Commander Data Quotes

Commander William T. Riker: It's just that our mental pathways have become accustomed to your sensory input patterns. Lt. Commander Data: Hm. I understand. I am also fond of you, Commander. And you as well, Counselor.

If being human is not simply a matter of being born flesh and blood, if it's simply a way of thinking, acting, and feeling, then I am hopeful that one day I will discover my own humanity. Until then, I will continue learning, changing, growing, and trying to become more than what I am.

good data organized effectively was the most important commodity for any analyst.

What is true is what is true for you. No one has any right to force data on you and command you to believe it or else. If it is not true for you, it isn’t true. Think your own way through things, accept what is true for you, discard the rest. There is nothing unhappier than one who tries to live in a chaos of lies.

the Corps, I was taught to use the concept of “command and feedback.” You don’t control your subordinate commanders’ every move; you clearly state your intent and unleash their initiative. Then, when the inevitable obstacles or challenges arise, with good feedback loops and relevant data displays, you hear about it and move to deal with the obstacle.

Attention words. A single word wasn't enough. Not even for a particular segment. The brain had defenses, filters evolved over millions of years to protect against manipulation. The first was perception, the process of funneling an ocean of sensory input down to a few key data packages worthy of study by the cerebral cortex. When data got by the perception filter, it received attention. And she saw now that it must be like that all the way down: There must be words to attack each filter. Attention words and then maybe desire words and logic words and urgency words and command words. This was what they were teaching her. How to craft a string of words that would disable the filters one by one, unlocking each mental tumbler until the mind's last door swung open.

I’ve laid down ten statistical commandments in this book. First, we should learn to stop and notice our emotional reaction to a claim, rather than accepting or rejecting it because of how it makes us feel. Second, we should look for ways to combine the “bird’s eye” statistical perspective with the “worm’s eye” view from personal experience. Third, we should look at the labels on the data we’re being given, and ask if we understand what’s really being described. Fourth, we should look for comparisons and context, putting any claim into perspective. Fifth, we should look behind the statistics at where they came from—and what other data might have vanished into obscurity. Sixth, we should ask who is missing from the data we’re being shown, and whether our conclusions might differ if they were included. Seventh, we should ask tough questions about algorithms and the big datasets that drive them, recognizing that without intelligent openness they cannot be trusted. Eighth, we should pay more attention to the bedrock of official statistics—and the sometimes heroic statisticians who protect it. Ninth, we should look under the surface of any beautiful graph or chart. And tenth, we should keep an open mind, asking how we might be mistaken, and whether the facts have changed.

The Columbia Accident Investigation Board concluded that NASA’s culture “emphasized chain of command, procedure, following the rules, and going by the book. While rules and procedures were essential for coordination, they had an unintended negative effect.” Once again, “allegiance to hierarchy and procedure” had ended in disaster. Again, lower ranking engineers had concerns they could not quantify; they stayed silent because “the requirement for data was stringent and inhibiting.

Yeah, have a couple cases of beer sent out,” Commander Wood replied. It was the current joke between P-3C and submarine crews. “Thanks for the data. We’ll take it from here. Out.” Overhead, the Lockheed Orion increased power and turned southwest. The crewmen aboard would each hoist an extra beer or two at dinner, saying it was for their friends on the submarine.

The first duty of the command and control system is to survive,” Baran argued, proposing a distributed network with hundreds or thousands of separate nodes connected through multiple paths. Messages would be broken into smaller “blocks,” sent along the first available path, and reassembled at their final destination. If nodes were out of service or destroyed, the network would automatically adapt and send the data along a route that was still intact. Baran’s work later provided the conceptual basis for the top secret communications networks at the Pentagon, as well as their civilian offshoot, the Internet.

By leaving cost out of the formula, it was as if U.S. News had handed college presidents a gilded checkbook. They had a commandment to maximize performance in fifteen areas, and keeping costs low wasn’t one of them.

Transforming a team, let alone an entire organisation, from the principles of command and control to those based on servant-leadership, from plans based on prediction to plans based on empirical, evolutionary data requires both patience and tenacity.

Wesley Crusher: Say goodbye, Data. Lt. Cmdr. Data: Goodbye, Data. [crew laughs] Lt. Cmdr. Data: Was that funny? Wesley Crusher: [laughs] Lt. Cmdr. Data: Accessing. Ah! Burns and Allen, Roxy Theater, New York City, 1932. It still works. [pauses] Lt. Cmdr. Data: Then there was the one about the girl in the nudist colony, that nothing looked good on? Lieutenant Worf: We're ready to get under way, sir. Lt. Cmdr. Data: Take my Worf, please. Commander William T. Riker: [to Captain Picard] Warp speed, sir? Captain Jean-Luc Picard: Please.

20th Century 21st Century Scale and Scope Speed and Fluidity Predictability Agility Rigid Organization Boundaries Fluid Organization Boundaries Command and Control Creative Empowerment Reactive and Risk Averse Intrapreneur Strategic Intent Profit and Purpose Competitive Advantage Comparative Advantage Data and Analytics Synthesizing Big Data

To understand this first event, you need to know that we rely on Unix and Linux machines to store the thousands of computer files that comprise all the shots of any given film. And on those machines, there is a command—/bin/rm -r -f *—that removes everything on the file system as fast as it can. Hearing that, you can probably anticipate what’s coming: Somehow, by accident, someone used this command on the drives where the Toy Story 2 files were kept. Not just some of the files, either. All of the data that made up the pictures, from objects to backgrounds, from lighting to shading, was dumped out of the system. First, Woody’s hat disappeared. Then his boots. Then he disappeared entirely. One by one, the other characters began to vanish, too: Buzz, Mr. Potato Head, Hamm, Rex. Whole sequences—poof!—were deleted from the drive. Oren

Admiral Leonard H. "Bones" McCoy: How old do you think I am, anyway? Lt. Commander Data: 137 years, Admiral, according to Starfleet records. Admiral Leonard H. "Bones" McCoy: Explain how you remember that so exactly! Lt. Commander Data: I remember every fact I am exposed to, sir. Admiral Leonard H. "Bones" McCoy: [looking at both sides of Data's head] I don't see no points on your ears, boy, but you sound like a Vulcan. Lt. Commander Data: No, sir. I am an android. Admiral Leonard H. "Bones" McCoy: Hmph. Almost as bad.' 'Data: [uses a device in his arm to open a door] Open sesame! You could say I have a magnetic personality. [laughs at his joke] Data: Humor! I love it!' 'Lt. Commander Data: Spot, you are disrupting my ability to work. [he puts Spot to the floor, but she jumps back on Data's desk] Spot: Meow. Lt. Commander Data: Vamoose, ye little varmint!

Every week Dr. Stein asked, “What do you see out the window?” Her stylus was never on camera, but Nedda could hear it sliding across a tablet. It was difficult to explain what she saw, harder still to parse its meaning. Space between stars made for easy misery, contemplating how small you were when faced with the universe. Though he was mission commander, Amit Singh looked out as little as possible, preferring star maps, feeds from the telescopes, and data from the probes and terraformers. He remained intent on viewing himself as a person and not a single cell in an organism the size of the universe. Nedda liked feeling small. “Endless space is endless potential,” she’d told Dr. Stein. It was good to sound hopeful. It was trickier to explain that she was looking for light, picking it apart, trying to sense the different wavelengths, searching for the familiar. There was light in the black, on its way to and from distant planets, light from stars crashing into one another, meeting in the space between. Light carried thoughts and hopes, the essence of what made everyone.

Lavabit was an e-mail service that offered more security privacy than the large corporate e-mail services most of us use. It was a small company, owned and operated by a programmer named Ladar Levison, and it was popular among the tech-savvy. It had half a million users, Edward Snowden amongst them. Soon after Snowden fled to Hong Kong in 2013, Levison received a National Security Letter demanding that the company turn over the master encryption key that protected all of Lavabit’s users—and then not tell any of its customers that they could be monitored. Levison fought this order in court, and when it became clear that he had lost, he shut down his service rather than deceive and compromise his customers. The moral is clear. If you run a business, and the FBI or the NSA wants to turn it into a mass surveillance tool, it believes that it is entitled to do so, solely on its own authority. The agency can force you to modify your system. It can do it all in secret and then force your business to keep that secret. Once it does that, you no longer control that part of your business. If you’re a large company, you can’t shut it down. You can’t realistically terminate part of your service. In a very real sense, it is not your business anymore. It has become an arm of the vast US surveillance apparatus, and if your interest conflicts with the agency’s, the agency wins. Your business has been commandeered.

Artificial Intelligence, deep learning, natural language processing, computer vision, and other related characteristics: super-computing, eventually quantum-computing, and nano and bio technologies; advanced big-data analytics; and other emerging technologies are beginning to offer an entirely new way of war, and at command speeds hitherto unimaginable. The revolution in sensor and command and control technologies is matched and enabled by developments in long-range, hypersonic “intelligent” weaponry and new swarms of killing machines allied to a range of directed-energy weapons. Such a potentially revolutionary change in the character and conduct of war must necessarily impose entirely new ways of defense.

On May 21, 1941, Camp de Schirmeck, Natzweiler-Struthof, located 31 miles southwest of Strasbourg in the Vosges Mountains, was opened as the only Nazi Concentration Camp established on present day French territory. Intended to be a transit labor camp it held about 52,000 detainees during the three and a half years of its existence. It is estimated that about 22,000 people died of malnutrition and exertion while at the concentration camp during those years. Natzweiler-Struthof was the location of the infamous Jewish skeleton collection used in the documentary movie “Le nom des 86” made from data provided by the notorious Hauptsturmführer August Hirt. On November 23, 1944, the camp was liberated by the French First Army under the command of the U.S. Sixth Army Group. It is presently preserved as a museum. Boris Pahor, the noted author was interned in Natzweiler-Struthof for having been a Slovene Partisan, and wrote his novel “Necropolis,” named for a large, ancient Greek cemetery. His story is based on his Holocaust experiences while incarcerated at Camp de Schirmeck.

What we need,” I said, “are statistics on the amount of sugar cane standing in the field before the hurricanes came through Puerto Rico.” There was a stunned silence, as if they were afraid I had stumbled onto something that could turn out to be embarrassing for the Labor Department. “Well, it’s not that easy,” one of the Labor Department economists said. “We don’t have those statistics.” “I’ll bet the Department of Agriculture has them,” I said. “That’s still not the same as if we had them in the Department of Labor,” I was told. “Why can’t we get them from the Department of Agriculture?” I asked. “That’s easier said than done. First of all, we would have to make a request, going all the way up through channels to the Secretary of Labor. Then he would have to seek approval from the Secretary of Agriculture, who would then have to forward the request down the chain of command in the Department of Agriculture, to see if the data are available and can be released.” “Well,” I said, “John F. Kennedy says that a journey of a thousand miles must begin with a single step. Let me file the request.” That was 1960. I have yet to receive an official reply to my request.

What the world-wide Web did to the demotic character is hard to define. It made still more general the nerveless mode of existence – sitting and staring – and thus further isolated the individual. It enlarged the realm of abstraction; to command the virtual reduces the taste for the concrete. At the same time, the contents of the Internet were the same old items in multiplied confusion. That a user had ‘the whole world of knowledge at his disposal’ was one of those absurdities like the belief that ultimately computers would think – it will be time to say so when a computer makes an ironic answer. ‘The whole world of knowledge’ could be at one’s disposal only if one already knew a great deal and wanted further information to turn into knowledge after gauging its value. The Internet dispensed error and misinformation with the same impartiality as other data, the best transferred from books in libraries. The last 20C report on the working of the “world-wide web” was that its popularity was causing traffic jams on the roads to access and that the unregulated freedom to contribute to its words, numbers, ideas, pictures, and foolishness was creating chaos—in other words, duplicating the world in electronic form. The remaining advantage of the real world was that its contents were scattered over a wide territory and one need not be aware of more than one’s mind had room for.

The “pale blue dot” image and Carl’s prose meditation on it have been beloved the world over ever since. It exemplifies just the kind of breakthrough that I think of as a fulfillment of Einstein’s hope for science. We have gotten clever enough to dispatch a spacecraft four billion miles away and command it to send us back an image of Earth. Seeing our world as a single pixel in the immense darkness is in itself a statement about our true circumstances in the cosmos, and one that every single human can grasp instantly. No advanced degree required. In that photo, the inner meaning of four centuries of astronomical research is suddenly available to all of us at a glance. It is scientific data and art equally, because it has the power to reach into our souls and alter our consciousness. It is like a great book or movie, or any major work of art. It can pierce our denial and allow us to feel something of reality—even a reality that some of us have long resisted. A world that tiny cannot possibly be the center of a cosmos of all that is, let alone the sole focus of its creator. The pale blue dot is a silent rebuke to the fundamentalist, the nationalist, the militarist, the polluter—to anyone who does not put above all other things the protection of our little planet and the life that it sustains in the vast cold darkness. There is no running away from the inner meaning of this scientific achievement.

In the EPJ results, there were two statistically distinguishable groups of experts. The first failed to do better than random guessing, and in their longer-range forecasts even managed to lose to the chimp. The second group beat the chimp, though not by a wide margin, and they still had plenty of reason to be humble. Indeed, they only barely beat simple algorithms like “always predict no change” or “predict the recent rate of change.” Still, however modest their foresight was, they had some. So why did one group do better than the other? It wasn’t whether they had PhDs or access to classified information. Nor was it what they thought—whether they were liberals or conservatives, optimists or pessimists. The critical factor was how they thought. One group tended to organize their thinking around Big Ideas, although they didn’t agree on which Big Ideas were true or false. Some were environmental doomsters (“We’re running out of everything”); others were cornucopian boomsters (“We can find cost-effective substitutes for everything”). Some were socialists (who favored state control of the commanding heights of the economy); others were free-market fundamentalists (who wanted to minimize regulation). As ideologically diverse as they were, they were united by the fact that their thinking was so ideological. They sought to squeeze complex problems into the preferred cause-effect templates and treated what did not fit as irrelevant distractions. Allergic to wishy-washy answers, they kept pushing their analyses to the limit (and then some), using terms like “furthermore” and “moreover” while piling up reasons why they were right and others wrong. As a result, they were unusually confident and likelier to declare things “impossible” or “certain.” Committed to their conclusions, they were reluctant to change their minds even when their predictions clearly failed. They would tell us, “Just wait.” The other group consisted of more pragmatic experts who drew on many analytical tools, with the choice of tool hinging on the particular problem they faced. These experts gathered as much information from as many sources as they could. When thinking, they often shifted mental gears, sprinkling their speech with transition markers such as “however,” “but,” “although,” and “on the other hand.” They talked about possibilities and probabilities, not certainties. And while no one likes to say “I was wrong,” these experts more readily admitted it and changed their minds. Decades ago, the philosopher Isaiah Berlin wrote a much-acclaimed but rarely read essay that compared the styles of thinking of great authors through the ages. To organize his observations, he drew on a scrap of 2,500-year-old Greek poetry attributed to the warrior-poet Archilochus: “The fox knows many things but the hedgehog knows one big thing.” No one will ever know whether Archilochus was on the side of the fox or the hedgehog but Berlin favored foxes. I felt no need to take sides. I just liked the metaphor because it captured something deep in my data. I dubbed the Big Idea experts “hedgehogs” and the more eclectic experts “foxes.” Foxes beat hedgehogs. And the foxes didn’t just win by acting like chickens, playing it safe with 60% and 70% forecasts where hedgehogs boldly went with 90% and 100%. Foxes beat hedgehogs on both calibration and resolution. Foxes had real foresight. Hedgehogs didn’t.

A confidential report delivered in June 1965 by Abel Aganbegyan, director of the Novobirsk Institute of Economics, highlighted the difficulties. Aganbegyan noted that the growth rate of the Soviet economy was beginning to decline, just as the rival US economy seemed particularly buoyant; at the same time, some sectors of the Soviet economy - housing, agriculture, services, retail trade - remained very backward, and were failing to develop at an adequate rate. The root causes of this poor performance he saw in the enormous commitment of resources to defense (in human terms, 30-40 million people out of a working population of 100 million, he reckoned), and the 'extreme centralism and lack of democracy in economic matters' which had survived from the past. In a complex modern society, he argued, not everything could be planned, since it was impossible to foresee all possible contingencies and their potential effects. So the plan amounted to central command, and even that could not be properly implemented for lack of information and of modern data-processing equipment. 'The Central Statistical Administration ... does not have a single computer, and is not planning to acquire any,' he commented acidly. Economic administration was also impeded by excessive secrecy: 'We obtain many figures... from American journals sooner than they are released by the Central Statistical Administration.' Hence the economy suffered from inbuilt distortions: the hoarding of goods and labour to provide for unforeseen contingencies, the production of shoddy goods to fulfill planning targets expressed in crude quantitative terms, the accumulation of unused money by a public reluctant to buy substandard products, with resultant inflation and a flourishing black market.

In 1924, riding a wave of anti-Asian sentiment, the US government halted almost all immigration from Asia. Within a few years, California, along with several other states, banned marriages between white people and those of Asian descent. With the onset of World War II, the FBI began the Custodial Detention Index—a list of “enemy aliens,” based on demographic data, who might prove a threat to national security, but also included American citizens—second- and third-generation Japanese Americans. This list was later used to facilitate the internment of Japanese Americans. In 1940, President Franklin D. Roosevelt signed the Alien Registration Act, which compelled Japanese immigrants over the age of fourteen to be registered and fingerprinted, and to take a loyalty oath to our government. Japanese Americans were subject to curfews, their bank accounts often frozen and insurance policies canceled. On December 7, 1941, the Japanese attacked a US military base at Pearl Harbor, Hawaii. More than 2,400 Americans were killed. The following day, America declared war on Japan. On February 19, 1942, FDR signed Executive Order 9066, permitting the US secretary of war and military commanders to “prescribe military areas” on American soil that allowed the exclusion of any and all persons. This paved the way for the forced internment of nearly 120,000 Japanese Americans, without trial or cause. The ten “relocation centers” were all in remote, virtually uninhabitable desert areas. Internees lived in horrible, unsanitary conditions that included forced labor. On December 17, 1944, FDR announced the end of Japanese American internment. But many internees had no home to return to, having lost their livelihoods and property. Each internee was given twenty-five dollars and a train ticket to the place they used to live. Not one Japanese American was found guilty of treason or acts of sedition during World War II.

But states have difficulty evaluating cybersecurity threats. If a state does detect an intrusion in one of its vital networks and if that intrusion looks to be from another state, what should the state suffering the intrusion conclude? On the one hand, it might be a defensive-minded intrusion, only checking out the intruded-upon state’s capabilities and providing reassuring intelligence to the intruding state. This might seem unsettling but not necessarily threatening, presuming the state suffering the intrusion was not developing capabilities for attack or seeking conflict. On the other hand, the intrusion might be more nefarious. It could be a sign of some coming harm, such as a cyber attack or an expanding espionage operation. The state suffering the intrusion will have to decide which of these two possibilities is correct, interpreting limited and almost certainly insufficient amounts of data to divine the intentions of another state. Thus Chapter Four’s argument is vitally important: intrusions into a state’s strategically important networks pose serious risks and are therefore inherently threatening. Intrusions launched by one state into the networks of another can cause a great deal of harm at inopportune times, even if the intrusion at the moment of discovery appears to be reasonably benign. The intrusion can also perform reconnaissance that enables a powerful and well-targeted cyber attack. Even operations launched with fully defensive intent can serve as beachheads for future attack operations, so long as a command and control mechanism is set up. Depending on its target, the intrusion can collect information that provides great insight into the communications and strategies of policy-makers. Network intrusions can also pose serious counterintelligence risks, revealing what secrets a state has learned about other states and provoking a damaging sense of paranoia. Given these very real threats, states are likely to view any serious intrusion with some degree of fear. They therefore have significant incentive to respond strongly, further animating the cybersecurity dilemma.

The first phase of the war was led by the IAF. It targeted Hamas rocket launchers, commanders and command posts that Hamas deliberately embedded in Gaza’s densely populated civilian neighborhoods. It placed its main headquarters in a hospital and its stockpiles of rockets and missiles in hospitals, schools and mosques, often using children as human shields. Before bombing these Hamas targets, in an effort to minimize civilian casualties the IDF issued warning to civilians to evacuate the premises. Hamas continued to rocket Israeli cities. I instructed the army to prepare for a ground operation to take out the tunnels. Our soldiers would be susceptible to Palestinian ground fire, booby traps, land mines and antitank missiles, some fired by terrorists emerging from underground. As casualties would inevitably mount on both sides in this door-to-door warfare, I realized that Israel would face growing international criticism. But there was no other choice. I called Obama, the first of many phone conversations we had during the operation. He said he supported Israel’s right of self-defense but was very clear on its limits. “Bibi,” he said, “we won’t support a ground action.” “Barack, I don’t want a ground action,” I said. “But if our intelligence shows that the terror tunnels are about to penetrate our territory, I won’t have a choice.” I repeated this conversation with the many foreign leaders whom I called and who called me, thus setting the international stage for a ground action. Most accepted what I said. The same could not be said for the international media. It hammered Israel on the growing number of Palestinian casualties from our air attacks, conveniently absolving Hamas of targeting Israeli civilians while hiding behind Palestinian civilians. The media also bought Hamas’s inflated numbers of Palestinian civilian casualties, and even its staging of fake funerals. We unmasked many of those being claimed as civilians as Hamas terrorists by providing their names, unit affiliation and other identifying data. I visited the IDF’s Southern Command to meet the brigade commanders who would lead the ground action. They were feverishly working on the means to locate and destroy the tunnels. They were brave, resolute and smart. They knew very well the dangers they and their men would face. So did their soldiers, many of whom did not return.

The textbooks of history prepared for the public schools are marked by a rather naive parochialism and chauvinism. There is no need to dwell on such futilities. But it must be admitted that even for the most conscientious historian abstention from judgments of value may offer certain difficulties. As a man and as a citizen the historian takes sides in many feuds and controversies of his age. It is not easy to combine scientific aloofness in historical studies with partisanship in mundane interests. But that can and has been achieved by outstanding historians. The historian's world view may color his work. His representation of events may be interlarded with remarks that betray his feelings and wishes and divulge his party affiliation. However, the postulate of scientific history's abstention from value judgments is not infringed by occasional remarks expressing the preferences of the historian if the general purport of the study is not affected. If the writer, speaking of an inept commander of the forces of his own nation or party, says "unfortunately" the general was not equal to his task, he has not failed in his duty as a historian. The historian is free to lament the destruction of the masterpieces of Greek art provided his regret does not influence his report of the events that brought about this destruction. The problem of Wertfreíheit must also be clearly distinguished from that of the choice of theories resorted to for the interpretation of facts. In dealing with the data available, the historian needs ali the knowledge provided by the other disciplines, by logic, mathematics, praxeology, and the natural sciences. If what these disciplines teach is insufficient or if the historian chooses an erroneous theory out of several conflicting theories held by the specialists, his effort is misled and his performance is abortive. It may be that he chose an untenable theory because he was biased and this theory best suited his party spirit. But the acceptance of a faulty doctrine may often be merely the outcome of ignorance or of the fact that it enjoys greater popularity than more correct doctrines. The main source of dissent among historians is divergence in regard to the teachings of ali the other branches of knowledge upon which they base their presentation. To a historian of earlier days who believed in witchcraft, magic, and the devil's interference with human affairs, things hàd a different aspect than they have for an agnostic historian. The neomercantilist doctrines of the balance of payments and of the dollar shortage give an image of presentday world conditions very different from that provided by an examination of the situation from the point of view of modern subjectivist economics.

Well before the end of the 20th century however print had lost its former dominance. This resulted in, among other things, a different kind of person getting elected as leader. One who can present himself and his programs in a polished way, as Lee Quan Yu you observed in 2000, adding, “Satellite television has allowed me to follow the American presidential campaign. I am amazed at the way media professionals can give a candidate a new image and transform him, at least superficially, into a different personality. Winning an election becomes, in large measure, a contest in packaging and advertising. Just as the benefits of the printed era were inextricable from its costs, so it is with the visual age. With screens in every home entertainment is omnipresent and boredom a rarity. More substantively, injustice visualized is more visceral than injustice described. Television played a crucial role in the American Civil rights movement, yet the costs of television are substantial, privileging emotional display over self-command, changing the kinds of people and arguments that are taken seriously in public life. The shift from print to visual culture continues with the contemporary entrenchment of the Internet and social media, which bring with them four biases that make it more difficult for leaders to develop their capabilities than in the age of print. These are immediacy, intensity, polarity, and conformity. Although the Internet makes news and data more immediately accessible than ever, this surfeit of information has hardly made us individually more knowledgeable, let alone wiser, as the cost of accessing information becomes negligible, as with the Internet, the incentives to remember it seem to weaken. While forgetting anyone fact may not matter, the systematic failure to internalize information brings about a change in perception, and a weakening of analytical ability. Facts are rarely self-explanatory; their significance and interpretation depend on context and relevance. For information to be transmuted into something approaching wisdom it must be placed within a broader context of history and experience. As a general rule, images speak at a more emotional register of intensity than do words. Television and social media rely on images that inflamed the passions, threatening to overwhelm leadership with the combination of personal and mass emotion. Social media, in particular, have encouraged users to become image conscious spin doctors. All this engenders a more populist politics that celebrates utterances perceived to be authentic over the polished sound bites of the television era, not to mention the more analytical output of print. The architects of the Internet thought of their invention as an ingenious means of connecting the world. In reality, it has also yielded a new way to divide humanity into warring tribes. Polarity and conformity rely upon, and reinforce, each other. One is shunted into a group, and then the group polices once thinking. Small wonder that on many contemporary social media platforms, users are divided into followers and influencers. There are no leaders. What are the consequences for leadership? In our present circumstances, Lee's gloomy assessment of visual media's effects is relevant. From such a process, I doubt if a Churchill or Roosevelt or a de Gaulle can emerge. It is not that changes in communications technology have made inspired leadership and deep thinking about world order impossible, but that in an age dominated by television and the Internet, thoughtful leaders must struggle against the tide.

We need to be humble enough to recognize that unforeseen things can and do happen that are nobody’s fault. A good example of this occurred during the making of Toy Story 2. Earlier, when I described the evolution of that movie, I explained that our decision to overhaul the film so late in the game led to a meltdown of our workforce. This meltdown was the big unexpected event, and our response to it became part of our mythology. But about ten months before the reboot was ordered, in the winter of 1998, we’d been hit with a series of three smaller, random events—the first of which would threaten the future of Pixar. To understand this first event, you need to know that we rely on Unix and Linux machines to store the thousands of computer files that comprise all the shots of any given film. And on those machines, there is a command—/bin/rm -r -f *—that removes everything on the file system as fast as it can. Hearing that, you can probably anticipate what’s coming: Somehow, by accident, someone used this command on the drives where the Toy Story 2 files were kept. Not just some of the files, either. All of the data that made up the pictures, from objects to backgrounds, from lighting to shading, was dumped out of the system. First, Woody’s hat disappeared. Then his boots. Then he disappeared entirely. One by one, the other characters began to vanish, too: Buzz, Mr. Potato Head, Hamm, Rex. Whole sequences—poof!—were deleted from the drive. Oren Jacobs, one of the lead technical directors on the movie, remembers watching this occur in real time. At first, he couldn’t believe what he was seeing. Then, he was frantically dialing the phone to reach systems. “Pull out the plug on the Toy Story 2 master machine!” he screamed. When the guy on the other end asked, sensibly, why, Oren screamed louder: “Please, God, just pull it out as fast as you can!” The systems guy moved quickly, but still, two years of work—90 percent of the film—had been erased in a matter of seconds. An hour later, Oren and his boss, Galyn Susman, were in my office, trying to figure out what we would do next. “Don’t worry,” we all reassured each other. “We’ll restore the data from the backup system tonight. We’ll only lose half a day of work.” But then came random event number two: The backup system, we discovered, hadn’t been working correctly. The mechanism we had in place specifically to help us recover from data failures had itself failed. Toy Story 2 was gone and, at this point, the urge to panic was quite real. To reassemble the film would have taken thirty people a solid year. I remember the meeting when, as this devastating reality began to sink in, the company’s leaders gathered in a conference room to discuss our options—of which there seemed to be none. Then, about an hour into our discussion, Galyn Susman, the movie’s supervising technical director, remembered something: “Wait,” she said. “I might have a backup on my home computer.” About six months before, Galyn had had her second baby, which required that she spend more of her time working from home. To make that process more convenient, she’d set up a system that copied the entire film database to her home computer, automatically, once a week. This—our third random event—would be our salvation. Within a minute of her epiphany, Galyn and Oren were in her Volvo, speeding to her home in San Anselmo. They got her computer, wrapped it in blankets, and placed it carefully in the backseat. Then they drove in the slow lane all the way back to the office, where the machine was, as Oren describes it, “carried into Pixar like an Egyptian pharaoh.” Thanks to Galyn’s files, Woody was back—along with the rest of the movie.

The switchport rate-mode dedicated command is mandatory on oversubscribed modules or switches because ISLs must be configured on full-rate

His desktop was a sheet of black opal with neither paper nor a data console to mar its polished perfection. A small printer perched on the outer edge, as if contemplating suicide in remorse at intruding on so august a personage.

Product development has become a faster, more flexible process, where radically better products don’t stand on the shoulders of giants, but on the shoulders of lots of iterations. The basis for success then, and for continual product excellence, is speed. Unfortunately, like Jonathan’s failed gate-based product development framework, most management processes in place at companies today are designed with something else in mind. They were devised over a century ago, at a time when mistakes were expensive and only the top executives had comprehensive information, and their primary objectives are lowering risk and ensuring that decisions are made only by the few executives with lots of information. In this traditional command-and-control structure, data flows up to the executives from all over the organization, and decisions subsequently flow down. This approach is designed to slow things down, and it accomplishes the task very well. Meaning that at the very moment when businesses must permanently accelerate, their architecture is working against them.

To understand this first event, you need to know that we rely on Unix and Linux machines to store the thousands of computer files that comprise all the shots of any given film. And on those machines, there is a command—/bin/rm -r -f *—that removes everything on the file system as fast as it can. Hearing that, you can probably anticipate what’s coming: Somehow, by accident, someone used this command on the drives where the Toy Story 2 files were kept. Not just some of the files, either. All of the data that made up the pictures, from objects to backgrounds, from lighting to shading, was dumped out of the system. First, Woody’s hat disappeared. Then his boots. Then he disappeared entirely. One by one, the other characters began to vanish, too: Buzz, Mr. Potato Head, Hamm, Rex. Whole sequences—poof!—were deleted from the drive.

So which country will lead in the broader category of business AI? Today, the United States enjoys a commanding lead (90–10) in this wave, but I believe in five years China will close that gap somewhat (70–30), and the Chinese government has a better shot at putting the power of business AI to good use. The United States has a clear advantage in the most immediate and profitable implementations of the technology: optimizations within banking, insurance, or any industry with lots of structured data that can be mined for better decision-making. Its companies have the raw material and corporate willpower to apply business AI to the problem of maximizing their bottom line.

Worst of all was the flight software that handled data on board the rover, writing to and reading from the "flash" memory that was our equivalent of a computer's hard drive. The read and write commands too often just didn't work. The command we seemed to use the most was the one the Flight Software team called "SHUTDOWN_DAMMIT", which was like hitting CTRL-ALT-DEL on a personal computer, killing everything off and starting over.

The retailer is interested in the consumers’ behaviour in each of the two or three hundred categories it offers, but owing to a lack of critical mass in each category, the retailer does not have the budget or the personnel to discover the information. However, for a manufacturer, concentrating on a small set of categories, it is worthwhile. The manufacturer can relate in-store data with the information collected from consumer research: how consumers choose in this category, which consumers choose what, which brands compete most closely with each other and which command the greatest brand loyalty. Since

Back in my cabin I asked the library computer for hard copy of Chapter One, but instead of getting something out of a slot, I was answered by "Press READY on slate." There was a thin, blank, white panel, the size of a sheet of office stationery, resting on a frame at the console. Indeed it had a small square marked READY on its corner, and when I pressed it the panel displayed the title, author, and so on in black on white, various data-search key words, and the phrase, BOOK LOADED. I found that from then on I could take that "slate" anywhere and have it display any page of the book on command. The display was a liquid crystal, and evidently the slate's memory was capable of storing more than a hundred thousand words.

Cotton is a brilliant, original, 'out of the box' thinker with command of his subject. Cotton's Microprediction is necessary reading for those whose success depends upon data-driven predictions.

Wait!” he told himself, “give it time. After all, a human being is complex and probably responds slowly.” He was still thinking that when a voice said right into his ears, “Emergency report: power be now used by a not known unit.” Marin jumped involuntarily and turned his head. The shock of that voice was throbbing inside him as he twisted his head and looked around wildly for the speaker. Except for the silent form, on the floor beside him, the laboratory was empty. Before he could think about that, a second voice said, “Directional find —did be find interfere unit—Group 814 area.” There was a pause, and once more Marin gazed around the room. It was still deserted. His mind began to work. He thought, Why, they’re speaking straight into my brain. Mental telepathy. But how—what? That was as far as he got. A third voice said, “No contact be possible. Receiving unit be human person. Further operation command be now necessary and include more data.” Other sensations—not verbal—were coming now. They seemed to be more on the level of automatic processes, partly below consciousness. Marin could feel a tugging at what seemed to be the base of his brain, and then, vaguely, stirrings inside his body: changes taking place, readjustments of functions, tiny manipulations of his glands and cells. The contact was as deep and thorough as that.

An operator watching his CRT display screen, giving commands to a computer via a keyboard and a handheld light gun, and sending data to other computers via a digital communications link:

In the non-space of the matrix, the interior of a given data construct possessed unlimited subjective dimension; a child’s toy calculator, accessed through Case’s Sendai, would have presented limitless gulfs of nothingness hung with a few basic commands.

Our assumption that we are directly interacting with physical reality closely parallels the way we respond to the image on a computer screen. Moving a computer’s mouse appears to move the cursor around the screen. In reality, the mouse is sending a stream of data to the central processor, which calculates a new position for the cursor and then updates the image on the screen. In early computers there was a noticeable delay between issuing a command and seeing the effects on the screen. Today computers are so fast they can recalculate the image on a screen in a fraction of a second, and there is no visible delay between the movement of the mouse and the cursor on the screen. We experience moving the cursor across the screen. Our experience of daily life is similar. When I kick a stone, my intention to move my foot is communicated to my body, and my foot in the physical world moves to meet the physical stone. But I do not experience the interaction directly. The brain receives the information sent back by the eyes and body and updates my image of reality appropriately.

What kinds of Work will You do in Freelancing? What kind of work will you do in Freelancing? And to understand the type of work in freelancing, You need to have a clear idea of what freelancing is. There is no specific type of freelancing, it can be of many types, such as - Freelance Photography, Freelance Journalism, Freelance Writer, Freelance Data Entry, Freelance Logo Designer, Freelance Graphics Designer etc. There's no end to the amount of work you can do with freelancing. The most interesting thing is that you are everything in this process. There is no one to twirl over your head, you are the boss here. Even here there is no obligation to work from 9-5. Today I discuss some freelancing tasks that are popular in the freelancing sector or are done by many freelancers. For example: Data Entry: It wouldn't be too much of a mistake to say that data entry is the easiest job. Rather, it can be said without a doubt that data entry is more difficult than any other job. Data entry work basically means typing. This work is usually provided as a PDF file and is described as a 'Word type work'. Any employee can take a data entry job as a part-time job for extra income at the end of his work. Graphics Design: One of the most popular jobs in the freelancing world is graphic design. The main reasons for the popularity of this work are its attractiveness and simplicity. Everything we see online is contributed by graphics. For example, Cover pages, Newspaper, Book cover pages, advertisements and Photographs, Editing or changing the background of a picture or photo, Creating banners for advertising, Creating visiting cards, Business cards or leaflets, Designed for webpages known as (PhD), T-shirt designing, Logo designing, Making cartoons and many more. Web Design and Development: 'Web design' or 'Site design' are used interchangeably. The most important job of freelancing is web design. From the simplest to the most difficult aspects of this work, almost all types of work are done by freelancers. There are many other themes like WordPress, Elementor, Joomla, and DV that can be used to create entire sites. Sometimes coding is required to create some sites. If the web designer has coding experience or skills then there is no problem, and if not then the site creation should be done by programmers. Programming: Programming means writing some signals, codes, or symbols into a specific system. And its job is to give different types of commands or orders to the computer. If you give some command to the computer in Bengali or English, the computer will not understand it. For that want binary code or number. Just as any book is written in English, Hindi, Japanese Bengali, etc. every program is written in some particular programming language like C++, Java, etc. The written form of the program is called source code. A person who writes source code is called a programmer, coder, or developer. While writing the program, the programmer has to follow the syntax or grammar of that particular programming language. Other work: Apart from the above jobs, there are various other types of jobs that are in high demand in the freelancing sector or market. The tasks are: Writing, Article or blog post writing SEO Marketing, Digital marketing, Photo, Audio, Video Editing, Admin jobs, Software development, Translation, Affiliate marketing, IT and Networking etc. Please Visit Our Blogging Website to read more Articles related to Freelancing and Outsourcing, Thank You.

Christians are commanded in Scripture to pursue the truth wherever it is found. Consider one classic example in the book of Acts, where we are told that the Christians in Berea “were more noble than those in Thessalonica, in that they received the word with all readiness of mind, and searched the scriptures daily, whether those things were so” (Acts 17:11). Although the Berean Christians had every reason to accept Paul's message without question, since he was the most visible, dynamic, and authoritative Christian to them, they did two things: first, “they received the word with all readiness of mind,” and, second, they checked the sources Paul pointed to, which were the Scriptures themselves. Every Christian has the responsibility to act accordingly: to receive the message and check its claims against the Scriptures. In other words, they should “prove all things; hold fast that which is good” (1 Thessalonians 5:21). It is our responsibility to study the truth so that we know when we come across error. It is vitally important for Christians to examine claims made by anyone in the name of Christianity. If the claims are not in accordance with the whole message of Scripture, then they must be rejected. To take it a step further, if a person makes a historical claim, concerned individuals are obliged to verify how well that claim matches the available data. If the historical data do not substantiate the claim, then the claim must be rejected, rather than the data. Christians have no excuse for living a lie, since we have access to the truth. For Christian scholars in particular to put forth excuses or evade obvious historical facts is not in accordance with truth as defined by the Scriptures and God-given conscience. It is our duty to always check the sources to see if they are authentic or not. If we cannot do this and succumb to the delusion that any source is reliable, then we have fallen prey to “cunningly devised fables.

Still physically shaken by the bomb blast which so nearly had cut short his career, the Fuehrer raves and rambles, boasts, threatens, and complains. As he meanders through the “conference,” really a solo performance, one idea reappears again and again: the final decision must come in the west and if necessary the other fronts must suffer so that a concentrated, major effort can be made there. No definite plans can be made as yet, says Hitler, but he himself will accept the responsibility for planning and for command; the latter he will exercise from a headquarters some place in the Black Forest or the Vosges. To guarantee secrecy, nobody will be allowed to inform the Commander in Chief West or his staff of these far-reaching plans; the WFSt, that is, Jodl, must form a small operational staff to aid the Fuehrer by furnishing any needed data.7

first of which would threaten the future of Pixar. To understand this first event, you need to know that we rely on Unix and Linux machines to store the thousands of computer files that comprise all the shots of any given film. And on those machines, there is a command—/bin/rm -r -f *—that removes everything on the file system as fast as it can. Hearing that, you can probably anticipate what’s coming: Somehow, by accident, someone used this command on the drives where the Toy Story 2 files were kept. Not just some of the files, either. All of the data that made up the pictures, from objects to backgrounds, from lighting to shading, was dumped out of the system. First, Woody’s hat disappeared. Then his boots. Then he disappeared entirely. One by one, the other characters began to vanish, too: Buzz, Mr. Potato Head, Hamm, Rex. Whole sequences—poof!—were deleted from the drive.

Fast-forward to March 17, 2014, when the Los Angeles Times was the first news company to break a story about a nearby earthquake. Their edge? The article was written entirely by a robot—a computer program that scans streams of data, like that from the U.S. Geological Survey, and puts together short pieces faster than any newsroom chain of command could. This program earned the paper a few minutes of lead time at most, but today, those minutes are critical.

Victra stands to the side listening to enemy chatter. “Response teams inbound. More than two thousand mixed units.” She’s also patched to the strategic command on Orion’s ship, so she can gather battle data from the huge sensor arrays on the flagship. Looks like Roque launched more than fifteen thousand men at us in his leechCraft. Most will be in the Pax by now. Burrowed through to find me. Silly bastards. Roque gambled big, bet wrong. And I’ve just brought three thousand crazed Obsidian berserkers to a mostly empty warship. The Poet is going to be pissed.

In this traditional command-and-control structure, data flows up to the executives from all over the organization, and decisions subsequently flow down. This approach is designed to slow things down, and it accomplishes the task very well. Meaning that at the very moment when businesses must permanently accelerate, their architecture is working against them.

We’ve all been surprised by the realization that our first impression of a person turned out to be wrong. We misread the clues gathered through our initial observation, and only as a result of continued exposure to that person can we gather more data and realize that this was a book that could not be judged by its cover. Time is an empowerer of people reading; if you have it, take care not to cast your initial impressions in stone. Once

Tracked Vehicles "Each war proves anew to those who may have had their doubts, the primacy of the main battle tank. Between wars, the tank is always a target for cuts. But in wartime, everyone remembers why we need it, in its most advanced, upgraded versions and in militarily significant numbers." - IDF Brigadier General Yahuda Admon (retired) Since their first appearance in the latter part of World War I, tanks have increasingly dominated military thinking. Armies became progressively more mechanised during World War II, with many infantry being carried in armoured carriers by the end of the war. The armoured personnel carrier (APC) evolved into the infantry fighting vehicle (IFV), which is able to support the infantry as well as simply transport them. Modern IFVs have a similar level of battlefield mobility to the tanks, allowing tanks and infantry to operate together and provide mutual support. Abrams Mission Provide heavy armour superiority on the battlefield. Entered Army Service 1980 Description and Specifications The Abrams tank closes with and destroys enemy forces on the integrated battlefield using mobility, firepower, and shock effect. There are three variants in service: M1A1, M1A2 and M1A2 SEP. The 120mm main gun, combined with the powerful 1,500 HP turbine engine and special armour, make the Abrams tank particularly suitable for attacking or defending against large concentrations of heavy armour forces on a highly lethal battlefield. Features of the M1A1 modernisation program include increased armour protection; suspension improvements; and an improved nuclear, biological and chemical (NBC) protection system that increases survivability in a contaminated environment. The M1A1D modification consists of an M1A1 with integrated computer and a far-target-designation capability. The M1A2 modernisation program includes a commander's independent thermal viewer, an improved commander's weapon station, position navigation equipment, a distributed data and power architecture, an embedded diagnostic system and improved fire control systems.

M113 Family of Vehicles Mission Provide a highly mobile, survivable, and reliable tracked-vehicle platform that is able to keep pace with Abrams- and Bradley-equipped units and that is adaptable to a wide range of current and future battlefield tasks through the integration of specialised mission modules at minimum operational and support cost. Entered Army Service 1960 Description and Specifications After more than four decades, the M113 family of vehicles (FOV) is still in service in the U.S. Army (and in many foreign armies). The original M113 Armoured Personnel Carrier (APC) helped to revolutionise mobile military operations. These vehicles carried 11 soldiers plus a driver and track commander under armour protection across hostile battlefield environments. More importantly, these vehicles were air transportable, air-droppable, and swimmable, allowing planners to incorporate APCs in a much wider range of combat situations, including many "rapid deployment" scenarios. The M113s were so successful that they were quickly identified as the foundation for a family of vehicles. Early derivatives included both command post (M577) and mortar carrier (M106) configurations. Over the years, the M113 FOV has undergone numerous upgrades. In 1964, the M113A1 package replaced the original gasoline engine with a 212 horsepower diesel package, significantly improving survivability by eliminating the possibility of catastrophic loss from fuel tank explosions. Several new derivatives were produced, some based on the armoured M113 chassis (e.g., the M125A1 mortar carrier and M741 "Vulcan" air defence vehicle) and some based on the unarmoured version of the chassis (e.g., the M548 cargo carrier, M667 "Lance" missile carrier, and M730 "Chaparral" missile carrier). In 1979, the A2 package of suspension and cooling enhancements was introduced. Today's M113 fleet includes a mix of these A2 variants, together with other derivatives equipped with the most recent A3 RISE (Reliability Improvements for Selected Equipment) package. The standard RISE package includes an upgraded propulsion system (turbocharged engine and new transmission), greatly improved driver controls (new power brakes and conventional steering controls), external fuel tanks, and 200-amp alternator with four batteries. Additional A3 improvements include incorporation of spall liners and provisions for mounting external armour. The future M113A3 fleet will include a number of vehicles that will have high speed digital networks and data transfer systems. The M113A3 digitisation program includes applying hardware, software, and installation kits and hosting them in the M113 FOV. Current variants: Mechanised Smoke Obscurant System M548A1/A3 Cargo Carrier M577A2/A3 Command Post Carrier M901A1 Improved TOW Vehicle M981 Fire Support Team Vehicle M1059/A3 Smoke Generator Carrier M1064/A3 Mortar Carrier M1068/A3 Standard Integrated Command Post System Carrier OPFOR Surrogate Vehicle (OSV) Manufacturer Anniston Army Depot (Anniston, AL) United Defense, L.P. (Anniston, AL)

Unfortunately, like Jonathan’s failed gate-based product development framework, most management processes in place at companies today are designed with something else in mind. They were devised over a century ago, at a time when mistakes were expensive and only the top executives had comprehensive information, and their primary objectives are lowering risk and ensuring that decisions are made only by the few executives with lots of information. In this traditional command-and-control structure, data flows up to the executives from all over the organization, and decisions subsequently flow down. This approach is designed to slow things down, and it accomplishes the task very well. Meaning that at the very moment when businesses must permanently accelerate, their architecture is working against them.

Use manual sanity checks in data pipelines. When optimizing data processing systems, it’s easy to stay in the “binary mindset” mode, using tight pipelines, efficient binary data formats, and compressed I/O. As the data passes through the system unseen, unchecked (except for perhaps its type), it remains invisible until something outright blows up. Then debugging commences. I advocate sprinkling a few simple log messages throughout the code, showing what the data looks like at various internal points of processing, as good practice — nothing fancy, just an analogy to the Unix head command, picking and visualizing a few data points. Not only does this help during the aforementioned debugging, but seeing the data in a human-readable format leads to “aha!” moments surprisingly often, even when all seems to be going well. Strange tokenization! They promised input would always be encoded in latin1! How did a document in this language get in there? Image files leaked into a pipeline that expects and parses text files! These are often insights that go way beyond those offered by automatic type checking or a fixed unit test, hinting at issues beyond component boundaries. Real-world data is messy. Catch early even things that wouldn’t necessarily lead to exceptions or glaring errors. Err on the side of too much verbosity.

Petrov was the commander in charge when satellite data indicated there were five American ICBMs on their way to strike Moscow with nuclear weapons. For reasons having to do with human intuition, Petrov became suspicious of that attack information. Years later, he told Washington Post reporter David Hoffman what he was thinking at the time. “I had a funny feeling in my gut,” Petrov said, asking himself, Who starts a nuclear war against another superpower with just five ICBMs? In 1983, Petrov made the decision to interpret the early-warning signal as a “false alarm,” he said, thereby not sending a report up the chain of command. For his well-placed skepticism, Lieutenant Colonel Stanislav Petrov famously became known as “the man who saved the world from nuclear war.

Of course, no one was privy to the real map while the battle was raging. This is the key point and one reason why studying the movements of armies has been of such little practical use to business people. What the commanders had, at best, was information about the enemy within a few miles of them. To make things worse, much of this information, as the 19th century military philosopher Carl von Clausewitz observed about information in all wars, was wrong. It was based on misunderstandings, errors in passing data from one person to another, catching a glimpse of trucks and reporting tanks, seeing our tanks and reporting theirs, the effects of fear, panic, and fatigue, and so on. Anyone who has been in any military operation, even an exercise, knows how much of this there is.

Lu finished breakfast, sat sipping coffee. Her eyes wandered about the room, half-consciously memorizing faces, displays, exits. The people in this brightly lit, quiet, air-conditioned bunker were living in a fantasy world. And none of them knew it. This was the end receptacle for megabytes of intelligence streaming in to the Peace from all over the world. Before that data arrived, it was already interpreted and winnowed by remote processors. Here it was finally integrated and put on the displays for the highest commanders to pass upon. These people thought their cute displays gave them some ultimate grip on reality. Lu knew that had never been true—and after last night she was sure the system was riddled with lies.

data mining program called Able Danger was set up by US Special Operations Command (SOCOM) in late 1998. It begins collecting data mostly on Bosnia and China but at this time it begins collecting data on Al-Qaeda---which is essentially collecting data on clandestine CIA black ops.

2. MIGRATE YOUR PRODUCT LEK had to move away from ‘standard’ strategy towards analysis of competitors. This led to ‘relative cost position’ and ‘acquisition analysis’. Your task is to find a unique product or service, one not offered in that form by anyone else. Your raw material is, of course, what you and the rest of your industry do already. Tweak it in ways that could generate an attractive new product. The ideal product is: ★ close to something you already do very well, or could do very well; ★ something customers are already groping towards or you know they will like; ★ capable of being ‘automated’ or otherwise done at low cost, by using a new process (cutting out costly steps, such as self-service), a new channel (the phone or Internet), new lower-cost employees (LEK’s ‘kids’, highly educated people in India), new raw materials (cheap resins, free data from the Internet), excess capacity from a related industry (especially manufacturing capacity), new technology or simply new ideas; ★ able to be ‘orchestrated’ by your firm while you yourself are doing as little as possible; ★ really valuable or appealing to a clearly defined customer group - therefore commanding fatter margins; ★ difficult for any rival to provide as well or as cheaply - ideally something they cannot or would not want to do. Because you are already in business, you can experiment with new products in a way that someone thinking of starting a venture cannot do. Sometimes the answer is breathtakingly simple. The Filofax system didn’t start to take off until David Collischon provided ‘filled organisers’ - a wallet with a standard set of papers installed. What could you do that is simple, costs you little or nothing and yet is hugely attractive to customers? Ask customers if they would like something different. Mock up a prototype; show it around. Brainstorm new ideas. Evolution needs false starts. If an idea isn’t working, don’t push it uphill. If a possible new product resonates at all, keep tweaking it until you have a winner. At the same time . . .

In script mode, we type Python program in a file and save them with file extension of .py and then use the interpreter to execute the contents from the file. Script mode helps us reuse the saved set of command anytime we require.

In Honolulu, Lieutenant Commander Suzuki spent a busy week. From occasional visitors to his ship he learned that the fleet wasn’t now assembling at Lahaina Anchorage as it used to. He confirmed that the weekend was a universally observed American institution. He picked up some choice titbits — structural data on the Hickam Field hangars, interesting aerial shots of Pearl Harbor taken October 21. These were made from a private plane that took up sightseers at nearby John Rogers Airport. Anybody could do it.

As you’ll read in these stories, almost to a person these subjects were highly intelligent and educated people of science. But it wasn’t until after their NDE experience did they fully begin to understand the power of the super-conscious mind and its existence outside the human brain. The super-conscious mind is the source of all pure creativity. It is the super-conscious mind that is functioning at the creation of anything that is completely new in the universe. The super-conscious mind is tapped into and used by all the great inventors, writers, artists and composers of history on a regular basis, right up to the present day. Every great work of art or creativity is infused with super-conscious energy. Your super-conscious mind can access every piece of information stored in your conscious and subconscious minds. It can also access data and ideas outside your own experience, because it actually lies outside your human mind. This is why it is called a form of universal intelligence. You will often get ideas that come to you from far beyond you. It is not unusual for two people separated by thousands of miles of distance to come up with the same idea at the same time. When you are well-attuned to another person, such as your spouse or mate, you will often have thoughts identical to him or her at the same time during the day, and you will only find out that you had reached the same conclusion when you compare notes hours later. This is an example of your super-conscious mind at work. Sometimes when you are with other positive, goal-oriented people, your combined super-conscious minds will form a higher mind that you can all tap into. This is why, when you are involved in a conversation or listening to a lecture, ideas and inspirations will often leap into your mind that have no direct connection to what is being discussed. But those ideas and inspirations may be exactly what you need at that moment to move you forward on your journey. Because of your super-conscious powers, virtually anything that you can hold in your mind on a continuing basis, you can have. Emerson wrote, “A man becomes what he thinks about, most of the time.” Earl Nightingale wrote, “You become what you think about.” In the Bible it says that, “Whatsoever a man soweth, that also shall he reap.” And this law of sowing and reaping refers to mental states; to your thoughts. Of course, there is a potential danger in the use of your super-conscious mind. It is like fire - a wonderful servant, but a terrible master. If you use it improperly, and think negative, fearful thoughts, your super-conscious mind will accept your thoughts as a command and go to work to materialize them into your reality.

What kinds of Work will You do in Freelancing? What kind of work will you do in Freelancing? And to understand the type of work in freelancing, You need to have a clear idea of what freelancing is. There is no specific type of freelancing, it can be of many types, such as - Freelance Photography, Freelance Journalism, Freelance Writer, Freelance Data Entry, Freelance Logo Designer, Freelance Graphics Designer etc. There's no end to the amount of work you can do with freelancing. The most interesting thing is that you are everything in this process. There is no one to twirl over your head, you are the boss here. Even here there is no obligation to work from 9-5. Today I discuss some freelancing tasks that are popular in the freelancing sector or are done by many freelancers. For example: Data Entry: It wouldn't be too much of a mistake to say that data entry is the easiest job. Rather, it can be said without a doubt that data entry is more difficult than any other job. Data entry work basically means typing. This work is usually provided as a PDF file and is described as a 'Word type work'. Any employee can take a data entry job as a part-time job for extra income at the end of his work. Graphics Design: One of the most popular jobs in the freelancing world is graphic design. The main reasons for the popularity of this work are its attractiveness and simplicity. Everything we see online is contributed by graphics. For example, Cover pages, Newspaper, Book cover pages, advertisements and Photographs, Editing or changing the background of a picture or photo, Creating banners for advertising, Creating visiting cards, Business cards or leaflets, Designed for webpages known as (PhD), T-shirt designing, Logo designing, Making cartoons and many more. Web Design and Development: 'Web design' or 'Site design' are used interchangeably. The most important job of freelancing is web design. From the simplest to the most difficult aspects of this work, almost all types of work are done by freelancers. There are many other themes like WordPress, Elementor, Joomla, and DV that can be used to create entire sites. Sometimes coding is required to create some sites. If the web designer has coding experience or skills then there is no problem, and if not then the site creation should be done by programmers. Programming: Programming means writing some signals, codes, or symbols into a specific system. And its job is to give different types of commands or orders to the computer. If you give some command to the computer in Bengali or English, the computer will not understand it. For that want binary code or number. Just as any book is written in English, Hindi, Japanese Bengali, etc. every program is written in some particular programming language like C++, Java, etc. The written form of the program is called source code. A person who writes source code is called a programmer, coder, or developer. While writing the program, the programmer has to follow the syntax or grammar of that particular programming language. Other work: Apart from the above jobs, there are various other types of jobs that are in high demand in the freelancing sector or market. The tasks are: Writing, Article or blog post writing SEO Marketing, Digital marketing, Photo, Audio, Video Editing, Admin jobs, Software development, Translation, Affiliate marketing, IT and Networking etc.

2. A requirement for intelligence to fill a gap in the command´s knowledge or understanding of the battlespace or threat forces.

Given the recent remarkable advances in artificial intelligence, scouting will probably involve “algorithmic warfare,” with competing AI systems plowing through vast amounts of data to identify patterns of enemy behavior that might elude human analysts. Identifying enemy operational tendencies may also aid commanders in employing their forces more effectively, similar to the way the introduction of operations research aided the allies in identifying effective convoy operations during the Battle of the Atlantic in World War II.30 AI could potentially assist efforts to develop malware, which could be used to erase or corrupt enemy scouting information, including the enemy’s AI algorithms themselves. If these efforts are successful, enemy commanders may lose confidence in their scouts, producing a “mission kill,” in which much of the enemy’s scouting force continues to operate but where its product is suspect.

What is the truth, but a disguised lie! His slogan, which he has always worked with; as it has no meaning in this world, rather it does not exist, everything is relative, so what is for me an irrefutable truth may be for others just an illusion. Each sees from his angle and according to the amount of data that his mind receives from the surrounding environment, and the result that the mentality deduced from linking and analyzing these data, is the truth then. What if we have the ability to manipulate the data? Then the truth becomes in our hands as a piece of dough, we shape it as we like, and sometimes, out of the perfection of the lie, when the truth appears, no one believes it. If the truth suits the desires and orientations of the mind, then it becomes your help to its owner, a loyal and obedient soldier in your hands, and whenever you whip it with many details, it decides to ignore them, and under pressure it will fill the gaps with the invented story on his own occurred. Good suspicion, misunderstanding, complicated matter, forgetfulness, trust, are all tools and justifications to bridge these gaps, then it realizes that its salvation from this torment is by believing the generalities of what it sees, and the conclusion, the final, is the truth. But before confronting Satan with its greatest weapon, you must first whip your mind, have it at your command, then you will be able to weave the greatest truth, not subject to criticism, nor denial from the angle that the victim sees.

Setting Working Directory This step tells R where to read in the source files. Command: setwd(“directory_path”) Example: (If all data files are saved in directory “MIMIC_data_files

Viewing the Dataset There are several commands in R that are very useful for getting a ‘feel’ of your datasets and see what they look like before you start manipulating them. View the first and last

AT 3:00 P.M. SHARP on August 23, 2012, Colonel Edgar escorted the two men into Mattis’s office on MacDill Air Force Base in Tampa. The sixty-one-year-old general was an intimidating figure in person: muscular and broad shouldered, with dark circles under his eyes that suggested a man who didn’t bother much with sleep. His office was decorated with the mementos of a long military career. Amid the flags, plaques, and coins, Shoemaker’s eyes rested briefly on a set of magnificent swords displayed in a glass cabinet. As they sat down in a wood-paneled conference room off to one side of the office, Mattis cut to the chase: “Guys, I’ve been trying to get this thing deployed for a year now. What’s going on?” Shoemaker had gone over everything again with Gutierrez and felt confident he was on solid ground. He spoke first, giving a brief overview of the issues raised by an in-theater test of the Theranos technology. Gutierrez took over from there and told the general his army colleague was correct in his interpretation of the law: the Theranos device was very much subject to regulation by the FDA. And since the agency hadn’t yet reviewed and approved it for commercial use, it could only be tested on human subjects under strict conditions set by an institutional review board. One of those conditions was that the test subjects give their informed consent—something that was notoriously hard to obtain in a war zone. Mattis was reluctant to give up. He wanted to know if they could suggest a way forward. As he’d put it to Elizabeth in an email a few months earlier, he was convinced her invention would be “a game-changer” for his men. Gutierrez and Shoemaker proposed a solution: a “limited objective experiment” using leftover de-identified blood samples from soldiers. It would obviate the need to obtain informed consent and it was the only type of study that could be put together as quickly as Mattis seemed to want to proceed. They agreed to pursue that course of action. Fifteen minutes after they’d walked in, Shoemaker and Gutierrez shook Mattis’s hand and walked out. Shoemaker was immensely relieved. All in all, Mattis had been gruff but reasonable and a workable compromise had been reached. The limited experiment agreed upon fell short of the more ambitious live field trial Mattis had had in mind. Theranos’s blood tests would not be used to inform the treatment of wounded soldiers. They would only be performed on leftover samples after the fact to see if their results matched the army’s regular testing methods. But it was something. Earlier in his career, Shoemaker had spent five years overseeing the development of diagnostic tests for biological threat agents and he would have given his left arm to get access to anonymized samples from service members in theater. The data generated from such testing could be very useful in supporting applications to the FDA. Yet, over the ensuing months, Theranos inexplicably failed to take advantage of the opportunity it was given. When General Mattis retired from the military in March 2013, the study using leftover de-identified samples hadn’t begun. When Colonel Edgar took on a new assignment as commander of the Army Medical Research Institute of Infectious Diseases a few months later, it still hadn’t started. Theranos just couldn’t seem to get its act together. In July 2013, Lieutenant Colonel Shoemaker retired from the army. At his farewell ceremony, his Fort Detrick colleagues presented him with a “certificate of survival” for having the courage to stand up to Mattis in person and emerging from the encounter alive. They also gave him a T-shirt with the question, “What do you do after surviving a briefing with a 4 star?” written on the front. The answer could be found on the back: “Retire and sail off into the sunset.

Victims included U.S. state and local entities, such as state boards of elections (SBOEs), secretaries of state, and county governments, as well as individuals who worked for those entities.186 The GRU also targeted private technology firms responsible for manufacturing and administering election-related software and hardware, such as voter registration software and electronic polling stations.187 The GRU continued to target these victims through the elections in November 2016. While the investigation identified evidence that the GRU targeted these individuals and entities, the Office did not investigate further. The Office did not, for instance, obtain or examine servers or other relevant items belonging to these victims. The Office understands that the FBI, the U.S. Department of Homeland Security, and the states have separately investigated that activity. By at least the summer of 2016, GRU officers sought access to state and local computer networks by exploiting known software vulnerabilities on websites of state and local governmental entities. GRU officers, for example, targeted state and local databases of registered voters using a technique known as "SQL injection," by which malicious code was sent to the state or local website in order to run commands (such as exfiltrating the database contents).188 In one instance in approximately June 2016, the GRU compromised the computer network of the Illinois State Board of Elections by exploiting a vulnerability in the SBOE's website. The GRU then gained access to a database containing information on millions of registered Illinois voters,189 and extracted data related to thousands of U.S. voters before the malicious activity was identified.190 GRU officers [REDACTED: Investigative Technique] scanned state and local websites for vulnerabilities. For example, over a two-day period in July 2016, GRU officers [REDACTED: Investigative Technique] for vulnerabilities on websites of more than two dozen states.

These higher-order capabilities are the products of passion, of a commitment to something that inspires us, something outside ourselves that needs and deserves the best of who we are. Initiative, creativity, and valor can’t be commanded. They are gifts. Every employee gets to decide, “Do I bring these gifts to work today, or not?” and as the Gallup data suggests, the answer is usually “no” and, sometimes, “hell, no.

The commander cleared the briefing orders, comm codes, and other data that had been on display throughout the briefing. Then he looked across the room full of Legion officers, knowing many would die in the next few hours. He nodded slightly. Barely. Making sure he fixed the faces of the dead in his mind. If only so that the someone who would order them to their death did so not lightly.

Under the direction of General Westmoreland, significantly himself a graduate of the Harvard Business School in which McNamara had at one time taught, the computers zestfully went to work. Fed on forms that had to be filled in by the troops, they digested data on everything from the amount of rice brought to local markets to the number of incidents that had taken place in a given region in a given period of time. They then spewed forth a mighty stream of tables and graphs which purported to measure “progress” week by week and day by day. So long as the tables looked neat, few people bothered to question the accuracy, let alone the relevance, of the data on which they were based. So long as they looked neat, too, the illusion of having a grip on the war helped prevent people from attempting to gain a real understanding of its nature. This is not to say that the Vietnam War was lost simply because the American defense establishment’s management of the conflict depended heavily on computers. Rather, it proves that there is, in war and presumably in peace as well, no field so esoteric or so intangible as to be completely beyond the reach of technology. The technology in use helps condition tactics, strategy, organization, logistics, intelligence, command, control, and communication. Now, however, we are faced with an additional reality. Not only the conduct of war, but the very framework our brains employ in order to think about it, are partly conditioned by the technical instruments at our disposal.

Databases of this type are interrogated in a language called SQL. You send them commands like the one shown here to interact with their stored information. Understanding how to manipulate these databases is subtle. The example command, for example, creates a “view”: a virtual database table that pulls together data from multiple existing tables, and that can then be addressed by the SQL commands like a standard table. When to create views and how to do so well is a tricky question, one of many that you must understand and master to tease reasonable results out of real-world databases.

ImaginoTransferenceRecordingDevice: A machine used to write books in the Well, the ITRD resembles a large horn (typically eight feet across and made of brass) attached to a polished mahogany mixing board a little like a church organ but with many more stops and levers. As the story is enacted in front of the collecting horn, the actions, dialogue, humor, pathos, etc., are collected, mixed and transmitted as raw data to Text Grand Central, where the wordsmiths hammer it into readable storycode. Once done, it is beamed direct to the author’s pen or typewriter, and from there through a live footnoterphone link back to the Well as plain text. The page is read, and if all is well, it is added to the manuscript and the characters move on. The beauty of the system is that authors never suspect a thing—they think they do all the work. COMMANDER TRAFFORD BRADSHAW, CBE Bradshaw’s Guide to the BookWorld

driveway! A life-saving mechanism that could be used on their troops to help save their lives if they got separated from their squad or taken hostage. Well, I’ll be damned. And his boyfriend had made it. “It has a waterproof adhesive backing that gets placed in the shell of the ear, not in the canal like other devices. And when it senses the pulse, it automatically activates, and transmits data to your designated outside source…in your case…that’d be me.” Hart didn’t know what to say. Free nibbled on his bottom lip. “At least while doing the trial run. Then you can transmit directly to your own command center.” “I can’t believe you invented

Before Stuxnet’s malicious commands went into action, the malware sat patiently on the PLC for about two weeks, sometimes longer, recording legitimate operations as the controller sent status reports back to monitoring stations. Then when Stuxnet’s malicious commands leapt into action, the malware replayed the recorded data back to operators to blind them to anything amiss on the machines

Much of the negation poisoning the democratic process has stemmed from a confusion of the personal and the statistical. I may hold down an excellent job, but the failure of the stimulus to meet its targets infuriates me. I may live in peaceful Vienna, Virginia, safe from harm—but a report that several Americans have died violently in Kabul appears like a fatal failure of authority. By dwelling on the plane of gross statistics, I become vulnerable to grandiose personal illusions: that if I compel the government to move in this direction or that, I can save the Constitution, say, or the earth, or stop the war, or end poverty now. Though my personal sphere overflows with potentiality, I join the mutinous public and demand the abolition of the established order. This type of moral and political displacement is nothing new. The best character in the best novel by Dickens, to my taste, is Mrs. Jellyby of Bleak House, who spent long days working to improve “the natives of Borrioboola-Gha, on the left bank of the Niger,” while, in her London home, her small children ran wild and neglected. Dickens termed this “telescopic philanthropy”—the trampling of the personal sphere for the sake of a heroic illusion. Mrs. Jellyby, sitting in quite a nest of waste paper, drank coffee all the evening and dictated at intervals to her eldest daughter. She also held a discussion with Mr. Quale, the subject of which seemed to be—if I understood it—the brotherhood of humanity, and gave utterance to some beautiful sentiments. I was not so attentive an auditor as I might have wished to be, however, for Peepy and the other children came flocking about Ada and me in a corner of the drawing-room to ask for another story; so we sat down among them and told them in whispers “Puss in Boots” and I don’t know what else until Mrs. Jellyby, accidentally remembering them, sent them to bed.3 The revolt of the public has had a telescopic and Jellybyan aspect to it. Though they never descended to details, insurgents assumed that, by symbolic gestures and sheer force of desire, they could refashion the complex systems of democracy and capitalism into a personalized utopia. Instead, unknowingly, they crossed into N. N. Taleb’s wild “Extremistan,” where “we are subjected to the tyranny of the singular, the accidental, the unseen, and the unpredicted.” In that unstable country, “you should always be suspicious of the knowledge you derive from data.”4 I can’t command a complex social system like the United States, but I can control my political expectations of it: I can choose to align them with reality. To seize this alternative, I must redirect the demands I make on the world from the telescopic to the personal, because actionable reality resides in the personal sphere. I can do something about losing my job, for example, but I have no clue what could or should be done about the unemployment rate. I know directly whether a law affects my business for better or worse, but I have no idea of its effect on the gross domestic product. I can assist a friend in need, but I have little influence over the natives of Borrioboola-Gha, on the left bank of the Niger. Control, however tenuous, and satisfaction, however fleeting, can only be found in the personal sphere, not in telescopic numbers reported by government. A

By at least the summer of 2016, GRU officers sought access to state and local computer networks by exploiting known software vulnerabilities on websites of state and local governmental entities. GRU officers, for example, targeted state and local databases of registered voters using a technique known as "SQL injection," by which malicious code was sent to the state or local website in order to run commands (such as exfiltrating the database contents).188 In one instance in approximately June 2016, the GRU compromised the computer network of the Illinois State Board of Elections by exploiting a vulnerability in the SBOE's website. The GRU then gained access to a database containing information on millions of registered Illinois voters,189 and extracted data related to thousands of U.S. voters before the malicious activity was identified.190

STEP FIVE Trump will say he won the argument about [INSERT CLAIM]. He may tell those who say otherwise about [INSERT CLAIM] by saying, “I can’t be doing so badly, because I’m the President and you’re not.” Trump will brag about his ability to command a large crowd, win polls, and net big TV ratings to prove his wisdom about [INSERT CLAIM]. Any data showing otherwise will be dismissed as being “dishonest” or “rigged” against him.

More than just vehicles on a map, CompassCom empowers GIS centric fleet tracking and management that supports data-driven decisions, bringing efficiencies and accuracy across all departments of your operation.Enhanced command and control with real-time asset tracking and after-action analytics leveraging the power of ArcGIS. The knowledge base of records supports continuous improvement using location intelligence to empower results you can trust. An effective fleet tracking solution can help improve fleet operations in a number of ways. For example, it can reduce engine idling time and harsh cornering, make smart routing decisions for drivers, improve customer satisfaction with accurate ETAs, and track vehicle maintenance costs.

If you don’t believe me (or the data), try this: the next time you’re anxious, just tell yourself to calm down and see what happens. If you want an extra challenge, say the command in the stern tone of your parent’s voice.

Around 6.8 million files came from Appleby, a Bermuda-based offshore legal service provider. Appleby and its data were different from Mossack Fonseca and the Panana Papers. Whereas the upstart Panamanians were entrepreneurial risk-takers, their files filled with garrulously compromising emails, Appleby was the establishment. The firm had been founded in 1898 by Major Reginald Woodfield Appleby, who later became a commander of the Order of the British Empire.

1968, Soviet submarines in the Pacific were equipped with Loran-C and Omega radio-navigation receivers. With this much data coming into the command center, it did not require a navigator with advanced skills at working out complicated formulas to get an accurate fix on a target within the approximate eight-hundred-mile range of the boat’s Serb missiles.

Companies should utilize the CSIPP™ framework whenever they face crises. The 12 elements of CSIPP™, or Crisis Solution Internal Philosophy and Practice, include: 1. Immunity (Immune Systems): Organizations, akin to living organisms, possess inherent vulnerabilities. The CSIPP™ framework advocates for the establishment of proactive and self-regulating systems within an organization which autonomously identify, respond to, and mitigate threats, thereby enhancing the organization's resilience and adaptability. 2. Surveillance: Organizations need to cultivate a culture of informed awareness. This entails the implementation of judicious surveillance mechanisms to gather both internal and external intelligence. Such insights empower organizations to preemptively identify potential risks and opportunities, enabling more agile and effective decision-making. Data serves as the lifeblood of CSIPP™. It is imperative that organizations prioritize the collection, analysis, and interpretation of relevant data. This data-driven approach facilitates evidence-based decision-making, informed risk assessments, and the optimization of crisis response strategies. 3. Decisiveness: Decisiveness is particularly important during times of crisis. Leaders must be able to gather and synthesize the data, and make quick and definite decisions to move the organization forward. 4. Capital Reserves/Liquidity: Financial preparedness is a cornerstone of crisis management. Organizations must maintain adequate reserves of liquid capital to navigate unforeseen challenges. Moreover, they should proactively identify internal assets, both tangible and intangible, that can be readily redeployed in times of crisis. 5. Communication: Effective communication is pivotal during a crisis. Organizations should establish a comprehensive communication plan encompassing all stakeholders - employees, customers, investors, and the community at large. This plan should ensure timely, transparent, and accurate information dissemination, fostering trust and mitigating the spread of misinformation. 6. Response: The ability to respond swiftly and decisively is critical in crisis situations. Organizations must develop well-defined response protocols that outline roles, responsibilities, and escalation procedures. Regular drills and simulations can enhance preparedness and ensure a coordinated response. 7. Risk Evaluation: A continuous process of risk evaluation and assessment is essential. Organizations need to proactively identify, analyze, and prioritize potential risks based on their likelihood and potential impact. This enables the development of targeted mitigation strategies and contingency plans. 8. Leadership: Strong and decisive leadership is indispensable during a crisis. Leaders must be able to make difficult decisions under pressure, communicate effectively, and inspire confidence in their teams. A clear chain of command and delegation of authority are vital for effective crisis management. 9. Readiness (Drills/Training): All individuals likely to be involved in crisis response should receive comprehensive training and participate in regular drills. This ensures that they are familiar with their roles, responsibilities, and the organization's crisis management protocols. 10. Post-Crisis Analysis: Following a crisis, it is crucial to conduct a thorough post-mortem analysis. This involves evaluating the organization's response, identifying lessons learned, and implementing corrective actions to improve future crisis management efforts. 11. Nuanced Adjustment: Crisis management is not a one-size-fits-all endeavor. Organizations need to be adaptable and flexible, adjusting their strategies and tactics as the situation evolves. 12. Protocol: Clear and well-defined protocols are the backbone of effective crisis management. Organizations should establish a set of standard operating procedures (SOPs) that outline the steps to be taken in various crisis scenarios.

It was passages like these, where there is a clear mocking of literalist readings of Scripture, that had brought me back around to Christianity after a long stretch, following college, when my notion of God and Jesus had grown, to put it gently, tenuous. During my sojourn in ironclad atheism, the primary arsenal leveled against Christianity had been its failure on empirical grounds. Surely enlightened reason offered a more co­herent cosmos. Surely Occam’s razor cut the faithful free from blind faith. There is no proof of God; therefore, it is unreasonable to believe in God. Although I had been raised in a devout Christian family, where prayer and Scripture readings were a nightly ritual, I, like most scientific types, came to believe in the possibility of a material conception of reality, an ultimately scientific worldview that would grant a complete metaphysics, minus outmoded concepts like souls, God, and bearded white men in robes. I spent a good chunk of my twenties trying to build a frame for such an endeavor. The problem, however, eventually became evident: to make science the arbiter of metaphysics is to banish not only God from the world but also love, hate, meaning — to consider a world that is self-evidently not the world we live in. That’s not to say that if you believe in meaning, you must also believe in God. It is to say, though, that if you believe that science provides no basis for God, then you are almost obligated to conclude that science provides no basis for meaning and, therefore, life itself doesn’t have any. In other words, existential claims have no weight; all knowledge is scientific knowledge. Yet the paradox is that scientific methodology is the product of human hands and thus cannot reach some permanent truth. We build scientific theories to organize and manipulate the world, to reduce phenomena into manageable units. Science is based on reproducibility and manufactured objectivity. As strong as that makes its ability to generate claims about matter and energy, it also makes scientific knowledge inapplicable to the existential, visceral nature of human life, which is unique and subjective and unpredictable. Science may provide the most useful way to organize empirical, reproducible data, but its power to do so is predicated on its inability to grasp the most central aspects of human life: hope, fear, love, hate, beauty, envy, honor, weakness, striving, suffering, virtue. Between these core passions and scientific theory, there will always be a gap. No system of thought can contain the fullness of human experience. The realm of metaphysics remains the province of revelation (this, not atheism, is what Occam argued, after all). And atheism can be justified only on these grounds. The prototypical atheist, then, is Graham Greene’s commandant from The Power and the Glory, whose atheism comes from a revelation of the absence of God. The only real atheism must be grounded in a world-making vision. The favorite quote of many an atheist, from the Nobel Prize–winning French biologist Jacques Monod, belies this revelatory aspect: “The ancient covenant is in pieces; man at last knows that he is alone in the unfeeling immensity of the universe, out of which he emerged only by chance.” Yet I returned to the central values of Christianity -- sacrifice, redemption, forgiveness -- because I found them so compelling. There is a tension in the Bible between justice and mercy, between the Old Testament and the New Testament. And the New Testament says you can never be good enough: goodness is the thing, and you can never live up to it. The main message of Jesus, I believed, is that mercy trumps justice every time.

data for historical analysis. “Sorrengail?” The rider looks up, his eyebrows rising in surprise. “As in General Sorrengail?” “The same.” Damn, that’s already getting old, and I know it’s only going to get worse. There’s no avoiding the comparison to my mother, not when she’s the commander here. Even worse, they probably think I’m a naturally gifted rider like Mira or a brilliant strategist like Brennan was. Or they’ll take one look at me, realize I’m nothing like the three of them, and declare open season. I place my hands on either side of the turret and drag my fingertips across the stone. It’s still warm from the