Collaborative Short Quotes

In its silence, a book is a challenge: it can't lull you with surging music or deafen you with screeching laugh tracks or fire gunshots in your living room; you have to listen to it in your head. A book won't move your eyes for you the way images on a screen do. It won't move your mind unless you give it your mind, or your heart unless you put your heart in it ... To read a story well is to follow it, to act it, to feel it, to become it--everything short of writing it, in fact. Reading is not interactive with a set of rules or options, as games are; reading is actual collaboration with the writer's mind. No wonder not everyone is up to it.

Companies can learn a lot from biological systems. The human immune system for example is adaptive, redundant, diverse, modular, data-driven and network collaborative. A company that desires not just short term profit but also long term resilience should apply these features of the human immune system to it's business models and company structure.

As Nietzsche wrote, “The value of a thing sometimes lies not in what one attains with it, but in what one pays for it—what it costs us.” Perhaps you will attain your goal, and a worthy goal at that, but at what price? Apply this standard to everything, including whether to collaborate with other people or come to their aid. In the end, life is short, opportunities are few, and you have only so much energy to draw on. And in this sense time is as important a consideration as any other. Never waste valuable time, or mental peace of mind, on the affairs of others—that is too high a price to pay. Power

Don’t sign on for more problems than you must. Resist the temptation to involve yourself in other people’s zones of expertise and responsibility. Monitor troublesome situations if you need to, but don’t insert yourself unless you’re running out of time and a solution is nowhere in sight. In short, stifle your inner control freak.

There was also a daughter, very short, very plump, very gay, an amazing production for the Gregorievitches. It was as if two very serious authors had set out to collaborate and then had published a limerick.

...maybe strength in the 21st century isn't about dominance....it's about the capacity to evoke....the ability to spark the enduring bonds of shared values, intrinsic motivation, and mutually committed perseverance. It is, in short, not the power merely to command, subordinate, demean, insult — and then crow about it with impunity. It's the power to inspire, animate, infuse, spark, evoke — and then connect, link, and collaborate, to be a force multiplier.

The moment has come to give fascism a usable short handle, even though we know that it encompasses its subject no better than a snapshot encompasses a person. Fascism may be defined as a form of political behavior marked by obsessive preoccupation with community decline, humiliation, or victimhood and by compensatory cults of unity, energy, and purity, in which a mass-based party of committed nationalist militants, working in uneasy but effective collaboration with traditional elites, abandons democratic liberties and pursues with redemptive violence and without ethical or legal restraints goals of internal cleansing and external expansion.

scientific study and reflection had taught us that the known universe of three dimensions embraces the merest fraction of the whole cosmos of substance and energy.

life, matter, and vitality, as the earth knows such things, are not necessarily constant; and that time and space do not exist as our waking selves comprehend them. Sometimes I believe that this less material life is our truer life, and that our vain presence on the terraqueous globe is itself the secondary or merely virtual phenomenon.

coruscations

When I empathize, I feel the frailty and transitory nature of another's existence. To empathize is to root for the other to flourish and experience the full potential of their short abide.

A book won't move your eyes for you like TV or a movie does. A book won't move your mind unless you give it your mind, or your heart unless you put your heart in it. It won't do the work for you. To read a good novel well is to follow it, to act it, to feel it, to become it—everything short of writing it, in fact. Reading is a collaboration, an act of participation. No wonder not everybody is up to it.

as nucleosynthesis. In 1957, working with others, Hoyle showed how the heavier elements were formed in supernova explosions. For this work, W. A. Fowler, one of his collaborators, received a Nobel Prize. Hoyle, shamefully, did not.

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

Competition perverts true fitness, Hébert believed. It tempts you to cheat; to overdevelop some talents while ignoring others; to keep tips for yourself that could be useful to everyone. It’s a short cut; all you have to do is beat the other guy and you’re done, but the Natural Method is a never-ending challenge for self-improvement. Besides, competitive sports focus on rivalry and class divisions. The Natural Method was all about collaboration; every teacher was a student, every student was a teacher, bringing fresh ideas and new challenges. Raise the bar, but help the next guy over it

There are solutions: in the long term, the most important thing is education, so start now; in the medium term, it’s legislation and policy to restore the rule of law in the virtual world—to create a vision of the internet that binds us together instead of tearing us apart. In the short term, now, it’s just us: collaborate, collaborate, collaborate. And that begins with trust.

The history of environmental lawmaking suggests that people are best able to change their ways when they find two things at once in nature: something to fear, a threat they must avoid, and also something to love, a quality they can admire or respect, and which they can do their best to honor. The first impulse, of fear, can be rendered in purely human-centered terms, as a matter of avoiding environmental crisis. The second impulse, of love, engages animist intuitions and carries us toward post-humanism, which is perhaps just another name for an enriched humanism. Either impulse can stay the human hand, but the first stops it just short of being burnt or broken. The second keeps the hand poised, extended in greeting or in an offer of peace. This gesture is the beginning of collaboration, among people but also beyond us, in building our next home.

In an experiment that became an instant classic, the psychologist John Bargh and his collaborators asked students at New York University—most aged eighteen to twenty-two—to assemble four-word sentences from a set of five words (for example, “finds he it yellow instantly”). For one group of students, half the scrambled sentences contained words associated with the elderly, such as Florida, forgetful, bald, gray, or wrinkle. When they had completed that task, the young participants were sent out to do another experiment in an office down the hall. That short walk was what the experiment was about. The researchers unobtrusively measured the time it took people to get from one end of the corridor to the other. As Bargh had predicted, the young people who had fashioned a sentence from words with an elderly theme walked down the hallway significantly more slowly than the others.

They had been able to criticise the Beijing government publicly without fear of retribution. In 1929, a number of prominent liberals spoke out in a collection of essays called On Human Rights. Hu Shih, the leading liberal of the day, wrote that his fellow countrymen had already been through a ‘liberation of the mind’, but now ‘the collaboration of the Communists and the Nationalists has created a situation of absolute dictatorship and our freedoms of thought and speech are being lost. Today we may disparage God, but may not criticise Sun Yat-sen. We don’t have to go to Sunday church services, but we have to attend the weekly [Sun] Commemorative Service and read the Sun Yat-sen Testament.’ ‘The freedom we want to establish is the freedom to criticise the Nationalist party and to criticise Sun Yat-sen. Even the Almighty can be criticised, why can’t the Nationalists and Sun Yat-sen?’ And, ‘The Nationalist government is deeply unpopular, partly because its political system fell far short of people’s expectations, and partly because its corpse-like ideology failed to

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

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.

But reading is active, an act of attention, of absorbed alertness -- not all that different from hunting, in fact, or from gathering. In its silence, a book is a challenge: it can't lull you with surging music or deafen you with screeching laugh tracks or fire gunshots in your living room; you have to listen to it in your head. A book won't move your eyes for you the way images on a screen do. It won't move your mind unless you give it your mind, or your heart unless you put your heart in it. It won't do the work for you. To read a story well is to follow it, to act it, to feel it, to become it -- everything short of writing it, in fact. Reading is not "interactive" with a set of rules or options, as games are: reading is actual collaborating with the writer's mind. No wonder not everybody is up to it.

How can HOW help us repair our faltering global economy? Only by getting our "hows" right can we ensure that we are sustainable. This can only be achieved when we are rooted in, and inspired by, sustainable values. The global economic meltdown supplied a perfect, but painful, example of how sustainability cannot be guided by situational values. The economic crash occurred because too many financial companies became disconnected from fundamental values and long-term sustainable thinking. Instead of nurturing sustainable collaborations, banks, lenders, borrowers and shareholders pursued short-term relationships founded on situational values. More than ever we need to get out of this cycle of crises and build long-term success and deep human connections so that we achieve enduring significance in today's globally interconnected world.

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

In an experiment that became an instant classic, the psychologist John Bargh and his collaborators asked students at New York University—most aged eighteen to twenty-two—to assemble four-word sentences from a set of five words (for example, “finds he it yellow instantly”). For one group of students, half the scrambled sentences contained words associated with the elderly, such as Florida, forgetful, bald, gray, or wrinkle. When they had completed that task, the young participants were sent out to do another experiment in an office down the hall. That short walk was what the experiment was about. The researchers unobtrusively measured the time it took people to get from one end of the corridor to the other. As Bargh had predicted, the young people who had fashioned a sentence from words with an elderly theme walked down the hallway significantly more slowly than the others. The “Florida effect” involves two stages of priming. First, the set of words primes thoughts of old age, though the word old is never mentioned; second, these thoughts prime a behavior, walking slowly, which is associated with old age. All this happens without any awareness. When they were questioned afterward, none of the students reported noticing that the words had had a common theme, and they all insisted that nothing they did after the first experiment could have been influenced by the words they had encountered. The idea of old age had not come to their conscious awareness, but their actions had changed nevertheless. This remarkable priming phenomenon—the influencing of an action by the idea—is known as the ideomotor effect. Although

Non-Tenure Writing Jobs The MLA session on the adjunct crisis indicates where higher education has come to in the Brave New World of the 21st century. Research by the MLA itself, by Gloria McMillan, by Eileen Schell and other colleagues, already confirm the deep replacement of tenure-track faculty with contingent adjuncts and others. This crisis is deepest in composition and in community colleges. Doug Hesse’s program at Denver Univ. is no solution; it will extend the subordination of composition through sub-faculty lines while rationalizing it as “good for students"(before research has even proved it so). But, sub-faculty writing lecturers will never be treated as “real” professors by their institutions and will never be accepted as colleagues by their tenure-track peers. Such sub-faculty plans will weaken the faculty as a whole in the academy by further dividing it into competing sub-groups. Neither will a sub-faculty plan benefit the 14 million undergraduates on campus, most who attend under-funded public colleges with no billion-dollar endowments or corporate angels to turn to. Community colleges, in particular, where about 6 million students are enrolled, can have up to 65% of classes taught by adjuncts. The sub-faculty plan is thus really a management tool available in the short-term to those colleges with deep pockets and deep readiness to entrench a lesser sub-faculty in their writing programs. Doug Hesse acknowledges such an outcome as a possibility. He is quoted in the IHE report saying he was disturbed by the degree of interest other WPAs took in DU’s new sub-faculty writing program, fearing that DU was installing a “Vichy"-type model(collaborating with the authorities desire to de-tenure faculty generally and to subordinate writing instructors particularly). But, Hesse is quoted as making peace with this because he feels that sub-faculty lines for writing teachers are at least good for writing students. Even if we knew for sure this was true, why must writing teachers be the only professionals in higher education called upon to make such sacrifices? A large private grant to finance Denver University’s program($10 million for Hesse’s project)is good fortune for one campus, but it offers no model for how we can solve the national disgrace of exploited adjuncts.

countries that are implementing technology most rapidly are showing the least gains in student achievement.10 But this does not repudiate the benefits of technology per se. It is more a commentary on the indecent haste and spread of implementation that is often fueled by the massive financial investments made by technology companies in climates of austerity, where other funding for public education is otherwise in short supply.

whiteboard effect. For some types of problems, working with someone else at the proverbial shared whiteboard can push you deeper than if you were working alone. The presence of the other party waiting for your next insight—be it someone physically in the same room or collaborating with you virtually—can short-circuit the natural instinct to avoid depth.

The practice that molded me at Intel and saved me at Sun—that still inspires me today—is called OKRs. Short for Objectives and Key Results. It is a collaborative goal-setting protocol for companies, teams, and individuals. Now, OKRs are not a silver bullet. They cannot substitute for sound judgment, strong leadership, or a creative workplace culture. But if those fundamentals are in place, OKRs can guide you to the mountaintop.

There are no individual solutions to collective problems. Nonetheless, it is individuals who must come together and figure out what to do. In all of this, there is the unaddressed question of leadership. The anarchist in me genuinely believes rotating leadership is a solution: people take turns taking the lead in the areas of their greatest competence, interest, or desire. Another similar collaborative idea might be: best idea wins. But art is so subjective, and for five different people five different ideas might each seem best. It has always been my thinking that if someone in the group feels strongly that we should do something, then we should do it, their strong desire shouldn’t be watered or sanded down by the democratic entropy of the group. I want the projects to be open enough to welcome the strongest impulses of each of the participants. This is my ideal, and like all ideals it is something I often fall short of achieving. Perhaps this ideal is not even best for every collaborative situation. In a sense, it is just another way of saying that I want to work in ways that are deeply collaborative while at the same time keeping our most intense individual artistic differences more alive than alive.

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.

the whiteboard effect. For some types of problems, working with someone else at the proverbial shared whiteboard can push you deeper than if you were working alone. The presence of the other party waiting for your next insight—be it someone physically in the same room or collaborating with you virtually—can short-circuit the natural instinct to avoid depth.

In short, innovation leaders viewed structure in all its forms as a tool for facilitating the process of collaboration and discovery-driven learning. They used it sparingly. How much did they use? Just enough.

Government-subsidized private sector job creation is one way forward. Recently, the federal government sponsored a promising short-term subsidized jobs program through something called the TANF Emergency Fund. States that chose to participate were allowed to use TANF dollars to provide employers (mostly in the private sector) with incentives to hire unemployed workers, targeting those on TANF or those who were in a spell of extended unemployment. Each state was given considerable leeway to design the program however it saw fit, often in close collaboration with employers. Across the District of Columbia and the thirty-nine states that took part in the program, employers created more than 260,000 jobs with an investment of only $1.3 billion dollars. Roughly two-thirds of participating employers said they created positions that would not have existed otherwise, and the businesses that took part expressed, on the whole, eagerness to participate in such a program in the future. Further, many participants remained employed after the subsidy ended, and those who had experienced significant trouble finding work especially made gains. Researchers who studied the program noted that it garnered “strong support from employers, workers, and state and local officials from across the political spectrum.” Creating a subsidized jobs program modeled on the TANF Emergency Fund would be one way to improve the circumstances of America’s $2-a-day poor.

JOURNALIST— (3) TERRIFIED TO DISAPPOINT MISS HABER AND HER READERS, WE WILL TRY TO ACCOMMODATE HER “FASCINATING RUMORS, SO FAR UNCHECKED” BY BUSTING UP OUR MARRIAGE EVEN THOUGH WE STILL LIKE EACH OTHER. JOANNE & PAUL NEWMAN This was a stunner, and it got folks talking. The Newmans’ marriage, then eleven years along, was considered stable: all those kids, the famed Connecticut home, the films they’d worked on together, the collaborative success of Rachel, Rachel. It didn’t seem right. Gossipy movie fan magazines had often tried to goose a few sales out of articles speculating that the Newmans were at odds with each other (“Shout by Shout: Paul Newman’s Bitter Fights with His Wife”; “Strange Rumors About Hollywood’s ‘Happiest Marriage’”) or that forty-three-year-old Newman was feeling randy and seeking consolations outside the home (“Paul Newman’s Just at That Age”; “Is Paul Newman’s Joanne Too Possessive?”). Invariably, they all stopped short of actually announcing real trouble or accusing Newman of adultery. The Newmans were supposed to be examples. But this strange advertisement didn’t so much squelch rumors as give people reason to wonder about them. They didn’t have to wait long for a fuller story. Later that year a gossip magazine

MONKEY MIND MONK MIND Overwhelmed by multiple branches Focused on the root of the issue Coasts in the passenger seat Lives intentionally and consciously Complains, compares, criticizes Compassionate, caring, collaborative Overthinks and procrastinates Analyzes and articulates Distracted by small things Disciplined Short-term gratification Long-term gain Demanding and entitled Enthusiastic, determined, patient Changes on a whim Commits to a mission, vision, or goal Amplifies negatives and fears Works on breaking down negatives and fears Self-centered and obsessed Self-care for service Multitasking Single-tasking Controlled by anger, worry, and fear Controls and engages energy wisely Does whatever feels good Seeks self-control and mastery Looks for pleasure Looks for meaning Looks for temporary fixes Looks for genuine solutions

My short time in Pretoria made me realize that it can best be described as that place where the brushstrokes of life blend the old with the new in a way that helps to create a story of a place that will forever be deeply tucked into the breathing spaces of my heart, as a place of fondness. A reminder that even when the lessons doesn’t go according to plan, there are always chances to be like the statue of President Nelson Mandela, open arms – embracing the future and using the past, especially the most difficult chapters, to help to infuse new life through the wisdom gained by being like the middle part of the Union Buildings, a space of collaboration. In the words of South African British poet William Polmer, “Creativity is the power to connect the seemingly unconnected.” And when the connection is made, that place is simply called Pretoria. And if one should look a little deeper at the connection, you’ll understand that Pretoria is simply a word with a Latin origin, Praetor, that means Leader, a perfect place to house the Union Buildings, the place where our difference becomes one, and that knowledge becomes the spectrum of where the old and the new intersect, and we call that… Pretoria…Leader within.

Every quarter, for each report, I send a short email to a handful of his or her closest collaborators asking: a) What is X doing especially well that X should do more of?, and b) What should X change or stop doing?

Gurus don’t use anger, harsh words, or fear to inspire their students. They realize that fear is a good motivator in the short term but over the long term it erodes trust. Criticism is lazy communication. It’s not constructive, compassionate, or collaborative. Look for ways to communicate so that the other person can consume, digest, and apply your input effectively. Offer them a “love sandwich” where you deliver a piece of constructive criticism between two tasty slices of positive feedback.

He described it as a collaboration with time and place, whose outcome neither he nor any of his contemporaries would ever live to witness, but he was okay with not knowing, Patience was part of his nature, and he accepted his lot as a short-lived mammal, scurrying in and out amid the roots of the giants.

The existence of what some think of as the personal wealth, possessions, and entitlements of an individual is in truth possible only by virtue of the collaboration of all the other individuals who make up that society.

Fleetwood also calls attention to the “fraught imaginaries” of nonprofit prison art collaborations. The problem with nonprofits is that while many are well-intentioned, they are at the whim of what donors want and what prison administrators will agree to. Not to mention, most of these nonprofits rose to prominence through, and now often retain funding from, the increase in prison populations.

While the proliferation of nonprofit prison art collaborations may seem like a promising alternative to total creative deprivation in carceral facilities, scholar Baz Dreisinger describes the trend as “smoke screens, obstructing our view of the big picture, which is that when it comes to justice and safety and human treatment, prisons simply don’t make sense.

In a less race-conscious world, black fiddlers and white blues singers might have been regarded as forming a single southern continuum, and such collaborations might have been the norm rather than being hailed as genre-crossing anomalies. Indeed, it is arguably due to the legacy of segregation that blues has presented the most common interracial meeting ground, since, given a level playing field, many of the African American southerners we think of as blues artists might have made their mark performing hillbilly or country and western material.

On March 28, 2013, President Barack Obama signed the short-term spending bill HR 933 into law to prevent the government from shutting down. Discreetly slipped inside the bill, however, was an additional rider—section 735, dubbed the Farmer Assurance Provision.   Environmental activists had their own nickname for it: the “Monsanto Protection Act.” Outraged, they argued that the rider—which had been written by Senator Roy Blunt (R-Mo.), in collaboration with Monsanto itself[1]—would provide big agribusiness with immunity from judicial oversight. In effect, it would allow the US Department of Agriculture to approve of the planting of genetically modified crops even if the judiciary had declared them unsafe.

From these excerpts we see that Christianity was not born in the east and was not based on the beliefs of bat-crazy desert wanderers. Of course we need to remember at all times that the characters Dunford and other researchers of his ilk speak of are Atonists one and all. We need to remember that these British nobles were in cahoots with the imperialistic Papal forces that official history books refer to as the conquerors of Britain. Like the elite Pharisees and Sadducees of Judea, the nobility of Britain conspired with their Roman collaborators. Each contingent involved realized the profits to be made by way of secret collusion. Personally, we have no problem understanding this collaboration. After all, our work seeks to expose the connections that existed between Egyptian Atonists and certain members of the nobility in Alexandria, Athens and Rome. In short, it was not as much a case of Romans conquering and controlling Britain, as it was of Atonists controlling the world by way of their Rome based empire. In any case, the new rulers of Britain were on excellent terms with the government and religious leaders of pre- and post-Christian Rome. The latter were in the employ of the former. This is the conclusion of our personal investigations into the occult roots of Christianity.

Let me leave you with one very recent example of Berry at his best, drawn from an op-ed piece that he published (with his old friend and collaborator Wes Jackson) shortly after the economy crashed in the fall of 2008. For 50 or 60 years, we have let ourselves believe that as long as we have money we will have food. This is a mistake. If we continue our offenses against the land and the labor by which we are fed, the food supply will decline, and we will have a problem far more complex than the failure of our paper economy. The government will bring forth no food by providing hundreds of billions of dollars to the agribusiness corporations. I

donated skeletal collection; one more skull was just a final drop in the bucket. Megan and Todd Malone, a CT technician in the Radiology Department at UT Medical Center, ran skull 05-01 through the scanner, faceup, in a box that was packed with foam peanuts to hold it steady. Megan FedExed the scans to Quantico, where Diana and Phil Williams ran them through the experimental software. It was with high hopes, shortly after the scan, that I studied the computer screen showing the features ReFace had overlaid, with mathematical precision, atop the CT scan of Maybe-Leoma’s skull. Surely this image, I thought—the fruit of several years of collaboration by computer scientists, forensic artists, and anthropologists—would clearly settle the question of 05-01’s identity: Was she Leoma or was she Not-Leoma? Instead, the image merely amplified the question. The flesh-toned image on the screen—eyes closed, the features impassive—could have been a department-store mannequin, or a sphinx. There was nothing in the image, no matter how I rotated it in three dimensions, that said, “I am Leoma.” Nor was there anything that said, “I am not Leoma.” To borrow Winston Churchill’s famous description of Russia, the masklike face on the screen was “a riddle wrapped in a mystery inside an enigma.” Between the scan, the software, and the tissue-depth data that the software merged with the

It's possible to build successful software without being Agile - but it's far less likely and a lot less fun. My joys would be short-lived without ongoing customer collaboration. I would quit this field without iterative development. I would be living in a dream if I required signed off specifications before starting to develop.

ABOUT THE AUTHORS Photograph by Bob Lampert Charlotte Elkins wrote her first novel while working at the MH de Young Museum in San Francisco. Published under the pseudonym Emily Spenser, it was the first of her five romance novels that have sold in twenty countries. She switched to writing mysteries when she realized how much fun it was to collaborate with her husband, Aaron. Their first novel, A Wicked Slice, was published in 1989; since then, they have co-written four more novels starring a golf-pro-turned-sleuth and several short stories, one of which, “Nice Gorilla,” won the Agatha Award for Best Short Story of the year.   Aaron

The Russian general is used to such supplicant behavior. During the war, he ordered his troops to shoot any of their comrades who ran from the Germans, and any Russian village that was thought to have collaborated with the Nazis was burned to the ground. Zhukov is so feared that other Russian generals have been known to tremble in his presence. Patton does not tremble. “He was in full dress uniform much like comic opera and covered in medals,” Patton later wrote to Beatrice of Zhukov. “He is short, rather fat and has a prehensile chin like an ape but good blue eyes.” As Russian tanks rolled past the reviewing stand, Patton noticed Zhukov gloating over the new Soviet IS-3 model

So far as we yet know, this is the only planet in the entire universe which has summoned forth life in all its brilliance and variety. To knowingly cut this flowering short is undoubtedly a crime, one more unspeakable even than the cruellest genocide or most destructive war. If each person is uniquely valuable, each species is surely more so. I can see no excuses for collaborating in such a crime. As the post-war Nuremberg trials established, ignorance is no defence; nor is merely following orders. To me the moral path lies not in passively accepting our destructive role, but in actively resisting such a horrendous fate. As

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.

Make it simple, clear and coherent. #LessIsMore Strip out the tariffs and encourage problem solvers, not process monkeys. Agree visible consistencies that everyone commits to every day. Make it easy for adults and children to recognise good behaviour. Make emotional acceleration for adults unacceptable. Stay hard and fast to just three rules. Enshrine consistency in a single A4 collaborative agreement. Encourage restorative conversations. Replace detention for lack of work with impositions. Keep the time between action and consequence as short as possible.

Managers handle parallel projects all the time. They juggle with people, work tasks, and goals to ensure the success of every project process. However, managing projects, by design, is not an easy task. Since there are plenty of moving parts, it can easily become disorganized and chaotic. It is vital to use an efficient project management system to stay organized at work while designing and executing projects. Project Management Online Master's Programs From XLRI offers unique insights into project management software tools and make teams more efficient in meeting deadlines. How can project management software help you? Project management tools are equipped with core features that streamline different processes including managing available resources, responding to problems, and keeping all the stakeholders involved. Having the best project management software can make a significant influence on the operational and strategic aspects of the company. Here is a list of 5 key benefits to project professionals and organizations in using project management software: 1. Enhanced planning and scheduling Project planning and scheduling is an important component of project management. With project management systems, the previous performance of the team relevant to the present project can be accessed easily. Project managers can enroll in an online project management course to develop a consistent management plan and prioritize tasks. Critical tasks like resource allocation, identification of dependencies, and project deliverables can be completed comfortably using project management software. 2. Better collaboration Project teams sometimes have to handle cross-functional projects along with their day to day responsibilities. Communication between different team members is critical to avoid expensive delays and precludes the waste of precious resources. A key upside of project management software is that it makes effectual collaboration extremely simple. All project communication is stored in a universally accessible place. The project management online master's program offers unique insights to project managers on timeline and status updates which leads to a synergy between the team’s functions and project outcomes. 3. Effective task delegation Assigning tasks to team members in a fair way is a challenging proposition for most project managers. With a project management program, the delegation of project tasks can be easily done. In most instances, these programs send out automatic reminders when deadlines are approaching to ensure a smooth and efficient project workflow. 4. Easier File access and sharing Important documents should be safely accessed and shared among team members. Project management tools provide cloud-based storage which enables users to make changes, leave feedback and annotate easily. PM software logs any user changes to ensure project transparency within the team. 5. Easier integration of new members Project managers are responsible to get new members up to speed on the important project parameters within a short time. Project management online master's programs from XLRI Jamshedpuroffer vital learning to management professionals in maintaining a project log and in simplistically visualizing the complete project. Takeaway Choosing the perfect PM software for your organization helps you to effectively collaborate to achieve project success. Simple and intuitive PM tools are useful to enhance productivity in remote-working employees.

Epic wins, when connected to real-world causes, help us discover an ability to contribute to the common good that we didn’t know we had. They help us upset other people’s expectations of what is possible for ordinary people to accomplish in their spare time. And they help us set goals that would have seemed ludicrous—impossible—before we had so many volunteers so well equipped to help each other, and so effectively mobilized. In short, social participation games are turning us into superheroes in our real lives. And every superhero needs superpowers. What kind of superpowers do we need most? Collaboration superpowers—the kind that enable us to combine forces, amplify each other’s strengths, and tackle problems at a planetary scale.

All humans discount the future. We would rather have a million dollars today than in 30 years from now. We’d rather a flimsy bridge today, rather than a sturdy, durable bridge 5 years from now. We’d rather eat all the fish in the waters tonight, than to go a little hungry and leave fish for others in the future. To delay instant gratification requires cultural training. To be convinced of the value of investing into the future requires a kind of wisdom, knowledge, patience and trust that is gained from history, elders, and system thinking. It requires collective action and collaboration on a large and long scale. It requires civilization. Civilization is a system of trust, both in the goodness of humans today, but also in the ingenuity of humans in the future. It’s a way for humans to trust the future. Civilization is a social machine accumulated over many generations and is constantly being tested by new events. American society over emphasizes the individual's self-interest, and over-relies on the marketplace to solve social problems, and so coddles the short term. Modern Americanism tends to ignore the government which can take the long view because it is inefficient. But the calculus of efficiency is shifted when taking the long view. Storing adequate supplies for a population that are only used in an emergency is inefficient in the short term and this inefficiency is not something companies can afford to do. That short-term inefficiency, however, makes total sense in the long view because it is highly efficient over time. Investing into a communal project that may not pay off until you are long gone is not a natural reflex of modern Americans, whether liberal or conservative. The antidote to this natural focus on the short term is education and a shift in norms. As we continue to civilize ourselves, we can appreciate the gifts of past long-term work, and the need in our fast-moving world today to pay the gifts forward by investing into work that will likely pay off in future generations.

In fact, the culture of innovation is so pure and so stridently noble that it often sounds like advertising. You hear about the startup that is going to help with sanitation in African cities; the one that’s going to print out prosthetic hands for disabled children; the one that’s procuring clothes for homeless children. “We’re with people who are curing cancer in a different way, and changing banking technology, and helping folks who can’t see anymore,” says a woman in a short YouTube video about MassChallenge. Inno is going to solve global warming. Inno is coming up with new treatments for autism. Inno is so inherently moral that there is even a UNICEF Innovation team; dial up its homepage and you will encounter the following introductory sentence: “In 2015, innovation is vital to the state of the world’s children.” The fog of righteousness surrounding this concept is so thick it allows all manner of absurdly altruistic claims. “Can startups help solve Boston’s Biggest Problems?” asked an email I received last spring. Of course they can! The group that sent it, CityStart Boston (“Leveraging the Innovation Community to Tackle Civic Issues”), announced plans to mobilize “the entire Boston startup ecosystem” to “collaborate to develop viable ventures designed…” Wait! Stop here for a moment, reader, and try to guess: in what way is the startup ecosystem going to collaborate to solve Boston’s biggest problems? If you guessed “to enhance innovation in Boston’s neighborhoods,” you were right. Startups are going to collaborate to enhance startups.

Being a true leader, as opposed to a competent manager, requires a willingness to get your hands dirty. I have said before that I do not expect anyone to do a job I cannot do myself. While this is clearly unrealistic as a company grows and expands, the perception of being willing to step in and assist must remain. The weight of leadership includes staying calm while others panic and coming up with solutions rather than joining the chorus of complaints. The Covid-19 pandemic has certainly helped distinguish the leaders from the managers. Leaders are prepared to take responsibility when things go wrong, even if the true responsibility lies with someone else. Leaders are visible. Leaders have a vision, even if it is only short term. I don’t really believe in long-term planning. I make up the rules of the game based on one-year plans. This means I always retain visibility and control. Five years is too long a time to have any certainty that the objectives will be met. Leadership is not a popularity contest, but it also should not inspire fear. Leaders earn respect and loyalty, recognising that these take a long time to earn and a second to lose. A leader is not scared of collaboration and listening to the opinions of others, as well as accepting help when it’s needed. Leadership is not a quality that you are born with, it is something that you learn over time. I was not a leader in my Coronation days, and I am the first to admit that I made a lot of mistakes. Even at African Harvest, as much as I achieved financial success and tried different techniques to earn respect, I never truly managed to deal with the unruly investment team. But, having built on years of experience, by the time I hit my stride at Sygnia, I was a leader. Within any organisation of substantial size, there is space for more than one leader, whether they head up divisions or the organisation itself. There are several leaders across Sygnia weaving the fabric of our success. I am no longer the sole leader, having passed the baton on to others in pursuit of my own dreams. To quote the Harvard Business Review, ‘The competencies most frequently required for success at the top of any sizable business include strategic orientation, market insight, results orientation, customer impact, collaboration and influence, organisational development, team leadership, and change leadership.’ That is what I looked for in my successor, and that is what I found in David. I am confident that all the leaders I have groomed are more than capable of taking the company forwards.

Halfway through the day, Megan started dicking around on the internet. She made her browser window as small as she could, paused for a second, and then looked up “Carrie Wilkins.” She found Carrie’s website, and on it, this bio: Hi, my name’s Carrie. I’m 26. I make things. I paint and I write, but mostly I design. I like to make things beautiful, or creative. I make my own food and I’m trying to grow my own beets. A lot of people around me seem unhappy and I don’t understand why. I freelance because I know I’d go insane if I couldn’t make my own schedule—I believe variety is the zest of life. I know I want a dog someday soon, and sometimes I make lunch at 3 a.m. I believe in the power of collaboration, and I’d love to work with you! What a total asshole. What does she have, some kind of a pact with Satan? The picture next to Carrie’s bio had some kind of heavy filter on it that made it look vintage, and she had a friendly but aloof look on her face. She was flanked on both sides by plants and was wearing an oxford shirt with fancy shorts and had a cool necklace. It was an outfit, for sure, like all of Carrie’s clothes were outfits, which Megan always thought of as outdated or something only children did. The website linked to a blog, which was mostly photos of Carrie doing different things. It didn’t take too long to find the picture of her with the llama with a caption about how she and her boss got it from a homeless guy. And then just products. Pictures and pictures of products, and then little captions about how the products inspired her. Motherfucker, thought Megan. She doesn’t get it at all. It was like looking at an ad for deodorant or laundry soap that made you feel smelly and like you’d been doing something wrong that the person in the ad had already figured out, but since it was an ad, there was no real way to smell the person and judge for yourself whether or not the person stank, and that was what she hated, hated, hated most of all. I make things, gee-wow. You think you’re an artist? Do you really thing this blog is a representation of art, that great universalizer? That great transmigrator? This isolating schlock that makes me feel like I have to buy into you and your formula for happiness? Work as a freelance designer, grow beets, travel, have lots of people who like you, and above all have funsies! “Everything okay?” asked Jillian. “Yeah, what?” “Breathing kind of heavy over there, just making sure you were okay and everything.” “Oh, uh-huh, I’m fine,” said Megan. “It’s not . . . something I’m doing, is it?” “What? No. No, I’m fine,” said Megan. How could someone not understand that other people could be unhappy? What kind of callous, horrible bullshit was that to say to a bunch of twenty-yearolds, particularly, when this was the time in life when things were even more acutely painful than they were in high school, that nightmare fuck, because now there were actual stakes and everyone was coming to grips with the fact that they’re going to die and that life might be empty and unrewarding. Why even bring it up? Why even make it part of your mini-bio?

I did a study, called Men, that I’m hoping to make into a film. It’s about testosterone and how it acts in homogenized groups of male leadership. It’s about looking at what happens when you just have men at the fore of the political, financial, religious and cultural systems of the world. Historically, these systems were-and let’s be honest, still are-run by men: mostly white men. The continuation of this could be the end of us, because it’s one of the reasons we’ve had such intractability around climate change. In a closed system of male-dominated leadership, men’s testosterone and cortisol levels rise, which produces a really negative cascade of effects. It produces an acute focus on short-term threats and a very long-lens focus on long-term threats: so terrorism feels very, very immediate, but climate change-which is much more likely to be the bigger catastrophe-is put off. Men also fire dopamine and serotonin when they engage in conflict, so in these situations they exhibit much more risk-taking behavior. Women have somewhat of a different leadership style, so when you inject a tipping point of 30 per cent women into a ruling system of men, the entire group changes biochemically-communication, collaboration and consensus-building becomes more possible. My big theory is that, if more women were involved in the leadership of the world, in every country, we might see less war and more action on some of the direst threats. There are studies that bear this theory out; the countries that have the most progressive policies toward women generally have more women in office and in business. These countries also have the highest gross domestic products, they have the highest happiness indices and they have the lowest incidences of war. The countries that have the most repressive policies towards women are in endless cycles of war and tend to be doing very, very poorly.

Rapid learning techniques are specific tools geared towards short-term, immediate goals. Active recall, feedback, note-taking efficiency, chunking, and collaborative learning stand as tangible examples of techniques employed for swift and practical learning outcomes.

Half of your mastery of power comes from what you do not do, what you do not allow yourself to get dragged into. For this skill you must learn to judge all things by what they cost you. As Nietzsche wrote, “The value of a thing sometimes lies not in what one attains with it, but in what one pays for it—what it costs us.” Perhaps you will attain your goal, and a worthy goal at that, but at what price? Apply this standard to everything, including whether to collaborate with other people or come to their aid. In the end, life is short, opportunities are few, and you have only so much energy to draw on. And in this sense time is as important a consideration as any other. Never waste valuable time, or mental peace of mind, on the affairs of others—that is too high a price to pay.

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

ON JULY 1, 2006, Cory Booker officially took office as the new mayor of Newark. He’d gained fame in the late ’90s as a city councilman who would sleep in a tent at city housing projects, hold hunger strikes and live on food stamps, patrol bad neighborhoods himself and physically confront the dealers holding down their corners. His victory was the first regime change in two decades, and it happened only after six years of near-bloody battling between the young, charismatic, light-skinned, Stanford-Yale-Oxford-educated upstart and the old, grizzled, but equally charismatic incumbent. The tension between Cory Booker and Sharpe James had been national news for most of the ’00s. The 2002 election, which Booker lost, was documented in the Oscar-nominated Streetfight, which between talking head interviews showed intense footage of the predominantly poor, black constituents who ardently supported James’s altercating with the working-class whites and Puerto Ricans who fought for Booker and his eloquent calls for public service and revitalization. The documentary was a near-perfect picture of a specific place and time: the declining city at risk of being left behind, the shoulder-height view of the vast number of problems in play, and the presentation of two equal and opposing paths forward whose backers were split almost definitively along socioeconomic lines. The 2002 election had been beyond combative; a riot nearly broke out when Booker showed up at a street basketball tournament that Sharpe James was already attending, and James called Booker “a Republican who took money from the KKK and the Taliban . . . who’s collaborating with the Jews to take over Newark.” When James—who was constantly being investigated for various alleged corruptions—won the election by a margin of 53 percent to 47 percent, his victory seemed to cement Newark’s representation of “permanent poverty,” a culture of violence and corruption (at least if you subscribed to the New York Times).

This is a war about information, governance, trade, ownership, personal and environmental health … in short, everything.

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

Shared beliefs and the artifacts that symbolize them are a key component to effective collaboration.

projects, passion, peers, and play. In short, we believe the best way to cultivate creativity is to support people working on projects based on their passions, in collaboration with peers and in a playful spirit.

Short for Objectives and Key Results. It is a collaborative goal-setting protocol for companies, teams, and individuals. Now, OKRs are not a silver bullet. They cannot substitute for sound judgment, strong leadership, or a creative workplace culture. But if those fundamentals are in place, OKRs can guide you to the mountaintop.

You never asked!” So many companies struggle with R&D because technology and marketing folks don’t communicate. This was certainly the case at Honeywell. To address the problem, we mandated that technologists and marketers collaborate closely on R&D projects from the very beginning. We also created a company-wide, annual event, our Tech Symposium, that convened hundreds of technologists and marketing executives from around the world to collaborate and network.

The presence of the other party waiting for your next insight—be it someone physically in the same room or collaborating with you virtually—can short-circuit the natural instinct to avoid depth.

It all started with a package placed on Borglund's doorstep at two o'clock in the morning. But, no, really, it started before that, when tilting his head over the picket fence, the smell of gin strong on his breath, he told me about his father, how he had collaborated with the Nazis back in Holland. I was speechless, but I must have had a telling look on my face because he stood back a step and, with watery eyes, said, "What else could he have done? He had a family, seven children to support." His father had been a railroad employee, had helped the SS route trains to the death camps. To Borglund, he was like any other man trapped in a job he didn't really like. But it was different -- those trains were full of my people, my ancestors." --From the story "The Nazi Next Door," included in the book PETTY OFFENSES AND CRIMES OF THE HEART

Collective impact (fig. 3.8) operates on the premise that much of conservation and donor funding has fallen short of meeting its goals of significant societal transformation because decision and implementation programs are too fractured and diffuse, generating competition among players rather than collaboration in what is often a zero-sum game.