Collaboration Is Key Quotes

The board, in collaboration with management, crafts a strategic roadmap that defines the specific steps required to achieve the vision. This roadmap translates the company's "why" and "when" into a practical "how," outlining key milestones, resource allocation, and performance metrics.

Empathy underlies virtually everything that makes society work—like trust, altruism, collaboration, love, charity. Failure to empathize is a key part of most social problems—crime, violence, war, racism, child abuse, and inequity, to name just a few.

Effective communication is key to building consensus, fostering collaboration, and ensuring that everyone is on the same page. The board chair must be able to communicate clearly and concisely, both verbally and in writing.

Collaboration allows teachers to capture each other's fund of collective intelligence.

First Globals are ready to go anywhere, experience everything, and work and live in exotic places, and for them, family life takes priority over work life and a flexible, diverse, collaborative, fun learning environment is key.

Compassion, understandings and respects are the key elements of humanity. To grow means, to embrace all - there is no space for hatred, exclusion and discrimination. To grow means more respect, more collaboration, more humanity, more integration and more support.

Every creative act involves a leap into the void. The leap has to occur at the right moment and yet the time for the leap is never prescribed. In the midst of a leap, there are no guarantees. To leap can often cause acute embarrassment. Embarrassment is a partner in the creative act—a key collaborator.

The key to handling conflict is to make sure people understand it's okay to have an opposing view.

The key insight behind Radical Candor is that command and control can hinder innovation and harm a team’s ability to improve the efficiency of routine work. Bosses and companies get better results when they voluntarily lay down unilateral power and encourage their teams and peers to hold them accountable, when they quit trying to control employees and focus instead on encouraging agency. The idea is that collaboration and innovation flourish when human relationships replace bullying and bureaucracy.

Sometimes, we get so caught up in the business of life that we forget to address the root causes of our problems. Taking a step back and confronting those issues can be the key to unlocking a more fulfilling existence!

The key venue for freewheeling discourse was the Monday morning executive team gathering, which started at 9 and went for three or four hours. The focus was always on the future: What should each product do next? What new things should be developed? Jobs used the meeting to enforce a sense of shared mission at Apple. This served to centralize control, which made the company seem as tightly integrated as a good Apple product, and prevented the struggles between divisions that plagued decentralized companies.

Empathy and understanding are the keys to a successful business. Putting people first can create a culture of respect and collaboration that drives positive change.

Empathy and understanding are the keys to successful business. By putting people first, we can create a culture of respect and collaboration that drives positive change.

Burns collaborated with pioneering cognitive psychologist Aaron T. Beck, who believed that most depression or anxiety was simply a result of illogical and negative thinking. He

What ideas have you contributed that have made a difference? How have you collaborated with others to build ideas?

Better understanding the organizational structures that have encouraged problem-solving, risk-taking and horizontal collaborations is thus key to understanding the wave of future radical change.

State integration involves linkage in at least three different dimensions of our lives. The first level of integration is between our different states—the “inter” dimension. We must accept our multiplicity, the fact that we can show up quite differently in our athletic, intellectual, sexual, spiritual—or many other—states. A heterogeneous collection of states is completely normal in us humans. The key to well-being is collaboration across states, not some rigidly homogeneous unity. The notion that we can have a single, totally consistent way of being is both idealistic and unhealthy.

In essence, in dealing with their staffs, principals should shift from focusing on one-to-one work with each individual teacher to leading collaborative work that improves quality throughout the faculty.

Right now, however, the extreme asymmetries of knowledge and power that have accrued to surveillance capitalism abrogate these elemental rights as our lives are unilaterally rendered as data, expropriated, and repurposed in new forms of social control, all of it in the service of others’ interests and in the absence of our awareness or means of combat. We have yet to invent the politics and new forms of collaborative action—this century’s equivalent of the social movements of the late nineteenth and twentieth centuries that aimed to tether raw capitalism to society—that effectively assert the people’s right to a human future. And while the work of these inventions awaits us, this mobilization and the resistance it engenders will define a key battleground upon which the fight for a human future unfolds.

The key to innovation—at Bell Labs and in the digital age in general—was realizing that there was no conflict between nurturing individual geniuses and promoting collaborative teamwork. It was not either-or. Indeed, throughout the digital age, the two approaches went together. Creative geniuses (John Mauchly, William Shockley, Steve Jobs) generated innovative ideas. Practical engineers (Presper Eckert, Walter Brattain, Steve Wozniak) partnered closely with them to turn concepts into contraptions. And collaborative teams of technicians and entrepreneurs worked to turn the invention into a practical product. When part of this ecosystem was lacking, such as for John Atanasoff at Iowa State or Charles Babbage in the shed behind his London home, great concepts ended up being consigned to history’s basement. And when great teams lacked passionate visionaries, such as Penn after Mauchly and Eckert left, Princeton after von Neumann, or Bell Labs after Shockley, innovation slowly withered.

For some reason such grand concepts as love and kindness often get relegated to the realm of the spiritual, as if they have no place in all other aspects of life. Quite simply, this is about humanity. Not only is love very much a part of what makes us human, it is the strongest force for being able to work together collaboratively in community so that we may thrive.

Still allergic to PowerPoints and formal presentations, he insisted that the people around the table hash out issues from various vantages and the perspectives of different departments. Because he believed that Apple's great advantage was its integration of the whole widget- from design to hardware to software to content-he wanted all departments at the company to work together in parallel. The phrases he used were "deep collaboration" and "concurrent engineering." Instead of a development process in which a product would be passed sequentially from engineering to design to manufacturing to marketing and distribution, these various departments collaborated simultaneously. " Our method was to develop integrated products, and that meant our process had to be integrated and collaborative," Jobs said. This approach also applied to key hires. He would have candidates meet the top leaders-Cook, Tevanian, Schiller, Rubinstein, Ive- rather than just the managers of the department where they wanted to work. " Then we all get together without the person and talk about whether they'll fit in," Jobs said.

As we stated, after their initial conquest, the Milesians began assimilating the gnosis of their predecessors. Of course they were no lovers of the Druids. After all, the British Druids were collaborators with their dire enemies, the Amenists. Nevertheless, returning to the ancient homeland was a most important step for the displaced and despised Atonists. Owning and controlling the wellspring of knowledge proved to be exceptionally politically fortunate for them. It was a key move on the grand geopolitical chessboard, so to speak. From their new seats in the garden paradise of Britain they could set about conquering the rest of the world. Their designs for a “New World Order,” to replace one lost, commenced from the Western Isles that had unfortunately fallen into their undeserving hands. But why all this exertion, one might rightly ask? Well, a close study of the Culdees and the Cistercians provides the answer. Indeed, a close study of history reveals that, despite appearances to the contrary, religion is less of a concern to despotic men or regimes than politics and economics. Religion is often instrumental to those secretly attempting to attain material power. This is especially true in the case of the Milesian-Atonists. The chieftains of the Sun Cult did not conceive of Christianity for its own sake or because they were intent on saving the world. They wanted to conquer the world not save it. In short, Atonist Christianity was devised so the Milesian nobility could have unrestricted access to the many rich mines of minerals and ore existing throughout the British Isles. It is no accident the great seats of early British Christianity - the many famous churches, chapels, cathedrals and monasteries, as well as forts, castles and private estates - happen to be situated in close proximity to rich underground mines. Of course the Milesian nobility were not going to have access to these precious territories as a matter of course. After all, these sites were often located beside groves and earthworks considered sacred by natives not as irreverent or apathetic as their unfortunate descendants. The Atonists realized that their materialist objectives could be achieved if they manufactured a religion that appeared to be a satisfactory carry on of Druidism. If they could devise a theology which assimilated enough Druidic elements, then perhaps the people would permit the erection of new religious sites over those which stood in ruins. And so the Order of the Culdees was born. So, Christianity was born. In the early days the religion was actually known as Culdeanism or Jessaeanism. Early Christians were known as Culdeans, Therapeuts or suggestively as Galileans. Although they would later spread throughout Europe and the Middle East, their birthplace was Britain.

As we enter our fifties, if we get “it” right, we gain access to a suite of legitimate superpowers. Over the course of that decade, there are fundamental shifts in how the brain processes information. In simple terms, our ego starts to quiet and our perspective starts to widen. Whole new levels of intelligence, creativity, empathy, and wisdom open up. As a result, key downstream skills like critical thinking, problem solving, creativity, communication, cooperation, and collaboration all have the potential—if properly cultivated—to skyrocket in our later years.

Synergy refers to the interaction of elements that when combined produce a total effect that is greater than the sum of the individual elements. In the context of your business, consider how a team can put forth a collaborative effort that exceeds an individual’s output. Now on task, you may begin to share the key parts of your plan with the pillars of your business or family. Embrace the opportunity and be enthusiastic as you are assigning responsibilities. Everyone needs to have a “paddle in the canoe” and work in synchronicity to achieve the desired outcome.

Perhaps most important, they both require revision. And revision usually means collaboration. Whenever I talk to students, one of the key points I try to make is that their teachers aren’t crazy or cruel to make them edit and revise their papers. Author Jonathan Rogers gave me that advice on things to talk about at school visits. Not only do the kids need to learn revision, they need to hear from someone else that their teachers are right. The thing the Resistance doesn’t want you to know is that revision is the fun part. My brother, an author and playwright, is also a formidable editor. He understands story as well as anyone I know, and he delights in revision.

Researchers at Meta created a program called CICERO. It became an expert at playing the complex board game Diplomacy, a game in which planning long, complex strategies built around deception and backstabbing is integral. It shows how AIs could help us plan and collaborate, but also hints at how they could develop psychological tricks to gain trust and influence, reading and manipulating our emotions and behaviors with a frightening level of depth, a skill useful in, say, winning at Diplomacy or electioneering and building a political movement. The space for possible attacks against key state functions grows even as the same premise that makes AI so powerful and exciting—its ability to learn

The key point here is Macaulay’s belief that “knowledge and reflection” on the part of the Hindus, especially the Brahmanas, would cause them to give up their age-old belief in anything Vedic in favor of Christianity. The purpose was to turn the strength of Hindu intellectuals against their own kind by utilizing their commitment to scholarship in uprooting their own tradition, which Macaulay viewed as nothing more than superstitions. His plan was to educate the Hindus to become Christians and turn them into collaborators. He persisted with this idea for fifteen years until he found the money and the right man for turning his utopian idea into reality. He needed someone who would translate and interpret the Vedic texts in such a way that the newly educated Indian elite would see the superiority of the Bible and choose that over everything else. Upon his return to England, after a good deal of effort he found a talented but impoverished young German Vedic scholar by name Friedrich Max Muller who was willing to take on the arduous job. Macaulay used his influence with the East India Company to find funds for Max Muller’s translation of the Rig Veda. Though an ardent German nationalist, Max Muller agreed for the sake of Christianity to work for the East India Company, which in reality meant the British Government of India. He also badly needed a major sponsor for his ambitious plans, which he felt he had at last found. The fact is that Max Muller was paid by the East India Company to further its colonial aims, and worked in cooperation with others who were motivated by the superiority of the German race through the white Aryan race theory. This was the genesis of his great enterprise, translating the Rig Veda with Sayana's commentary and the editing of the fifty-volume Sacred Books of the East. In this way, there can be no doubt regarding Max Muller’s initial aim and commitment to converting Indians to Christianity. Writing to his wife in 1866 he observed: “It [the Rig Veda] is the root of their religion and to show them what the root is, I feel sure, is the only way of uprooting all that has sprung from it during the last three thousand years.” Two years later he also wrote the Duke of Argyle, then acting Secretary of State for India: “The ancient religion of India is doomed. And if Christianity does not take its place, whose fault will it be?” This makes it very clear that Max Muller was an agent of the British government paid to advance its colonial interests. Nonetheless, he still remained an ardent German nationalist even while working in England. This helps explain why he used his position as a recognized Vedic and Sanskrit scholar to promote the idea of the “Aryan race” and the “Aryan nation,” a theory amongst a certain class of so-called scholars, which has maintained its influence even until today.

The key to innovation-at Bell Labs and in the digital age in general-was realizing that there was no conflict between nurturing individual geniuses and promoting collaborative teamwork. It was not either-or. Indeed, throughout the digital age, the two approaches went together. Creative geniuses (John Mauchly, William Shockley, Steve Jobs) generated innovative ideas. Practical engineers (Presper Eckert, Walter Brattain, Steve Wozniak) partnered closely with them to turn concepts into contraptions. And collaborative teams of technicians and entrepreneurs worked to turn the invention into a practical product. When part of this ecosystem was lacking, such as for John Atanasoff at Iowa State or Charles Babbage in the shed behind his London home, great concepts ended up being consigned to history's basement. And when great teams lacked passionate visionaries, such as Penn after Mauchly and Eckert left, Princeton after von Neumann, or Bell Labs after Shockley, innovation slowly withered.

■​A good negotiator prepares, going in, to be ready for possible surprises; a great negotiator aims to use her skills to reveal the surprises she is certain to find. ■​Don’t commit to assumptions; instead, view them as hypotheses and use the negotiation to test them rigorously. ■​People who view negotiation as a battle of arguments become overwhelmed by the voices in their head. Negotiation is not an act of battle; it’s a process of discovery. The goal is to uncover as much information as possible. ■​To quiet the voices in your head, make your sole and all-encompassing focus the other person and what they have to say. ■​Slow. It. Down. Going too fast is one of the mistakes all negotiators are prone to making. If we’re too much in a hurry, people can feel as if they’re not being heard. You risk undermining the rapport and trust you’ve built. ■​Put a smile on your face. When people are in a positive frame of mind, they think more quickly, and are more likely to collaborate and problem-solve (instead of fight and resist). Positivity creates mental agility in both you and your counterpart. There are three voice tones available to negotiators: 1.​The late-night FM DJ voice: Use selectively to make a point. Inflect your voice downward, keeping it calm and slow. When done properly, you create an aura of authority and trustworthiness without triggering defensiveness. 2.​The positive/playful voice: Should be your default voice. It’s the voice of an easygoing, good-natured person. Your attitude is light and encouraging. The key here is to relax and smile while you’re talking. 3.​The direct or assertive voice: Used rarely. Will cause problems and create pushback. ■​Mirrors work magic. Repeat the last three words (or the critical one to three words) of what someone has just said. We fear what’s different and are drawn to what’s similar. Mirroring is the art of insinuating similarity, which facilitates bonding. Use mirrors to encourage the other side to empathize and bond with you, keep people talking, buy your side time to regroup, and encourage your counterparts to reveal their strategy.

Is there an evolutionary consequence to this distinctive quality of story? Researchers have imagined so. We prevailed, in large part, because we are an intensely social species. We are able to live and work in groups. Not in perfect harmony, but with sufficient cooperation to thoroughly upend the calculus of survival. It is not just safety in numbers. It is innovate, participate, delegate, and collaborate in numbers. And essential to such successful group living are the very insights into the variety of human experience we’ve absorbed through story. As psychologist Jerome Bruner noted, “We organize our experience and our memory of human happenings mainly in the form of narrative,”37 leading him to doubt that “such collective life would be possible were it not for our human capacity to organize and communicate experience in narrative form.”38 Through narrative we explore the range of human behavior, from societal expectation to heinous transgression. We witness the breadth of human motivation, from lofty ambition to reprehensible brutality. We encounter the scope of human disposition from triumphant victory to heartrending loss. As literary scholar Brian Boyd has emphasized, narratives thus make “the social landscape more navigable, more expansive, more open with possibilities,” instilling in us a “craving for understanding our world not only in terms of our own direct experience, but through the experiences of others—and not only real others.”39 Whether told through myths, stories, fables, or even embellished accounts of daily events, narratives are the key to our social nature. With math we commune with other realities; with story we commune with other minds.

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Even though the Internet provided a tool for virtual and distant collaborations, another lesson of digital-age innovation is that, now as in the past, physical proximity is beneficial. There is something special, as evidenced at Bell Labs, about meetings in the flesh, which cannot be replicated digitally. The founders of Intel created a sprawling, team-oriented open workspace where employees from Noyce on down all rubbed against one another. It was a model that became common in Silicon Valley. Predictions that digital tools would allow workers to telecommute were never fully realized. One of Marissa Mayer’s first acts as CEO of Yahoo! was to discourage the practice of working from home, rightly pointing out that “people are more collaborative and innovative when they’re together.” When Steve Jobs designed a new headquarters for Pixar, he obsessed over ways to structure the atrium, and even where to locate the bathrooms, so that serendipitous personal encounters would occur. Among his last creations was the plan for Apple’s new signature headquarters, a circle with rings of open workspaces surrounding a central courtyard. Throughout history the best leadership has come from teams that combined people with complementary styles. That was the case with the founding of the United States. The leaders included an icon of rectitude, George Washington; brilliant thinkers such as Thomas Jefferson and James Madison; men of vision and passion, including Samuel and John Adams; and a sage conciliator, Benjamin Franklin. Likewise, the founders of the ARPANET included visionaries such as Licklider, crisp decision-making engineers such as Larry Roberts, politically adroit people handlers such as Bob Taylor, and collaborative oarsmen such as Steve Crocker and Vint Cerf. Another key to fielding a great team is pairing visionaries, who can generate ideas, with operating managers, who can execute them. Visions without execution are hallucinations.31 Robert Noyce and Gordon Moore were both visionaries, which is why it was important that their first hire at Intel was Andy Grove, who knew how to impose crisp management procedures, force people to focus, and get things done. Visionaries who lack such teams around them often go down in history as merely footnotes.

In April, Dr. Vladimir (Zev) Zelenko, M.D., an upstate New York physician and early HCQ adopter, reproduced Dr. Didier Raoult’s “startling successes” by dramatically reducing expected mortalities among 800 patients Zelenko treated with the HCQ cocktail.29 By late April of 2020, US doctors were widely prescribing HCQ to patients and family members, reporting outstanding results, and taking it themselves prophylactically. In May 2020, Dr. Harvey Risch, M.D., Ph.D. published the most comprehensive study, to date, on HCQ’s efficacy against COVID. Risch is Yale University’s super-eminent Professor of Epidemiology, an illustrious world authority on the analysis of aggregate clinical data. Dr. Risch concluded that evidence is unequivocal for early and safe use of the HCQ cocktail. Dr. Risch published his work—a meta-analysis reviewing five outpatient studies—in affiliation with the Johns Hopkins Bloomberg School of Public Health in the American Journal of Epidemiology, under the urgent title, “Early Outpatient Treatment of Symptomatic, High-Risk COVID-19 Patients that Should be Ramped-Up Immediately as Key to Pandemic Crisis.”30 He further demonstrated, with specificity, how HCQ’s critics—largely funded by Bill Gates and Dr. Tony Fauci31—had misinterpreted, misstated, and misreported negative results by employing faulty protocols, most of which showed HCQ efficacy administered without zinc and Zithromax which were known to be helpful. But their main trick for ensuring the protocols failed was to wait until late in the disease process before administering HCQ—when it is known to be ineffective. Dr. Risch noted that evidence against HCQ used late in the course of the disease is irrelevant. While acknowledging that Dr. Didier Raoult’s powerful French studies favoring HCQ efficacy were not randomized, Risch argued that the results were, nevertheless, so stunning as to far outweigh that deficit: “The first study of HCQ + AZ [ . . . ] showed a 50-fold benefit of HCQ + AZ vs. standard of care . . . This is such an enormous difference that it cannot be ignored despite lack of randomization.”32 Risch has pointed out that the supposed need for randomized placebo-controlled trials is a shibboleth. In 2014 the Cochrane Collaboration proved in a landmark meta-analysis of 10,000 studies, that observational studies of the kind produced by Didier Raoult are equal

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[Description of the behind-the-scenes situation of the Beer Hall Putsch] The crowd began to grow so sullen that Goering felt it necessary to step to the rostrum and quiet them. “There is nothing to fear,” he cried. “We have the friendliest intentions. For that matter, you’ve no cause to grumble, you’ve got your beer!” And he informed them that in the next room a new government was being formed. It was, at the point of Adolf Hitler’s revolver. Once he had herded his prisoners into the adjoining room, Hitler told them, “No one leaves this room alive without my permission.” He then informed them they would all have key jobs either in the Bavarian government or in the Reich government which he was forming with Ludendorff. With Ludendorff? Earlier in the evening Hitler had dispatched “Scheubner-Richter to Lud-wigshoehe to fetch the renowned General, who knew nothing of the Nazi conspiracy, to the beerhouse at once. The three prisoners at first refused even to speak to Hitler. He continued to harangue them. Each of them must join him in proclaiming the revolution and the new governments; each must take the post he, Hitler, assigned them, or “he has no right to exist.” Kahr was to be the Regent of Bavaria; Lossow, Minister of the National Army; Seisser, Minister of the Reich Police. None of the three was impressed at the prospect of such high office. They did not answer. Their continued silence unnerved Hitler. Finally he waved his gun at them. “I have four shots in my pistol! Three for my collaborators, if they abandon me. The last bullet for myself!” Pointing the weapon to his forehead, he cried, “If I am not victorious by tomorrow afternoon, I shall be a dead man!” (...) Not one of the three men who held the power of the Bavarian state in their hands agreed to join him, even at pistol point. The putsch wasn’t going according to plan. Then Hitler acted on a sudden impulse. Without a further word, he dashed back into the hall, mounted the tribune, faced the sullen crowd and announced that the members of the triumvirate in the next room had joined him in forming a new national government. “The Bavarian Ministry,” he shouted, “is removed…. The government of the November criminals and the Reich President are declared to be removed. A new national government will be named this very day here in Munich. Not for the first time and certainly not for the last, Hitler had told a masterful lie, and it worked. When the gathering heard that Kahr, General von Lossow and Police Chief von Seisser had joined Hitler its mood abruptly changed. There were loud cheers, and the sound of them impressed the three men still locked up in the little side room. (...) He led the others back to the platform, where each made a brief speech and swore loyalty to each other and to the new regime. The crowd leaped on chairs and tables in a delirium of enthusiasm. Hitler beamed with joy.

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Most slaves achieved status within the black community by winning the respect of their fellow slaves, not their owners. Indeed, slave leaders generally secured their high standing by virtue of opposing their owners, not collaborating with them. Many were connected with the new religiosity in the quarter, as preachers, shamen, and conjurers - men and women who could join the natural and unnatural worlds together, whether through African folk rituals or biblical injunctions. Others were healers and midwives, and still others earned the respect of their peers in the field or workshop. A few secured a bit of book learning and were able to read the Bible. All were enmeshed in the expanding web of kinship and spirituality - connections of blood, marriage, and belief - that bound slaves together. While they may have exhibited some personal quality, such as courage, intelligence, honesty, or piety, that their compatriots found attractive, it was kinship - a sense of belonging to a common family, on this earth or in heaven hereafter - that carried them to the top of black society and provided the basis for solidarity. Whether their social position rested on knowledge of the cosmos or the key to the corn crib, whether their authority derived from the Big House or the quarter, it was to these men and women - not their owners - that slaves turned first in moments of distress. And few crises shook slave society as deeply as the transfer from the seaboard to the interior. Annealed in the furnace of the Second Middle Passage and the cotton and sugar revolutions, a new generation of leaders struggled to express the collective aspirations of a people who were often divided by their multiple origins, diverse expectations, and increasingly differential wealth.

Integrative (collaborative) approach: In contrast, the integrative approach to negotiation doesn’t view the cake as finite. Instead, this strategy looks for ways to actually create more cake, so that all parties can get a bigger piece. The key to creating “more cake” is building a relationship of trust that involves asking questions, listening to answers, offering solutions and sharing just the right kind and amount of relevant information—not too little and not too much.

The evidence that sleep is important is irrefutable. Some strategies you might use in your consultant role include: Often when the advice comes from a third, nonparental party, kids are more willing to take it seriously. With a school-aged child, tell her that you want to get her pediatrician’s advice about sleep—or the advice of another adult the child respects. If you have a teenager, ask her if she would be open to your sharing articles about sleep with her. With school-aged kids and younger, you can enforce an agreed-upon lights-out time. Remind them that as a responsible parent, it’s right for you to enforce limits on bedtime and technology use in the evening (more on this later). Because technology and peer pressure can make it very difficult for teens to go to bed early, say, “I know this is hard for you. I’m not trying to control you. But if you’d like to get to bed earlier and need help doing it, I’m happy to give you an incentive.” An incentive is okay in this case because you’re not offering it as a means to get her to do what you want her to do, but to help her do what she wants to do on her own but finds challenging. It’s a subtle but important distinction.26 For older kids, make privileges like driving contingent on getting enough sleep—since driving while sleep deprived is so dangerous. How to chart their sleep is more complicated. Reliable tools for assessing when a child falls asleep and how long he stays asleep, such as the actigraph, require extensive training and are not something parents can use at home to track their kids’ sleep. Moreover, Fitbits are unfortunately unreliable in gathering data. But you can ask your child to keep a sleep log where she records what time she turned out the lights, and (in the morning) how long she thinks it took her to fall asleep, and whether she was up during the night. She may not know how long it took her to fall asleep; that’s okay. Just ask, “Was it easier to fall asleep than last night or harder?” Helping kids figure out if they’ve gotten enough rest is a process, and trust, communication, and collaborative problem solving are key to that process. Encourage your child to do screen-time homework earlier and save reading homework for later so she gets less late light exposure. Ask questions such as “If you knew you’d be better at everything you do if you slept an extra hour and a half, would that change your sense of how important sleep is?” And “If you knew you’d be at risk for developing depression if you didn’t sleep enough, would that change your mind?” Talk to her about your own attempts to get to bed earlier. Ask, “Would you be open to us supporting each other in getting the sleep we need? I’ll remind you and you remind me?

One key application of this maxim arises when we choose a collaborator, for example in an intellectual project or in business. As Richard frequently argues, we often choose people whose skills are similar to our own. The result is that the gains from collaboration are much smaller than if we were to choose people who would bring different capabilities to the undertaking. If two engineers are planning the construction of a bridge, adding a third engineer to the team won’t help as much as adding an architect or a project manager.

I believe the goal isn’t better collaboration; it’s actually less collaboration. Great companies don’t say: “I need better customer support.” They say: “We should reduce the need for customers to contact customer support.” In the same way, great companies reduce the need for teams, and individuals, to collaborate by standardizing or productizing the interactions between the groups. This frees up teams to spend more time innovating, and less time in internal coordination meetings. The key is treating other parts of the company as customers rather than collaborators.

Having a path for the product is good, building that path in line of the vision is key, doing it together ‘makes or breaks it’, tuning and adjusting it as we go and learning from it is what wins in an ever changing environment.

Which company is best for using construction Project work? The Shree Siva Balaaji Steels project is a significant endeavor that encompasses the establishment and operation of a modern and advanced steel manufacturing facility. This project represents a fusion of innovation, cutting-edge technology, and industrial expertise, aimed at delivering high-quality steel products to meet the growing demands of various sectors. Key Features: State-of-the-Art Manufacturing Plant: The project involves the construction and operation of a state-of-the-art manufacturing plant equipped with the latest machinery, automation systems, and environmentally friendly processes. This allows for efficient production and reduced environmental impact. Diverse Product Range: Shree Siva Balaaji Steels aims to offer a diverse range of steel products to cater to different industries such as construction, automotive, infrastructure, and manufacturing. This versatility enables the company to meet the varying needs of clients and partners. Quality Assurance: A cornerstone of the project is its commitment to delivering high-quality steel products. The facility adheres to strict quality control measures and follows international standards to ensure that the end products are durable, reliable, and meet or exceed industry specifications. Sustainability Focus: The project places a strong emphasis on sustainability and environmentally conscious practices. Energy-efficient processes, recycling initiatives, and waste reduction strategies are integrated into the manufacturing process to minimize the ecological footprint. Employment Opportunities: Shree Siva Balaaji Steels contributes to local economies by creating employment opportunities across various skill levels, from skilled labor to technical experts. This helps stimulate economic growth in the region surrounding the manufacturing facility. Collaboration and Partnerships: The project fosters collaborations with suppliers, distributors, and clients, establishing strong relationships within the steel industry. This network facilitates efficient supply chain management and enables the company to provide tailored solutions to its customers. Innovation and Research: The project invests in research and development to constantly improve manufacturing processes, product quality, and the development of new steel products. This dedication to innovation positions the company at the forefront of the steel industry. Community Engagement: Shree Siva Balaaji Steels is committed to engaging with local communities and implementing corporate social responsibility initiatives. These efforts include supporting education, healthcare, and other community-centric projects, fostering goodwill and positive impact. Vision: The Shree Siva Balaaji Steels project envisions becoming a leading name in the steel manufacturing sector, renowned for its exceptional quality, technological innovation, and sustainability practices. By adhering to its core values of integrity, excellence, and environmental responsibility, the project strives to contribute positively to the industry and the communities it operates within.

The Impact of Continuous Glucose Monitors on Diabetes Management Continuous Glucose Monitors (CGMs) have revolutionized diabetes management by providing real-time insights into blood sugar levels. These small wearable devices offer a continuous stream of data, enabling individuals with diabetes to make informed decisions about their health. Unlike traditional glucose meters, which only provide a snapshot of blood sugar levels at a single moment, Continuous Glucose Monitors track fluctuations and trends throughout the day and night. This constant monitoring allows for better glycemic control and reduces the risk of complications associated with diabetes. One of the key benefits of CGMs is their ability to provide immediate feedback on how food, physical activity, and medication affect blood sugar levels. This empowers individuals to make timely adjustments to their lifestyle and treatment plans. Moreover, CGMs offer enhanced convenience by eliminating the need for frequent finger pricks. Instead, users can simply wear the device and receive continuous glucose readings without interruption. Another advantage of Continuous Glucose Monitors is the ability to set customizable alerts and alarms for high or low blood sugar levels. These notifications help individuals to take prompt action to prevent dangerous situations such as hypoglycemia or hyperglycemia. Furthermore, many CGM systems allow for data sharing with healthcare providers, facilitating more personalized and collaborative diabetes management. This improves communication between patients and healthcare professionals, leading to better treatment outcomes. Overall, Continuous Glucose Monitors have improved diabetes management by delivering real-time insights, convenience, and glycemic control. Embracing this technology can empower individuals with diabetes to take control of their health and live fuller, healthier lives.

KEY POINTS Needs are the fundamental, root reasons for why we want what we want. When we can identify our needs, we can: Connect: We all share the same needs, though we feel them with varying degrees of intensity and have different strategies to meet them. Choose: Becoming conscious of our needs can bring renewed energy and vitality and may prompt us to reevaluate our actions and make different choices. Transform Patterns of Blame and Judgment: Knowing which needs are at play, we shift into a wider field of awareness where new forms of understanding and creativity become possible. Collaborate: Work together to find creative solutions to as many needs as possible.

Collaboration with stakeholders is key in executing the school business plan, ensuring alignment of efforts and resources towards shared goals.

preparation for this role. Start by becoming an expert in your users and customers. Share very openly what you learn, both the good and the bad. Become your team's and your company's go‐to person for understanding anything about your customer—quantitative and qualitative. Work to establish a strong relationship with your key stakeholders and business partners. Convince them of two things: (1) You understand the constraints they operate under. (2) You will only bring to them solutions that you believe will work within those constraints. Become an undisputed expert on your product and your industry. Again, share your knowledge openly and generously. Finally, work very hard to build and nurture the strong collaborative relationship with your product team. I'm

Similarly, Slack’s pricing allows users to upgrade for a number of collaborative features: better voice calling, searchable message history for all your coworkers, and more. Each of these features becomes more useful as organizations adopt Slack as the standard way to communicate, which in turn drives more conversions from free accounts into paid. Fareed Mosavat, who headed up the growth teams at Slack in the company’s early years, described why this happened: When there’s a premium feature that is useful for everyone using Slack, it means that anyone on the team—not just the IT staff—has a reason to upgrade. The more people in the company that use Slack, and the more engagement means it’s more likely someone might pull out their credit card and decide to unlock key features for everyone.

In a math department that thrived on its collective intelligence—where members of the staff were encouraged to work on papers together rather than alone—this set him apart. But in some respects his solitude was interesting, too, for it had become a matter of some consideration at the Labs whether the key to invention was a matter of individual genius or collaboration. To those trying to routinize the process of innovation—the lifelong goal of Mervin Kelly, the Labs’ leader—there was evidence both for and against the primacy of the group. So many of the wartime and postwar breakthroughs—the Manhattan Project, radar, the transistor—were clearly group efforts, a compilation of the ideas and inventions of individuals bound together with common purposes and complementary talents.

An effective leadership pair – one person from the client organization and a counterpart from the provider organization – must work collaboratively to implement the other eight practices associated with world-class performance.

In rapid remediation, collaboration is key. Educators, specialists, parents, and students must work together to ensure a coordinated effort in swiftly closing learning gaps.

School administrators play a key role in curriculum collaboration, ensuring alignment with educational goals and standards to enhance student learning outcomes.

In curriculum design, collaboration is key, as diverse stakeholders come together to set clear goals and create a framework that ensures meaningful and engaging learning experiences for all students.

The Agile project manager plays a crucial role in ensuring the successful delivery of projects using Agile methodologies. They act as facilitators, coaches, and leaders, guiding the team through the iterative development process. Here are some key responsibilities of an Agile project manager: Orchestrating the project's lifecycle: This involves planning and breakdown of work into sprints, facilitating ceremonies like daily stand-ups, sprint planning, and retrospectives, and ensuring the project progresses smoothly towards its goals. Promoting collaboration and communication: Agile thrives on open communication and collaboration. The project manager fosters an environment where team members feel comfortable sharing ideas, concerns, and updates. They actively remove roadblocks and ensure everyone is aligned with the project vision and goals. Empowering the team: Agile teams are self-organizing and empowered to make decisions. The project manager provides guidance and support but avoids micromanaging. They trust the team's expertise and encourage them to take ownership of their work. Stakeholder management: The project manager acts as a bridge between the development team and stakeholders, including clients, sponsors, and other interested parties. They keep stakeholders informed of project progress, manage expectations, and address their concerns. Continuous improvement: Agile is an iterative process that emphasizes continuous improvement. The project manager actively seeks feedback from team members and stakeholders, analyzes project data, and identifies areas for improvement. They implement changes to the process and tools to enhance efficiency and effectiveness. Overall, the Agile project manager plays a vital role in driving successful project delivery through Agile methodologies. They wear multiple hats, acting as facilitators, coaches, leaders, and problem-solvers, ensuring the team has the resources, support, and environment they need to thrive.

The very word “conflict” evokes people at battle, opposing forces. But not all conflict is negative. Conflict can illuminate risks, allow us to collaborate and improve processes, and affect positive change. The key is to continue to provide clarity, and usher folks toward productive conflict that is devoid of personal attacks, and focused on the larger goals.

Skip table Area Description Desirable features Key benefits eg Youth Services Organization Purpose ​–​Why do we exist beyond financial gain? ​–​Emotional appeal ​–​The emphasis shouldn’t change over time ​–​Calls for a togetherness ​–​Grabs attention ​–​Memorable ​–​Benefits selected stakeholders (eg employees, customers, society) ​–​Heart then head appeal ​–​Inspires selflessness ​–​Creates belonging ​–​Catalyst for collaboration ​–​Helps people find meaning ​–​Attracts followers ​–​Creates advocates ​–​To give hope to vulnerable young people Vision ​–​What would success look, feel and sound like? ​–​Brings purpose to life ​–​Evokes imagery ​–​Takes a long-term view ​–​Increases clarity ​–​Has uniqueness ​–​Presents a challenge ​–​Commercial reference ​–​Provides an impetus for and inspires action ​–​Creates focus beyond the day-to-day activities ​–​Provides a benchmark to measure progress against ​–​To become the most respected, innovative and sustainably funded youth services provider in xx countries

Whether gathered from assessments, feedback, practice sessions, or collaboration with parents, data is a key driver in shaping the rapid learning environment.

As Allies fighting the common enemy, the Russians have fought the best fight so far. As post-war collaborators, they hold many of the keys to a successful peace.

Microsoft Dynamics 365 Supply Chain Management Solutions Optimize your supply chain with Dynamics 365 Supply Chain Management. Our Microsoft expertise ensures efficient supply chain management. Introduction to Dynamics 365 Supply Chain Management In today's fast-paced business environment, managing a supply chain efficiently is crucial for success. Microsoft Dynamics 365 Supply Chain Management offers a comprehensive solution designed to streamline and enhance your supply chain operations. With our expertise in Microsoft technologies, we can help you achieve operational excellence and meet your business goals. Key Features of Dynamics 365 Supply Chain Management End-to-End Visibility: Gain complete visibility into your supply chain processes, from procurement to delivery. Real-Time Insights: Utilize advanced analytics and AI to make data-driven decisions. Seamless Integration: Integrate seamlessly with other Microsoft Dynamics 365 applications and third-party systems. Scalability: Easily scale your operations as your business grows. Enhanced Collaboration: Improve collaboration across departments with a unified platform. Benefits of Using Dynamics 365 Supply Chain Management Increased Efficiency: Automate and optimize your supply chain processes to reduce manual efforts and errors. Cost Savings: Identify cost-saving opportunities through better inventory management and demand forecasting. Improved Customer Satisfaction: Ensure timely delivery and high-quality products to enhance customer satisfaction. Risk Management: Mitigate risks by monitoring and managing potential disruptions in real-time. Why Choose Us? With our extensive experience in Microsoft Dynamics 365, we are committed to providing top-notch supply chain management solutions tailored to your business needs. Our team of experts will work with you to implement and optimize Dynamics 365 Supply Chain Management, ensuring you get the most out of your investment. Get Started Today Transform your supply chain with Dynamics 365 Supply Chain Management. Contact us today to learn more about how we can help you achieve a more efficient and effective supply chain.

Beneath the facade of collaboration, certain governments will seek to exploit others for data resources. Data will emerge as the key asset that these governments will bring to the negotiation table. Mere possession of data, however, will prove insufficient as the absence of computational capabilities and expertise to derive value from the data will become apparent. Ultimately, a dilemma will arise: succumb to exploitation or face the inexorable reality, as the law of the jungle dictates the inevitability of domination or subjugation. Indeed, there exists no concept of a free meal.

Empirically, it is advised when the Board suggests implementing a change, it’s essential to provide valuable alternatives if such a suggestion does not align with the goal sought to be achieved. Transparency and effective communication is the key for strategic decision-making. Facing challenging situations in the pursuit requires that professionals offer well-analyzed options to the Board ensuring that the company's best interests are upheld. Setting aside personal biases and egos is crucial for aligning with the Board’s common vision. Presenting a professional opinion backed by thorough analysis is the cornerstone of effective decision-making. Clearly outlining trade-offs and potential impacts guides informed choices. Approach decisions with a collaborative mindset, focusing on the organization's long-term success.

what did the research team do? Dr. Keys and his collaborators gathered up the data, slides, and other evidence, packed it into a bunch of file boxes, and kept the boxes in a basement. Decades later, a savvy scientist working for the National Institutes of Health (NIH), Chris Ramsden, MD, noticed that a grant had been approved for a one-of-a-kind experiment to test the diet-heart hypothesis back in the 1960s, but he couldn’t find where the final data had ever been properly published. After some clever detective work, his team managed to locate the basement where the files lay hidden, stashed away by one of the study authors who’d recently passed away; his family hadn’t yet gotten around to selling his home in Minnesota. Some of the data was missing, but there was more than enough to draw some very important conclusions.

Every language you master is a new bridge to understanding the world." "In every conversation, there is a lesson in connection. Language is the key." "The power of a language is not in its words, but in the doors it opens to culture and collaboration.

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

this information without sharing it with me? This is all new information to me. I feel sandbagged.” To his relief and slight embarrassment, I pointed out that it was his own information. We had merely given it some analytical horsepower, in the spirit of broadened collaboration. After that, he became more trustful of the CNC, and a number of his senior leaders became major supporters of the center. Beyond this new trust and cooperation among federal agencies, the other new and innovative component of the linear strategy was the way we started dealing with our liaison partners in foreign intelligence agencies. Brian Bramson, a veteran CIA operations officer and Latin America hand, led the way here—and has never been fully recognized for this achievement. Traditionally, we tried to give liaison partners as little support and intelligence as we could get away with to stay in the game. We did not want to develop their skills to the point where they could jeopardize our other unilateral operations if they turned against us. I understood this reluctance, having seen trusted liaison partners become criminal liabilities. Nevertheless, when it came to attacking drug cartels at the CNC in the early 1990s, we made a decision to truly build up liaison capabilities and share with the locals even high-end resources—everything that could be used to damage the narcotic-trafficking networks. Our strategy was to use our liaison partners as a genuine force multiplier. Combining their on-the-ground knowledge, language abilities, and existing networks with our skills, training, and equipment, we went from minimal bilateral liaison to enhanced multilateral liaison. “The kind of information we were looking for had to be gathered in-country by our good liaison contacts that we trusted … liaison relationships were key,” Brian Bramson said.5 Soon we were building powerful and effective

One of the keys to achieving a goal is to share it with someone, so I recommend an accountability partner. Choose your spouse, sponsor, or someone in your company who’s committed to remaining positive, who’s collaborative, and who’s working toward something similar as you! Set a weekly talk time to inspire one another, share best practices, and celebrate successes! Social integration is powerful. Processing with positive people allows you to discuss and apply what you’re learning! Get an accountability partner right away and start goal setting today! Track your activity daily.

The key to organizational success is to integrate next generation of leaders, tap into their way of looking at the world, solve problems in a very collaborative working style.

Communication, collaboration, and creativity are the keys to run IT as a better business partner.

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.

A key lesson here is that companies can’t expect to benefit from human-machine collaborations without first laying the proper groundwork. Again, those companies that are using machines merely to replace humans will eventually stall, whereas those that think of innovative ways for machines to augment humans will become the leaders of their industries.

Many notorious military blunders have been set up by poor personal relationships (if not wilful taciturnity) between key participants, the need for whose informal collaboration seems, in retrospect, to have been blindingly obvious. “It is instructive to mark how the squabbles of historic admirals with their Admiralties and with their captains have played into the hands of the enemy.

five mindsets that will help you with this process are curiosity, awareness, bias to action, reframing, and radical collaboration.

Chain code Labs to be able to Host an additional Run regarding Its Month-Long Bitcoin Html coding Class Chain code Labs, the newest York-based improvement company and also a major factor to Bitcoin Core, will be organizing an extra edition involving its Bitcoin residency put in the first weeks of 2018. The program expects to help designers overcome the particular steep understanding curve connected with becoming a protocol-level contributor for you to projects just like Bitcoin Key. In doing, therefore , Chaincode Amenities hopes to aid expand Bitcoin’s development neighborhood. “Last 12 months was the 1st run, ” Chaincode System developer David Newbery advised Bitcoin Journal. “We have today taken the favorable stuff from this and attempted to make it a lot more focused along with useful for occupants this year. ” The Residency Program Chain code Labs, inside collaboration together with Matt Corallo - who also worked from Blockstream this past year but became a member of Chaincode Facility since: organized typically the residency plan for the first time throughout September in addition to October connected with 2016. Another edition begins on The month of January 29, 2018, and will previous until Feb. 23. Newbery himself has been one of the guests of this initial residency software. He was afterward hired simply by Chaincode Amenities and has given that been the most prolific contributing factors to the Bitcoin Core job. Now, he or she is coordinating the next of a couple of legs in the new course. “Chaincode System exists to boost Bitcoin, ” said Newbery. “We do that by simply contributing to Bitcoin Core, yet each of people has a lot with the freedom to accomplish what we consider is important. As well as the main function of this residency program is always to try to improve the designer community. ” Specifically, classes will cover standard protocol design, adversarial thinking, risk models plus security things to consider, as well as deal with some of Bitcoin’s biggest problems, like climbing, fungibility and also privacy. Guests will mostly discover by doing and might even commence contributing to often the Bitcoin-Central project through the residency. Through the program will have them assisted from the entire Chaincode Labs crew - Alex Morcos, Suhas Daftuar, Shiny Corallo, Ruben Newbery along with Russ Yanofsky. There are often guest loudspeakers.

As one Great Group after another has shown, talented people don’t need fancy facilities. It sometimes seems that any old garage will do. But they do need the right tools. The leaders of PARC threatened to quit if the lab was not allowed to build the computer it needed, rather than accept an inferior technology. Cutting-edge technology is often a key element in creative collaboration. The right tools become part of the creative process.

One of the best collaborations is between social and solitude.

when you get paranoid about sharing your idea, your idea often never gets any better, or, even worse, it never gets made a reality at all. You need to believe that your idea can always be better, and understand that the key to making it better is sharing it with other smart, collaborative people.

the elected leader of the nation should be a creative leader, who walks the path of pursuing developmental politics, adopting cooperation and collaboration as the key to operational procedure and using the core competence of all parties—irrespective of party affiliations—as well as other able and creative minds from any discipline to realize the vision of an economically developed nation.

Hoshin Kanri Business Methodology The balanced scorecard had its origins in Hoshin Kanri, so it is appropriate to examine this business methodology. As I understand it, translated, the term means a business methodology for direction and alignment. This approach was developed in a complex Japanese multinational where it is necessary to achieve an organization-wide collaborative effort in key areas. One tenet behind Hoshin Kanri is that all employees should incorporate into their daily routines a contribution to the key corporate objectives. In other words, staff members need to be made aware of the critical success factors and then prioritize their daily activities to maximize their positive contribution in these areas.

Having a team of people united by one purpose—to bring Christ to that city—is key for the emotional stability of all decision makers.

LEADERSHIP ABILITIES Some competencies are relevant (though not sufficient) when evaluating senior manager candidates. While each job and organization is different, the best leaders have, in some measure, eight abilities. 1 STRATEGIC ORIENTATION The capacity to engage in broad, complex analytical and conceptual thinking 2 MARKET INSIGHT A strong understanding of the market and how it affects the business 3 RESULTS ORIENTATION A commitment to demonstrably improving key business metrics 4 CUSTOMER IMPACT A passion for serving the customer 5 COLLABORATION AND INFLUENCE An ability to work effectively with peers or partners, including those not in the line of command 6 ORGANIZATIONAL DEVELOPMENT A drive to improve the company by attracting and developing top talent 7 TEAM LEADERSHIP Success in focusing, aligning, and building effective groups 8 CHANGE LEADERSHIP The capacity to transform and align an organization around a new goal You should assess these abilities through interviews and reference checks, in the same way you would evaluate potential, aiming to confirm that the candidate has displayed them in the past, under similar circumstances.

There were several key American scientists that favorably reported on Nazi eugenics after visiting Hitler's Germany in order to provide it cover.

Almost unnoticed, in the niches and hollows of the market system, whole swathes of economic life are beginning to move to a different rhythm. Parallel currencies, time banks, cooperatives and self-managed spaces have proliferated, barely noticed by the economics profession, and often as a direct result of the shattering of old structures after the 2008 crisis. New forms of ownership, new forms of lending, new legal contracts: a whole business subculture has emerged over the past ten years, which the media has dubbed the ‘sharing economy’. Buzzterms such as the ‘commons’ and ‘peer-production’ are thrown around, but few have bothered to ask what this means for capitalism itself. I believe it offers an escape route – but only if these micro-level projects are nurtured, promoted and protected by a massive change in what governments do. This must in turn be driven by a change in our thinking about technology, ownership and work itself. When we create the elements of the new system we should be able to say to ourselves and others: this is no longer my survival mechanism, my bolt-hole from the neoliberal world, this is a new way of living in the process of formation. In the old socialist project, the state takes over the market, runs it in favour of the poor instead of the rich, then moves key areas of production out of the market and into a planned economy. The one time it was tried, in Russia after 1917, it didn’t work. Whether it could have worked is a good question, but a dead one. Today the terrain of capitalism has changed: it is global, fragmentary, geared to small-scale choices, temporary work and multiple skill-sets. Consumption has become a form of self-expression – and millions of people have a stake in the finance system that they did not have before. With the new terrain, the old path is lost. But a different path has opened up. Collaborative production, using network technology to produce goods and services that work only when they are free, or shared, defines the route beyond the market system. It will need the state to create the framework, and the postcapitalist sector might coexist with the market sector for decades. But it is happening." (from "PostCapitalism: A Guide to Our Future" by Paul Mason)

Community policing exploits the power of partnerships, with police and the community working collaboratively to establish priorities within the public safety mission, and working together to deal with the crime problems and other issues nominated as priorities by the community.

Here are some advice for teachers handling introvert children: Think of introverts as different and not someone who needs to be cured. They simply have a different learning style. In helping with social skills, opt to teach them outside class. Accept them for who they are. Studies reveal that almost half of the population are introverts. This means a class has an almost even number of extroverts and introverts. So balance teaching methods to benefit both types. Introverts often have deep interests that are uncommon among their peers. Encourage them to pursue this and help them find like-minded friends. Introverts also benefit from collaborative work as long as it is in small groups. And it helps if they know their particular role. Teach all children to work independently to encourage Deliberate Practice. Do not seat introverts in “high interaction” areas because they have a tendency to feel more threatened. Do not force them to participate in class because it can be harmful to their self-esteem. Introvert children perform differently in a playgroup setting from a more relaxed and comfortable one. Consider this when rating a child’s performance.

the key to staying relevant in the world is constantly challenging and reinventing yourself.

Complex environments for social interventions and innovations are those in which what to do to solve problems is uncertain and key stakeholders are in conflict about how to proceed. Informed by systems thinking and sensitive to complex nonlinear dynamics, developmental evaluation supports social innovation and adaptive management. Evaluation processes include asking evaluative questions, applying evaluation logic, and gathering realtime data to inform ongoing decision making and adaptations. The evaluator is often part of a development team whose members collaborate to conceptualize, design, and test new approaches in a long-term, ongoing process of continuous development, adaptation, and experimentation, keenly sensitive to unintended results and side effects. The evaluator’s primary function in the team is to infuse team discussions with evaluative questions, thinking, and data, and to facilitate systematic data-based reflection

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.

One of the keys to collaboration success is first recognizing exactly what those on the other side want or need most that is not being provided or achieved and showing them that your prospects, your plan, your strategy will—not can—deliver it to and for them in better ways, and more quickly and easily than any other option they have.

The key to team wins is for everyone in each position to understand what the other positions are doing and why they’re doing it.” If teams don’t collaborate effectively across functional boundaries, they lose.

However, Pauling’s interest in these carotenoids and flavonoids was confined to their chemical structures and the influence of structure on optical properties; he did not address their health functions. In 1941 Pauling was diagnosed with Bright’s disease, or glomerulonephritis, which was at the time an often-fatal kidney disorder. On the advice of physicians at the Rockefeller Institute, he went to San Francisco for treatment by Thomas Addis, an innovative Stanford nephrologist. Addis prescribed a diet low in salt and protein, plenty of water, and supplementary vitamins and minerals that Pauling followed for nearly 14 years and completely recovered. This was dramatic firsthand experience of the therapeutic value of the diet. Revelations When Pauling cast about for a new research direction in the 1950s, he realized that mental illness was a significant public health problem that had not been sufficiently addressed by scientists. Perhaps his mother’s megaloblastic madness and premature death caused by B12 deficiency underlay this interest. At about this time, Pauling’s eldest son, Linus Jr., began a residency in psychiatry, which undoubtedly prompted Pauling to consider the nature of mental illness. Thanks to funding from the Ford Foundation, Pauling investigated the role of enzymes in brain function but made little progress. When he came across a copy of Niacin Therapy in Psychiatry (1962) by Abram Hoffer in 1965, Pauling was astonished to learn that simple substances needed in minute amounts to prevent deficiency diseases could have therapeutic application in unrelated diseases when given in very large amounts. This serendipitous and key event was critically responsible for Pauling’s seminal paper in his emergent medical field. Later, Pauling was especially excited by Hoffer’s observations on the survival of patients with advanced cancer who responded well to his micronutrient and dietary regimen, originally formulated to help schizophrenics manage their illness.19,20 The regimen includes large doses of B vitamins, vitamin C, vitamin E, beta-carotene, selenium, zinc, and other micronutrients. About 40 percent of patients treated adjunctively with Hoffer’s regimen lived, on average, five or more years, and about 60 percent survived four times longer than controls. These results were even better than those achieved by Scottish surgeon Ewan Cameron, Pauling’s close clinical collaborator, in Scotland. After a long and extremely productive career at Caltech,

is a typology of four types of learning and experience that play key roles—at different ages in diverse domains—in human cognitive and social ontogeny: (1) individual learning, (2) observational learning (imitation and so forth), (3) pedagogical or instructed learning, and (4) social co-construction (prototypically in peer collaboration).

A leviathan yearly grant budget gives Dr. Fauci power to make and break careers, enrich—or punish—university research centers, manipulate scientific journals, and to dictate not just the subject matter and study protocols, but also the outcome of scientific research across the globe. Since 2005, the Defense Advanced Research Projects Agency (DARPA) has funneled an additional $1.7 billion3 into Dr. Fauci’s annual discretionary budget to launder sketchy funding for biological weapons research, often of dubious legality. This Pentagon funding brings the annual total of grants that Dr. Fauci dispenses to an astonishing $7.7 billion—almost twice the annual donations of the Bill & Melinda Gates Foundation. Working in close collaboration with pharmaceutical companies and other large grant makers, including Bill Gates—the biggest funder of vaccines in the world—Dr. Fauci has consistently used his awesome power to defund, bully, silence, de-license, and ruin scientists whose research threatens the pharmaceutical paradigm, and to reward those scientists who support him. Dr. Fauci rewards loyalty with prestigious sinecures on key HHS committees when they continue to advance his interests. When the so-called “independent” expert panels license and recommend new pharmaceuticals, Dr. Fauci’s control over these panels gives him the power to fast-track his pet drugs and vaccines through the regulatory hurdles, often skipping key milestones like animal testing or functional human safety studies. Dr. Fauci’s funding strategies evince a bias for developing and promoting patented medicines and vaccines, and for sabotaging and discrediting off-patent therapeutic drugs, nutrition, vitamins, and natural, functional, and integrative medicines. Under his watch, drug companies engineered the opioid crisis and made American citizens the globe’s most over-medicated population.

The remarks by Winkler and Somaini made me think of the safety culture I observed at a nuclear power plant early in my career. The organization was run according to key values such as safety, employee empowerment (with a questioning attitude), teamwork, customer service, excellence, and diversity. These values were consciously driven throughout the organization. All employees were empowered to question any order they believed would reduce safety. Supervisors could not penalize employees for such questioning. Everyone was encouraged to think continuously of ways to improve safety. Thus, germination of grassroots ideas from people closest to the work was part of the culture. This produced a highly safety-conscious workforce, superior team spirit, a collaborative relationship between workers and management -- and an excellent safety record.

Instead of resisting technological progress, embrace it. Embrace the AI revolution and learn how to use it. Learn how to talk and communicate better with AI tools. The key to unlocking human potential lies in collaborating and improving our communication with AI systems.