Collaboration Strategies Quotes

Strategy is not really a solo sport – even if you’re the CEO.

A fundamental approach to life transformation is using social media for therapy; it forces you to have an opinion, provides intellectual stimulation, increases awareness, boosts self-confidence, and offers the possibility of hope.

Your energy can be devoted far more productively to collaborating with your child on solutions to the problems that are causing challenging episodes than in sticking with strategies that may actually have made things worse and haven’t led to durable improvement.

If left unexecuted, even the greatest competitive strategies are not worth the paper on which they were written.

Synergy without strategy results to waste of energy.

Fungi are decentralized intelligence networks. They send information multi-directionally, they constantly evolve and adapt based on feedback from their environment, they invent new molecules to collaborate... And they form a decentralized consensus on how to utilize resources, when to reproduce and what strategies to employ. This is how businesses and business ecosystems should be.

Each functional leader owns their piece of sub-strategies, but they have to work collaboratively to ensure the cohesive strategy management.

A strategy is multi-dimensional planning, multi-team collaboration, and multitasking action.

coherence making strategies” as the route to success. They focused direction, employed collaborative capacity building, went deep in pedagogy, and secured internal group-based accountability across the whole system.

We need to move from competitive ideation, trying to push our individual ideas, to collective ideation, collaborative ideation. It isn’t about having the number one best idea, but having ideas that come from, and work for, more people.

We had to begin to practice deep, authentic collaboration. This meant a shift in how we move financial and human resources—there are enough people out there to support the movement(s) we need, but currently, organizations are pitted against each other to access money (less and less money), rather than creating and investing together to maximize a diversity of resources from money, to people, to spaces, to skills. Because we are not investing in a shared network of resources, it is easy to let structural and ideological particularities create deep splits throughout the non-profit sphere, rendering much of our work useless.

The academic literature describes marshals who “‘police’ other demonstrators,” and who have a “collaborative relationship” with the authorities. This is essentially a strategy of co-optation. The police enlist the protest organizers to control the demonstrators, putting the organization at least partly in the service of the state and intensifying the function of control. (...) Police/protestor cooperation required a fundamental adjustment in the attitude of the authorities. The Negotiated Management approach demanded the institutionalization of protest. Demonstrations had to be granted some degree of legitimacy so they could be carefully managed rather than simply shoved about. This approach de-emphasized the radical or antagonistic aspects of protest in favor of a routinized and collaborative approach. Naturally such a relationship brought with it some fairly tight constraints as to the kinds of protest activity available. Rallies, marches, polite picketing, symbolic civil disobedience actions, and even legal direct action — such as strikes or boycotts — were likely to be acceptable, within certain limits. Violence, obviously, would not be tolerated. Neither would property destruction. Nor would any of the variety of tactics that had been developed to close businesses, prevent logging, disrupt government meetings, or otherwise interfere with the operation of some part of society. That is to say, picketing may be fine, barricades are not. Rallies were in, riots were out. Taking to the streets — under certain circumstances — may be acceptable; taking over the factories was not. The danger, for activists, is that they might permanently limit themselves to tactics that were predictable, non-disruptive, and ultimately ineffective.

One of the most effective ways to gain acceptance of a philosophy is to show it in your daily actions. In order to stage your leadership style, you must have an audience. By entering your subordinate’s environment – by establishing frequent human contact – you create a sense of commitment, collaboration, and community. You also gain access to vital information necessary to make effective decisions. Additionally, when personal contact is not possible, you can send surrogates to the field to obtain information.

Understand and influence students’ and teachers’ perceptions, tolerance, knowledge, and empathy about diverse populations to help increase students’ successful integration into American educational settings; Help teachers develop and implement tools and strategies in the classroom that encourage effective communication and understanding of and between members of diverse cultural backgrounds; Build and maintain collaborations between students, families, teachers, and other community members to assist diverse populations.

One technique was discovered long ago by rabbis: they forced yeshiva students to switch sides in a Talmudic debate and argue the opposite position. Another is to have people try to reach a consensus in a small discussion group; this forces them to defend their opinions to their groupmates, and the truth usually wins.89 Scientists themselves have hit upon a new strategy called adversarial collaboration, in which mortal enemies work together to get to the bottom of an issue, setting up empirical tests that they agree beforehand will settle it.90

10. What books would you recommend to an aspiring entrepreneur? Some quick favorites: The 22 Immutable Laws of Marketing: Violate Them at Your Own Risk! by Al Ries and Jack Trout The 48 Laws of Power by Robert Greene The 33 Strategies of War by Robert Greene Antifragile: Things That Gain from Disorder by Nassim Nicholas Taleb The Fish That Ate the Whale: The Life and Times of America’s Banana King by Rich Cohen Wikinomics: How Mass Collaboration Changes Everything by Don Tapscott and Anthony D. Williams Contagious: Why Things Catch On by Jonah Berger The Pirate’s Dilemma: How Youth Culture Is Reinventing Capitalism by Matt Mason Rules for Radicals: A Pragmatic Primer for Realistic Radicals by Saul D. Alinsky The New New Thing: A Silicon Valley Story by Michael Lewis Here Comes Everybody: The Power of Organizing Without Organizations by Clay Shirky Purple Cow: Transform Your Business by Being Remarkable by Seth Godin Eleven Rings: The Soul of Success by Phil Jackson and Hugh Delehanty Billion Dollar Lessons: What You Can Learn from the Most Inexcusable Business Failures of the Last 25 Years by Paul B. Carroll and Chunka Mui Gonzo Marketing: Winning Through Worst Practices by Christopher Locke

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

In-person meetings can produce ideas in ways that conference calls and Zoom meetings can’t. That had happened in Puerto Rico, and it did so again when the four researchers got together for the first time in Berkeley. There they were able to brainstorm a strategy for figuring out exactly what molecules were necessary for a CRISPR system to cut DNA. Physical meetings are especially useful when a project is in an early phase. “There’s nothing like sitting in a room with people and seeing their reactions to things and having a chance to bat around ideas face to face,” Doudna says. “That’s been a cornerstone to every collaboration that we’ve had, even those where we are conducting a lot of the work by electronic communication.

Nature vs. nurture is part of this—and then there is what I think of as anti-nurturing—the ways we in a western/US context are socialized to work against respecting the emergent processes of the world and each other: We learn to disrespect Indigenous and direct ties to land. We learn to be quiet, polite, indirect, and submissive, not to disturb the status quo. We learn facts out of context of application in school. How will this history, science, math show up in our lives, in the work of growing community and home? We learn that tests and deadlines are the reasons to take action. This puts those with good short-term memories and a positive response to pressure in leadership positions, leading to urgency-based thinking, regardless of the circumstance. We learn to compete with each other in a scarcity-based economy that denies and destroys the abundant world we actually live in. We learn to deny our longings and our skills, and to do work that occupies our hours without inspiring our greatness. We learn to manipulate each other and sell things to each other, rather than learning to collaborate and evolve together. We learn that the natural world is to be manicured, controlled, or pillaged to support our consumerist lives. Even the natural lives of our bodies get medicated, pathologized, shaved or improved upon with cosmetic adjustments. We learn that factors beyond our control determine the quality of our lives—something as random as which skin, gender, sexuality, ability, nation, or belief system we are born into sets a path for survival and quality of life. In the United States specifically, though I see this most places I travel, we learn that we only have value if we can produce—only then do we earn food, home, health care, education. Similarly, we learn our organizations are only as successful as our fundraising results, whether the community impact is powerful or not. We learn as children to swallow our tears and any other inconvenient emotions, and as adults that translates into working through red flags, value differences, pain, and exhaustion. We learn to bond through gossip, venting, and destroying, rather than cultivating solutions together. Perhaps the most egregious thing we are taught is that we should just be really good at what’s already possible, to leave the impossible alone.

It truly is a team sport, and we have the best team in town. But it’s my relationship with Ilana that I cherish most. We have such a strong partnership and have learned how we work most efficiently: I need coffee, she needs tea. When we’re stressed, I pace around and use a weird neck massager I bought online that everyone makes fun of me for, and she knits. When we’re writing together she types, because she’s faster and better at grammar. We actually FaceTime when we’re not in the same city and are constantly texting each other ideas for jokes or observations to potentially use (I recently texted her from Asheville: girl with flip-flops tucked into one strap of tank top). Looking back now at over ten years of doing comedy and running a business with her I can see how our collaboration has expanded and contracted. But it’s the problem-solving aspect of this industry, the producing, the strategy, the realizing that we could put our heads together and figure out the best solution, that has made our relationship and friendship what it is. Because that spills into everything. We both have individual careers now, but those other projects have only been motivating and inspiring to each other and the show. We bring back what we’ve learned on the other sets, in the other negotiations, in the other writers’ rooms or press situations. I’m very lucky to have jumped into this with Ilana Rose Glazer, the ballsy, curly-haired, openhearted, nineteen-year-old girl that cracked me up that night at the corner of the bar at McManus. So many wonderful things have happened since we began working together, but there are a lot of confusing, life-altering things in there too, and it’s such a relief to have someone who completely understands the good and the bad.

The Journal called the memo the “Peanut Butter Manifesto,” because in it, Garlinghouse complains, “We lack a focused, cohesive vision for our company. We want to do everything and be everything—to everyone. We’ve known this for years, talk about it incessantly, but do nothing to fundamentally address it. We are scared to be left out. We are reactive instead of charting an unwavering course. We are separated into silos that far too frequently don’t talk to each other. And when we do talk, it isn’t to collaborate on a clearly focused strategy, but rather to argue and fight about ownership, strategies and tactics.… “I’ve heard our strategy described as spreading peanut butter across the myriad opportunities that continue to evolve in the online world. The result: a thin layer of investment spread across everything we do and thus we focus on nothing in particular. “I hate peanut butter. We all should.

■​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.

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.

Dr. Fauci’s strategy for managing the COVID-19 pandemic was to suppress viral spread by mandatory masking, social distancing, quarantining the healthy (also known as lockdowns), while instructing COVID patients to return home and do nothing—receive no treatment whatsoever—until difficulties breathing sent them back to the hospital to submit to intravenous remdesivir and ventilation. This approach to ending an infectious disease contagion had no public health precedent and anemic scientific support. Predictably, it was grossly ineffective; America racked up the world’s highest body counts. Medicines were available against COVID—inexpensive, safe medicines—that would have prevented hundreds of thousands of hospitalizations and saved as many lives if only we’d used them in this country. But Dr. Fauci and his Pharma collaborators deliberately suppressed those treatments in service to their single-minded objective—making America await salvation from their novel, multi-billion dollar vaccines. Americans’ native idealism will make them reluctant to believe that their government’s COVID policies were so grotesquely ill-conceived, so unfounded in science, so tethered to financial interests, that they caused hundreds of thousands of wholly unnecessary deaths.

Russia selling arms to China, U.S. Navy concerned July 30, 1997 Web posted at: 12:00 P.M. EST (1700 GMT) From Washington chief correspondent Michael Flasetti WASHINGTON (TCN)—As tensions mount in the South China Sea, a confrontation between the Chinese and UN military, led by the U.S. Navy, seems inevitable. Adding to the danger of the situation is the news, reportedly obtained by the CIA, that Russia has been arming China with advanced weapons, among them nuclear attack submarines that may be deployed into the waters surrounding the Spratly Islands. The news that Russia has been selling arms to the Chinese is not new. Over the past two years, China has taken delivery of four Russian Kilo-class diesel submarines, which are considerably less advanced than Russia’s nuclear submarines. However, the possibility that Russia has sold more advanced submarines to the Chinese is of great concern to White House military advisers. A source close to the Joint Chiefs of Staff has disclosed that the Russians have even collaborated with the Chinese on a prototype nuclear attack submarine, and that the submarine may see action in the Spratly conflict. If true, this presents a possible shift in the balance of naval power in the region, and a great concern to the recently downsized U.S. Navy. Russian president Gennadi Zyuganov, himself a conservative Communist like Chinese leader Li Peng, refused to comment on the possibility of advanced weapons sales to China, yet did say that Russia enjoys a balanced trade agreement with China on the sales of certain weapons, including Kilo class submarines. Russia, cash-poor since the breakup of the Soviet Union, clearly depends on submarine sales to China to help fund social and economic projects, as well as the upgrading of its own navy.

10 Practical Strategies to Improve Your Critical Thinking Skills and Unleash Your Creativity In today's rapidly changing world, the ability to think critically and creatively has become more important than ever. Whether you're a student looking to excel academically, a professional striving for success in your career, or simply someone who wants to navigate life's challenges with confidence, developing strong critical thinking skills is crucial. In this blog post, we will explore ten practical strategies to help you improve your critical thinking abilities and unleash your creative potential. 1. Embrace open-mindedness: One of the cornerstones of critical thinking is being open to different viewpoints and perspectives. Cultivate a willingness to listen to others, consider alternative opinions, and challenge your own beliefs. This practice expands your thinking and encourages creative problem-solving. 2. Ask thought-provoking questions: Asking insightful questions is a powerful way to stimulate critical thinking. By questioning assumptions, seeking clarity, and exploring deeper meanings, you can uncover new insights and perspectives. Challenge yourself to ask thought-provoking questions regularly. 3. Practice active listening: Listening actively involves not just hearing, but also understanding, interpreting, and empathizing with the speaker. By honing your active listening skills, you can better grasp complex ideas, identify underlying assumptions, and engage in more meaningful discussions. 4. Seek diverse sources of information: Expand your knowledge base by seeking information from a wide range of sources. Engage with diverse perspectives, opinions, and ideas through books, articles, podcasts, and documentaries. This habit broadens your understanding and encourages critical thinking by exposing you to different viewpoints. 5. Develop analytical thinking skills: Analytical thinking involves breaking down complex problems into smaller components, examining relationships and patterns, and drawing logical conclusions. Enhance your analytical skills by practicing activities like puzzles, riddles, and brain teasers. This will sharpen your ability to analyze information and think critically. 6. Foster a growth mindset: A growth mindset is the belief that your abilities can be developed through dedication and hard work. Embracing this mindset encourages you to view challenges as opportunities for growth, rather than obstacles. By persisting through difficulties, you build resilience and enhance your critical thinking abilities. 7. Engage in collaborative problem-solving: Collaborating with others on problem-solving tasks can spark creativity and strengthen critical thinking skills. Seek out group projects, brainstorming sessions, or online forums where you can exchange ideas, challenge each other's thinking, and find innovative solutions together. 8. Practice reflective thinking: Taking time to reflect on your thoughts, actions, and experiences allows you to gain deeper insights and learn from past mistakes. Regularly engage in activities like journaling, meditation, or self-reflection exercises to develop your reflective thinking skills. This practice enhances your critical thinking abilities by promoting self-awareness and self-improvement. 9. Encourage creativity through experimentation: Creativity and critical thinking often go hand in hand. Give yourself permission to experiment and explore new ideas without fear of failure. Embrace a "what if" mindset and push the boundaries of your thinking. This willingness to take risks and think outside the box can lead to breakthroughs in critical thinking. 10. Continuously learn and adapt: Critical thinking is a skill that can be honed throughout your life. Commit to lifelong learning and seek opportunities to expand your knowledge and skills. Stay curious, be open to new experiences, and embrace change.

Company Team Buildingis a tool that can help inside inspiring a team for that satisfaction associated with organizational objectives. Today?azines multi-cultural society calls for working in a harmonious relationship with assorted personas, particularly in global as well as multi-location companies. Business team building events strategies is a way by which team members tend to be met towards the requirements of the firm. They help achieve objectives together instead of working on their particular. Which are the benefits of company team building events? Team building events methods enhance conversation among co-workers. The huge benefits include improved upon morality as well as management skills, capacity to handle difficulties, and much better understanding of work environment. Additional positive aspects would be the improvements inside conversation, concentration, decision making, party problem-solving, and also reducing stress. What are the usual signs that reveal the need for team building? The common signs consist of discord or even hostility between people, elevated competitors organizations between staff, lack of function involvement, poor decision making abilities, lowered efficiency, as well as poor quality associated with customer care. Describe different methods of business team development? Company team development experts as well as person programs on ?working collaboratively? can supply different ways of business team building. An important method of business team building is actually enjoyment routines that want communication between the members. The favored activities are fly-fishing, sailing regattas, highway rallies, snow boarding, interactive workshops, polls, puzzle game titles, and so forth. Each one of these routines would help workers be competitive and hone their own side considering abilities. Just what services are offered by the team building events trainers? The majority of the coaches offer you enjoyable functions, coming from accommodation to be able to dishes and much more. The actual packages include holiday packages, rope courses, on-going business office video games, and also ice-breakers. Coaching fees would depend on location, number of downline, classes, and sophistication periods. Special discounts are available for long-term deals of course, if the quantity of associates will be higher. Name some well-known corporate team development event providers within the U.Utes. Several well-liked companies are Accel-Team, Encounter Based Studying Inc, Performance Supervision Organization, Team development Productions, The education Haven Incorporated, Enterprise Upwards, Group Contractors In addition, and Team development USA.If you want to find out more details, make sure you Clicking Here

Brian Chesky sends to all Airbnb employees is a powerful one. “You have to continue to repeat things” Brian told our class at Stanford. “Culture is about repeating, over and over again, the things that really matter for your company.” Airbnb reinforces these verbal messages with visual impact as well. Brian hired an artist from Pixar to create a storyboard of the entire experience of an Airbnb guest, from start to finish, emphasizing the customer-centered design thinking that is a hallmark of its culture. Even Airbnb conference rooms tell a story; each one is a replica of a room that’s available for rent on the service. Every time Airbnb team members hold a meeting in one of those rooms, they are reminded of how guests feel when they stay there. At Amazon, Jeff Bezos famously bans PowerPoint decks and insists on written memos, which are read in silence at the beginning of each meeting. This memo policy is one of the ways that Amazon encourages a culture of truth telling. Memos have to be specific and comprehensive, and those who read the memos have to respond in kind rather than simply sit through some broad bullet points on a PowerPoint deck and nod vague agreement. Bezos believes that memos encourage smarter questions and deeper thinking. Plus, because they’re self-contained (rather than requiring a person to present a deck), they are more easily distributed and consumed by a wider population within Amazon. The late Steve Jobs used architecture as a core part of his deliberate communications strategy at Pixar. He designed Pixar headquarters so that the front doors, main stairs, main theater, and screening rooms all led to the atrium, which contained the café and mailboxes, ensuring that employees from all departments and specialties would see people from other groups on a regular basis, thus reinforcing Pixar’s collaborative, inclusive culture.

When we become an autonomous organization, we will be one of the largest unadulterated digital security organizations on the planet,” he told the annual Intel Security Focus meeting in Las Vegas. “Not only will we be one of the greatest, however, we will not rest until we achieve our goal of being the best,” said Young. This is the main focus since Intel reported on agreements to deactivate its security business as a free organization in association with the venture company TPG, five years after the acquisition of McAfee. Young focused on his vision of the new company, his roadmap to achieve that, the need for rapid innovation and the importance of collaboration between industries. “One of the things I love about this conference is that we all come together to find ways to win, to work together,” he said. First, Young highlighted the publication of the book The Second Economy: the race for trust, treasure and time in the war of cybersecurity. The main objective of the book is to help the information security officers (CISO) to communicate the battles that everyone faces in front of others in the c-suite. “So we can recruit them into our fight, we need to recruit others on our journey if we want to be successful,” he said. Challenging assumptions The book is also aimed at encouraging information security professionals to challenge their own assumptions. “I plan to send two copies of this book to the winner of the US presidential election, because cybersecurity is going to be one of the most important issues they could face,” said Young. “The book is about giving more people a vision of the dynamism of what we face in cybersecurity, which is why we have to continually challenge our assumptions,” he said. “That’s why we challenge our assumptions in the book, as well as our assumptions about what we do every day.” Young said Intel Security had asked thousands of customers to challenge the company’s assumptions in the last 18 months so that it could improve. “This week, we are going to bring many of those comments to life in delivering a lot of innovation throughout our portfolio,” he said. Then, Young used a video to underscore the message that the McAfee brand is based on the belief that there is power to work together, and that no person, product or organization can provide total security. By allowing protection, detection and correction to work together, the company believes it can react to cyber threats more quickly. By linking products from different suppliers to work together, the company believes that network security improves. By bringing together companies to share intelligence on threats, you can find better ways to protect each other. The company said that cyber crime is the biggest challenge of the digital era, and this can only be overcome by working together. Revealed a new slogan: “Together is power”. The video also revealed the logo of the new independent company, which Young called a symbol of its new beginning and a visual representation of what is essential to the company’s strategy. “The shield means defense, and the two intertwined components are a symbol of the union that we are in the industry,” he said. “The color red is a callback to our legacy in the industry.” Three main reasons for independence According to Young, there are three main reasons behind the decision to become an independent company. First of all, it should focus entirely on enterprise-level cybersecurity, solve customers ‘cybersecurity problems and address clients’ cybersecurity challenges. The second is innovation. “Because we are committed and dedicated to cybersecurity only at the company level, our innovation is focused on that,” said Young. Third is growth. “Our industry is moving faster than any other IT sub-segment, we have t

Innovation (and enjoyment) flourishes when teachers collaborate to learn and practice new strategies. Isolation is often the enemy of innovation.

Web 2.0 is not a revolution in technology; it’s an evolution in the way people are using technology. It’s about harnessing the distributed collaborative potential of the internet to connect and communicate with other like-minded people wherever they are: creating communities, and sharing knowledge, thoughts, ideas and dreams.

Research by Neilson, Martin, and Powers shows that execution exemplars focus their efforts on two levers far more powerful than structural change: • Clarifying decision rights—for instance, specifying who “owns” each decision and who must provide input • Ensuring information flows where it’s needed—such as promoting managers laterally so they build networks needed for the cross-unit collaboration critical to a new strategy Tackle decision rights and information flows first, and only then alter organizational structures and realign incentives to support those moves. Armed

A good leader gets his team to adopt the right attitude and collaborate with discipline

Building on the Pentagon’s anthrax simulation (1999) and the intelligence agency’s “Dark Winter” (2001), Atlantic Storm (2003, 2005), Global Mercury (2003), Schwartz’s “Lockstep” Scenario Document (2010), and MARS (2017), the Gates-funded SPARS scenario war-gamed a bioterrorist attack that precipitated a global coronavirus epidemic lasting from 2025 to 2028, culminating in coercive mass vaccination of the global population. And, as Gates had promised, the preparations were analogous to “preparing for war.”191 Under the code name “SPARS Pandemic,” Gates presided over a sinister summer school for globalists, spooks, and technocrats in Baltimore. The panelists role-played strategies for co-opting the world’s most influential political institutions, subverting democratic governance, and positioning themselves as unelected rulers of the emerging authoritarian regime. They practiced techniques for ruthlessly controlling dissent, expression, and movement, and degrading civil rights, autonomy, and sovereignty. The Gates simulation focused on deploying the usual psyops retinue of propaganda, surveillance, censorship, isolation, and political and social control to manage the pandemic. The official eighty-nine-page summary is a miracle of fortune-telling—an uncannily precise month-by-month prediction of the 2020 COVID-19 pandemic as it actually unfolded.192 Looked at another way, when it erupted five years later, the 2020 COVID-19 contagion faithfully followed the SPARS blueprint. Practically the only thing Gates and his planners got wrong was the year. Gates’s simulation instructs public health officials and other collaborators in the global vaccine cartel exactly what to expect and how to behave during the upcoming plague. Reading through the eighty-nine pages, it’s difficult not to interpret this stunningly prescient document as a planning, signaling, and training exercise for replacing democracy with a new regimen of militarized global medical tyranny. The scenario directs participants to deploy fear-driven propaganda narratives to induce mass psychosis and to direct the public toward unquestioning obedience to the emerging social and economic order. According to the scenario narrative, a so-called “SPARS” coronavirus ignites in the United States in January 2025 (the COVID-19 pandemic began in January 2020). As the WHO declares a global emergency, the federal government contracts a fictional firm that resembles Moderna. Consistent with Gates’s seeming preference for diabolical cognomens, the firm is dubbed “CynBio” (Sin-Bio) to develop an innovative vaccine using new “plug-and-play” technology. In the scenario, and now in real life, Federal health officials invoke the PREP Act to provide vaccine makers liability protection.

Identifying Cultural Norms The following domains are areas in which cultural norms may vary significantly from company to company. Transitioning leaders should use this checklist to help them figure out how things really work in the organizations they’re joining. Influence. How do people get support for critical initiatives? Is it more important to have the support of a patron within the senior team, or affirmation from your peers and direct reports that your idea is a good one? Meetings. Are meetings filled with dialogue on hard issues, or are they simply forums for publicly ratifying agreements that have been reached in private? Execution. When it comes time to get things done, which matters more—a deep understanding of processes or knowing the right people? Conflict. Can people talk openly about difficult issues without fear of retribution? Or do they avoid conflict—or, even worse, push it to lower levels, where it can wreak havoc? Recognition. Does the company promote stars, rewarding those who visibly and vocally drive business initiatives? Or does it encourage team players, rewarding those who lead authoritatively but quietly and collaboratively? Ends versus means. Are there any restrictions on how you achieve results? Does the organization have a well-defined, well-communicated set of values that is reinforced through positive and negative incentives?

At its heart, ecosystem strategy is about partner alignment. Customer insight and great execution are the necessary but no longer sufficient drivers of success. As delivering your value propositions has become more dependent on collaboration, finding ways to align your partners has moved to center stage. In industries, working with partners meant mastering supply chains and distribution channels—everyone understood their role and position. In ecosystems, the challenge is aligning critical partners whose vision of who-does-what may vary dramatically from your own.

The 10 behaviors of Google’s best managers: Is a good coach. Empowers team and does not micromanage. Creates an inclusive team environment, showing concern for success and well-being. Is productive and results-oriented. Is a good communicator — listens and shares information. Supports career development and discusses performance. Has a clear vision/strategy for the team. Has key technical skills to help advise the team. Collaborates across the company. Is a strong decision maker.

2.1 Recommendation: Law enforcement agencies should collaborate with community members to develop policies and strategies in communities and neighborhoods disproportionately affected by crime for deploying resources that aim to reduce crime by improving relationships, greater community engagement, and cooperation.

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.

While collaboration can be beneficial, it should not come at the expense of national interests. A well-defined National AI Strategy is imperative for safeguarding data sovereignty, nurturing AI talent, and fostering a competitive AI ecosystem. The future of a nation may well be determined by its ability to navigate the complex interplay of cooperation and competition in the AI era.

Governments lacking AI projects, research and development endeavors, and a comprehensive national AI strategy, but engaging in discussions and collaborations focused on the risks and safety of AI, present a paradox.

The success of product development and launch strategies for businesses in all industries is greatly influenced by best market research companies in Myanmar. These businesses enable businesses to make informed decisions that drive innovation and market penetration by providing valuable insights into consumer behaviors, market trends, and competitive landscapes. In today's dynamic business environment, it is essential for organizations looking to create competitive products and launch them successfully to comprehend the significance of market research. This article looks at how market research companies play a variety of roles in product development and launch strategies. It emphasizes the importance of working together, making decisions based on data, and taking advantage of market research trends for long-term growth and market leadership. 1. Companies' Introduction to Market Research An Overview of Business Market Research Market research is essential for helping businesses comprehend their market, competition, and customers. To make decisions based on accurate information, it involves gathering and evaluating data. Contribution of best market research companies in Myanmar to Product Development Market research firms are specialized in collecting insights that can be used to inform product development strategies for businesses. They assist in determining the demand for new products, assessing consumer behavior, and identifying market opportunities. 2. Understanding Consumer Needs and Preferences is Critical to Product Development Market research provides businesses with in-depth insights into consumer preferences, needs, and actions. In order to create products that resonate with the intended audience, this understanding is essential. Research can be used to assess market demand and potential, allowing businesses to make decisions about product development based on data. New products' chances of success are boosted while risks are reduced. 3. Utilizing Market Research for Launch Strategies Market Segmentation and Targeting Market research enables businesses to divide their target market into subsets based on behavior, psychographics, and demographics. For a more successful product launch, this segmentation helps tailor marketing strategies to specific consumer groups. Pricing and Positioning Strategies Businesses can figure out the best pricing strategy for their products based on consumer perceptions, competitor pricing, and market trends by conducting market research. Additionally, research aids in effectively positioning products in the market to set them apart from rivals. 4. Collaborating with Market Research Firms Choosing the Right Market Research Partner It is essential to select the right market research partner in order to obtain insights that are both accurate and applicable. Expertise, industry experience, and the capacity to provide insights that are in line with the company's goals should all be taken into account. Creating Effective Research Briefs Businesses should provide their market research partner with concise and in-depth research briefs to maximize the value of the research. A clearly defined brief assists in ensuring that the research is focused, pertinent, and in line with the company's objectives. 5. Studies of Cases: Product Launches That Work: The Importance of Market Research Market research is essential to the success of product launches. We are able to see the direct impact of market research on product development strategies by analyzing real-world examples. Market research companies offer valuable insights that can make or break a product launch, from comprehending consumer preferences to determining market gaps. ### Impact of Market Research on Product Launches Market research has a significant impact on product launches because it ensures that businesses know what their target audience wants and needs. Companies are able to effectively f

At Anaheim SEO Masters, we help your business grow online. Based in sunny Anaheim, California, our expert team specializes in digital marketing and SEO. We develop customized strategies to enhance your website’s visibility and increase traffic. From site optimization and engaging content creation to social media management, we cover it all. Our goal is to simplify digital marketing, allowing you to focus on running your business. Let’s collaborate to elevate your online presence and watch your business thrive!

Transform your digital marketing strategy with Arin.bz your all-in-one platform for influencer collaborations, partnership management, and hospitality marketing. Elevate your brand with data-driven insights and streamlined solutions tailored to meet your marketing goals.

If you “get” that last sentence, you’ll probably feel as I do right now as I write: we live in between two impending dangers, both real, both potential threats to our existence. To our left, we face the frightening gradual accumulation of environmental and social consequences of ecological overshoot. To our right, we face the more sudden social consequences of having our terror management strategies fail, plunging us and our neighbors into our most reactive, most neurotic, and least rational behaviors right at a time when we need cool heads and a collaborative spirit.

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.

The power of science is seen in the cumulative and coordinated nature of scientific work; each generation in science builds on the work of workers who came before, and each generation organizes its energies via collaboration and public discussion. This social organization permits the scientific strategy to function at the level of social groups; the dialogue between the speculative voice and the critical voice can literally be a dialogue, rather than something internalized in the mind-set of the individual scientist. These social groups can include some individuals who are not especially open-minded-who are very wedded to their own ideas-provided that the group as a whole retains flexibility and responsiveness to evidence.

Class Quality Abstract Data Types Have you thought of the classes in your program as abstract data types and evaluated their interfaces from that point of view? Abstraction Does the class have a central purpose? Is the class well named, and does its name describe its central purpose? Does the class's interface present a consistent abstraction? Does the class's interface make obvious how you should use the class? Is the class's interface abstract enough that you don't have to think about how its services are implemented? Can you treat the class as a black box? Are the class's services complete enough that other classes don't have to meddle with its internal data? Has unrelated information been moved out of the class? Have you thought about subdividing the class into component classes, and have you subdivided it as much as you can? Are you preserving the integrity of the class's interface as you modify the class? Encapsulation Does the class minimize accessibility to its members? Does the class avoid exposing member data? Does the class hide its implementation details from other classes as much as the programming language permits? Does the class avoid making assumptions about its users, including its derived classes? Is the class independent of other classes? Is it loosely coupled? Inheritance Is inheritance used only to model "is a" relationships—that is, do derived classes adhere to the Liskov Substitution Principle? Does the class documentation describe the inheritance strategy? Do derived classes avoid "overriding" non-overridable routines? Are common interfaces, data, and behavior as high as possible in the inheritance tree? Are inheritance trees fairly shallow? Are all data members in the base class private rather than protected? Other Implementation Issues Does the class contain about seven data members or fewer? Does the class minimize direct and indirect routine calls to other classes? Does the class collaborate with other classes only to the extent absolutely necessary? Is all member data initialized in the constructor? Is the class designed to be used as deep copies rather than shallow copies unless there's a measured reason to create shallow copies?

The traditional lecture format of the twentieth century (which is still largely used in business schools) was quite adapted to the bygone industrial era. In that format, one enlightened person talks (the teacher as knowledge giver) while the students (a-lumni, “those who do not see the light”) listen passively. Such traditional setting worked well in a world in which knowledge access was limited, environmental changes were slower and hierarchical organizations relied on passive workers mostly to relay information and obey orders. In our digital, post-industrial age, organizations that thrive are those that have flexible structures, adaptable strategies and a culture of constant learning and collaboration among so-called “knowledge workers”. Modern companies expect students to become autonomous information seekers and problem solvers. Students expect to be given tools, methods and concepts that will make them better at thinking critically and creatively (Lima, 2003). But that is not always what they find in passive learning environments.

What often makes the readjustment process after transforming change so unsatisfying is that old relationships have not been allowed to change. One of the struggles in South Africa today, for example, has to do with moving from a posture of resistance to one of reconstruction. How do you move from struggling against a great evil to collaborating in order to create a just society? The process mobilizes a different set of emotions and calls for compromises. It is perhaps for this reason that reconciliation is so difficult to attain.

Without an innovation strategy, innovation improvement efforts can easily become a grab bag of much-touted best practices: dividing R&D into decentralized autonomous teams, spawning internal entrepreneurial ventures, setting up corporate venture-capital arms, pursuing external alliances, embracing open innovation and crowdsourcing, collaborating with customers, and implementing rapid prototyping, to name just a few. There is nothing wrong with any of those practices per se. The problem is that an organization’s capacity for innovation stems from an innovation system : a coherent set of interdependent processes and structures that dictates how the company searches for novel problems and solutions, synthesizes ideas into a business concept and product designs, and selects which projects get funded.

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 AAR is not an open-ended brainstorming session, but a straightforward process of experiential learning structured around five questions: 1. What was the intent? What was the strategy at the time the action began? What was the desired outcome? How was the strategy expected to be achieved? 2. What actually happened? What were the actual events as they occurred within a specific timeframe? Who did what? Where? How? When? Reactions? Blame is not ascribed but, rather, a factual chronology is collaboratively pieced together. 3. Why did it happen? This is the diagnostic portion. Commentary is offered about possible reasons why the specific outcome was not the intended strategic intent, or about reasons for success. 4. How can we do better? What was learned? 5. What do we do now?

the TTAPS study and the wider debate it ignited helped drive home the absurdity of nuclear strategies dependent on massive deterrence. The United States and the USSR had created a situation where even a limited nuclear conflict would cause a climate disaster that could quite possibly, among other things, collapse global agriculture, dooming civilization as we know it. With these weapons, there was no destroying your enemy without also destroying yourself. It brought to mind Stanley Kubrick’s brilliant Cold War dark comedy, Dr. Strangelove, in which the Soviets create a “doomsday machine” that will detonate if a nuclear war starts, rendering the entire world uninhabitable. The TTAPS nuclear winter study revealed that we had, unwittingly, built such a machine. These results were widely discussed in the security communities of both superpowers, and are often cited as helping to motivate the partial disarmament that both sides undertook as the Cold War wound down. Anti-Greenhouse In all these studies, Pollack and his collaborators were discovering variations that can be induced, by changes in quantities of gases or suspended particles, in a planetary greenhouse.

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.

I was once hired by an organization to deliver a workshop on networking. The goal was to provide their engineers with tools and strategies for expanding their circles of influence—to foster innovation, collaboration, and teambuilding. One of the engineers raised her hand in the middle of the program and bluntly said, “I’m happy with the people in my life and don’t care to add any more.” I respect and appreciate her position and have sometimes felt the same way. But, as long as we are alive, we will meet, greet, and interact with new people. Even if we are not inviting them into our personal lives, being socially brave will open new doors which may have remained closed otherwise.

What Makes It Work-A Review of the Research Literature Describing Factors Which Influence the Success of Collaboration. They describe collaboration as a mutually beneficial and well-defined relationship entered into by two or more organizations to achieve common goals. The relationship includes a commitment to: (1) a shared vision and mutual goals; (2) a jointly developed structure, shared responsibility, and agreed-upon methods of communication; (3) mutual authority and accountability for success; and (4) sharing of resources and rewards.

The quality of students wasn’t an issue; Tsinghua and nearby Peking University attracted the highest-scoring students from each year’s national examinations. But the SEM’s curriculum and teaching methods were dated, and new faculty members were needed. To be a world-class school required world-class professors, but many instructors, holdovers from a bygone era, knew little about markets or modern business practices. The school’s teaching was largely confined to economic theory, which wasn’t very practical. China needed corporate leaders, not Marxist theoreticians, and Tsinghua’s curriculum placed too little emphasis on such critical areas as finance, marketing, strategy, and organization. The way I see it, a business education should be as much vocational as academic. Teaching business is like teaching medicine: theory is important, but hands-on practice is essential. Medical students learn from cadavers and hospital rounds; business students learn from case studies—a method pioneered more than a century ago by Harvard Business School that engages students in analyzing complex real-life dilemmas faced by actual companies and executives. Tsinghua’s method of instruction, like too much of China’s educational system, relied on rote learning—lectures, memorization, and written tests—and did not foster innovative, interactive approaches to problem solving. Students needed to know how to work as part of a team—a critical lesson in China, where getting people to work collaboratively can be difficult. At Harvard Business School we weren’t told the “right” or “wrong” answers but were encouraged to think for ourselves and defend our ideas before our peers and our at-times-intimidating professors. This helped hone my analytical skills and confidence, and I believed a similar approach would help Chinese students.

There is no way to overestimate the critical importance of adult teamwork and communication when we have challenging students like Toni. In isolation, teachers can feel like the last soldier on the battlefield, defending modern civilization against the potential chaos of a world filled with unruly teenagers. Toni was seen as one of those chaos-threatening students. She would often display her bad behavior in front of a lone teacher, provoking all of the consequences the adult had available. As a teacher once admitted to me when reflecting on his own emotional buildup and fear of losing control, which had propelled him to become more harshly punitive than he even expected he could be: "Not on my watch were we going to lose the battle!" When teachers have time to collaborate with each other and administrators, the metaphor of war can be put aside, and we can return to the boundless terrain of education.

Shade 34: A Simple Strategy For we are fellow workmen (joint promoters, laborers together) with and for God (1 Cor 3:9 AMP). You know that you can do nothing apart from Him. You know that “we were all given the one Spirit to drink” (1 Corinthians 12:13 NIV), and when we drink from His Spirit He abides in us and we abide in Him. With that as our foundation, we can talk about collaborating with God.

Utilizing collaborative learning strategies creates an inclusive and dynamic classroom environment where students actively engage with course material, exchange ideas, and learn from one another, enhancing both academic achievement and interpersonal skills.

The Game-Changer in Diabetes Management: Continuous Glucose Monitors Continuous Glucose Monitors (CGMs) have revolutionized diabetes management, offering real-time insights into blood sugar levels like never before. In this article, we'll delve into the significance of CGMs, their benefits, and why they are a game-changer for individuals living with diabetes. Understanding Continuous Glucose Monitors Continuous Glucose Monitors are wearable devices that constantly monitor glucose levels in the interstitial fluid, providing users with real-time data on their blood sugar levels. Unlike traditional finger-prick tests, CGMs offer a continuous stream of information, allowing for proactive management of diabetes. Benefits of Continuous Glucose Monitors Real-Time Monitoring: CGMs offer instant feedback on blood sugar levels, enabling users to make informed decisions about their diet, medication, and lifestyle choices. Early Detection of Trends: CGMs track glucose trends over time, allowing users to identify patterns and adjust their management strategies accordingly. Improved Diabetes Management: With continuous monitoring, individuals can better manage their blood sugar levels, reducing the risk of hyperglycemia and hypoglycemia episodes. Enhanced Quality of Life: CGMs provide greater freedom and flexibility, reducing the need for frequent finger pricks and offering peace of mind to individuals and their caregivers. Why CGMs Are a Game-Changer Precision Medicine: Continuous Glucose Monitors enable personalized diabetes management by providing individualized insights into glucose fluctuations and responses to various factors. Empowerment Through Data: CGMs empower users with valuable data, enabling them to take control of their health and make informed decisions in collaboration with healthcare providers. Continuous Innovation: Advancements in CGM technology, such as improved accuracy and connectivity features, continue to enhance the user experience and expand the capabilities of these devices. Integration with Digital Health Ecosystem: CGMs seamlessly integrate with mobile apps and other digital health platforms, facilitating data sharing, remote monitoring, and telehealth consultations. Conclusion Continuous Glucose Monitors represent a significant advancement in diabetes management, offering real-time insights, personalized care, and improved quality of life for individuals living with diabetes. As technology continues to evolve, CGMs will play an increasingly vital role in empowering individuals to live healthier, more active lives while effectively managing their condition.

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.

Goals, Strategies, and Fundamentals Missions are generally long term in nature. Goals translate missions into practical, quantifiable medium-term objectives that then trigger the search for short-term action plans. Goals can be broadly quantified around three main dimensions: profitability, growth, and sustainability. It is important that boards and executive teams understand the interactions and especially the trade-offs between these three dimensions. It is impossible to pursue all three goals simultaneously, at least in the short term. Boards need to address this major challenge with executives, as, at least in the short term and possibly also in the medium term, these three goals cannot be pursued simultaneously. Executive teams thus face clear trade-offs which they need to recognize and manage. Boards are there to support executives with necessary clarifications on the goals that need to be pursued. Strategies are the action plans that executives deploy following the choice of mission by owners and the selection of goals by the board, in collaboration with the executive team. In case growth is chosen as the goal, for example, typical strategic choices are: build, buy, or ally strategies.14 The selection of a strategy does not depend solely on goals, it also depends on company fundamentals: the type of industry the firm operates in, the client’s ecosystem, suppliers, competitors, regulators, where and how the company generates cash flows, the types of risks the company faces and needs to mitigate against, as well as the company’s ability to raise financing. Examples are presented illustrating how strategies are selected by examining cash flow generating opportunities.

For Van Meegeren, the moral was clear. The close-copy strategy carried enormous risk. Instead, like robot builders and video designers but Decades ahead of his time, he opted for the 50 percent solution—he would do 50 percent of the work toward creating a Vermeer, rather than 99 percent, and let his eager viewers collaborate in building their own trap.

Why do we love games like sports? Because games are a simplified version of life. They incorporate elements of competition and cooperation, providing a platform for socialization and learning. Games present us with goals to achieve, teammates to collaborate with, obstacles to overcome, challenges to face, unpredictability to manage, strategies to develop, and skills to hone. Importantly, games offer valuable life lessons.

A PLC typically consists of three to eight teachers who share a cohort of students, a grade level, or a subject area. These groups meet on a regular basis to discuss a variety of topics relevant to student achievement. In an ideal setting, this collaboration provides a venue for teachers to share successes and challenges, trade ideas, and create new supports or structures for struggling students.

When employees are at odds over commission allocation, as a leader, an optimal /highly effective strategy entails meticulously assessing the quandary, proposing a transparent and collaborative resolution, securing consensus, meticulously documenting both the agreement and its implementation, and then enacting the solution with precision. Conflict resolution transcends being merely an art; it is equally a science. It aims at circling things out and putting the matters into perspective for the next move and it's purpose is to bring clarity to the situation and lay the groundwork for the next stage of the task or a new assignment.

Why do we love games like sports? Because games are a simplified version of life. They incorporate elements of competition and cooperation, providing a platform for socialization and learning. Games present us with goals to achieve, teammates to collaborate with, obstacles to overcome, challenges to face, unpredictability to manage, strategies to develop, and skills to hone. Importantly, games offer valuable life lessons.

Effective delegation of tasks to team! Establishing a culture of trust within your team, encouraging open communication and collaboration is the key. Clearly define the scope and context of each task, providing relevant background information to enhance understanding. Set measurable objectives and deadlines, allowing team members to take ownership of their responsibilities. Foster an environment that promotes continuous learning by encouraging team members to seek feedback and share insights throughout the process. Finally, regularly assess progress and adapt strategies as needed, ensuring that delegation remains a dynamic and responsive process. Draw a distinction between tearing down criticism to building up ( constructive) criticism. This points to communication skills.

Here they are, the principles every Thriving Artist lives by— the Rules of the New Renaissance: 1.​The Starving Artist believes you must be born an artist. The Thriving Artist knows you must become one. 2.​The Starving Artist strives to be original. The Thriving Artist steals from his influences. 3.​The Starving Artist believes he has enough talent. The Thriving Artist apprentices under a master. 4.​The Starving Artist is stubborn about everything. The Thriving Artist is stubborn about the right things. 5.​The Starving Artist waits to be noticed. The Thriving Artist cultivates patrons. 6.​The Starving Artist believes he can be creative anywhere. The Thriving Artist goes where creative work is already happening. 7.​The Starving Artist always works alone. The Thriving Artist collaborates with others. 8.​ The Starving Artist does his work in private. The Thriving Artist practices in public. 9.​The Starving Artist works for free. The Thriving Artist always works for something. 10.​The Starving Artist sells out too soon. The Thriving Artist owns his work. 11.​The Starving Artist masters one craft. The Thriving Artist masters many. 12.​The Starving Artist despises the need for money. The Thriving Artist makes money to make art.

Your Competition Has Network Effects, Too To figure out a response, it’s important to acknowledge a common myth about defensibility and moats: that somehow, network effects will magically help you fend off competition. This is a myth repeated again and again in startup pitch presentations to investors and entrepreneurs. It’s a lie that entrepreneurs tell to themselves. It isn’t true—simply having network effects is not enough, because if your product has them, it’s likely that your competitors have them, too. Whether you are a marketplace, social network, workplace collaboration tool, or app store, you are in a “networked category.” It’s intrinsic in these categories that every player is a multi-sided network that connects people, and is governed under the dynamics of Cold Start Theory. Effective competitive strategy is about who scales and leverages their network effects in the best way possible. No wonder we often see smaller players upend larger ones, in an apparent violation of Metcalfe’s Law. If every product in a category can rely on their network, then it’s not about who’s initially the largest. Instead, the question is, who is doing the best job amplifying and scaling their Acquisition, Engagement, and Economic effects. It’s what we see repeatedly over time: MySpace was the biggest social network in the mid-2000s and lost to Facebook, then a smaller, newer entrant with a focus on college networks with stronger product execution. HipChat was ahead in workplace communication, but was upended by Slack. Grubhub created a successful, profitable multibillion-dollar food-ordering company, but has rapidly lost ground to Uber Eats and DoorDash.

At an impasse, an idea popped into my head. Rather than have them talk about what they thought was true about the various options, I would ask them to specify what would have to be true for the option on the table to be a fantastic choice. The result was magical. Clashing views turned into collaboration to really understand the logic of the options.

I met with every president every month initially (every quarter by year ten) to work on strategy, leadership, and personnel issues. The presidents and I addressed a joint agenda collaboratively.

Taking a group of individual high achievers and asking them to work together to craft strategy is no simple matter. Since strategic choice is a judgment call in which nobody can prove that a particular strategy is right or the best in advance, there is a fundamental challenge to coming to organizational decisions on strategy. Everyone selects and interprets data about the world and comes to a unique conclusion about the best course of action. Each person tends to embrace a single strategic choice as the right answer. That naturally leads to the inclination to attack the supporting logic of opposing choices, creating entrenchment and extremism, rather than collaboration and deep consideration of the ideas.

A win-win strategy or situation will ensure that both the citizens and the government are cooperating and collaborating accordingly.

Challenge: How do you match the right people with the right skills at the right time? Solution: Corporations, education institutions, and public policy makers must aggregate the demand for labor and collaborate on curricula.

The Instagram versus Hipstamatic story is perhaps the canonical example of a strategy made famous by Chris Dixon’s 2015 essay “Come for the tool, stay for the network.” Chris writes: A popular strategy for bootstrapping networks is what I like to call “come for the tool, stay for the network.” The idea is to initially attract users with a single-player tool and then, over time, get them to participate in a network. The tool helps get to initial critical mass. The network creates the long term value for users, and defensibility for the company.40 There are many other examples across many sectors beyond photo apps: The Google Suite provides stand-alone tools for people to create documents, spreadsheets, and presentations, but also network features around collaborative editing, and comments. Games like Minecraft or even classics like Street Fighter can be played in single-player mode where you play against the computer, or multiplayer mode where you play with friends. Yelp started out effectively as a directory tool for people to look up local businesses, showing addresses and phone numbers, but the network eventually built out the database of photos and reviews. LinkedIn started as a tool to put your resume online, but encouraged you to build up your professional network over time. “Come for the tool, stay for the network” circumvents the Cold Start Problem and makes it easier to launch into an entire network—with PR, paid marketing, influencers, sales, or any number of tried-and-true channels. It minimizes the size requirement of an atomic network and in turn makes it easy to take on an entire network. Whether it’s photo-sharing apps or restaurant directories, in the framework of the Cold Start Theory, this strategy can be visualized. In effect, a tool can be used to “prop up” the value of the network effects curve when the network is small.

In his writing about communism’s insidiousness, Miłosz referenced a 1932 novel, Insatiability. In it, Polish writer Stanisław Witkiewicz wrote of a near-future dystopia in which the people were culturally exhausted and had fallen into decadence. A Mongol army from the East threatened to overrun them. As part of the plan to take over the nation, people began turning up in the streets selling “the pill of Murti-Bing,” named after a Mongolian philosopher who found a way to embody his “don’t worry, be happy” philosophy in a tablet. Those who took the Pill of Murti-Bing quit worrying about life, even though things were falling apart around them. When the Eastern army arrived, it surrendered happily, its soldiers relieved to have found deliverance from their internal tension and struggles. Only the peace didn’t last. “But since they could not rid themselves completely of their former personalities,” writes Miłosz, “they became schizophrenics.”7 What do you do when the Pill of Murti-Bing stops working and you find yourself living under a dictatorship of official lies in which anyone who contradicts the party line goes to jail? You become an actor, says Miłosz. You learn the practice of ketman. This is the Persian word for the practice of maintaining an outward appearance of Islamic orthodoxy while inwardly dissenting. Ketman was the strategy everyone who wasn’t a true believer in communism had to adopt to stay out of trouble. It is a form of mental self-defense. What is the difference between ketman and plain old hypocrisy? As Miłosz explains, having to be “on” all the time inevitably changes a person. An actor who inhabits his role around the clock eventually becomes the character he plays. Ketman is worse than hypocrisy, because living by it all the time corrupts your character and ultimately everything in society. Miłosz identified eight different types of ketman under communism. For example, “professional ketman” is when you convince yourself that it’s okay to live a lie in the workplace, because that’s what you have to do to have the freedom to do good work. “Metaphysical ketman” is the deepest form of the strategy, a defense against “total degradation.” It consists of convincing yourself that it really is possible for you to be a loyal opponent of the new regime while working with it. Christians who collaborated with communist regimes were guilty of metaphysical ketman. In fact, says Miłosz, it represents the ultimate victory of the Big Lie over the individual’s soul.

Expanding its strategy services, the company started to engage clients in the innovation process. The Simmons failure was partly explained by IDEO’s lack of appreciation for what the client’s manufacturing organization was set up to produce. The behind-closed-doors approach that served the company so well in product innovation services, shielding clients from failures along the way, backfired for strategic innovation services. To do better, IDEO began to hire more people with business degrees to complement the skills of the design, engineering, and human-factors experts. IDEO started to collaborate with clients to help them become better failure practitioners.

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?

Collaborative work is the future of career readiness.

North Node Aries in 1st House: You are encouraged to leave your private partnership comfort zone to take great adventures in public, or at least try to be assertive and brave. With your north node Aries in 1st house, you are destined to show your true color and dare to be yourself. Gone is the diplomatic and tactic strategy in the sphere of partnerships. This time, life seriously challenges you to be the first, to do with your ego and act according to your impulse by following your dream for all things that you never dared to think about, especially when you were in your childhood, where past life experiences' influences were still quite strong on your collaboration-oriented mind. North Node Aries in 1st house put your Aries soul energy on the front line of your life. It is important to display Aries's potential in public to practice and foster your positive energies in the process of your spiritual growth.

PERSONAL IDENTITY AUDIT How do you think the world views you? How do you view yourself? How is the “public you” different from the “private you”? What conditions produce the BEST VERSION OF YOU? (The version of you who competes and gets the highest results.) Competition Fear of loss A setback A victory Having someone believe in you A point to prove Name a ninety-day period of your career during which you were the hungriest to succeed. What drove you? How do you handle a public loss? Do you feel you’re entitled to things without earning them? How difficult a personality do you have? Do you have a tendency of blaming others for your lack of effort or discipline? If yes, why? Very difficult Difficult Somewhat difficult Easygoing Very easygoing Do you get along with people like yourself or can there be only one of you in the room? Who do you speak to the most when you’re losing? People ahead of you People at the same level as you People not yet at your level No one Who are you secretly envious of that no one knows about?Don’t worry about writing this one down. No one will know youranswer but you. How is your relationship with the person you’remost envious of? How much of that envy is due to your not willing to do the work that the other individual is willing to do? What type of people annoy you the most and why? What type of people do you like the most and why? Who do you collaborate with the most? What qualities and traits do you admire most in others? How do you handle pressure? How often do you challenge your own vision to help improve your perspective? What brings out the worst side of you? Why? What brings out the best side of you? Why? What do you value the most in business and in life? What do you fear the most in your line of business? What accomplishment are you most proud of and why? Who do you want to be? What kind of life do you want to live?

The collaboration between LPM and TBM is a harmonious blend of strategic alignment, financial responsibility, data-driven decision-making, and a commitment to efficiency and continuous improvement. An excel-lent meal results from the perfect combination of ingredients and techniques. Organizational success is the outcome of the harmonious integration of LPM and TBM. This recipe for excellence satisfies both the palate and the bottom line.

The world of corporate business is particularly well equipped to help solve the problems of the world through the ingenuity, creativity, collaboration and resources that it can so often call forth more effectively and efficiently than other human organizations.

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)

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.

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.

CRM (Customer Relationship Management) is a marketing strategy that focuses on managing interactions and relationships with customers. CRM enables businesses to improve customer satisfaction, loyalty, and retention by providing personalized experiences that meet their needs. CRM is an essential aspect of modern marketing as it enables businesses to understand their customers' behavior, preferences, and needs and develop targeted marketing campaigns that resonate with them. In Go High Level, CRM (Customer Relationship Management) is a core component of the platform. The CRM functionality in Go High Level enables businesses to manage their customer interactions and relationships more effectively, improving customer satisfaction, loyalty, and retention. The CRM functionality in Go High Level includes a range of features and tools designed to help businesses automate and streamline their customer-facing processes, as well as provide them with insights into their customers' behavior, preferences, and needs. In essence, CRM is a set of practices, technologies, and strategies that businesses use to manage their customer interactions and relationships. The goal of CRM is to build stronger, more meaningful relationships with customers by providing them with personalized experiences and tailored solutions. CRM in marketing can be divided into three main categories: operational CRM, analytical CRM, and collaborative CRM. Operational CRM focuses on automating and streamlining customer-facing processes, such as sales, marketing, and customer service. This type of CRM is designed to improve efficiency and productivity by automating repetitive tasks and providing a centralized database of customer information. Operational CRM includes features such as sales pipeline management, lead nurturing, and customer service management. Analytical CRM focuses on analyzing customer data to gain insights into their behavior, preferences, and needs. This type of CRM enables businesses to make data-driven decisions by providing them with a better understanding of their customers' needs and preferences. Analytical CRM includes features such as customer segmentation, data mining, and predictive analytics. Collaborative CRM focuses on enabling businesses to collaborate and share customer information across different departments and functions. This type of CRM helps to break down silos within organizations and improve communication and collaboration between different teams. Collaborative CRM includes features such as customer feedback management, social media monitoring, and knowledge management. CRM is important for marketing because it enables businesses to build stronger, more meaningful relationships with customers. By understanding their customers' behavior, preferences, and needs, businesses can develop targeted marketing campaigns that resonate with them. This results in higher customer satisfaction, loyalty, and retention. CRM can also help businesses to improve their sales and marketing processes by providing them with better visibility into their sales pipeline and enabling them to track and analyze their marketing campaigns' effectiveness. This enables businesses to make data-driven decisions to improve their sales and marketing strategies, resulting in increased revenue and growth. Another benefit of CRM in marketing is that it enables businesses to personalize their marketing campaigns. Personalization is essential in modern marketing as it enables businesses to tailor their marketing messages and solutions to meet their customers' specific needs and preferences. This results in higher engagement and conversion rates, as customers are more likely to respond to marketing messages that resonate with them. Lead Generation: Go High Level provides businesses with a range of tools to generate leads, including customizable landing pages, web forms, and social media integrations.

South Korea’s government and private industry have spent the last quarter-century collaborating to build this pop culture empire, in pursuit of a soft-power strategy that they’ve dubbed “Hallyu,” or the “Korean Wave.

Benchmarks should aid rather than substitute multifaceted, human-centric assessment focused on benefiting diverse populations. We must see behind the leaderboard, upholding wisdom over metrics. Tools like model cards and datasheets support responsible benchmark practices. But comprehensive governance requires collaboration at all levels of society.

Everything about us—our brains, our minds, and our bodies—is geared toward collaboration in social systems. This is our most powerful survival strategy, the key to our success as a species, and it is precisely this that breaks down in most forms of mental suffering.

Influence. How do people get support for critical initiatives? Is it more important to have the support of a patron within the senior team, or affirmation from your peers and direct reports that your idea is a good one? Meetings. Are meetings filled with dialogue on hard issues, or are they simply forums for publicly ratifying agreements that have been reached in private? Execution. When it comes time to get things done, which matters more—a deep understanding of processes or knowing the right people? Conflict. Can people talk openly about difficult issues without fear of retribution? Or do they avoid conflict—or, even worse, push it to lower levels, where it can wreak havoc? Recognition. Does the company promote stars, rewarding those who visibly and vocally drive business initiatives? Or does it encourage team players, rewarding those who lead authoritatively but quietly and collaboratively? Ends versus means. Are there any restrictions on how you achieve results? Does the organization have a well-defined, well-communicated set of values that is reinforced through positive and negative incentives?

We offer three possibilities that explain Obama’s strategy: 1) incompetence; 2) collaboration; 3) Obama is a pawn in a larger global conspiracy.

Hughes has put forward a number of promising policy proposals to remain competitive. These include collaboration between the U.S. private and public sectors to increase competitiveness; fiscal and monetary reform; technological innovation; the creation of a lifelong learning culture;3 and increased U.S. civilian research and development.

The practices and artifacts of Scrum –backlogs, sprints, stand ups, increments, burn charts –reflect an understanding of the need to strike a balance between planning and improvisation, and the value of engaging the entire team in both. As we’ll see later, Agile and Lean ideas can be useful beyond their original ecosystems, but translation must be done mindfully. The history of planning from Taylor to Agile reflects a shift in the zeitgeist –the spirit of the age –from manufacturing to software that affects all aspects of work and life. In business strategy, attention has shifted from formal strategic planning to more collaborative, agile methods. In part, this is due to the clear weakness of static plans as noted by Henry Mintzberg. Plans by their very nature are designed to promote inflexibility. They are meant to establish clear direction, to impose stability on an organization… planning is built around the categories that already exist in the organization.[ 43] But the resistance to plans is also fueled by fashion. In many organizations, the aversion to anything old is palpable. Project managers have burned their Gantt charts. Everything happens emergently in Trello and Slack. And this is not all good. As the pendulum swings out of control, chaos inevitably strikes. In organizations of all shapes and sizes, the failure to fit process to context hurts people and bottom lines. It’s time to realize we can’t not plan, and there is no one best way. Defining and embracing a process is planning, and it’s vital to find your fit. That’s why I believe in planning by design. As a professional practice, design exists across contexts. People design all sorts of objects, systems, services, and experiences. While each type of design has unique tools and methods, the creative process is inspired by commonalities. Designers make ideas tangible so we can see what we think. And as Steve Jobs noted, “It’s not just what it looks like and feels like.

When you create enriched environments of positive stress and high demand, your motivation to succeed is sky-high without any conscious effort on your part. You are not in conflict with your environment but being pulled forward by it. The specific strategies detailed in this chapter for outsourcing your motivation to enriched environments included: Installing several layers of external pressure and accountability; Making your goals public; Setting high expectations for customers and fans; Investing up front on your projects and scheduling them in advance; Surrounding yourself with people who have higher personal standards than you have; Competing with people who have a much higher skill level than you do by viewing competition as a form of collaboration; Making a commitment and then practicing or performing these in public settings. The external pressure of performing for others only heightens your internal pressure to succeed; Getting enough clarity to move forward a few steps toward your goal; Hiring a mentor who is world-class at what you want to do; and Joining a mastermind group filled with role models and people who will help you elevate your life.

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.

2. Once you are at about 30 people, you should hold a weekly staff meeting. Schedule a regular weekly time. Review key metrics. Be ready with a set of key topics for discussion on broader company or product strategy or key issues a functional area faces. Different members of the staff can present on a specific key topics or issue each week. Note: this is not meant to be an opportunity for team members to give an in-depth update once a week—it is a forum for discussion of metrics and strategy. Remember the purpose of the meeting may be more for your reports then for you. While you have context on what every executive is doing, the other executives will not otherwise have clarity into their peers’ organizations. The weekly staff meetings are meant to create a forum for knowledge sharing and issue raising, relationship building, collaboration, and strategy.