic nature of the harmony in an order that emerges out of the collaboration of intrinsically related details to embellish the contribution of each one.

By looking after his relatives' interests as he did, Napoleon furthermore displayed incredible weakness on the purely human level. When a man occupies such a position, he should eliminate all his family feeling. Napoleon, on the contrary, placed his brothers and sisters in posts of command, and retained them in these posts even after they'd given proofs of their incapability. All that was necessary was to throw out all these patently incompetent relatives. Instead of that, he wore himself out with sending his brothers and sisters, regularly every month, letters containing reprimands and warnings, urging them to do this and not to do that, thinking he could remedy their incompetence by promising them money, or by threatening not to give them any more. Such illogical behaviour can be explained only by the feeling Corsicans have for their families, a feeling in which they resemble the Scots. By thus giving expression to his family feeling, Napoleon introduced a disruptive principle into his life. Nepotism, in fact, is the most formidable protection imaginable : the protection of the ego. But wherever it has appeared in the life of a State—the monarchies are the best proof—it has resulted in weakening and decay. Reason : it puts an end to the principle of effort. In this respect, Frederick the Great showed himself superior to Napoleon—Frederick who, at the most difficult moments of his life, and when he had to take the hardest decisions, never forgot that things are called upon to endure. In similar cases, Napoleon capitulated. It's therefore obvious that, to bring his life's work to a successful conclusion, Frederick the Great could always rely on sturdier collaborators than Napoleon could. When Napoleon set the interests of his family clique above all, Frederick the Great looked around him for men, and, at need, trained them himself. Despite all Napoleon's genius, Frederick the Great was the most outstanding man of the eighteenth century. When seeking to find a solution for essential problems concerning the conduct of affairs of State, he refrained from all illogicality. It must be recognised that in this field his father, Frederick-William, that buffalo of a man, had given him a solid and complete training. Peter the Great, too, clearly saw the necessity for eliminating the family spirit from public life. In a letter to his son—a letter I was re-reading recently—he informs him very clearly of his intention to disinherit him and exclude him from the succession to the throne. It would be too lamentable, he writes, to set one day at the head of Russia a son who does not prepare himself for State affairs with the utmost energy, who does not harden his will and strengthen himself physically. Setting the best man at the head of the State—that's the most difficult problem in the world to solve.

The subtitle of this book is Spirituality and Strategies. In Reconciliation, I had proposed that reconciliation is more a spirituality than a strategy. It seemed to me that reconciliation had to be a way of living, had to relate to the profound spiritual issues that reconciliation raises and requires. To think of it only as strategy is to succumb to a kind of technical rationality that will succeed at best partially. Yet strategies cannot be dispensed with. Concrete experiences of struggling to achieve some measure of reconciliation require decisions, and those decisions must have some grounding. I still believe that reconciliation requires a certain spiritual orientation if it is to be successful. The challenge of reconciliation today is such that it requires an interreligious effort. Religious difference is sometimes the cause of social conflict; in all instances, religious people must find ways to work together to achieve reconciliation. What this book hopes to offer is the spirituality that will sustain Christians in their efforts to collaborate with others in that process.

Search engine query data is not the product of a designed statistical experiment and finding a way to meaningfully analyse such data and extract useful knowledge is a new and challenging field that would benefit from collaboration. For the 2012–13 flu season, Google made significant changes to its algorithms and started to use a relatively new mathematical technique called Elasticnet, which provides a rigorous means of selecting and reducing the number of predictors required. In 2011, Google launched a similar program for tracking Dengue fever, but they are no longer publishing predictions and, in 2015, Google Flu Trends was withdrawn. They are, however, now sharing their data with academic researchers... Google Flu Trends, one of the earlier attempts at using big data for epidemic prediction, provided useful insights to researchers who came after them... The Delphi Research Group at Carnegie Mellon University won the CDC’s challenge to ‘Predict the Flu’ in both 2014–15 and 2015–16 for the most accurate forecasters. The group successfully used data from Google, Twitter, and Wikipedia for monitoring flu outbreaks.

How do you commit the perfect crime in science? We’re handicapped from the start because it’s a question we never ask. For more than thirty years, Frank taught me and many others to record our data accurately, compare them with collaborators around the world, discard the outliers, and come to a consensus. We understand there are variations, but if the bulk of the evidence goes in a certain direction, we are confident we have a better understanding of human biological processes. If only that were what happened in the real world. In the real world there are corporations, be they pharmaceutical, agricultural, petroleum, or chemical companies, that have billions of dollars at stake in the work of scientists. If one has billions of dollars, he can use the dark arts of persuasion to hire public relations firms to tout your products, sow the seeds of doubt about those who question your products, buy advertising on news networks so they don’t publicize negative stories unless they have no other choice, and donate to politicians of all ideologies. Then, once those politicians have been elected, they can write laws for the benefit of their generous donors. As it was put so eloquently in the seventeenth century by a prominent member of Queen Elizabeth’s court, “If it prospers, none dare call it treason.

Nine months later, on September 1, 1939, Oppenheimer and a different collaborator—yet another student, Hartland Snyder—published a paper titled “On Continued Gravitational Contraction.” Historically, of course, the date is best known for Hitler’s invasion of Poland and the start of World War II. But in its quiet way, this publication was also a momentous event. The physicist and science historian Jeremy Bernstein calls it “one of the great papers in twentieth-century physics.” At the time, it attracted little attention. Only decades later would physicists understand that in 1939 Oppenheimer and Snyder had opened the door to twenty-first-century physics. They began their paper by asking what would happen to a massive star that has begun to burn itself out, having exhausted its fuel. Their calculations suggested that instead of collapsing into a white dwarf star, a star with a core beyond a certain mass—now believed to be two to three solar masses—would continue to contract indefinitely under the force of its own gravity. Relying on Einstein’s theory of general relativity, they argued that such a star would be crushed with such “singularity” that not even light waves would be able to escape the pull of its all-encompassing gravity. Seen from afar, such a star would literally disappear, closing itself off from the rest of the universe. “Only its gravitation field persists,” Oppenheimer and Snyder wrote. That is, though they themselves did not use the term, it would become a black hole. It was an intriguing but bizarre notion—and the paper was ignored, with its calculations long regarded as a mere mathematical curiosity.

If we ascribe the ejection of the proton to a Compton recoil from a quantum of 52 x 106 electron volts, then the nitrogen recoil atom arising by a similar process should have an energy not greater than about 400,000 volts, should produce not more than about 10,000 ions, and have a range in the air at N.T.P. of about 1-3mm. Actually, some of the recoil atoms in nitrogen produce at least 30,000 ions. In collaboration with Dr. Feather, I have observed the recoil atoms in an expansion chamber, and their range, estimated visually, was sometimes as much as 3mm. at N.T.P. These results, and others I have obtained in the course of the work, are very difficult to explain on the assumption that the radiation from beryllium is a quantum radiation, if energy and momentum are to be conserved in the collisions. The difficulties disappear, however, if it be assumed that the radiation consists of particles of mass 1 and charge 0, or neutrons. The capture of the a-particle by the Be9 nucleus may be supposed to result in the formation of a C12 nucleus and the emission of the neutron. From the energy relations of this process the velocity of the neutron emitted in the forward direction may well be about 3 x 109 cm. per sec. The collisions of this neutron with the atoms through which it passes give rise to the recoil atoms, and the observed energies of the recoil atoms are in fair agreement with this view. Moreover, I have observed that the protons ejected from hydrogen by the radiation emitted in the opposite direction to that of the exciting a-particle appear to have a much smaller range than those ejected by the forward radiation. This again receives a simple explanation on the neutron hypothesis.

beyond them. The Six Diseases If we want to look at how we practice all forms of rivalry, there are six diseases my father wrote about, all of which stem from the desire we have to win at all costs. These diseases rely on being in competition, which is typically where we go in a relationship the moment any discord pops up. When we relate to others in these ways, we are disconnecting from them and disconnecting from our true selves in order to access some form of outside validation. In other words, there is no relationship, no collaboration, no cocreation. There is only the victor and the loser. The Six Diseases are: The desire for victory I have to be the winner. If I don’t win, I’m a loser. If I win, everyone else is a loser. The desire to resort to technical cunning I rely on the power of my wits to show you how great I am. Who cares about people or their feelings as long as everyone can see how clever I am? The desire to display all that has been learned Check me out. I know lots of things. I can speak at length about anything. It doesn’t matter what anyone else has to say (especially if it’s dumb). The desire to awe the enemy I am a force to be reckoned with. Look out! I will wow you to get your approval even if I have to do something shocking and wild to get your attention. The desire to play the passive role I am so easy to get along with. Who wouldn’t like me? I am so unobtrusive and sweet. I will put anything that’s important to me aside to make sure that you see how likeable and wonderful I am. How could you not like me when I sacrifice everything just for you? The desire to rid oneself of whatever disease one is affected by I am not okay as I am. I will perform constant self-work and read as many books as I can and take so many classes to make myself good that you will see that I am always trying to be a good person even if I continue to do lots of shitty things. I know I’m not okay as I am. And I know you know that I know I’m not okay as I am, which makes it okay not to get truly better as long as it looks like I’m trying.

Pull in Friendships and Fresh Adventures: Five men are walking across the Golden Gate Bridge on an outing organized by their wives who are college friends. The women move ahead in animated conversation. One man describes the engineering involved in the bridge's long suspension. Another points to the changing tide lines below. A third asked if they've heard of the new phone apps for walking tours. The fourth observes how refreshing it is to talk with people who aren't lawyers like him. Yes, we tend to notice the details that most relate to our work or our life experience. It is also no surprise that we instinctively look for those who share our interests. This is especially true in times of increasing pressure and uncertainty. We have an understandable tendency in such times to seek out the familiar and comfortable as a buffer against the disruptive changes surrounding us. In so doing we can inadvertently put ourselves in a cage of similarity that narrows our peripheral vision of the world and our options. The result? We can be blindsided by events and trends coming at us from directions we did not see. The more we see reinforcing evidence that we are right in our beliefs the more rigid we become in defending them. Hint: If you are part of a large association, synagogue, civic group or special interest club, encourage the organization to support the creation of self-organized, special interest groups of no more than seven people, providing a few suggestions of they could operate. Such loosely affiliated small groups within a larger organization deepen a sense of belonging, help more people learn from diverse others and stay open to growing through that shared learning and collaboration. That's one way that members of Rick Warren's large Saddleback Church have maintained a close-knit feeling yet continue to grow in fresh ways. imilarly the innovative outdoor gear company Gore-Tex has nimbly grown by using their version of self-organized groups of 150 or less within the larger corporation. In fact, they give grants to those who further their learning about that philosophy when adapted to outdoor adventure, traveling in compact groups of "close friends who had mutual respect and trust for one another.

In the late 1950s and early 1960s, leading up to its first coup in March 1963, the Ba‘th in general, and Saddam Hussein in particular, had relations with the US intelligence services. On the testimony of King Hussein of Jordan, we learn that the CIA collaborated actively with the Ba‘th in its coup of March 1963, which led to the killing of thousands of communist opponents.

Many scientists studying our evolutionary history now believe that social cooperation among early humans and collaborative hunting with dogs may be directly related.

a single manuscript, across a related family of manuscripts, and across members of different manuscript families. It also had to be transferable to interactions between canonical texts and chronicle manuscripts. At the same time, the model had to be specific enough to provide a solid basis of comparison in all these areas. A long search through literary theory, narratology, and cybertheory provided some valuable insights but no completely adequate models. Cybertheory, working as it does with multivocal, nonlinear, and collaborative texts, has much to offer manuscript study, but it has not yet formed a coherent vocabulary for its own sphere. Recombinant genetics, on the other hand, has long had a model to discuss the lateral production of related but unique genomes. Just as the dispersive replication of DNA strands creates a set of replicants, each bearing

Work for interracial justice is of its own nature interracial. It bespeaks the co-operation of both races, not in a merely formal, “token” fashion, but as a genuine and sincere co-operation, based upon real friendship and personal, day-by-day collaboration.

One of the worst disconnects of a business software development effort is seen in the gap between domain experts and software developers. Generally speaking, true domain experts are focused on delivering business value. On the other hand, software developers are typically drawn to technology and technical solutions to business problems. It’s not that software developers have wrong motivations; it’s just what tends to grab their attention. Even when software developers engage with domain experts, the collaboration is largely at a surface level, and the software that gets developed often results in a translation/mapping between how the business thinks and operates and how the software developer interprets that. The resulting software generally does not reflect a recognizable realization of the mental model of the domain experts, or perhaps it does so only partially. Over time this disconnect becomes costly. The translation of domain knowledge into software is lost as developers transition to other projects or leave the company. A different, yet related problem is when one or more domain experts do not agree with each other. This tends to happen because each expert has more or less experience in the specific domain being modeled, or they are simply experts in related but different areas. It’s also common for multiple “domain experts” to have no expertise in a given domain, where they are more of a business analyst, yet they are expected to bring insightful direction to discussions. When this situation goes unchecked, it results in blurred rather than crisp mental models, which lead to conflicting software models. Worse still is when the technical approach to software development actually wrongly changes the way the business functions. While a different scenario, it is well known that enterprise resource planning (ERP) software will often change the overall business operations of an organization to fit the way the ERP functions. The total cost of owning the ERP cannot be fully calculated in terms of license and maintenance fees. The reorganization and disruption to the business can be far more costly than either of those two tangible factors. A similar dynamic is at play as your software development teams interpret what the business needs into what the newly developed software actually does. This can be both costly and disruptive to the business, its customers, and its partners. Furthermore, this technical interpretation is both unnecessary and avoidable with the use of proven software development techniques. The solution is a key investment.

The researchers looked deeper into these observations, in hopes of gaining insight into the mechanisms underlying the high evolutionary rate and extraordinary immunologic plasticity of influenza HA. They probed in more detail the precise codons that are used by the virus to encode the influenza HA1 protein. The discriminated between codons on the basis of volatility. Each three-nucleotide codon is related by a single nucleotide change to nine 'mutational neighbours.' Of those nine mutations, some proportion change the codon to a synonymous codon and some change it to a nonsynonymous one, which directs the incorporation of a different amino acid into the protein. More volatile codons are those for which a larger proportion of those nine mutational neighbours encode an amino acid change. The use of particular codons in a gene at a frequency that is disproportionate to their random selection for encoding a chosen amino acid is termed codon bias. Such bias is common and is influenced by many factors, but here the collaborators found strong evidence for codon bias that was particular for and restricted to the amino acids making up the HA1 epitopes. Remarkably, they observed that influenza employs a disproportionate number of volatile codons in its epitope-coding sequences. There was a bias for the use of codons that had the fewest synonymous mutational neighbours. In other words, influenza HA1 appears to have optimized the speed with which it can change amino acids in its epitopes. Amino acid changes can arise from fewer mutational events. The antibody combining regions are optimized to use codons that have a greater likelihood to undergo nonsynonymous single nucleotide substitutions : they are optimized for rapid evolution.

There is an art to giving feedback. It is common for critics to offer diagnoses: This is boring. This is choppy. This character isn’t working. The storyline is predictable. The transition is off. It is often more helpful to offer specific suggestions: Shorten the dialogue. Pick up the pace. Combine these three paragraphs. Invert these two lines. Envision a possibility they may not have considered. Or suggest an alternative they may not have thought of. There is also an art to receiving advice. Suggestions may be most helpful while the paint is still wet and the ink hasn’t dried. Inviting feedback early can make a big difference. And, ultimately, it is important to remember that the word “author” is related to the word “authority.” The choice to accept, or reject, or modify the advice that is offered always remains under the author’s control.

Either way, in such vital sector related to the global challenge of climate change, collaboration would be more useful than trade wars.

The 5C structure is generic—useful to product, marketing, and more—whereas the way we presented the sections in this chapter is very focused on product management. It’s good to know what the “C”s stand for because you’ll likely hear 5C mentioned. Plus if you need to do a situational analysis on your feet in a meeting or interview, it’s relatively easy to remember. Company: This refers to the company’s experience, technology, culture, goals, and more. It’s similar to the material we covered in the “Why Does the Company Exist?,” “How Do We Know If Our Product’s Good?,” and “What Else Has Been, Is Being, and Will Be Built?” sections. Customers: Who are the people buying this product? What are the market segments? How big are they? What are people’s goals with buying this product? How do they make buying decisions? Where do they buy this type or product? This is similar to what we covered in the “Customers and Personas” and “Use Cases” sections. Collaborators: Who are the external people who make the product possible, including distributors, suppliers, logistical operators, groundwork support personnel, and so on? Competitors: Who is competing for your customers’ money? This includes actual and potential competitors. You should look at how they position their product, the market size they address, their strengths and weaknesses, and more. Climate: These are the macro-environmental factors, like cultural, regulatory, or technological trends and innovations.

The Ticklish Subject shows how today, in spite of the decline of the paternal metaphor and the inefficacy of ethical-political principles, global capitalist relations of production actually structure an ever more prohibitive and homogenized social reality: The true horror lies not in the particular content hidden beneath the universality of global Capital but, rather, in the fact that Capital is effectively an anonymous global machine blindly running its course; that there is in fact no particular Secret Agent animating it. The horror is not the (particular living) ghost in the (dead universal) machine, but the (dead universal) machine in the very heart of each (particular living) ghost. The conclusion to be drawn is thus that the problematic of multiculturalism (the hybrid coexistence of diverse cultural life-worlds) which imposes itself today is the form of appearance of its opposite, of the massive presence of capitalism as global world system: it bears witness to the unprecedented homogenization of today’s world. (Ticklish, p. 218) Multiculturalism – as well as postmodern efforts to reduce truth to “narratives” or “solidarity of belief” – simply further the interests of global capital. Žižek notes wryly that liberal pseudo-leftists really know all of this, but the problem is that they want to maintain their relatively comfortable lifestyles (bought at the expense of suffering in the Third World), and meanwhile to maintain the pose of revolutionary “beautiful souls.” Postmodern “post-politics” replaces the recognition of global ideological divisions with an emphasis on the collaboration of enlightened experts, technocrats, and specialists who negotiate to reach compromises. Such pragmatic “administration of social matters” accepts in advance the very global capitalist framework that determines the profitability of the compromise (Ticklish, p. 199). This suspension of the space for authentic politics leads to what Žižek calls “postmodern racism,” which ignores the universal rights of the political subject, proliferates divisions along cultural lines, and prevents the working class from politicizing its predicament. Even more seriously, according to Žižek, post-politics no longer merely represses the political, but forecloses it. Thus instead of violence as the neurotic “return of the repressed,” we see signs of a new kind of irrational and excessive violence. This new manifestation of violence results from the (psychotic) foreclosure of the Name of the Father that leads to a “return in the Real.” This violence is thus akin to the psychotic passage a l’acte: “a cruelty whose manifestations range from ‘fundamentalist’ racist and/or religious slaughter to the ‘senseless’ outbursts of violence by adolescents and the homeless in our megalopolises, a violence one is tempted to call Id-Evil, a violence grounded in no utilitarian or ideological reason” (Ticklish, p. 198). Where then, is the power to combat such foreclosure? The Ticklish Subject shows that the subversive power of subjectivity arises only when the subject annuls himself as subject: the acknowledgment of the integral division or gap in subjectivity allows the move from subjection to subjective destitution. Insofar as the subject concedes to the inherent failure of symbolic practices, he no longer presupposes himself as a unified subject. He acknowledges the nonexistence of the symbolic big Other and the monstrosity of the Real. Such acceptance involves the full assertion – rather than the effacement – of the gap between the Real and its symbolization. In contrast to the artificial object character of the imaginary capitalist ego, The Ticklish Subject discloses the “empty place” of the subject as a purely structural function, and shows that this functioning emerges only as the withdrawal from one’s substantial identity, as the disintegration of the “self” that is situated and defined within a communal universe of meaning.

When Bouchard’s twin-processing operation was in full swing, he amassed a staff of eighteen—psychologists, psychiatrists, ophthalmologists, cardiologists, pathologists, geneticists, even dentists. Several of his collaborators were highly distinguished: David Lykken was a widely recognized expert on personality, and Auke Tellegen, a Dutch psychologist on the Minnesota faculty, was an expert on personality measuring. In scheduling his twin-evaluations, Bouchard tried limiting the testing to one pair of twins at a time so that he and his colleagues could devote the entire week—with a grueling fifty hours of tests—to two genetically identical individuals. Because it is not a simple matter to determine zygosity—that is, whether twins are identical or fraternal—this was always the first item of business. It was done primarily by comparing blood samples, fingerprint ridge counts, electrocardiograms, and brain waves. As much background information as possible was collected from oral histories and, when possible, from interviews with relatives and spouses. I.Q. was tested with three different instruments: the Wechsler Adult Intelligence Scale, a Raven, Mill-Hill composite test, and the first principal components of two multiple abilities batteries. The Minnesota team also administered four personality inventories (lengthy questionnaires aimed at characterizing and measuring personality traits) and three tests of occupational interests. In all the many personality facets so laboriously measured, the Minnesota team was looking for degrees of concordance and degrees of difference between the separated twins. If there was no connection between the mean scores of all twins sets on a series of related tests—I.Q. tests, for instance—the concordance figure would be zero percent. If the scores of every twin matched his or her twin exactly, the concordance figure would be 100 percent. Statistically, any concordance above 30 percent was considered significant, or rather indicated the presence of some degree of genetic influence. As the week of testing progressed, the twins were wired with electrodes, X-rayed, run on treadmills, hooked up for twenty-four hours with monitoring devices. They were videotaped and a series of questionnaires and interviews elicited their family backgrounds, educations, sexual histories, major life events, and they were assessed for psychiatric problems such as phobias and anxieties. An effort was made to avoid adding questions to the tests once the program was under way because that meant tampering with someone else’s test; it also would necessitate returning to the twins already tested with more questions. But the researchers were tempted. In interviews, a few traits not on the tests appeared similar in enough twin pairs to raise suspicions of a genetic component. One of these was religiosity. The twins might follow different faiths, but if one was religious, his or her twin more often than not was religious as well. Conversely, when one was a nonbeliever, the other generally was too. Because this discovery was considered too intriguing to pass by, an entire additional test was added, an existing instrument that included questions relating to spiritual beliefs. Bouchard would later insist that while he and his colleagues had fully expected to find traits with a high degree of heritability, they also expected to find traits that had no genetic component. He was certain, he says, that they would find some traits that proved to be purely environmental. They were astonished when they did not. While the degree of heritability varied widely—from the low thirties to the high seventies— every trait they measured showed at least some degree of genetic influence. Many showed a lot.

This morning we are going to reflect on the nature of meditation, the principle of applying mindfulness-based meditation to better well-being, and how meditation can be studied in collaboration with neuroscience. One of the first questions we ask ourselves is why bother to meditate, and if we do, on what, and how? The very nature of meditation is mental training, a tool of transformation over the long term of our life. We should understand that mental health is not simply the absence of mental illness. Are we really living our life in the most optimal way? Is what we call our “normal” state of going about life really optimal? We can see from our own experience that the way we engage with and interpret the world is often distorted by a mode of perception that doesn’t correspond with the way things are. Often we find ourselves in the pangs of torment from mental toxins such as hatred, obsessive desire, arrogance, nagging jealousy. Those are certainly not optimal ways of relating to our own experience or to others. We know that we can experience genuine altruistic love and compassion, but couldn’t we do so more often, so that those states of mind become the normal way we relate to others? Hence the ideal of long-term transformation: becoming a better human being for one’s own well-being and that of others as well. These two go together. That is precisely the meaning of meditation. Meditation is not just sitting and blissing out under a mango tree in order to have a better day, although it might help. If we look at the Eastern roots of the word for meditation, it truly means cultivation—cultivating new qualities, new ways of being. It also means familiarization: familiarization with a new way of seeing the world; for example, not grasping at permanence, and instead seeing the dynamic flow of interdependence. Meditation means familiarization with qualities that we have the potential to enhance, like unconditional compassion, openness to others, and inner peace. It’s also familiarization with the very way the mind works. So often we are full of thoughts that ceaselessly go through our mind. We hardly notice what’s going on. What is behind the screen of thoughts? Can we relate to some kind of basic mindfulness and open presence? All of these sorts of inner exploration are considered meditation. From the start, the Buddhist path has a therapeutic goal: to free ourselves and others from suffering. Obviously this is not a mere hobby, something nice to add to our lives. Rather, inner transformation is something that determines the quality of every instant we live.

velocity is a relative and team-dependent measure, not an absolute one. Teams usually have significantly different contexts which render their velocities incommensurable. Second, when velocity is used as a productivity measure, teams inevitably work to game their velocity. They inflate their estimates and focus on completing as many stories as possible at the expense of collaboration with other teams (which might decrease their velocity and increase the other team’s velocity, making them look bad). Not

When Richard Cooper went to medical school at the University of Arkansas in the late 1960s, he was stunned at how many of his black patients were suffering from high blood pressure. He would encounter people in their forties and fifties felled by strokes that left them institutionalized. When Cooper did some research on the problem, he learned that American doctors had first noted the high rate of hypertension in American blacks decades earlier. Cardiologists concluded it must be the result of genetic differences between blacks and whites. Paul Dudley White, the preeminent American cardiologist of the early 1900s, called it a “racial predisposition,” speculating that the relatives of American blacks in West Africa must suffer from high blood pressure as well. Cooper went on to become a cardiologist himself, conducting a series of epidemiological studies on heart disease. In the 1990s, he finally got the opportunity to put the racial predisposition hypothesis to the test. Collaborating with an international network of doctors, Cooper measured the blood pressure of eleven thousand people. Paul Dudley White, it turned out, was wrong. Farmers in rural Nigeria and Cameroon actually had substantially lower blood pressure than American blacks, Cooper found. In fact, they had lower blood pressure than white Americans, too. Most surprisingly of all, Cooper found that people in Finland, Germany, and Spain had higher blood pressure than American blacks. Cooper’s findings don’t challenge the fact that genetic variants can increase people’s risk of developing high blood pressure. In fact, Cooper himself has helped run studies that have revealed some variants in African Americans and Nigerians that can raise that risk. But this genetic inheritance does not, on its own, explain the experiences of African and European Americans. To understand their differences, doctors need to examine the experiences of blacks and whites in the United States—the stress of life in high-crime neighborhoods and the difficulty of getting good health care, for example. These are powerful inheritances, too, but they’re not inscribed in DNA. For scientists carrying out the hard work of disentangling these influences, an outmoded biological concept of race offers no help. In the words of the geneticists Noah Rosenberg and Michael Edge, it has become “a sideshow and a distraction.

Writing about conflict resolution and issues relating to identity, Barbour and Bourne (2020) have highlighted the usefulness of adapting the same questions to reflect on the future relationship. For example: How do we need to perceive ourselves as a team? How do we need to perceive the other team? How do we need the other team to perceive us? How do we need the other team to perceive themselves?

Connection survival style themes to show up in an atmosphere of safety and consent. The use of contracting emphasizes the therapist’s attention, interest, and concern about truly understanding the client. Contracting provides an opportunity to shift old relational patterns of feeling completely alone. This process of intersubjectivity supports a shift away from objectification toward subjectification. Clients are invited to be active collaborators with their therapist, which provides a sense of control over the therapeutic process. Attunement: The contracting process invites clients identified with Attunement survival style themes to check in with and express their needs and feelings. From the very beginning, this process provides an opportunity to shift old relational patterns of feeling that they cannot express their needs and feelings. Contracting helps clients feel seen and heard—by their therapist but also themselves. They are invited, welcomed, and encouraged to reflect on their authentic needs and wishes. Trust: The contracting process gives clients identified with Trust survival style themes the power to set their own course for therapy. The collaborative nature of contracting provides an opportunity to shift old relational patterns where they felt they had to control others in order to feel safe. They are welcomed to modulate their level of openness and vulnerability according to their own sense of comfort and trust. Autonomy: The contracting process encourages clients identified with Autonomy survival style themes to share their authentic Self in an environment of openness, understanding, and respect. Inviting the client to determine their intention and goals for therapy provides an opportunity to shift old relational patterns of having to control against other people’s agendas. Love-Sexuality: The contracting process supports clients identified with Love-Sexuality survival style themes with a sense of not having to be perfect to be accepted and loved. Contracting provides an opportunity to shift old relational patterns where they felt pressure of having to perform and achieve. Clients are welcomed to share from a more open-hearted and intimate place.

From their position in Canada, the British maintained relations with Native Americans in the Old Northwest, supplying them with goods and weapons in attempts to maintain ties in case of another war with the United States.

WHAT IS IT? The one-firm firm approach is not simply a loose term to describe a "culture." It refers to a set of concrete management practices consciously chosen to maximize the trust and loyalty that members of the firm feel both to the institution and to each other. In 1985, the elements of the one-firm firm approach were given as: •Highly selective recruitment •A "grow your own" people strategy as opposed to heavy use of laterals, growing only as fast as people could be devel-1 oped and assimilated •Intensive use of training as a socialization process •Rejection of a "star system" and related individualistic behavior •Avoidance of mergers, in order to sustain the collaborative culture A set of concrete management practices consciously chosen to maximize the trust and loyalty that members of the firm feel both to the institution and to each other. • Selective choice of services and markets, so as to win through significant investments in focused areas rather than many small initiatives •Active outplacement and alumni management, so that those who leave remain loyal to the firm •Compensation based mostly on group performance, not individual performance •High investments in research and development •Extensive intra-firm communication, with broad use of consensus-building approaches The one-firm firm approach is similar in many ways to the U. S. Marine Corps (in which Jack Walker served). Both are designed to achieve the highest levels of internal collaboration and encourage mutual commitment to pursuing ambitious goals.

Gibbs (2003) and others (e.g., Straus, Richardson, Glaziou, & Haynes, 2005) have provided detailed suggestions in this regard. Some general principles for clinicians are as follows. Evidence from multiple studies is always preferred to results of a single study. Systematic reviews of research are preferable to traditional narrative reviews. Thus, clinicians should look for systematic reviews, mindful of the fact that these reviews vary in quality. The Cochrane and Campbell Collaborations are good sources of high-quality systematic reviews. Clinicians can and should assess potential sources of bias in any review. The characteristics of systematic reviews described in this chapter can be used as a yardstick that clinicians can use to judge how well specific reviews measure up. The QUOROM statement (Moher et al., 1999) provides guidance about what to look for in reports on systematic reviews, as does a recent report by Shea et al. (2007). When relevant reviews are not available, out of date, or potentially biased, clinicians can identify individual studies and assess the credibility of those studies, using one of many tools developed for this purpose (e.g., Gibbs, 2003). It would be ideal if clinicians were able to rely on others to produce valid research syntheses. Above all, clinicians should remember that critical thinking is crucial to understanding and using evidence. Authorities, expert opinion, and lists of ESTs provide insufficient evidence for sound clinical practice. Further, clinicians must determine how credible evidence relates to the particular needs, values, preferences, circumstances, and ultimately, the responses of their clients. Clinicians and researchers also need to have an effect on policy so that EBP is not interpreted in a way that unfairly restricts treatments. Policymakers and others can be educated about the nature of EBP. EBP is a process aimed at informing the choices that clinicians make. It should inform and enhance practice, “increasing, not dictating, choice” (Dickersin, Straus, & Bero, 2007, p. s10). EBP supports choices among alternative treatments that have similar effects. It supports the choice of a less effective alternative, when an effective treatment is not acceptable to a client. Policymakers and others can be educated about the nature of evidence and methods of research synthesis. Empirical evidence is tentative, and it evolves over time as new information is added to the knowledge base. At present, there is insufficient evidence about the effectiveness of most psychological and psychosocial treatments (including some so-called empirically supported treatments). Policymakers need to understand that most lists of effective treatments are not based on rigorous systematic reviews; thus, they are not necessarily based on sound evidence. It makes little sense to base policy decisions on lists of preferred treatments because this limits consumer choice. Lists of selected or preferred treatments should not restrict the use of other potentially effective treatments. Policies that restrict treatments that have been shown to be harmful or ineffective, however, are of benefit. Lists of harmful or wasteful treatments could be compiled to discourage their use.

Good critique is comprised of three key elements: It identifies a specific aspect of the idea or a decision in the design being analyzed. It relates that aspect or decision to an objective or best practice. It describes how and why the aspect or decision work to support or not support the objective or best practice.

I enjoyed the movies but did not like the restrictions on watching them. A relative and I devised a clever way to watch movies. If we were away from the shop or home for three hours, there were questions to be answered. How could we stay away and still watch a movie? I collaborated with Satya Narain. He was my age, even though he was my father’s cousin. We would buy one movie ticket and watch one half at a time. I would watch the first half and return home after oneand-a-half hours. He would watch the second half. The next day we would swap the roles and watch the other halves. This way we would not be away long enough to attract suspicion. There were only two cinema halls and both were less than ten minutes’ cycle-ride away. We could return to work quickly since the halls were so close.

First, a school with a strong, shared sense of mission is more likely to initiate improvement efforts. Second, norms of collegiality are related to collaborative planning and effective decision making. Third, cultures with a strong dedication to improvement are more likely to implement complex new instructional strategies. Finally, schools improve best when small successes are recognized and celebrated through shared ceremonies commemorating both individual and group contributions (Louis, 1994; Fullan, 1998; Abplanalp, 2008).

The Ultimate Guide to Student Loans by Bruce Mesnekoff With the cost of college rising and governmental/private funding declining, it is no wonder that most Americans are concerned about their ability to finance a post-secondary education. Tuition prices are rising at Community Colleges, State Schools, Private and Technical colleges, leaving most Americans wondering how they are going to afford to pay for their education. This book educates parents, grandparents, young adults and students of all ages how to optimize the educational payment process. The Ultimate Guide To Student Loans is the collaboration of two financial experts who guide you through the confusing maze of investing for education and the student loan world from beginning to end. Jordan Goodman, America’s Money Answers Man, personal finance expert and frequent guest on radio and TV shows, and Bruce Mesnekoff, CEO of The Student Loan Help Center, student loan management and consolidation expert, share their knowledge and simplify the complicated process and maze of government and private rules and regulations about student loans. They also guide you through all of your investment choices to finance college education. This book helps you understand student loans by explaining: ways to invest so that you can avoid taking on student loans in the first place the optimum ways to get the best student loans paying off your loans as quickly as possible The book provides extensive information and resources to help you no matter where you are in the student loan financing process. These resources include contact information and descriptions for: federal regulatory organizations educational associations websites loan repayment programs The book also offers an appendix with abbreviations, acronyms and a glossary of student loan related terms. Also you can consult with The Student Loan Help Center for all kind of your consolidation problems. Use this book to improve your entire educational financing experience!

Le gouvernement que M. Michel voulait présenter comme celui du renouveau a donc été rapidement enseveli dans un débat vieux de soixante-dix ans, d’autant plus tendu que, au-delà des échanges d’injures, il ne s’appuie que sur des données toujours partielles : les archives de l’Etat relatives à la collaboration sont toujours inaccessibles.

Martin explains that working with architects in the Arup SoundLab has led to improved collaborations: 'We can relate to architects much better. If we are brought on board at the ideal time, which is if we are brought on board at concept, we can sit with the architect and say...this is what you have to work with. They can hear and they can understand it. Then from their first ideas and concepts they are much more willing to work with us when we talk to them about shape and form.

As with Japanese keiretsu, the member firms in a Korean chaebol own shares in each other and tend to collaborate with each other on what is often a nonprice basis. The Korean chaebol differs from the Japanese prewar zaibatsu or postwar keiretsu, however, in a number of significant ways. First and perhaps most important, Korean network organizations were not centered around a private bank or other financial institution in the way the Japanese keiretsu are.8 This is because Korean commercial banks were all state owned until their privatization in the early 1970s, while Korean industrial firms were prohibited by law from acquiring more than an eight percent equity stake in any bank. The large Japanese city banks that were at the core of the postwar keiretsu worked closely with the Finance Ministry, of course, through the process of overloaning (i.e., providing subsidized credit), but the Korean chaebol were controlled by the government in a much more direct way through the latter’s ownership of the banking system. Thus, the networks that emerged more or less spontaneously in Japan were created much more deliberately as the result of government policy in Korea. A second difference is that the Korean chaebol resemble the Japanese intermarket keiretsu more than the vertical ones (see p. 197). That is, each of the large chaebol groups has holdings in very different sectors, from heavy manufacturing and electronics to textiles, insurance, and retail. As Korean manufacturers grew and branched out into related businesses, they started to pull suppliers and subcontractors into their networks. But these relationships resembled simple vertical integration more than the relational contracting that links Japanese suppliers with assemblers. The elaborate multitiered supplier networks of a Japanese parent firm like Toyota do not have ready counterparts in Korea.9

Create Quality Circles – A quality circle is an alternative or a parallel structure to the traditional method of organizing the division of labor. Japanese companies heavily emphasize the constant increase of labor responsibilities. This leads not only to the personal development of workers themselves, but also to greater efficiency and collaboration, as workers trade off responsibilities and learn from one another. The quality circle consists of a volunteer group of workers who are trained – in addition to their normal duties – to analyze and find solutions to work-related problems and then present them to management for approval.

Emissions of carbon dioxide reasonable commercial For those who do not know each other with the phrase "carbon footprint" and its consequences or is questionable, which is headed "reasonable conversion" is a fast lens here. Statements are described by the British coal climatic believe. "..The GC installed (fuel emissions) The issue has directly or indirectly affected by a company or work activities, products," only in relation to the application, especially to introduce a special procedure for the efforts of B. fight against carbon crank function What is important? Carbon dioxide ", uh, (on screen), the main fuel emissions" and the main result of global warming, improve a process that determines the atmosphere in the air in the heat as greenhouse gases greenhouse, carbon dioxide is reduced by the environment, methane, nitrous oxide and chlorofluorocarbons (CFCs more typically classified as). The consequences are disastrous in the sense of life on the planet. The exchange is described at a reasonable price in Wikipedia as "...geared a social movement and market-based procedures, especially the objectives of the development of international guidelines and improve local sustainability." The activity is for the price "reasonable effort" as well as social and environmental criteria as part of the same in the direction of production. It focuses exclusively on exports under the auspices of the acquisition of the world's nations to coffee most international destinations, cocoa, sugar, tea, vegetables, wine, specially designed, refreshing fruits, bananas, chocolate and simple. In 2007 trade, the conversion of skilled gross sales serious enough alone suffered due the supermarket was in the direction of approximately US $ 3.62 billion to improve (2.39 million), rich environment and 47% within 12 months of the calendar year. Fair trade is often providing 1-20% of gross sales in their classification of medicines in Europe and North America, the United States. ..Properly Faith in the plan ... cursed interventions towards closing in failure "vice president Cato Industries, appointed to inquire into the meaning of fair trade Brink Lindsey 2003 '. "Sensible changes direction Lindsay inaccurate provides guidance to the market in a heart that continues to change a design style and price of the unit complies without success. It is based very difficult, and you must deliver or later although costs Rule implementation and reduces the cost if you have a little time in the mirror. You'll be able to afford the really wide range plan alternatives to products and expenditures price to pay here. With the efficient configuration package offered in the interpretation question fraction "which is a collaboration with the Carbon Fund worldwide, and acceptable substitute?" In the statement, which tend to be small, and more? They allow you to search for carbon dioxide transport and delivery. All vehicles are responsible dioxide pollution, but they are the worst offenders? Aviation. Quota of the EU said that the greenhouse gas jet fuel greenhouse on the basis of 87% since 1990 years Boeing Company, Boeing said more than 5 747 liters of fuel burns kilometer. Paul Charles, spokesman for Virgin Atlantic, said flight CO² gas burned in different periods of rule. For example: (. The United Kingdom) Jorge Chavez airport to fly only in the vast world of Peru to London Heathrow with British Family Islands 6.314 miles (10162 km) works with about 31,570 liters of kerosene, which produces changes in only 358 for the incredible carbon. Delivery. John Vidal, Environment Editor parents argue that research on the oil company BP and researchers from the Department of Physics and the environment in Germany Wising said that about once a year before the transport height of 600 to 800 million tons. This is simply nothing more than twice in Colombia and more than all African nations spend together.

That's one of the reasons why, say, Canada, a very similar country, has a health care system and we don't. In Canada, the unions struggled for health care for the country. In the United States, they struggled for health care for themselves. So if you're an autoworker here in the United States, you had a pretty god health care and pension system. Union workers won health care for themselves in a compact with the corporations. They thought it was a deal. What they couldn't see was that it's a suicide pact. If the corporation decides the compact is over, then it's over. Meanwhile, the rest of the country didn't get health care. So now the United States has a completely dysfunctional health care system, while Canada has one that more or less works. That's a relation of different cultural values and institutional structures in two very similar countries. So yes, the working class did continue to develop and grow here, but with class collaboration, that is, in a compact with the corporations.

Phase Activities Action Establish relationships and common agenda between all stakeholders Collaboratively scope issues and information Agree on time-frame Reflection On research design, ethics, power relations, knowledge construction process, representation and accountability Action Build relationships Identify roles, responsibilities and ethics procedures Establish a Memorandum of Understanding Collaboratively design research process and tools Discuss and identify desired action outcomes Reflection On research questions, design, working relationships and information requirements Action Work together to implement research process and undertake data collection Enable participation of others Collaboratively analyse information generated Begin planning action together Reflection On research process Evaluate participation and representation of others Assess need for further research and/or various action options Action Plan research-informed action which may include feedback to participants and influential other Reflection Evaluate action and process as a whole Action Identify options for further participatory research and action with or without academic researchers Figure 2.1 Key stages in a typical PAR process

I always thought an AI would be more, well, human,” David started. “That a machine intelligence would be something we could relate to. This thing, whatever ELOPe is, it thinks more like an insect. It does things to promote its survival, very sophisticated things, but we can’t talk to it or understand how it reasons. We can’t have a conversation about what constitutes good behavior or how we can collaborate together.

         We were facing a great number of uncertainties and dangers. First, whether the Russians would treat us decently, us who had lived through the German occupation; whether the survivors from Transnistria would come back; how many had survived the retreat of the Germans; whether our friends and relatives in the Russian army and those who had fled voluntarily would come home; whether any of them had survived the almost three years of war; whether we'll have food to survive. The Russian military, in pursuit of the retreating Germans, were angry, aggressive and contemptuous of the local population. The ubiquitous question: Why did they kill all the other Jews and left you alive? That thought implied that the survivors were all collaborators of the Nazis, whether they were Jewish or not.

Infusion breaks down the boundaries between internally facing systems of record and externally facing systems of engagement. The relational, continuous, collaborative nature of service means that internal company operations are inseparable from customer service. In

The same thing happens in literature: in the composition of some works, the author becomes a whole society, by means of a kind of symbolic condensation, writing with the real or virtual collaboration of all the culture's specialists, while others works are made by an individual, working alone like the nomadic woman, in which case society is signified by the arrangement of the writer's books in relation to the books of others, their periodic appearance, and so on.

On Degenerate Templates and the Adaptor Hypothesis: A Note for the RNA Tie Club,” which Crick sent out early in 1955, is the first of his master-works about protein synthesis and the coding problem. By 1966, he had written two dozen papers related to the subject. Six at least were of great and general importance. Two of those included experiments and were written with collaborators. One more paper, of pleasing ingenuity, happened to be wrong: nature turned out to be less elegant than Crick’s imagination. Of the entire run, however, this first was the most unprecedented and original. The paper defined the next questions, and many were new questions. More, it established the way the questions were to be approached, and the terms in which they were to be argued. Most generally, it took for granted that the questions were spatial, physical, logical, easy to apprehend, and therefore tractable and even—in principle—simple. Yet even now, only a few hundred people have ever read the paper—for the surprising reason that it has never been published. It remained a note for the RNA Tie Club: seventeen foolscap pages, typewritten, double-spaced, mimeographed.

The national security state as technology enterprise. First, America’s capacity for transformative innovation derives not merely from the entrepreneurship of its private sector, or simply from the state as such, but from the national security state—a particular cluster of federal agencies that collaborate closely with private actors in pursuit of security-related objectives.

although the security imperative and the NSS to which it gives rise provide the driving force behind transformative technology development, governed interdependence is the obverse of statism (or top-down direction of the economy); it conceptualizes the collaborative and negotiated character of public-private sector relations as NSS components seek to achieve their goals (an example being the increasing emphasis that defense programs place on developing products and services that serve both military and commercial markets). I emphasize that the governed interdependence concept applies to situations in which a government body works with or through private actors and entities to achieve its own objectives, but at the same time maintains control over the goals to be pursued and the rules of participation. This does not mean that outcomes will always yield the results desired or that there will not be spectacular failures.

improved intrapersonal and interpersonal intelligence help individuals to develop better peer relationships and engage in collaborative work with better engagement or more productively. Clearly the existence of different forms of multiple intelligence highlight the functions of different parts of the brain as well as integrative operations of some of these functions (Siegal, 2011; Siegel, 2015); for example, linguistic and logical processing involves the left hemisphere, while the spatial and musical functioning mainly uses the right hemisphere (Silverman, 2002).

This idea of the interface as a material region in which two substances can mix together to produce a completely new hybrid body, can serve as the starting point for rethinking more generally our relationship to the matter around us. If all the bodies we enter into relations with are modified and modify us in turn, then we can no longer delude ourselves that matter is simply a passive object onto which we project our knowledge. But neither can we take refuge in the convenient idea that we can never have any knowledge of that which is not human—that the matter around us is, ultimately, completely alien and unknowable, and that it really has nothing to do with us. Inhabiting the interface affords us the opportunity to redefine our knowledge of matter as a creative and collaborative process in which every material actively participates. Every time we enter into a relationship with a new material, we construct a physical space of mutual interaction which modifies the world around us and opens us to the possibility of modifying ourselves in turn.

If a networked product can begin to win over a series of networks faster than its competition, then it develops an accumulating advantage. These advantages, naturally, manifest as increasing network effects across customer acquisition, engagement, and monetization. Smaller networks might unravel and lose their users, who might switch over. Naturally, it becomes important for every player to figure out how to compete in this type of high-stakes environment. But how does the competitive playbook work in a world with network effects? First, I’ll tell you what it’s not: it’s certainly not a contest to see who can ship more features. In fact, sometimes the products seem roughly the same—just think about food-delivery or messaging apps—and if not, they often become undifferentiated since the features are relatively easy to copy. Instead, it’s often the dynamics of the underlying network that make all the difference. Although the apps for DoorDash and Uber Eats look similar, the former’s focus on high-value, low-competition areas like suburbs and college towns made all the difference—today, DoorDash’s market share is 2x that of Uber Eats. Facebook built highly dense and engaged networks starting with college campuses versus Google+’s scattered launch that built weak, disconnected networks. Rarely in network-effects-driven categories does a product win based on features—instead, it’s a combination of harnessing network effects and building a product experience that reinforces those advantages. It’s also not about whose network is bigger, a counterpoint to jargon like “first mover advantage.” In reality, you see examples of startups disrupting the big guys all the time. There’s been a slew of players who have “unbundled” parts of Craigslist, cherry-picking the best subcategories and making them apps unto themselves. Airbnb, Zillow, Thumbtack, Indeed, and many others fall into this category. Facebook won in a world where MySpace was already huge. And more recently, collaboration tools like Notion and Zoom are succeeding in a world where Google Suite, WebEx, and Skype already have significant traction. Instead, the quality of the networks matters a lot—which makes it important for new entrants to figure out which networks to cherry-pick to get started, which I’ll discuss in its own chapter.

What is the effect on quantity of persuading a producer to produce an inferior product? What, in other words, is the relation of pride or craftsmanship to abundance? That is another question the “agribusinessmen” and their academic collaborators do not ask. They do not ask it because they are afraid of the answer: The preserver of abundance is excellence.

Leading from the front is cliché. I lead from the back to push you forward or be there to catch you. I lead from the side because Im your ally and here to serve you. Leaders are accessible at all times.

By analyzing the positioning of one culture relative to another, the scales will enable you to decode how culture influences your own international collaboration and avoid painful situations like the one in which Webber and Dulac found themselves caught.

Another Unit 8200 whistle-blower said that every phone conversation in the West Bank and Gaza could be listened to by Israeli surveillance. He told Middle East Eye in 2021 that nothing was off limits; Israeli soldiers invaded the public and private lives of Palestinians and laughed when they heard people talking about sex. “It might be finding gays who can be pressured to report on their relatives, or finding some man who is cheating on his wife,” he said. “Finding someone who owes money to someone, let’s say, means that he can be contacted and offered money to pay his debt in exchange for his collaboration

Your elevator pitch is not an opportunity for you to sell your products and services, rather an opportunity to sell yourself.

The ideal team purpose process should… The ideal team purpose should… ​–​energize ​–​inspire ​–​include robust dialogue ​–​demonstrate patience ​–​be emotionally demanding ​–​help reveal discrepancies and conflicts in team members’ roles (Wageman et al, 2008) ​–​be clear/give clarity ​–​be challenging ​–​be consequential (Wageman et al, 2008; Hackman, 2011) ​–​take time ​–​take effort ​–​be a joint creation (Katzenbach and Smith, 1993, 1993b) ​–​provide meaning beyond making money ​–​be aspirational as opposed to preventative and reactive ​–​energize others ​–​encourage collective responsibility ​–​(Edmondson, 2012) ​–​unearth the motivation and energy of individual members ​–​surface differences of opinion ​–​renew a sense of passion and commitment (Leary-Joyce and Lines, 2018) ​–​have an element related to winning, being first, revolutionizing or being cutting edge ​–​belong to each individual in the team ​–​belong collectively to the team (Katzenbach and Smith, 1993b) ​–​involve dialogue with wider system sponsors (Hawkins, 2017) ​–​orientate a team towards its objective, helping them choose strategies to support their work (Hackman, 2011)

Bone beds turn up sporadically elsewhere, with spectacular examples in the Dinosaur National Monument in the USA and in Mongolia’s Gobi desert. In eastern England there are several within the early Cretaceous strata, which include, as well as bones, structures termed coprolites, some of which represent the petrified faeces of dinosaurs or marine reptiles. In the middle of the 19th century, when England’s population was booming and the farmers were struggling to feed everybody, it was discovered that these fragments (which, being bone, are phosphate-rich) made a superb fertilizer when crushed and acid-treated. A thriving and highly profitable industry formed to quarry away these ‘coprolite beds’. Some considerable figures were involved in this industry. John Henslow, Charles Darwin’s beloved mentor of his time at Cambridge, seems to have first encouraged the farmers of eastern England to use such fossil manure. William Buckland also became involved. An extraordinary combination of early savant of geology at Oxford and Dean of Westminster, he was the first to scientifically describe a dinosaur ( Megalosaurus); carried out his fieldwork in academic gown; reputedly ate his way through the entire animal kingdom; and coined the term ‘coprolite’, using these petrified droppings to help reconstruct the ecology of ancient animals. Later, he energetically collaborated with the celebrated German chemist Justus Liebig (who had worked out how to chemically treat these fossil phosphates to make fertilizer) to show how they could be used by agriculturalists, once demonstrating their efficacy by exhibiting, in Oxford’s Ashmolean Museum, a turnip, a yard in circumference, that he had grown with such prehistoric assistance. It is related strata (geologically rare phosphate-rich deposits, usually biologically formed) that are still a mainstay—if a rapidly depleting one—of modern agriculture. In a very real sense, these particular rocks are keeping us all alive.

What is Freelancing? Freelancing is a work arrangement where individuals offer their services to clients on a project basis, often remotely and without being tied to a single employer. In this model, freelancers are self-employed and take on various assignments from different clients, rather than having a traditional full-time job. A Freelancer can provide various types of services in a wide range. Such as Article writing, Graphic design, Web development, Digital marketing, Consulting, SEO, and more. They have the flexibility to choose the projects they work on, set their own rates, and determine their work schedules. Some Features of Freelancing are Discussed Below: 1. Flexibility: Freelancers usually work on projects of their choice and set their own working hours. Because they have that freedom, which allows them to balance work with personal life. 2. Independence: Freelancers are essentially their own bosses. They manage their work, clients, and business operations independently. 3. Diversity: Freelancers can work on different projects for different clients, gaining exposure to different industries and challenges. 4. Remote Work: Most freelancers work remotely, enabling them to collaborate with clients from around the world without the need for a physical office. 5. Project-Based: Freelancers are hired for specific projects or tasks, with defined start and end dates, rather than being employed on a long-term basis. 6. Skill-Based: Freelancers offer specialized skills that clients might not have in-house, making them valuable for tasks requiring expertise. 7. Income Variation: Freelancers' income can vary based on the number and type of projects they take on, making financial planning important. 8. Client Relationships: Building strong client relationships is crucial for repeat business and referrals. 9. Self-Promotion: Freelancers often need to market themselves to attract clients and stand out in a competitive market. Basically, you can do freelancing with the work you want to do or the work you are good at. The most interesting thing is that in this field you are everything and your decision is final. Please Visit Our Blogging Website to read more Articles related to Freelancing and Outsourcing, Thank You.

Un jour, au debut des annees soixante-dix, pendant l'occupation russe du pays, tous les deux chasses de nos emplois, tous les deux en mauvaise sante, ma femme et moi sommes alles voir, dans un hopital de la banlieue de Prague, un grand medicin, ami de tous les opposants, un vieux sage juif, comme nous l'appelions, le professeur Smahel. Nous y avons rencontre E., un journaliste, lui aussi chasse de partout, lui aussi en mauvaise sante, et tous les quatre nous sommes restes longtemps a bavarder, heureux de l'atmosphere de sympathie mutuelle. Pour le retour, E. nous a pris dans sa voiture et s'est mis a parler de Bohumil Hrabal, alors le plus grand ecrivain tcheque vivant; d'une fantaisie sans bornes, feru d'experiences plebeiennes (ses romans sont peuples des gens les plus ordinaires), il etait tres lu et tres aime (toute la vague de la jeune cinematographie tcheque l'a adore comme son saint patron). Il etait profondement apolitique. Ce qui, dans un regime pour lequel 'tout etait politique', n'etait pas innocent: son apolitisme se moquait du monde ou sevissaient les ideologies. C'est pour cela qu'il s'est trouve pendant longtemps dans une relative disgrace (inutilisable qu'il etait pour tous les engagements officiels), mais c'est pour ce meme apolitisme (il ne s'est jamais engage contre le regime non plus) que, pendant l'occupation russe, on l'a laisse en paix et qu'il a pu, comme ci, comme ca, publier quelques livres. E. l'injuriait avec fureur: Comment peut-il accepter qu'on edite ses livres tandis que ses collegues sont interdits de publication? Comment peut-il cautionner ainsi le regime? Sans un seul mot de protestation? Son comportement est detestable et Hrabal est un collabo. J'ai reagi avec le meme fureur: Quelle absurdite de parler de collaboration si l'esprit des livres de Hrabal, leur humour, leur imagination sont le contraire meme de la mentalite qui nous gouverne et veut nous etouffer dans sa camisole de force? Le monde ou l'on peut lire Hrabal est tout a fait different de celui ou sa voix ne serait pas audible. Un seul livre de Hrabal rend un plus grand service aux gens, a leur liberte d'esprit, que nous tous avec nos gestes et nos proclamations protestataires! La discussion dans la voiture s'est vite transformee en querrelle haineuse. En y repensant plus tard, etonne par cette haine (authentique et parfaitement reciproque), je me suis dit: notre entente chez le medicin etait passagere, due aux circonstances historiques particulieres qui faisaient de nous des persecutes; notre desaccord, en revanche, etait fondamental et independant des circonstances; c'etait le desaccord entre ceux pour qui la lutte politique est superieure a la vie concrete, a l'art, a la pensee, et ceux pour qui le sens de la politique est d'etre au service de la vie concrete, de l'art, de la pensee. Ces deux attitudes sont, peut-etre, l'une et l'autre legitimes, mais l'une avec l'autre irreconciliables.

Wagner looked back to what in a primordial past had held people together in communities, a selflessness that had to be left behind so that human beings could become more and more conscious. He had an intuitive presentiment about the future; he felt that once individual freedom and independence had been attained, humans would have to find the way back to fellowship and caring relationships. Selflessness would have to be consciously regained, and loving kindness once more would have to become a prominent factor of life. For Wagner the present linked itself with the future, for he visualized as a distant ideal the existence of selflessness within the arts. Furthermore, he saw art as playing a significant role in evolution. Human development and that of art appeared to him to go hand in hand; both became egoistical when they ceased to function as a totality. As we see them today, drama, architecture and dance have gone their independent ways. As humanity grew more and more selfish, so did art. Wagner visualized a future when the arts would once more function in united partnership. Because he saw a commune of artists as a future ideal, he was referred to as 'the communist.' . . . In older works of art, where dance, rhythm and harmony still collaborated, he recognized something of the musical-dramatic element of the artistic works of antiquity. He acquired a unique sense for harmony, for tonality in music, but insisted that contributions from related arts were essential. Something from them must flow into the music. One such related art was dance, not as it has become, but the dance that once expressed movements in nature and movements of the stars. In ancient times, dance originated from a feeling for laws in nature. Man in his own movements copied those in nature. Rhythm of dance was reflected in the harmony of the music. Other arts, such as poetry, whose vehicle is words, also contributed, and what could not be expressed through words was contributed by related arts. Harmonious collaboration existed among dance, music and poetry. The musical element arose from the cooperation of harmony, rhythm and melody. This was what mystics and also Richard Wagner felt as the spirit of art in ancient times, when the various arts worked together in brotherly fashion, when melody, rhythm and harmony had not yet attained their later perfection. When they separated, dance became an art form in its own right, and poetry likewise. Consequently, rhythm became a separate experience, and poetry no longer added its contribution to the musical element. No longer was there collaboration between the arts. In tracing the arts up to modern times, Wagner noticed that the egoism in art increased as human beings egoism increased.

The rapid rise of communication and collaboration technologies has transformed many other formerly local markets into a similarly universal bazaar. The small company looking for a computer programmer or public relations consultant now has access to an international marketplace of talent in the same way that the advent of the record store allowed the small-town music fan to bypass local musicians to buy albums from the world’s best bands.

This book is primarily about relationships between ultimate leaders and their many kinds of deputies. It is also about getting people into roles that are right for them, not squeezing them into roles they do not want and to which they are not best suited. We need a range of skills in leadership and we need people in the right leadership boxes at the right time, people happy to contribute to the work of the ultimate decision-taker and happy to collaborate with each other. The carnage that characterises some organisations can be caused by leadership’s failure to acknowledge what the roles really are and how they relate to each other.

While it was once possible to simply identify people in relation to a more powerful figure, as assistant, wife, staff, servant, serf, slave or other, the Internet provided the opportunity for all to have an equal voice free of relation to others.

We also changed our recruiting practices to improve our digital talent pool. Formerly, we had sought out digital talent from the best, name-brand colleges and universities. Now we focused on attracting members of a small subset of elite programmers who were capable of producing ten times the output of the typical programmer. To attract these premier programmers, or “multipliers” as we called them, we began evaluating potential hires on specific skills related to programming, collaboration, and teamwork, observing their actual behavior rather than just relying on their academic record. We took a similar approach to hiring data scientists as well. Our efforts in this area helped us significantly up our game as we developed software as a business and incorporated it into more of our existing products.

Most of the associations between the living things we know about are essentially cooperative ones, symbiotic in one degree or another; when they have the look of adversaries, it is usually a standoff relation, with one party issuing signals, warnings, flagging the other off. It takes long intimacy, long and familiar interliving, before one kind of creature can cause illness in another. If there were to be life on the moon, it would have a lonely time waiting for acceptance to membership here. We do not have solitary beings. Every creature is, in some sense, connected to and dependent on the rest. It has been estimated that we probably have real knowledge of only a small proportion of the microbes of the earth, because most of them cannot be cultivated alone. They live together in dense, interdependent communities, feeding and supporting the environment for each other, regulating the balance of populations between different species by a complex system of chemical signals. With our present technology, we can no more isolate one from the rest, and rear it alone, than we can keep a single bee from drying up like a desquamated cell when removed from his hive. The bacteria are beginning to have the aspect of social animals; they should provide nice models for the study of interactions between forms of life at all levels. They live by collaboration, accommodation, exchange, and barter.

Guérin's leftist, class-based critique of Jacobinism thus had three related implications for contemporary debates about political tactics and strategy. First, it implied a rejection of "class collaboration" and therefore of any type of alliance with the bourgeois Left (Popular Frontism). Second, it implied that the revolutionary movement should be uncompromising, that it should push for more radical social change and not stop halfway (which, as Saint Just famously remarked, was to dig one's own grave), rejecting the Stalinist emphasis on the unavoidability of separate historical "stages" in the long-term revolutionary process. Third, it implied a rejection both of the Leninist model of a centralised, hierarchical party dominating the labour movement and of the "substitutism" (substitution of the party for the proletariat) which had come to characterize the Bolshevik dictatorship.

We live in a truly uncommon age of integration. Vast amounts of knowledge are being organized and integrated in ground-breaking, systematic ways. All over the world, people are creating revolutionary models of spiritual, psychological, ecological, and cultural ways of operating, all trying to provide solutions to our current local and global crises. These are bridges to a worldview that many are sensing is coming—one where truth can be universal, relative, and developmental all at once. Each generation has an opportunity to participate in the creative, co-evolutionary unfolding of reality. Now it is our turn.

The claim that Darwin’s theories were at the core of eugenics, the racial science at the core of Nazism, are not new. They are not revisionist history made upon the revelations of the Death Camps. These claims precede The Holocaust by several decades. American and British icons of science, namely Darwin’s relatives and colleagues, were making this claim before Adolf Hitler was even born, and continued to do so on up through the end of WWII.

The rapid rise of communication and collaboration technologies has transformed many other formerly local markets into a similarly universal bazaar. The small company looking for a computer programmer or public relations consultant now has access to an international marketplace of talent in the same way that the advent of the record store allowed the small-town music fan to bypass local musicians to buy albums from the world’s best bands. The superstar effect, in other words, has a broader application today than Rosen could have predicted thirty years ago. An increasing number of individuals in our economy are now competing with the rock stars of their sectors.

Chapter 13 - 1 Sometimes a kind of glory lights up the mind of a man. It happens to nearly everyone. You can feel it growing or preparing like a fuse burning toward dynamite. It is a feeling in the stomach, a delight of the nerves, of the forearms. The skin tastes the air, and every deep-drawn breath is sweet. Its beginning has the pleasure of a great stretching yawn; it flashes in the brain and the whole world glows outside your eyes. A man may have lived all of his life in the gray, and the land and trees of him dark and somber. The events, even the important ones, may have trooped by faceless and pale. And then—the glory—so that a cricket song sweetens his ears, the smell of the earth rises chanting to his nose, and dappling light under a tree blesses his eyes. Then a man pours outward, a torrent of him, and yet he is not diminished. And I guess a man’s importance in the world can be measured by the quality and number of his glories. It is a lonely thing but it relates us to the world. It is the mother of all creativeness, and it sets each man separate from all other men. I don’t know how it will be in the years to come. There are monstrous changes taking place in the world, forces shaping a future whose face we do not know. Some of these forces seem evil to us, perhaps not in themselves but because their tendency is to eliminate other things we hold good. It is true that two men can lift a bigger stone than one man. A group can build automobiles quicker and better than one man, and bread from a huge factory is cheaper and more uniform. When our food and clothing and housing all are born in the complication of mass production, mass method is bound to get into our thinking and to eliminate all other thinking. In our time mass or collective production has entered our economics, our politics, and even our religion, so that some nations have substituted the idea collective for the idea God. This in my time is the danger. There is great tension in the world, tension toward a breaking point, and men are unhappy and confused. At such a time it seems natural and good to me to ask myself these questions. What do I believe in? What must I fight for and what must I fight against? Our species is the only creative species, and it has only one creative instrument, the individual mind and spirit of a man. Nothing was ever created by two men. There are no good collaborations, whether in music, in art, in poetry, in mathematics, in philosophy. Once the miracle of creation has taken place, the group can build and extend it, but the group never invents anything. The preciousness lies in the lonely mind of a man. And now the forces marshaled around the concept of the group have declared a war of extermination on that preciousness, the mind of man. By disparagement, by starvation, by repressions, forced direction, and the stunning hammerblows of conditioning, the free, roving mind is being pursued, roped, blunted, drugged. It is a sad suicidal course our species seems to have taken. And this I believe: that the free, exploring mind of the individual human is the most valuable thing in the world. And this I would fight for: the freedom of the mind to take any direction it wishes, undirected. And this I must fight against: any idea, religion, or government which limits or destroys the individual. This is what I am and what I am about. I can understand why a system built on a pattern must try to destroy the free mind, for this is one thing which can by inspection destroy such a system. Surely I can understand this, and I hate it and I will fight against it to preserve the one thing that separates us from the uncreative beasts. If the glory can be killed, we are lost.

So instead of forcing top-down organisational charts, which is an outdated archaic legacy tool from the 1800’s and hasn't evolved, embrace organic growth with inter-related responsible teams that are autonomous and self-organised teams.

Innovations are happening in conventional schooling. Some people will read the chapters to come and respond that their own children’s schools are incorporating evidence-based changes, making them more like Montessori schools—eliminating grades, combining ages, using a lot of group work, and so on. One could take the view that over the years, conventional schooling has gradually been discovering and incorporating many of the principles that Dr. Montessori discovered in the first half of the 20th century. However, although schooling is changing, those changes are often relatively superficial. A professor of education might develop a new reading or math program that is then adopted with great fanfare by a few school systems, but the curricular change is minute relative to the entire curriculum, and the Lockean model of the child and the factory structure of the school environment still underlie most of the child’s school day and year. “Adding new ‘techniques’ to the classroom does not lead to the developmental of a coherent philosophy. For example, adding the technique of having children work in ‘co-operative learning’ teams is quite different than a system in which collaboration is inherent in the structure” (Rogoff, Turkanis, & Bartlett, 2001, p. 13). Although small changes are made reflecting newer research on how children learn, particularly in good neighborhood elementary schools, most of the time, in most U.S. schools, conventional structures predominate (Hiebert, 1999; McCaslin et al., 2006; NICHD, 2005; Stigler, Gallimore, & Hiebert, 2000), and observers rate most classes to be low in quality (Weiss, Pasley, Smith, Banilower, & Heck, 2003). Superficial insertions of research-supported methods do not penetrate the underlying models on which are schools are based. Deeper change, implementing more realistic models of the child and the school, is necessary to improve schooling. How can we know what those new models should be? As in medicine, where there have been increasing calls for using research results to inform patient treatments, education reform must more thoroughly and deeply implement what the evidence indicates will work best. This has been advocated repeatedly over the years, even by Thorndike. Certainly more and more researchers, educators, and policy makers are heeding the call to take an evidence-based stance on education. Yet the changes made thus far in response to these calls have not managed to address to the fundamental problems of the poor models. The time has come for rethinking education, making it evidence based from the ground up, beginning with the child and the conditions under which children thrive. Considered en masse, the evidence from psychological research suggests truly radical change is needed to provide children with a form of schooling that will optimize their social and cognitive development. A better form of schooling will change the Lockean model of the child and the factory structure on which our schools are built into something radically different and much better suited to how children actually learn.

It might be said that much work in cultural studies tends to center on an analysis of individuals as part of such larger social groups, especially race, class, and gender. Yet it might be beneficial to reconsider our scales of analysis in the process of doing ethnographic research by thinking in terms of relatively small social networks.

Theories of generational difference make sense if they are expressed as theories of environmental difference rather than of psychological difference. People, especially young people, will respond to incentives because they have much to gain and little to lose from experimentation. To understand why people are spending so much time and energy exploring new forms of connection, you have to overcome the fundamental attribution error and extend to other people the set of explanations that you use to describe your own behavior: you respond to new opportunities, and so does everybody else, and these changes feed on one another, amplifying some kinds of behavior and damping others. People in my generation and older often tut-tut about young people’s disclosing so much of their lives on social networks like Facebook, contrasting that behavior with our own relative virtue in that regard: “You exhibitionists! We didn’t behave like that when we were your age!” This comparison conveniently ignores the fact that we didn’t behave that way because no one offered us the opportunity (and from what I remember of my twenties, I think we would have happily behaved that way if we’d had the chance). The generational explanations of Napster’s success fall apart because of the fundamental attribution error. The recording industry made that error when it became convinced that young people were willing to share because their generation was morally inferior (a complaint with obvious conceptual appeal to the elders). This thesis never made sense. If young people had become generally lawless, we’d expect to see a rise not just in sharing music but also in shoplifting and other forms of theft.

Wikipedia: Unofficial Collaborator The great range of circumstances that led to collaboration with the Stasi makes any overall moral evaluation of the spying activities extremely difficult. There were those that volunteered willingly and without moral scruples to pass detailed reports to the Stasi out of selfish motives, from self-regard, or from the urge to exercise power over others. Others collaborated with the Stasis out of a sincerely held sense of duty that the GDR was the better Germany and that it must be defended from the assaults of its enemies. Others were to a lesser or greater extent themselves victims of state persecution and had been broken or blackmailed into collaboration. Many informants believed that they could protect friends or relations by passing on only positive information about them, while others thought that provided they reported nothing suspicious or otherwise punishable, then no harm would be done by providing the Stasi with reports. These failed to accept that the Stasi could use apparently innocuous information to support their covert operations and interrogations. A further problem in any moral evaluation is presented by the extent to which information from informal collaborators was also used for combating non-political criminality. Moral judgements on collaboration involving criminal police who belonged to the Stasi need to be considered on a case by case basis, according to individual circumstances. A belief has gained traction that any informal collaborator (IM) who refused the Stasi further collaboration and extracted himself (in the now outdated Stasi jargon of the time "sich dekonspirierte") from a role as an IM need have no fear of serious consequences for his life, and could in this way safely cut himself off from communication with the Stasi. This is untrue. Furthermore, even people who declared unequivocally that they were not available for spying activities could nevertheless, over the years, find themselves exposed to high-pressure "recruitment" tactics. It was not uncommon for an IM trying to break out of a collaborative relationship with the Stasi to find his employment opportunities destroyed. The Stasi would often identify refusal to collaborate, using another jargon term, as "enemy-negative conduct" ("feindlich-negativen Haltung"), which frequently resulted in what they termed "Zersetzungsmaßnahmen", a term for which no very direct English translation is available, but for one form of which a definition has been provided that begins: "a systematic degradation of reputation, image, and prestige in a database on one part true, verifiable and degrading, and on the other part false, plausible, irrefutable, and always degrading; a systematic organization of social and professional failures for demolishing the self-confidence of the individual.

While there is no formula for cognitive load, we can assess the number and relative complexity (internal to the organization) of domains for which a given team is responsible. The Engineering Productivity team at OutSystems that we mentioned in Chapter 1 realized that the different domains they were responsible for (build and continuous integration, continuous delivery, test automation, and infrastructure automation) had caused them to become overloaded. The team was constantly faced with too much work and context switching prevailed, with tasks coming in from different product areas simultaneously. There was a general sense in the team that they lacked sufficient domain knowledge, but they had no time to invest in acquiring it. In fact, most of their cognitive load was extraneous, leaving very little capacity for value-add intrinsic or germane cognitive load. The team made a bold decision to split into microteams, each responsible for a single domain/product area: IDE productivity, platform-server productivity, and infrastructure automation. The two productivity microteams were aligned (and colocated) with the respective product areas (IDE and platform server). Changes that overlapped domains were infrequent; therefore, the previous single-team model was optimizing for the exceptions rather than the rule. With the new structure, the teams collaborated closely (even creating temporary microteams when necessary) on cross-domain issues that required a period of solution discovery but not as a permanent structure. After only a few months, the results were above their best expectations. Motivation went up as each microteam could now focus on mastering a single domain (plus they didn’t have a lead anymore, empowering team decisions). The mission for each team was clear, with less context switching and frequent intra-team communication (thanks to a single shared purpose rather than a collection of purposes). Overall, the flow and quality of the work (in terms of fitness of the solutions for product teams) increased significantly.

Wikihero is a collaborative library of UX tips and resources. Created and maintained by UX professionals. On Wikihero, you can find any knowledge related to your field, posted by experts that practice the craft everyday, and organized in an easy way. This way the time you spend searching for information is reduced by 80% compared to other products. The platform is also open for everybody to participate and contribute their knowledge to it.

The demand for collaboration and creativity is at an all-time high. Achieving them in the workplace requires effective communication, which in turn requires trust and safety. Improving our relational intelligence means improving how we connect, build trust, work through conflict and relate to others.