Collaborative Intelligence Quotes

There’s another option. You can consider the reader, not as a helpless victim or a passive consumer, but as an active, intelligent, worthy collaborator. A colluder, a coillusionist.

Positive emotions are mark of human intelligence. Modern artificial intelligence systems are more focusing on incorporating higher human traits like self awareness, self control, social skills, leadership, collaboration and empathy in machine.

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

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.

God #1 is the Single-cell Intelligence, the collaborative brain that knows how to run a simple protozoan. The First God is the one-celled God. The First and original craft of God is Protozoan.

A secret history of the US Government’s Nazi-hunting operation concludes that American intelligence officials created a safe haven in the US for Nazis and their collaborators after WW2 and it details decades of clashes, often hidden, with other nations over war criminals here and abroad”.

Candor, collaboration, and cooperation are almost impossible to establish in environments where turf wars and one-upsmanship exist.

The most significant gift our species brings to the world is our capacity to think. The most significant danger our species brings to the world is our inability to think with those who think differently.

Surely for as long as there have been nights as bad as this one---something to raise the possibility of another night that could actually, with love and cockcrows, light the path home, banish the Adversary, destroy the boundaries between our lands our bodies, our stories, all false, about who we are: for the one night, leaving only the clear way home and the memory of the infant you saw, almost too frail, there's too much shit in these streets, camels andother beasts stir heavily outside, each hoof a chance to wipe him out, make him only another Messiah, and sure somebody's around already taking bets on that one, while here in this town the Jewish collaborators are selling useful gossip to Imperial Intelligence, and the local hookers are keeping the foreskinned invaders happy, charging whatever the traffic will bear, just like the innkeepers who're naturally delighted with this registration thing, and up in the capital they're wondering should they, maybe, give everybody a number; yeah, something to help SPQR record-keeping...and Herod, or Hitler, fellas...what kind of a world is it...for a baby to come in tippin' those toledos at 7 pounds 8 ounces thinkin' he's gonna redeem it, why, he ought have his head examined... "But on the way home tonight, you wish you'd picked him up, held him a bit. Just held him, very close to your heart, his cheek by the hollow of your shoulder, full of sleep. As it it were you who could, somehow, save him. For the moment not caring who you're supposed to be registered as. For the moment, anyway, no longer who the Caesars say you are.

And that means that we should be appropriately sceptical of the left hemisphere’s vision of a mechanistic world, an atomistic society, a world in which competition is more important than collaboration; a world in which nature is a heap of resource there for our exploitation, in which only humans count, and yet humans are only machines – not even very good ones, at that; a world curiously stripped of depth, colour and value. This is not the intelligent, if hard-nosed, view that its espousers comfort themselves by making it out to be; just a sterile fantasy, the product of a lack of imagination, which makes it easier for us to manipulate what we no longer understand. But it is a fantasy that displaces and renders inaccessible the vibrant, living, profoundly creative world that it was our fortune to inherit – until we squandered our inheritance.

Market share determines who is right and who is wrong. Mind share asks what is possible. This

The people who have closed their eyes and ears to the new opportunity are the people who are actually using their brain very little.

One thing that distinguishes a boss from a leader is the ability to suspend belief and disbelief so that innovations and new processes will have a chance to emerge.

The fact that we are different doesn’t mean that one of us is wrong. It just means that there’s a different kind of right. —Faith Jegede When

The realization that you cannot be good at everything makes this possible; you will come to realize how much you truly need others to extend your reach. HOW

While group collaboration can certainly be a source of collective intelligence, it can also get you to jump off a cliff or drive too fast. And that’s probably why some form of continued connection to the adults and their adult perspectives still exists in traditional cultures, and even in our animal cousins. Without adults around, young adolescents can literally go wild.

It's always useless to try to cut oneself off, even from other people's cruelty and stupidity. You can't say: "I don't know about it." One either fights or collaborates. There is nothing less excusable than war, and the appeal to national hatreds. But once war has come, it is both cowardly and useless to try to stand on one side under the pretext that one is not responsible. Ivory towers are down. Indulgence is forbidden—for oneself as well as for other people. It is both impossible and immoral to judge an event from outside. One keeps the right to hold this absurd misfortune in contempt only by remaining inside it. One individual's reaction has no intrinsic importance. It can be of some use, but I can justify nothing. Dilettante's dream of being free to hover above his time is the most ridiculous form of liberty. This is why I must try to serve. And, if they don't want me, I must also accept the position of the "despised civilian." In both cases, I am absolutely free to judge things and to feel as disgusted with them as I like. In both cases, I am in the midst of the war and have the right to judge it. To judge it and to act

I began looking for these four: Smart. It doesn’t mean high IQ (although that’s great), it means disposed toward learning. If there’s a best practice anywhere, adopt it. We want to turn as much as possible into a routine so we can focus on the few things that require human intelligence and creativity. A good interview question for this is: “Tell me about the last significant thing you learned about how to do your job better.” Or you might ask a candidate: “What’s something that you’ve automated? What’s a process you’ve had to tear down at a company?” Humble. I don’t mean meek or unambitious, I mean being humble in the way that Steph Curry is humble. If you’re humble, people want you to succeed. If you’re selfish, they want you to fail. It also gives you the capacity for self-awareness, so you can actually learn and be smart. Humility is foundational like that. It is also essential for the kind of collaboration we want at Slack. Hardworking. It does not mean long hours. You can go home and take care of your family, but when you’re here, you’re disciplined, professional, and focused. You should also be competitive, determined, resourceful, resilient, and gritty. Take this job as an opportunity to do the best work of your life. Collaborative. It’s not submissive, not deferential—in fact it’s kind of the opposite. In our culture, being collaborative means providing leadership from everywhere. I’m taking responsibility for the health of this meeting. If there’s a lack of trust, I’m going to address that. If the goals are unclear, I’m going to deal with that. We’re all interested in getting better and everyone should take responsibility for that. If everyone’s collaborative in that sense, the responsibility for team performance is shared. Collaborative people know that success is limited by the worst performers, so they are either going to elevate them or have a serious conversation. This one is easy to corroborate with references, and in an interview you can ask, “Tell me about a situation in your last company where something was substandard and you helped to fix it.

Most of the successful innovators and entrepreneurs in this book had one thing in common: they were product people. They cared about, and deeply understood, the engineering and design. They were not primarily marketers or salesmen or financial types; when such folks took over companies, it was often to the detriment of sustained innovation. “When the sales guys run the company, the product guys don’t matter so much, and a lot of them just turn off,” Jobs said. Larry Page felt the same: “The best leaders are those with the deepest understanding of the engineering and product design.”34 Another lesson of the digital age is as old as Aristotle: “Man is a social animal.” What else could explain CB and ham radios or their successors, such as WhatsApp and Twitter? Almost every digital tool, whether designed for it or not, was commandeered by humans for a social purpose: to create communities, facilitate communication, collaborate on projects, and enable social networking. Even the personal computer, which was originally embraced as a tool for individual creativity, inevitably led to the rise of modems, online services, and eventually Facebook, Flickr, and Foursquare. Machines, by contrast, are not social animals. They don’t join Facebook of their own volition nor seek companionship for its own sake. When Alan Turing asserted that machines would someday behave like humans, his critics countered that they would never be able to show affection or crave intimacy. To indulge Turing, perhaps we could program a machine to feign affection and pretend to seek intimacy, just as humans sometimes do. But Turing, more than almost anyone, would probably know the difference. According to the second part of Aristotle’s quote, the nonsocial nature of computers suggests that they are “either a beast or a god.” Actually, they are neither. Despite all of the proclamations of artificial intelligence engineers and Internet sociologists, digital tools have no personalities, intentions, or desires. They are what we make of them.

In this setup, the pressure is always on the non-talker to change, rather than on the talker to be more versatile. This situation minimizes the importance of nonverbal communication: doing nice things for each other, making attentive gestures, or sharing projects in a spirit of collaboration.

Leaders with high emotional intelligence create a culture of trust, respect, and collaboration, where everyone feels valued and heard. They build teams that are not just efficient, but also empowered and fulfilled. Emotional intelligence is not just a nice-to-have for leaders, it's a must-have.

At its heart, AI isn't just about codes, algorithms, or cutting-edge technology. It's a reflection of our societal values and our collective aspirations. And in a world of diversity, our AI solutions must echo the universal chant of inclusivity, ensuring no one is left behind in this techno-logical renaissance.

late 1980s, when it became possible for ordinary people at home or in the office to dial up and go online. This would launch a new phase of the Digital Revolution, one that would fulfill the vision of Bush, Licklider, and Engelbart that computers would augment human intelligence by being tools both for personal creativity and for collaborating.

All descriptions of how near certainty is to be achieved are based primarily on emerging technologies. A Global Information Grid of “persistent surveillance” will gather information and share that information in a networked “collaborative information environment.” Automated systems will fuse that intelligence and make possible “virtual collaboration among geographically dispersed” analysts who will generate intelligence and, ultimately, knowledge. Some even assume that this “robust intelligence” will deliver not only a clear appreciation for the current situation, but also generate “predictive intelligence” that will allow US forces to “anticipate the unexpected." Despite its enthusiastic embrace, the assumption of near-certainty in future war is a dangerous fallacy.

Flowers preceded insects upon this earth; when the latter appeared, the flower had therefore to adapt an entirely new mechanism to the habits of these unexpected collaborators. This fact alone, geologically indisputable, amid all that we do not know, is enough to establish evolution, and does not this rather vague word mean, in the final analysis, adaptation, modification, intelligent progress?

A kid born today would grow up in a world where carbon-silicate lace was as common as titanium or glass. That it was a collaboration between humanity and the ghosts of a massive and alien intelligence would go right by them. Holden was one of the lucky generation who would straddle that break point, that seam between before and after that Naomi and Amos and Ip were making literal right now, and so he could be amazed by how cool it was.

launch the team well, and only then to help members take the greatest possible advantage of their favorable performance circumstances. Indeed, my best estimate is that 60 percent of the variation in team effectiveness depends on the degree to which the six enabling conditions are in place, 30 percent on the quality of a team’s launch, and just 10 percent on the leader’s hands-on, real-time coaching (see the “60-30-10 rule” in Chapter 10).

Normally the unconscious collaborates with the conscious without friction or disturbance, so that one is not even aware of its existence. But when an individual or a social group deviates too far from their instinctual foundations, they then experience the full impact of unconscious forces. The collaboration of the unconscious is intelligent and purposive, and even when it acts in opposition to consciousness its expression is still compensatory in an intelligent way, as if it were trying to restore the lost balance.

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

Nasty Gal Obsessed: We keep the customer at the center of everything we do. Without customers, we have nothing. Own It: Take the ball and run with it. We make smart decisions, put the business first, and do more with less. People Are Important: Reach out, make friends, build trust. No Assholes: We leave our egos at the door. We are respectful, collaborative, curious, and open-minded. Learn On: What we’re building has never been built before—the future is ours to write. We get excited about growth, take intelligent risks, and learn from our mistakes. Have Fun and Keep It Weird.

More often and more insistently as that time recedes, we are asked by the young who our "torturers" were, of what cloth were they made. The term torturers alludes to our ex-guardians, the SS, and is in my opinion inappropriate: it brings to mind twisted individuals, ill-born, sadists, afflicted by an original flaw. Instead, they were made of the same cloth as we, they were average human beings, averagely intelligent, averagely wicked: save the exceptions, they were not monsters, they had our faces, but they had been reared badly. They were, for the greater part, diligent followers and functionaries, some frantically convinced of the Nazi doctrine, many indifferent, or fearful of punishment, or desirous of a good career, or too obedient. All of them had been subjected to the terrifying miseducation provided for and imposed by the schools created in accordance with the wishes of Hitler and his collaborators, and then completed by the SS "drill." Many had joined this militia because of the prestige it conferred, because of its omnipotence, or even just to escape family problems. Some, very few in truth, had changes of heart, requested transfers to the front lines, gave cautious help to prisoners or chose suicide. Let it be clear that to a greater or lesser degree all were responsible, but it must bee just as clear that behind their responsibility stands that the great majority of Germans who accepted in the beginning, out of mental laziness, myopic calculation, stupidity, and national pride the "beautiful words" of Corporal Hitler, followed him as long as luck and lack of scruples favored him, were swept away by his ruin, afflicted by deaths, misery, and remorse, and rehabilitated a few years later as the result of an unprincipled political game.

Ellison, Gates, and the other members of this government/industry collaboration used the lockdown to accelerate construction of their 5G network54 of satellites, antennae, biometric facial recognition, and “track and trace” infrastructure that they, and their government and intelligence agency partners, can use to mine and monetize our data, further suppress dissent, to compel obedience to arbitrary dictates, and to manage the rage that comes as Americans finally wake up to the fact that this outlaw gang has stolen our democracy, our civil rights, our country, and our way of life—while we huddled in orchestrated fear from a flu-like virus.

Power itself is founded largely on disgust. The whole of advertising, the whole of political discourse, is a public insult to the intelligence, to reason - but an insult in which we collaborate, abjectly subscribing to a silent interaction. The day of hidden persuasion is over: those who govern us now resort unapologetically to arm-twisting pure and simple. The prototype here was a banker got up like a vampire, saying, 'I am after you for your money' . A decade has already gone by since this kind of obscenity was introduced, with the government's blessing, into our social mores. At the time we thought the ad feeble because of its aggressive vulgarity. In point of fact it was a prophetic commercial, full of intimations of the future shape of social relationships, because it operated, precisely, in terms of disgust, avidity and rape. The same goes for pornographic and food advertising, which are also powered by shamelessness and lust, by a strategic logic of violation and anxiety. Nowadays you can seduce a woman with the words, 'I am interested in your cunt' . The same kind of crassness has triumphed in the realm of art, whose mounds of trivia may be reduced to a single pronouncement of the type, 'What we want from you is stupidity and bad taste' . And the fact is that we do succumb to this mass extortion, with its subtle infusion of guilt. It is true in a sense that nothing really disgusts us any more. In our eclectic culture, which embraces the debris of all others in a promiscuous confusion, nothing is unacceptable. But for this very reason disgust is nevertheless on the increase - the desire to spew out this promiscuity, this indifference to everything no matter how bad, this viscous adherence of opposites. To the extent that this happens, what is on the increase is disgust over the lack of disgust. An allergic temptation to reject everything en bloc: to refuse all the gentle brainwashing, the soft-sold overfeeding, the tolerance, the pressure to embrace synergy and consensus.

While Simpson and Steele were talking to reporters from five different media outlets and Steele was meeting with the FBI, Fusion GPS and Steele were also promoting the “dossier” to a high official at the Justice Department, Bruce Ohr. It turns out that his wife, Nellie H. Ohr, was a paid employee of Fusion GPS who wrote extensively about Russian topics. According to the House Intelligence Committee, she provided “opposition research” on Trump in collaboration with Steele’s “dossier.”23 Her husband, who was associate deputy attorney general, held secret meetings with both Simpson and Steele.24 The Ohr-Fusion entente was not disclosed by Simpson when he testified before the Senate Judiciary Committee.

then “man-computer symbiosis,” as Licklider called it, will remain triumphant. Artificial intelligence need not be the holy grail of computing. The goal instead could be to find ways to optimize the collaboration between human and machine capabilities—to forge a partnership in which we let the machines do what they do best, and they let us do what we do best. SOME LESSONS FROM THE JOURNEY Like all historical narratives, the story of the innovations that created the digital age has many strands. So what lessons, in addition to the power of human-machine symbiosis just discussed, might be drawn from the tale? First and foremost is that creativity is a collaborative process. Innovation comes from teams more often than from the lightbulb moments of lone geniuses.

It was one of those rare moments where one has a vision of the scope of the wild ocean. Not just small cylinders firing to keep a tiny engine running, but rather the giant, massive gears of nature, each one with its own reasoning, its own meta-logic, spinning in its particular circle in competition or in confluence with the gear below it. We zeroed in on the school, but our progress was painfully slow, It would have been foolish to speed into the tumult-we would have ruined our baits in the process and doomed our chances of hooking a tuna. But luckily, the commotion did not subside. If anything it only grew more frantic and exhuberant on our approach. Beneath the birds, beneath the dolphins, beneath the menhaden, there should have been an equally vast school of giant bluefin tuna, collaborating with vertebrates of the so-called higher orders of life to form the floor of the prey trap, sealing the baitfish in from below, while the dolphins and birds made up the trap's walls and ceiling. A strike from a giant tuna seemed inevitable.....as the boat moved forward, I saw seabirds gathering up ahead into a cloud, the size and violence of which I had never seen before. Gannets - big, albatross-like pelagic birds - flew hundreds of feet above the churning surface of the water. In a flock of many thousands, they whirled in unison and then, as if on command from some brigadier general of bird life, dropped in an arc, bird after bird, into the water beneath. The gyre of gannets turned in a clockwise direction, and down below, spinning counterclockwise, was the largest school of dolphins I'd ever seen. There in the angry blue-green sea, the dolphins had corralled a vast school of menhaden-small herringlike creatures that, when bitten, release globules of oil that float on the surface. Oil slicks flattened the water everywhere as the dolphins swirled around, using their exceptional intelligence and wolf-pack cooperation to befuddle and surround the fish, which in turn whirled in a clockwise direction.

In August 1977 Canadians reacted with horror and revulsion when they learned that in the 1950s and early 1960s, one of the most eminent psychiatrists in the country had used his vulnerable patients as unwitting guinea pigs in brainwashing experiments funded by the CIA and the Canadian government. Behind the doors of the so-called sleep room on Wards 2 South, Dr. Ewen Cameron, the director of Montreal’s Allan Memorial Institute, exposed dozens of his own patients to barbaric treatments from which some never fully recovered. Operating under the belief that he could wipe brains clean of "bad behavior" and program in new behaviour, Cameron kept patients in a chemical sleep for weeks and months at a time exposing them to massive amounts of electro-shock and drugs such as LSD, and forced them to listen to tape-recorded messages repeated endlessly through headphones. Cameron was not alone in his desire to reprogram the human brain. The U.S. intelligence establishment found in him an eager collaborator, and funded his work substantially and covertly. Eventually, after years of stonewalling by the CIA, nine of the dozens of victims were at last given a chance to claim restitution for Cameron’s “treatments” by taking the powerful U.S. intelligence agency to court.

This entails certain corollaries on which true individualism once more stands in sharp opposition to the false individualism of the rationalistic type. The first is that the deliberately organized state on the one side, and the individual on the other, far from being regarded as the only realities, which all the intermediate formations and associations are to be deliberately suppressed, as was the aim of the French Revolution, the noncompulsory conventions of social intercourse are considered as essential factors in preserving the orderly working in human society. The second is that the individual, in participating in the social processes, must be ready and willing to adjust himself to changes and to submit to conventions which are not the result of intelligent design, whose justification in the particular instance may be recognizable, and which to him will often appear unintelligible and irrational. I need not say much on the first point. That true individualism affirms the value of the family and all the common efforts of the small community and group, that it believes in local autonomy and voluntary associations, and that indeed its case rests largely on the contention that much for which the coercive action of the state is usually invoked can be done better by voluntary collaboration need not be stressed further. There can be no greater contrast to this than the false individualism which wants to dissolve all these smaller groups into atoms which have no cohesion other than the coercive rules imposed by the state, and which tries to make all social ties prescriptive, instead of using the state mainly as a protection of the individual against the arrogation of coercive powers by the small groups. Quite as important for the functioning of an individualist society as these smaller groupings of men are the traditions and conventions which evolve in a free society and which, without being enforceable, establish flexible but normally observed rules that make the behavior of other people predictable in a high degree. The willingness to submit to such rules, not merely so long as one understands the reason for them but so long as one has no definite reasons to the contrary, is an essential condition for the gradual evolution and improvement of the rules of social intercourse; and the readiness ordinarily to submit to the products of a social process which nobody may understand is also an indispensible condition if it is to be possible to dispense with compulsion. That the existence of common conventions and traditions among a group of people will enable them to work together smoothly and efficiently with much less formal organization and compulsion than a group without such common background, is of course, a commonplace. But the reverse of this, while less familiar, is probably not less true: that coercion can probably only be kept to a minimum in a society where conventions and traditions have made the behavior of man to a large extent predictable.

The danger was within itself: it was the crisis of confidence it was going through, the fear of being itself. When you considered them individually, French boys were as active and intelligent as ever. But they lacked the sort of shared hope and dreams which are the sign of health in a people. The fact that the celebrations for the 150th anniversary of the Revolution were only funeral commemorations revealed that weakness, that lifelessness. It was so clear

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

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

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

In the book Social Intelligence, Daniel Goleman suggests that “a mood can spread through a group with great rapidity.” How we show up is contagious; the mood “infects” others and spreads throughout the group. If the energy is negative, negativity will spread. If the energy is positive, creativity and optimism will spread.

Table 1: USA Foreign Policy and Actions — Choices, Options, and Alternatives Assassinations, death squads, and drones Bounties for info/capture Bribery, blackmail, and entrapment Celebration of national “morality” and necessity of torture Collaboration/contracts with universities, scientists, professional organizations Contingent “humanitarian” aid Contingent foreign aid Control UN via vetoes Control IMF and World Bank Cooperate with foreign nations (e.g., military, intelligence) Development of domestic crowd controls (e.g., militarization of police) Diplomacy Drug wars and corruptions Disproportionate support of “allies” and enemification of others Establishment of military bases (more than 900 known foreign bases) Exportation of popular American culture Foreign student/faculty/consultant exchanges Fund development of disguised/pseudo-organizations

The test of a first-rate intelligence is the ability to hold two opposed ideas in mind at the same time and still maintain the ability to function.

Aldous Huxley is known today primarily as the author of the novel Brave New World. He was one of the first prominent Americans to publicly endorse the use of psychedelic drugs. Controversial political theorist Lyndon Larourche called Huxley “the high priest for Britain’s opium war,” and claimed he played a conspicuous role in laying the groundwork for the Sixties counterculture. Huxley’s grandfather was Thomas H. Huxley, founder of the Rhodes Roundtable and a longtime collaborator with establishment British historian Arnold Toynbee. Toynbee headed the Research Division of British Intelligence during World War II, and was a briefing officer to Winston Churchill. Aldous Huxley was tutored at Oxford by novelist H. G. Wells, a well-known advocate of world government. Expounding in his “Open Conspiracy: Blue Prints for a World Revolution,” Wells wrote, “The Open Conspiracy will appear first, I believe, as a conscious organization of intelligent and quite possibly in some cases, wealthy men, as a movement having distinct social and political aims. . . . In all sorts of ways they will be influencing and controlling the apparatus of the ostensible government.” Wells introduced Huxley to the notorious Satanist, Aleister Crowley.

GREAT MINDS DON’T THINK ALIKE … BUT THEY CAN LEARN TO THINK TOGETHER!

Will they achieve a uniformity in censorship methods among the various regimes?” “Not uniformity. They will create a system in which the methods support and balance one another in turn....” The Director General invites you to examine the planisphere hanging on the wall. The varied color scheme indicates: the countries where all books are systematically confiscated; the countries where only books published or approved by the State may circulate; the countries where existing censorship is crude, approximate, and unpredictable; the countries where the censorship is subtle, informed, sensitive to implications and allusions, managed by meticulous and sly intellectuals; the countries where there are two networks of dissemination: one legal and one clandestine; the countries where there is no censorship because there are no books, but there are many potential readers; the countries where there are no books and nobody complains about their absence; the countries, finally, in which every day books are produced for all tastes and all ideas, amid general indifference. “Nobody these days holds the written word in such high esteem as police states do,” Arkadian Porphyrich says. “What statistic allows one to identify the nations where literature enjoys true consideration better than the sums appropriated for controlling it and suppressing it? Where it is the object of such attentions, literature gains an extraordinary authority, inconceivable in countries where it is allowed to vegetate as an innocuous pastime, without risks. To be sure, repression must also allow an occasional breathing space, must close an eye every now and then, alternate indulgence with abuse, with a certain unpredictability in its caprices; otherwise, if nothing more remains to be repressed, the whole system rusts and wears down. Let’s be frank: every regime, even the most authoritarian, survives in a situation of unstable equilibrium, whereby it needs to justify constantly the existence of its repressive apparatus, therefore of something to repress. The wish to write things that irk the established authorities is one of the elements necessary to maintain this equilibrium. Therefore, by a secret treaty with the countries whose social regime is opposed to ours, we have created a common organization, with which you have intelligently agreed to collaborate, to export the books banned here and import the books banned there.” “This would seem to imply that the books banned here are allowed there, and vice versa....” “Not on your life. The books banned here are superbanned there, and the books banned there are ultrabanned here. But from exporting to the adversary regime one’s own banned books and from importing theirs, each regime derives at least two important advantages: it encourages the opponents of the hostile regime and it establishes a useful exchange of experience between the police services.” “The

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

There is no single grid or map for us. We must find our way in part through experience-honed intuition and in part through intelligent collaboration. The art in Ingenuity Arts is not about developing a methodology or a technique or a program. It is instead a conscious commitment to develop an adaptive mind and thus, for leaders, an adaptive style of leadership that will enable us to more capably navigate changes that we can’t possibly see from our present vantage point but which will inevitably come.

As with Lawrence, these other competitors in the field tended to be young, wholly untrained for the missions they were given, and largely unsupervised. And just as with their more famous British counterpart, to capitalize on their extraordinary freedom of action, these men drew upon a very particular set of personality traits—cleverness, bravery, a talent for treachery—to both forge their own destiny and alter the course of history. Among them was a fallen American aristocrat in his twenties who, as the only American field intelligence officer in the Middle East during World War I, would strongly influence his nation’s postwar policy in the region, even as he remained on the payroll of Standard Oil of New York. There was the young German scholar who, donning the camouflage of Arab robes, would seek to foment an Islamic jihad against the Western colonial powers, and who would carry his “war by revolution” ideas into the Nazi era. Along with them was a Jewish scientist who, under the cover of working for the Ottoman government, would establish an elaborate anti-Ottoman spy ring and play a crucial role in creating a Jewish homeland in Palestine. If little remembered today, these men shared something else with their British counterpart. Like Lawrence, they were not the senior generals who charted battlefield campaigns in the Middle East, nor the elder statesmen who drew lines on maps in the war’s aftermath. Instead, their roles were perhaps even more profound: it was they who created the conditions on the ground that brought those campaigns to fruition, who made those postwar policies and boundaries possible. History is always a collaborative effort, and in the case of World War I an effort that involved literally millions of players, but to a surprising degree, the subterranean and complex game these four men played, their hidden loyalties and personal duels, helped create the modern Middle East and, by inevitable extension, the world we live in today.

the ability to move from idea and invention to technologies and innovation and finally into the marketplace. This is not something that necessarily happens fast—energy is not software. After all, the lithium battery was invented in the middle 1970s but took more than three decades before beginning to power cars on the road. The modern solar photovoltaics and wind industries began in the early 1970s but did not begin to attain scale until after 2010. Yet the pace of innovation is accelerating, as is the focus, owing in part to the climate agenda and government support, in part to decisions by investors, in the part to the collaboration of different kinds of companies and innovators, and in part to the convergence of technologies and capabilities—from digital to new materials to artificial intelligence and machine learning to business models and more.

The BRAIN Initiative in the United States put big money into public–private collaborations aimed at developing powerful new tools to peek into the workings of the brain. In Europe, the Human Brain Project promises to construct a model of the human brain—perhaps an overambitious goal—in the next decade. The main targets of the China Brain Project are the mechanisms of cognition and brain diseases, as well as advancing information technology and artificial intelligence projects. Strikingly, none of these programs makes a priority of understanding the general principles of brain function.

The US intelligence community’s incubation of Google from inception occurred through a combination of direct sponsorship and informal networks of financial influence, themselves closely aligned with Pentagon interests.”84 Another legal scholar described the “collaboration” between Google and the intelligence community, especially the NSA, as “unprecedented.

India neither respects UN Security Council resolutions nor has the intention to build peace in the region. Indian Intelligence Agencies have always tried for conspiracy against Pakistan and caused economic damage with false propaganda and collaboration of international media, writers, scholars, and such ones, who became of them a chess propaganda army everywhere. The fools, traitors, and idiots having no brain became delicious chocolate for the Indian Intelligence. It is not an illusion or delusion, or table made, story; it is a real and significant truth ever since, as they tried to buy me as well; I am authentic evidence of it. Sold figures harp their voice, motives, and advocacy for them, with the crocodile tears, on the fears of deaths. While such ones never realize the killing of innocent children, elderly and mothers, in Kashmir. When selfishness and greediness dominate upon one, who became sold is unworthy, whether having academic or dynasty background. The peace lies in Indian ruling minds, the biggest democracy in the world if that, realize and accomplish the regulations of the Security Council; indeed, peace shall prevail.

Human Capital > Money Emotional-Intelligence > Economic Intelligence Collaboration > Hierarchy Meaning and Purpose > Material Rewards

reminds me of the soldier-thug Joseph-Désiré Mobutu, who collaborated with Belgian intelligence and the Central Intelligence Agency in Washington in 1961 to assassinate Patrice Lumumba, Congo’s first democratically chosen prime minister. Four years later Mobutu, with American support, staged a military coup in Congo, a country he would rename Zaire and rule as a dictator for thirty years, enforcing policies as indifferent to human suffering and misery as Saddam Hussein’s, and, as Mobutu Sese Seko, amassing a personal fortune of some four billion dollars.

The doctrine that God is in the world has an important practical corollary the sacredness of Nature, and the sinfulness and folly of man's overweening efforts to be her master rather than her intelligently docile collaborator.

It is always useless to try to cut oneself off, even from other people's cruelty and stupidity. You can't say: "I don't know about it." One either fights or collaborates. There is nothing less excusable than war, and the appeal to national hatreds. But once war has come, it is both cowardly and useless to try to stand on one side under the pretext that one is not responsible. Ivory towers are down. Indulgence is forbidden—for oneself as well as for another people. It is both impossible and immoral to judge an event from outside. One keeps the right to hold this absurd misfortune in contempt only by remaining inside it. One individual's reaction has no intrinsic importance. It can be of some use, but I can justify nothing. Dilettante's dream of being free to hover above his time is the most ridiculous form of liberty. This is why I must try to serve. And, if they don't want me, I must also accept the position of the "despised civilian." In both cases, I am absolutely free to judge things and to feel as disgusted with them as I like. In both cases, I am in the midst of the war and have the right to judge it. To judge it and to act.

close collaboration between evil ones and unregenerate social architects operates on a regular basis

CHECK YOURSELF: TWELVE CORE MANAGEMENT COMPETENCIES Maintaining and raising quality_________________ Developing and improving systems______________ Coaching employee performance_________________ Communicating across the organization____________________________________________ Collaborating across the organization_________________________________________________ Resolving conflicts______________________ Building employee motivation_________________ Leading with emotional intelligence_________________ Building teams and team performance____________________________________________________ Managing change_____________________________ Managing your time and priorities________________ Working with ethics and integrity_________________

failure to cooperate and collaborate with others; lack of suitable tools and support; misguided incentives and rewards; and an organizational culture and work practices that tolerate second

While AI technology has reached important levels of performances in narrow settings, the missing part concerns exactly the study of how to create artificial companions (embodied and disembodied) able to integrate different skills in order to help humans in their everyday activities. Similarly, computational cognitive science is interested in individuating how the brain and the mind works as integrated systems. This renewed convergence is, in my view, a necessity driven by the fact that modern and future AI and CogSci research will be again disciplines interested in the same topic: namely the discovery of the mechanisms enabling multitasking intelligence. In order to advance the scientific knowledge in their respective field, in fact, they need to evolve and become sciences (of the artificial) studying the mysteries of "integrated intelligence". Time seems mature for a renewed collaboration.

When you are sitting behind a desk with a person on the other side, there is a barrier between you that becomes a psychological and subliminal message. Some of the best leaders I know have a round table or a circle of chairs in their offices so that when people come in to speak with them, the arrangement lends itself to more engaging interaction. Using a roundtable in which there is no head fosters collaboration, cooperation, mutual respect, and equal positioning.

Benefits of Being Nice • You set positive karma into motion. • What you give is what you get back in return. • You are more likable. • People will treat you better. • You will reduce personal stress. • You will make friends more easily. • You can improve someone else’s day. • You will have less drama in your life. • It takes less energy than being otherwise. • It makes you a more valuable team player. • You create a sense of emotional safety for others. • It can keep you physically and psychologically safe. • You set a positive example for others to play nicely. • You will build bridges of cooperation and collaboration. • You will improve personal and professional interactions • Lastly, being nice feels nice!

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.

While Trump refuses to admit that the Russians hacked our election, I lived it. I saw how it impacted the lives of everyone around me. The Russians may not have changed the totals in the voting machines, but they confused us, inflamed our doubts and our worst impulses, and destabilized the Democratic Party, making it an unfair fight. They paralyzed a significant portion of the electorate with all these disruptions. We're a country of more than 320 million people. In 2016, 69 millioin voted for Hillary, 66 million voted for Donald Trumpt, and 90 million eligible citizens did not vote. To this day it is astonishing to me that we do not treat this as a national emergency. Fair elections are the foundation of our collaboration, our unity, and htis is something we all agree on. The heqads of intelligence agencies and members of Congress predict our 2018 election hack is coming, but there have been no moves to block this next assault on our democracy. Both parties should come together to take the necessary steps to protect the ballot in 2018 and beyond, but the chaos sewn by the hacking still reverberates in our politics and in our media, preventing us from feeling hope and taking action.

multi-sector collaboration and respects the engagement and inclusion of all partners. It does not practice “top down”, but “across

Karl Giese seemed to supply all of Hirschfeld’s needs. He was his secretary, the guardian of the Archive and planner of new projects for the education of the public of homosexuality. His infinite knowledge of Hirschfeld’s work and ideas made him his natural confidant. In short, Giese had the unique position of being his lover and most trusted collaborator. He knew everything that could be known about the Institute, and, soon after he had taken up residence there, he guided visitors through its different departments. They were a mixed crowd—German and foreign doctors, other academics, writers, artists. and many members of the public. Giese was no academic, but he had native wit and considerable intelligence. He had been a brilliant autodidact. He was also an articulate speaker, and Hirschfeld entrusted him with lecturing to the general public on questions of sexual conflict and homosexuality. He fulfilled his many tasks with enthusiasm, and at the same time cared for Hirschfeld’s well-being like a mother.

Digital management is responsible for designing, enabling, and enforcing a collaborative, innovative, intelligent, inspiring and inclusive working environment.

Ideas are rarely, if ever, fully whole at birth. They gestate. They evolve. They grow arms and legs. And the process that accelerates this journey and makes an idea whole begins when you expose the idea to other intelligent, collaborative people.

Digital management is responsible for designing, enabling, and mastering collaborative, innovative and intelligent problem-solving.

There are basically three alien networks at work on earth: The Anti-Grey Nordic [Federation] factions, the Anti-Nordic Grey [Empire] factions and the Nordic-Grey collaborators, which would also include those Terran intelligence agencies and occult lodges who are involved in the collaboration for whatever motive.

the Zhengzhou Information Science and Technology Institute does not actually exist. It has no website, no phone number and no buildings. It does have a post office box in Henan province’s capital city, Zhengzhou, but that’s about it. The name is in fact a cover for the university that trains China’s military hackers and signals intelligence officers, the People’s Liberation Army Information Engineering University, which is based in Zhengzhou.109 Researchers from the University of Texas at Dallas, the State University of New York at Buffalo, Clemson University in South Carolina, Louisiana State University, and City University of New York have all collaborated with individuals who disguise their affiliation with this PLA university, which is in effect its cyberwarfare training school.

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

key intentional questions: • What is most important to you about this? • What is surprising to you right now? • What is inspiring you? • What is challenging you?

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

Collaborative work is the future of career readiness.

Federal law forbids US spy agencies from spying on or surveilling US citizens, but the Western intelligence bureaucracies work in collaboration with one another, and the CIA often deploys European, Israeli, and Canadian agencies as surrogates to skirt US laws.

On September 29, the day after the James attack in Birmingham, the screen showed the arrival in Oxford of former Major General Edwin Walker, who, disciplined for insubordination, had resigned from the U.S. Army in flaming public protest against what he called the Kennedy Administration’s “collaboration and collusion with the international Communist conspiracy.” Walker already had gone on the radio to rally volunteers, confessing that he had been “on the wrong side” when he carried out Eisenhower’s orders to integrate Little Rock’s Central High School five years earlier. “Barnett yes, Castro no!” he declared. “Bring your flags, your tents and your skillets! It is time! Now or never!” Other cameras showed trucks and cars already cruising the streets of Oxford. Intelligence reports picked up Klan Klaverns mobilizing from as far away as Florida. Barnett’s desk was stacked with telegrams offering services to the defense of Mississippi.

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

The Metaverse holds the key to a future where we can connect, create, and collaborate in ways never before imagined.

The Metaverse is not a distant dream; it is a canvas where we can paint the future of human interaction and collaboration.

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

Fools often mistake disrespect for showmanship, thinking that arrogance and bluster will earn them admiration. In truth, they only reveal their lack of class and intelligence!

Look, you should be brilliant at work. You really should. Focused, diligent, determined, collaborative, bold, visionary, purposeful, impactful. Your work must be the standard by which they judge others. But don’t get obsessed with it, even if you’re amazing. Have some humility. Be approachable. Laugh at yourself. Expect mistakes; don’t be too hard on yourself or others. Don’t be a self-righteous ass.

according to Gildea: The French divided between those who collaborated with the Germans, those who resisted them, and those in the middle who resigned themselves to the situation and ‘muddled through’.

In today's rapidly evolving world, the saying 'time waits for no one' has never rung truer. The relentless march of seconds, minutes, and hours continues—indifferent to our aspirations and dreams. But here's the twist: we can harness the very essence of time's unceasing rhythm to our advantage. The clock's unyielding tick-tock is not a foe; it's our most potent ally, signaling the urgency for disruption and innovation.

The allure of tradition is undeniable; it offers a roadmap and a sense of familiarity in the daunting vastness of the unknown. But navigating the modern world with a mindset rooted in tradition can be as impractical as using a map from the 1900s in today's cities.

By merging our collective insights and expertise, we design solutions that transcend the capabilities of any one individual. Think of it as a mental potluck where everyone brings their best dish to the table, resulting in a feast fit for the gods of innovation and change.

The adage ‘That's the way we've always done it’, often seen as a mark of experience, can also be innovation's death knell. The sentiment highlights the danger of clinging to established practices and ignoring the potential of collaborative efforts to drive progress and change.

How can you run Analytics “as one”? If you leave Analytics to IT, you will end up with a first-class race car without a driver: All the technology would be there, but hardly anybody could apply it to real-world questions. Where Analytics is left to Business, however, you’d probably see various functional silos develop, especially in larger organizations. I have never seen a self-organized, cross-functional Analytics approach take shape successfully in such an organization. Instead, you can expect each Analytics silo to develop independently. They will have experts familiar with their business area, which allows for the right questions to be asked. On the other hand, the technical solutions will probably be second class as the functional Analytics department will mostly lack the critical mass to mimic an organization’s entire IT intelligence. Furthermore, a lot of business topics will be addressed several times in parallel, as those Analytics silos may not talk to each other. You see this frequently in organizations that are too big for one central management team. They subdivide management either into functional groups or geographical groups. Federation is generally seen as an organizational necessity. It is well known that it does not make sense to regularly gather dozens of managers around the same table: You’d quickly see a small group discussing topics that are specific to a business function or a country organization, while the rest would get bored. A federated approach in Analytics, however, comes with risks. The list of disadvantages reaches from duplicate work to inconsistent interpretation of data. You can avoid these disadvantages by designing a central Data Analytics entity as part of your Data Office at an early stage, to create a common basis across all of these areas. As you can imagine, such a design requires authority, as it would ask functional silos to give up part of their autonomy. That is why it is worthwhile creating a story around this for your organization’s Management Board. You’d describe the current setup, the behavior it fosters, and the consequences including their financial impact. Then you’d present a governance structure that would address the situation and make the organization “future-proof.” Typical aspects of such a proposal would be The role of IT as the entity with a monopoly for technology and with the obligation to consider the Analytics teams of the business functions as their customers The necessity for common data standards across all of those silos, including their responsibility within the Data Office Central coordination of data knowledge management, including training, sharing of experience, joint cross-silo expert groups, and projects Organization-wide, business-driven priorities in Data Analytics Collaboration bodies to bring all silos together on all management levels

In the weeks to follow, the Shin Bet would begin searching for lessons to be found in the rubble of what would come to be known simply as 9/11. Why had the U.S. intelligence services not been able to prevent the disaster? For one thing, they operated independently and competitively. For another, they relied mostly on technology and rarely collaborated with terrorists. Those tactics may have been fine in the Cold War, but it’s pretty tough to combat fanatical ideals with technology.

HUMAN IN NATURE IS OMNIVOROUS, GREEDY, SOCIAL, INTELLIGENT, VIOLENT AS WELL AS COLLABORATIVE, PASSIONATE, UNDERSTANDING, PEACEFUL AND LOVING, ALL DEPENDS ON WHAT WE CHOOSE.

Digital boards, also known as interactive or electronic whiteboards, have revolutionized the way information is presented and shared in various settings, ranging from classrooms to corporate boardrooms. These sophisticated devices combine the benefits of traditional whiteboards with cutting-edge technology, providing a dynamic and interactive platform for communication. Unlike static whiteboards, digital boards are equipped with touch-sensitive screens that respond to both stylus and finger input, allowing users to write, draw, and manipulate content with ease. This versatility enhances collaboration and engagement, making learning and business meetings more interactive and productive. The potential applications of digital boards are vast, from facilitating remote collaboration to enhancing creative brainstorming sessions. As technology continues to advance, we can expect further innovations in digital board design, with features such as artificial intelligence integration and enhanced interactivity. In essence, digital boards have become indispensable tools in modern communication, fostering dynamic and collaborative environments across educational, professional, and creative domains.

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

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.

analysis done across the global intelligence community is in a transitional stage from a mental activity performed predominantly by a sole analyst to a collaborative team or group activity.

but I had to find out if the desire to be a leader was stronger than his habit of being a boss.

When I worked at Saturday Night Live, I had a five A.M. argument with one of our most intelligent actresses. It was rumored that Lorne was adding another woman to the cast, and she was irate. (In fairness, she was also exhausted. It was five A.M. after writing all night.) She felt there wouldn’t be enough for the girls and that this girl was too similar to her. There wouldn’t be enough screen time to go around. I revived my old argument: How could this be true if we made up the show? A bunch of us suggested that they collaborate instead of compete. And, of course, that’s what they did, with great success, once they were actually in a room together. But where does that initial panic come from? This is what I tell young women who ask me for career advice. People are going to try to trick you. To make you feel that you are in competition with one another. “You’re up for a promotion. If they go with a woman, it’ll be between you and Barbara.” Don’t be fooled. You’re not in competition with other women. You’re in competition with everyone.