Construction Team Quotes

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If we don’t trust one another, then we aren’t going to engage in open, constructive, ideological conflict.
Patrick Lencioni (The Five Dysfunctions of a Team: A Leadership Fable)
We don't need more museums that try to construct the historical narratives of a society, community, team, nation, state, tribe, company, or species. We all know that the ordinary, everyday stories of individuals are riches, more humane, and much more joyful.
Orhan Pamuk (The Innocence of Objects)
Moreover, Lincoln possessed an uncanny understanding of his shifting moods, a profound self-awareness that enabled him to find constructive ways to alleviate sadness and stress. Indeed, when he is compared with his colleagues, it is clear that he possessed the most even-tempered disposition of them all.
Doris Kearns Goodwin (Team of Rivals: The Political Genius of Abraham Lincoln)
If we don’t trust one another, then we aren’t going to engage in open, constructive, ideological conflict. And we’ll just continue to preserve a sense of artificial harmony.
Patrick Lencioni (The Five Dysfunctions of a Team: A Leadership Fable)
Last week my boss told me to rewrite a twenty-page proposal on engagement benchmarking. I turned it in and he wrote a note on the cover that just said, "No, no. Not this." I had no idea what he wanted, so I just put it off, and then when he came in this morning and told me he needed the final draft in a half-hour I printed out the exact same one as before, but this time on prettier paper. This afternoon he brought the whole team together to tell everyone I was the perfect example of being able to listen to constructive criticism.
Jenny Lawson
a team of Japanese engineers had recently tried to build a 35-feet-high replica of the Great Pyramid (rather smaller than the original, which was 481 feet 5 inches in height). The team started off by limiting itself strictly to techniques proved by archaeology to have been in use during the Fourth Dynasty. However, construction of the replica under these limitations turned out to be impossible and, in due course, modern earth-moving, quarrying and lifting machines were brought to the site. Still no worthwhile progress was made. Ultimately, with some embarrassment, the project had to be abandoned.175
Graham Hancock (The Sign and the Seal: The Quest for the Lost Ark of the Covenant)
Develop your leaders into a competitive advantage. Reconnect your leader-power to success.
Gene Morton (Leaders First: Six Bold Steps to Sustain Breakthroughs in Construction)
It is an irony of history that the first and greatest success of scientists in persuading governments of the indispensability of modern scientific theory to society was in the war against fascism. It is an even greater and more tragic irony that it was anti-fascist scientists who convinced the American government of the feasibility and necessity of manufacturing nuclear arms, which were then constructed by an international team of largely anti-fascist scientists.
Eric J. Hobsbawm (How to Change the World: Tales of Marx and Marxism)
Whether you're the manager of a restaurant, a bar, a school, a construction company, an investment fund or a real estate management firm - leadership is critical to moving the business forward.
Hendrith Vanlon Smith Jr. (Business Leadership: The Key Elements)
Day surfing is the act of filling a day with no money, and no plans, seeing where you wash up: head into town, start at the library, then onto the pet shop, watch the road construction team working, a run in the park, listen to a busker. Day surfing is a much larger challenge at home, where it can often be white knuckle survival.
Lucy H. Pearce (Moods of Motherhood: the inner journey of mothering)
In high school, I was on the carpentry team, but I got benched. It was awkward sitting on it while my teammates built it.
Jarod Kintz (The Lewis and Clark of The Ozarks)
A Culture of clear consistent communication and connection is the foundation of a high performance team that thrives and flourishes.
Tony Dovale
High Performance Teams create cultures of caring, connection, commitment, collaboration and clear consistent communication
Tony Dovale
Limitless Leadership is the secret ingredient that helps common people, create high performance teams, that achieve outstanding and uncommon results.
Tony Dovale
A High Performance team requires people with High Performance Mindsets, with relevant competence, committed and balanced communication, to a meaningful and challenging goal.
Tony Dovale
Exceptional leaders transfer their vision and aspirations to their team by the way they project themselves.
Arshad Wahedna
You have tension. But there is almost no constructive conflict. Passive, sarcastic comments are not the kind of conflict I’m talking about.
Patrick Lencioni (The Five Dysfunctions of a Team: A Leadership Fable)
Everyone is achieving at 100% of their potential, limited by beliefs and mindset constraints.
Tony Dovale
At present there are only two land-based cranes in the world that could lift weights of this magnitude. At the very frontiers of construction technology, these are both vast, industrialized machines, with booms reaching more than 220 feet into the air, which require on-board counterweights of 160 tons to prevent them from tipping over. The preparation-time for a single lift is around six weeks and calls for the skills of specialized teams of up to 20 men.13 In other words, modern builders with all the advantages of high-tech engineering at their disposal, can barely hoist weights of 200 tons. Was it not, therefore, somewhat surprising that the builders at Giza had hoisted such weights on an almost routine basis?
Graham Hancock (Fingerprints of the Gods: The Evidence of Earth's Lost Civilization)
Leaders #1 job is to help their people, teams, leadership, and culture, to be #FutureFit...by supporting People, Planet & Profits, in a Consciously Constructive Revolutionary Workplace... today.
Tony Dovale
Enter the problem-solution construction. All it is, is this: “Here’s the problem, and the negative consequences of it. Here’s the best solution, and the positive benefits of this.” It’s that simple.
Peter Andrei (Interpersonal Communication: How to Win Clients and Influence Teams: Know exactly what to say, gain communication skills, and master the people skills ... and job hunting. (Speak for Success Book 8))
But if you think about moral reasoning as a skill we humans evolved to further our social agendas—to justify our own actions and to defend the teams we belong to—then things will make a lot more sense. Keep your eye on the intuitions, and don’t take people’s moral arguments at face value. They’re mostly post hoc constructions made up on the fly, crafted to advance one or more strategic objectives.
Jonathan Haidt (The Righteous Mind: Why Good People are Divided by Politics and Religion)
I dream of a time when politics, cultures and predispositions stop being a divisive, destructive, evil force, and instead…becomes a positive, unifying force for good; freedom, love, abundance, peace, meaning and joy.
Tony Dovale
Gavin was lying on his bed watching ESPN. He should have something more constructive to do than watch a replay of a soccer game between two European teams. Why wasn’t he up and dressed, doing something rather than lazing in bed
Sandra Brown (Hello, Darkness)
Today I am more convinced than ever. Conceptual integrity is central to product quality. Having a system architect is the most important single step toward conceptual integrity. These principles are by no means limited to software systems, but to the design of any complex construct, whether a computer, an airplane, a Strategic Defense Initiative, a Global Positioning System. After teaching a software engineering laboratory more than 20 times, I came to insist that student teams as small as four people choose a manager and a separate architect. Defining distinct roles in such small teams may be a little extreme, but I have observed it to work well and to contribute to design success even for small teams.
Frederick P. Brooks Jr. (The Mythical Man-Month: Essays on Software Engineering)
For six months following the accident, as the Sarcophagus was under construction, a team of courageous scientists from the V. I. Kurchatov Institute of Atomic Energy re-entered Unit 4 as part of an investigation aptly named Complex Expedition.242
Andrew Leatherbarrow (Chernobyl 01:23:40: The Incredible True Story of the World's Worst Nuclear Disaster)
In mid-November Fermi reorganized his team into two twelve-hour shifts, a day crew under Walter Zinn (who continued to supervise materials production as well), a night crew under Herbert Anderson. Construction began on Monday morning, November 16, 1942.
Richard Rhodes (The Making of the Atomic Bomb: 25th Anniversary Edition)
When taking actions, wise people apply multiple models like a doctor’s set of diagnostic tests. They use models to rule out some actions and privilege others. Wise people and teams construct a dialogue across models, exploring their overlaps and differences.
Scott E. Page (The Model Thinker: What You Need to Know to Make Data Work for You)
When the high-speed chases and mandatory shoot-outs become too repetitive, I head over to the revival houses and watch gentler movies, in which the couples sleep in separate beds and everyone wears a hat. As my ticket is ripped, I briefly consider all the constructive things I could be doing. I think of the parks and the restaurants, or the pleasantries I'll never use on the friends I am failing to make. I think of the great city teaming on the other side of that curtain, and then the lights go down, and I love Paris.
David Sedaris (Me Talk Pretty One Day)
Loyalties of professional sports teams mystified him; they were rotating groups of paid professionals, usually with no ties other than their employment contract to the local area. One might as well feel loyalty to and cheer on the construction crew repairing the state highway nearest one's town
Joel L.A. Peterson (Dreams Of My Mothers: A Story Of Love Transcendent)
To thrive in the post COVID19 context leaders will be forced to become more conscious and considerate in their human element situations. Greeders will opt for digital first strategies, and less humans. REAL leaders will take ownership of making their business a force-for-good, supporting People, Planet AND Profits.
Tony Dovale
Moral intuitions arise automatically and almost instantaneously, long before moral reasoning has a chance to get started, and those first intuitions tend to drive our later reasoning. If you think that moral reasoning is something we do to figure out the truth, you'll be constantly frustrated by how foolish, biased, and illogical people become when they disagree with you. But if you think about moral reasoning as a skill we humans evolved to further our social agendas - to justify our own actions and to defend the teams we belong to - then things will make a lot more sense. Keep your eye on the intuitions, and don't take people's moral arguments at face value. They're mostly post hoc constructions made up on the fly, crafted to advance one or more strategic objectives.
Jonathan Haidt (The Righteous Mind: Why Good People Are Divided by Politics and Religion)
try to force your opponent to admit that you are right. Aggressive confrontation is the enemy of constructive negotiation.         ■    Avoid questions that can be answered with “Yes” or tiny pieces of information. These require little thought and inspire the human need for reciprocity; you will be expected to give something back.         ■    Ask calibrated questions that start with the words “How” or “What.” By implicitly asking the other party for help, these questions will give your counterpart an illusion of control and will inspire them to speak at length, revealing important information.         ■    Don’t ask questions that start with “Why” unless you want your counterpart to defend a goal that serves you. “Why” is always an accusation, in any language.         ■    Calibrate your questions to point your counterpart toward solving your problem. This will encourage them to expend their energy on devising a solution.         ■    Bite your tongue. When you’re attacked in a negotiation, pause and avoid angry emotional reactions. Instead, ask your counterpart a calibrated question.         ■    There is always a team on the other side. If you are not influencing those behind the table, you are vulnerable.
Chris Voss (Never Split the Difference: Negotiating as if Your Life Depended on It)
Places like this always have to pin their hopes for the future on young people. They're the ones who don't remember that things actually used to be better. That can be a blessing. So they've coached their junior team with the same values their forebears used to construct their community: work hard, take the knocks, don't complain, keep your mouth shut and show the bastards in the big cities where we're from.
Fredrik Backman (Beartown (Beartown, #1))
Hedgehogs who have lots of information construct stories—stories that are neater and tidier than the real world, with protagonists and villains, winners and losers, climaxes and dénouements—and, usually, a happy ending for the home team. The candidate who is down ten points in the polls is going to win, goddamnit, because I know the candidate and I know the voters in her state, and maybe I heard something from her press secretary about how the polls are tightening—and have you seen her latest commercial?
Nate Silver (The Signal and the Noise: Why So Many Predictions Fail-but Some Don't)
They constructed a short film of two teams passing basketballs, one team wearing white shirts, the other wearing black. The viewers of the film are instructed to count the number of passes made by the white team, ignoring the black players. This task is difficult and completely absorbing. Halfway through the video, a woman wearing a gorilla suit appears, crosses the court, thumps her chest, and moves on. The gorilla is in view for 9 seconds. Many thousands of people have seen the video, and about half of them do not notice anything unusual.
Daniel Kahneman (Thinking, Fast and Slow)
The attack was designed as a show of overwhelming strength for which the audience was not the already conquered people of Bukhara, but the still distant army and people of Samarkand, the next city on his march. The Mongol invaders rolled up their newly constructed siege engines—catapults, trebuchets, and mangonels that hurled not only stones and fire, as besieging armies had done for centuries, but also pots of burning liquids, exploding devices, and incendiary materials. They maneuvered immense crossbows mounted on wheels, and great teams of men pushed in portable towers with retractable ladders from which they could shoot down at the defenders of the walls. At the same time that they attacked through the air, miners went to work digging into the earth to undermine the walls by sapping. During this awesome display of technological prowess in the air, on the land, and beneath the earth, Genghis Khan heightened the psychological tension by forcing prisoners, in some cases the captured comrades of the men still in the citadel, to rush forward until their bodies filled the moat and made live ramparts over which other prisoners pushed the engines of war.
Jack Weatherford (Genghis Khan and the Making of the Modern World)
Instead of asking them to seek feedback, we had randomly assigned those managers to share their past experiences with receiving feedback and their future development goals. We advised them to tell their teams about a time when they benefited from constructive criticism and to identify the areas that they were working to improve now. By admitting some of their imperfections out loud, managers demonstrated that they could take it—and made a public commitment to remain open to feedback. They normalized vulnerability, making their teams more comfortable opening up about their own struggles.
Adam M. Grant (Think Again: The Power of Knowing What You Don't Know)
By the early twenty-second century, the technology for self-replicating robots should be perfected, and we may be able to entrust machines with the task of constructing solar arrays and laser batteries on the moon, Mars, and beyond. We would ship over an initial team of automatons, some of which would mine the regolith and others of which would build a factory. Another set of robots would oversee the sorting, milling, and smelting of raw materials in the factory to separate and obtain various metals. These purified metals could then be used to assemble laser launch stations—and a new batch of self-replicating robots. We might eventually have a bustling network of relay stations throughout the solar system, perhaps stretching from the moon all the way to the Oort Cloud. Because the comets in the Oort Cloud extend roughly halfway to Alpha Centauri and are largely stationary, they may be ideal locations for laser banks that could provide an extra boost to nanoships on their journey to our neighboring star system. As each nanoship passed by one of these relay stations, its lasers would fire automatically and give the ship an added push to the stars. Self-replicating robots could build these distant outposts by using fusion instead of sunlight as the basic source of energy.
Michio Kaku (The Future of Humanity: Terraforming Mars, Interstellar Travel, Immortality, and Our Destiny BeyondEarth)
Jane Grenville in her scholarly and definitive work Medieval Housing provides an arresting pair of illustrations showing how two archaeological teams, using the same information, envisioned the appearance of a long-house at Wharram Percy, a lost medieval village in Yorkshire. One illustration shows a strikingly plain, basic dwelling, with walls made of mud or clunch (a composite of mud and dung) and a roof of grass or sod. The other shows a much sturdier and more sophisticated cruck-framed construction in which hefty beams have been fitted together with skill and care. The simple fact is that archaeological evidence shows mostly how buildings met the ground, not how they looked.
Bill Bryson (At Home: A Short History of Private Life)
The scientific project starts by rejecting the fantasy of infallibility and proceeding to construct an information network that takes error to be inescapable. Sure, there is much talk about the genius of Copernicus, Darwin, and Einstein, but none of them is considered faultless. They all made mistakes, and even the most celebrated scientific tracts are sure to contain errors and lacunae. Since even geniuses suffer from confirmation bias, you cannot trust them to correct their own errors. Science is a team effort, relying on institutional collaboration rather than on individual scientists or, say, a single infallible book. Of course, institutions too are prone to error. Scientific institutions are nevertheless different from religious institutions, inasmuch as they reward skepticism and innovation rather than conformity. Scientific institutions are also different from conspiracy theories, inasmuch as they reward self-skepticism. Conspiracy theorists tend to be extremely skeptical regarding the existing consensus, but when it comes to their own beliefs, they lose all their skepticism and fall prey to confirmation bias. The trademark of science is not merely skepticism but self-skepticism, and at the heart of every scientific institution we find a strong self-correcting mechanism. Scientific institutions do reach a broad consensus about the accuracy of certain theories—such as quantum mechanics or the theory of evolution—but only because these theories have managed to survive intense efforts to disprove them, launched not only by outsiders but by members of the institution itself.
Yuval Noah Harari (Nexus: A Brief History of Information Networks from the Stone Age to AI)
Build, Build, Build has been the target of fake news, trolls, and critics. They have tried to redefine it far from its scope — and in their “proud, most credible voice” — report it as truth. Are they confused or just simply cunning? During the upcoming elections, many will try to discredit the accomplishments of 6.5 million construction workers. They will say that what we have completed is not enough, that there could have been many things that we could have done still, or that we never really worked at all. Allow me to say — if you are reading this, and you’re part of the Build, Build, Build team - without you, we wouldn’t have been able to build 29,264 kilometers of roads, 5,950 bridges, 11,340 flood control projects, 222 evacuation centers, 150,149 classrooms, 214 airport projects, and 451 seaport projects.
Anna Mae Yu Lamentillo (Night Owl: A Nationbuilder’s Manual)
stimuli that normally attract attention. The most dramatic demonstration was offered by Christopher Chabris and Daniel Simons in their book The Invisible Gorilla. They constructed a short film of two teams passing basketballs, one team wearing white shirts, the other wearing black. The viewers of the film are instructed to count the number of passes made by the white team, ignoring the black players. This task is difficult and completely absorbing. Halfway through the video, a woman wearing a gorilla suit appears, crosses the court, thumps her chest, and moves on. The gorilla is in view for 9 seconds. Many thousands of people have seen the video, and about half of them do not notice anything unusual. It is the counting task—and especially the instruction to ignore one of the teams—that causes the blindness. No one who watches the video without that task would miss the gorilla. Seeing and orienting are automatic
Daniel Kahneman (Thinking, Fast and Slow)
The second of the dimensions that Hofstede's team added to their original four was long-term–short-term orientation, based on the Chinese Values Survey. In addition, Michael Minkov identified a similar dimension using the World Values Survey. While the precise nature of the constructs varies, African nations tend to score strongly toward the short-term end of the spectrum in all of them. For example, Ghana is the second most short-term oriented society out of 93 countries in the World Values Survey; Nigeria the fifth most and, out of the bottom 20 countries, 6 are in Sub-Saharan Africa. Using the Chinese Values Survey construct of long-term orientation, the only two Sub-Saharan countries out of 23 studied were Zimbabwe and Nigeria, which respectively scored fifth and second from bottom. Although a different construct, African societies also score very low on the Globe measure of future orientation.9 Experimental
Gurnek Bains (Cultural DNA: The Psychology of Globalization)
If the interest of a scientific expositor ought to be measured by the importance of the subject, I shall be applauded for my choice. In fact, there are few questions which touch more closely the very existence of man than that of animated motors—those docile helps whose power or speed he uses at his pleasure, which enjoy to some extent his intimacy, and accompany him in his labors and his pleasures. The species of animal whose coöperation we borrow are numerous, and vary according to latitude and climate. But whether we employ the horse, the ass, the camel, or the reindeer, the same problem is always presented: to get from the animal as much work as possible, sparing him, as far as we can, fatigue and suffering. This identity of standpoint will much simplify my task, as it will enable me to confine the study of animated motors to a single species: I have chosen the horse as the most interesting type. Even with this restriction the subject is still very vast, as all know who are occupied with the different questions connected therewith. In studying the force of traction of the horse, and the best methods of utilizing it, we encounter all the problems connected with teams and the construction of vehicles. But, on a subject which has engaged the attention of humanity for thousands of years, it seems difficult to find anything new to say. If in the employment of the horse we consider its speed and the means of increasing it, the subject does not appear less exhausted. Since the chariot-races, of which Greek and Roman antiquity were passionately fond, to our modern horse-races, men have never ceased to pursue with a lively interest the problem of rapid locomotion. What tests and comparisons have not been made to discover what race has most speed, what other most bottom, what crossings, what training give reason to expect still more speed?
Etienne-Jules Marey
Did dinosaurs sing? Was there a teeming, singing wilderness with all the species thumping around, tuning up for the next millennia? Of course, dinosaurs sang, I thought. They are the ancestors of the singing birds and cousins to the roaring crocodiles…turns out, no. Turns out the syrinx, the organ that produces birdsong and the larynx, the organ that produces operatic arias, didn’t evolve until after the dinosaur extinction event…Some dinosaurs blew air into their closed mouths and through nasal cavities into resonance chambers, which we see in fossils as bony crests. They made the forest echo with clear, ominous tones, eerily like a cello. I have heard it in recordings scientists made of the sound they produced when they blew air through crests constructed to mimic lambeosaurus’s. Some dinosaurs cooed to their mates like doves…turns out that even if dinosaurs didn’t sing, they danced. There is evidence in vigorous scrape marks found in 100-million year old Colorado sandstone. From the courting behavior of ostriches and grouse, scientists envision the dinosaur males coming together on courting grounds, bobbing and scratching, flaring their brilliant feathers and cooing. Imagine: huge animals, each weighing more than a dozen football teams, shaking the Earth for a chance at love. What the story of the dinosaurs tells me is that if the earth didn’t have music, it would waste no time inventing it. In birds, tantalizing evidence of birdsong is found in 67-million-year old fossils, marking the first know appearance of the syrinx. Now the whole Earth can chime, from deep in the sea to high in the atmosphere with the sounds of snapping shrimp, singing mice, roaring whales, moaning bears, clattering dragonflies, and a fish calling like a foghorn. Who could catalog the astonishing oeuvre of the Earth? And more songs are being created every year.
Kathleen Dean Moore (Earth's Wild Music: Celebrating and Defending the Songs of the Natural World)
I spent my afternoons forming a government. A new administration brings less turnover than most people imagine: Of the more than three million people, civilian and military, employed by the federal government, only a few thousand are so-called political appointees, serving at the pleasure of the president. Of those, he or she has regular, meaningful contact with fewer than a hundred senior officials and personal aides. As president, I would be able to articulate a vision and set a direction for the country; promote a healthy organizational culture and establish clear lines of responsibility and measures of accountability. I would be the one who made the final decisions on issues that rose to my attention and who explained those decisions to the country at large. But to do all this, I would be dependent on the handful of people serving as my eyes, ears, hands, and feet—those who would become my managers, executors, facilitators, analysts, organizers, team leaders, amplifiers, conciliators, problem solvers, flak catchers, honest brokers, sounding boards, constructive critics, and loyal soldiers.
Barack Obama (A Promised Land)
The truth is, the vanity of protective parents that I cited to the court goes beyond look-at-us-we’re-such-responsible-guardians. Our prohibitions also bulwark our self-importance. They fortify the construct that we adults are all initiates. By conceit, we have earned access to an unwritten Talmud whose soul-shattering content we are sworn to conceal from “innocents” for their own good. By pandering to this myth of the naïf, we service our own legend. Presumably we have looked the horror in the face, like staring into the naked eye of the sun, blistering into turbulent, corrupted creatures, enigmas even to ourselves. Gross with revelation, we would turn back the clock if we could, but there is no unknowing of this awful canon, no return to the blissfully insipid world of childhood, no choice but to shoulder this weighty black sagacity, whose finest purpose is to shelter our air-headed midgets from a glimpse of the abyss. The sacrifice is flatteringly tragic. The last thing we want to admit is that the forbidden fruit on which we have been gnawing since reaching the magic age of twenty-one is the same mealy Golden Delicious that we stuff into our children’s lunch boxes. The last thing we want to admit is that the bickering of the playground perfectly presages the machinations of the boardroom, that our social hierarchies are merely an extension of who got picked first for the kickball team, and that grown-ups still get divided into bullies and fatties and crybabies. What’s a kid to find out? Presumably we lord over them an exclusive deed to sex, but this pretense flies so fantastically in the face of fact that it must result from some conspiratorial group amnesia. To this day, some of my most intense sexual memories date back to before I was ten, as I have confided to you under the sheets in better days. No, they have sex, too. In truth, we are bigger, greedier versions of the same eating, shitting, rutting ruck, hell-bent on disguising from somebody, if only from a three-year-old, that pretty much all we do is eat and shit and rut. The secret is there is no secret. That is what we really wish to keep from our kids, and its suppression is the true collusion of adulthood, the pact we make, the Talmud we protect.
Lionel Shriver (We Need to Talk About Kevin)
There was nothing pretty or elegant about their robot. Compared to the gleaming machines other teams had constructed, Stinky was a study in simplicity. The PVC, the balloon, the tape measure—in each case they had chosen the most straightforward solution to a problem. It was an approach that grew naturally out of watching family members fix cars, manufacture mattresses, and lay irrigation piping. To a large swath of the population, driveway mechanics, box-frame builders, and gardeners did not represent the cutting edge of engineering know-how. They were low-skilled laborers who didn’t have access to real technology. Stinky represented this low-tech approach to engineering. But that was exactly what had impressed the judges. Lisa Spence, the NASA judge, believed that there was no reason to come up with a complex solution when an elementary one would suffice. She felt that Carl Hayden’s robot was “conceptually similar” to the machines she encountered at NASA. The guys were in shock. They marched back up to the stage and looked out at the audience with dazed smiles. Lorenzo felt a rush of emotion. The judges’ Special Prize wasn’t a consolation award. These people were giving them real recognition.
Joshua Davis (Spare Parts: Four Undocumented Teenagers, One Ugly Robot, and the Battle for the American Dream)
Louis van Gaal is generally considered the creator of a football system or machine. It might be more accurate to describe him as the originator of a new process for playing the game. His underlying tactical principles were much as those of Michels and Cruyff: relentless attack; pressing and squeezing space to make the pitch small in order to win the ball; spreading play and expanding the field in possession. By the 1990s, though, footballers had become stronger, faster and better organised than ever before. Van Gaal saw the need for a new dimension. ‘With space so congested, the most important thing is ball circulation,’ he declared. ‘The team that plays the quickest football is the best.’ His team aimed for total control of the game, maintaining the ball ‘in construction’, as he calls it, and passing and running constantly with speed and precision. Totaalvoetbal-style position switching was out, but players still had to be flexible and adaptable. Opponents were not seen as foes to be fought and beaten in battle; rather as posing a problem that had to be solved. Ajax players were required to be flexible and smart – as they ‘circulated’ the ball, the space on the field was constantly reorganised until gaps opened in the opponents’ defence.
David Winner (Brilliant Orange: The Neurotic Genius of Dutch Football)
focusing on a task can make people effectively blind, even to stimuli that normally attract attention. The most dramatic demonstration was offered by Christopher Chabris and Daniel Simons in their book The Invisible Gorilla. They constructed a short film of two teams passing basketballs, one team wearing white shirts, the other wearing black. The viewers of the film are instructed to count the number of passes made by the white team, ignoring the black players. This task is difficult and completely absorbing. Halfway through the video, a woman wearing a gorilla suit appears, crosses the court, thumps her chest, and moves on. The gorilla is in view for 9 seconds. Many thousands of people have seen the video, and about half of them do not notice anything unusual. It is the counting task—and especially the instruction to ignore one of the teams—that causes the blindness. No one who watches the video without that task would miss the gorilla. Seeing and orienting are automatic functions of System 1, but they depend on the allocation of some attention to the relevant stimulus. The authors note that the most remarkable observation of their study is that people find its results very surprising. Indeed, the viewers who fail to see the gorilla are initially sure
Daniel Kahneman (Thinking, Fast and Slow)
In teaching an honors writing class, I juxtaposed Mary Shelley’s Frankenstein with Shelley Jackson’s Patchwork Girl, an electronic hypertext fiction written in proprietary Storyspace software. Since these were honors students, many of them had already read Frankenstein and were, moreover, practiced in close reading and literary analysis. When it came to digital reading, however, they were accustomed to the scanning and fast skimming typical of hyper reading; they therefore expected that it might take them, oh, half an hour to go through Jackson’s text. They were shocked when I told them a reasonable time to spend with Jackson’s text was about the time it would take them to read Frankenstein, say, ten hours or so. I divided them into teams and assigned a section of Jackson’s text to each team, telling them that I wanted them to discover all the lexias (i.e., blocks of digital text) in their section and warning them that the Storyspace software allows certain lexias to be hidden until others are read. Finally, I asked them to diagram interrelations between lexias, drawing on all three views that the Storyspace software enables. As a consequence, the students were not only required to read closely but also to analyze the narrative strategies Jackson uses to construct her text.
N. Katherine Hayles (How We Think: Digital Media and Contemporary Technogenesis)
Congress displayed contempt for the city's residents, yet it retained a fondness for buildings and parks. In 1900, the centennial of the federal government's move to Washington, many congressmen expressed frustration that the proud nation did not have a capital to rival London, Paris, and Berlin. The following year, Senator James McMillan of Michigan, chairman of the Senate District Committee, recruited architects Daniel Burnham and Charles McKim, landscape architect Frederick Law Olmsted Jr., and sculptor Augustus Saint-Gaudens to propose a park system. The team, thereafter known as the McMillan Commission, emerged with a bold proposal in the City Beautiful tradition, based on the White City of Chicago's 1893 Columbian Exposition. Their plan reaffirmed L'Enfant's avenues as the best guide for the city's growth and emphasized the majesty of government by calling for symmetrical compositions of horizontal, neoclassical buildings of marble and white granite sitting amid wide lawns and reflecting pools. Eventually, the plan resulted in the remaking of the Mall as an open lawn, the construction of the Lincoln Memorial and Memorial Bridge across the Potomac, and the building of Burnham's Union Station. Commissioned in 1903, when the state of the art in automobiles and airplanes was represented by the curved-dash Olds and the Wright Flyer, the station served as a vast and gorgeous granite monument to rail transportation.
Zachary M. Schrag (The Great Society Subway: A History of the Washington Metro (Creating the North American Landscape))
Our team’s vision for the facility was a cross between a shooting range and a country club for special forces personnel. Clients would be able to schedule all manner of training courses in advance, and the gear and support personnel would be waiting when they arrived. There’d be seven shooting ranges with high gravel berms to cut down noise and absorb bullets, and we’d carve a grass airstrip, and have a special driving track to practice high-speed chases and real “defensive driving”—the stuff that happens when your convoy is ambushed. There would be a bunkhouse to sleep seventy. And nearby, the main headquarters would have the feel of a hunting lodge, with timber framing and high stone walls, with a large central fireplace where people could gather after a day on the ranges. This was the community I enjoyed; we never intended to send anyone oversees. This chunk of the Tar Heel State was my “Field of Dreams.” I bought thirty-one hundred acres—roughly five square miles of land, plenty of territory to catch even the most wayward bullets—for $900,000. We broke ground in June 1997, and immediately began learning about do-it-yourself entrepreneurship. That land was ugly: Logging the previous year had left a moonscape of tree stumps and tangled roots lorded over by mosquitoes and poisonous creatures. I killed a snake the first twelve times I went to the property. The heat was miserable. While a local construction company carved the shooting ranges and the lake, our small team installed the culverts and forged new roads and planted the Southern pine utility poles to support the electrical wiring. The basic site work was done in about ninety days—and then we had to figure out what to call the place. The leading contender, “Hampton Roads Tactical Shooting Center,” was professional, but pretty uptight. “Tidewater Institute for Tactical Shooting” had legs, but the acronym wouldn’t have helped us much. But then, as we slogged across the property and excavated ditches, an incessant charcoal mud covered our boots and machinery, and we watched as each new hole was swallowed by that relentless peat-stained black water. Blackwater, we agreed, was a name. Meanwhile, within days of being installed, the Southern pine poles had been slashed by massive black bears marking their territory, as the animals had done there since long before the Europeans settled the New World. We were part of this land now, and from that heritage we took our original logo: a bear paw surrounded by the stylized crosshairs of a rifle scope.
Anonymous
Of course, most of us, in the service of sanity, don’t fixate on the end. We go about the world focused on worldly concerns. We accept the inevitable and direct our energies to other things. Yet the recognition that our time is finite is always with us, helping to shape the choices we make, the challenges we accept, the paths we follow. As cultural anthropologist Ernest Becker maintained, we are under a constant existential tension, pulled toward the sky by a consciousness that can soar to the heights of Shakespeare, Beethoven, and Einstein but tethered to earth by a physical form that will decay to dust. “Man is literally split in two: he has an awareness of his own splendid uniqueness in that he sticks out of nature with a towering majesty, and yet he goes back into the ground a few feet in order blindly and dumbly to rot and disappear forever.”2 According to Becker, we are impelled by such awareness to deny death the capacity to erase us. Some soothe the existential yearning through commitment to family, a team, a movement, a religion, a nation—constructs that will outlast the individual’s allotted time on earth. Others leave behind creative expressions, artifacts that extend the duration of their presence symbolically. “We fly to Beauty,” said Emerson, “as an asylum from the terrors of finite nature.”3 Others still seek to vanquish death by winning or conquering, as if stature, power, and wealth command an immunity unavailable to the common mortal. Across the millennia, one consequence has been a widespread fascination with all things, real or imagined, that touch on the timeless. From prophesies of an afterlife, to teachings of reincarnation, to entreaties of the windswept mandala, we have developed strategies to contend with knowledge of our impermanence and, often with hope, sometimes with resignation, to gesture toward eternity. What’s new in our age is the remarkable power of science to tell a lucid story not only of the past, back to the big bang, but also of the future. Eternity itself may forever lie beyond the reach of our equations, but our analyses have already revealed that the universe we have come to know is transitory. From planets to stars, solar systems to galaxies, black holes to swirling nebulae, nothing is everlasting. Indeed, as far as we can tell, not only is each individual life finite, but so too is life itself. Planet earth, which Carl Sagan described as a “mote of dust suspended on a sunbeam,” is an evanescent bloom in an exquisite cosmos that will ultimately be barren. Motes of dust, nearby or distant, dance on sunbeams for merely a moment. Still, here on earth we have punctuated our moment with astonishing feats of insight, creativity, and ingenuity as each generation has built on the achievements of those who have gone before, seeking clarity on how it all came to be, pursuing coherence in where it is all going, and longing for an answer to why it all matters. Such is the story of this book.
Brian Greene (Until the End of Time: Mind, Matter, and Our Search for Meaning in an Evolving Universe)
Taking the leap is just the first step. Then you must cross the desert. And make no mistake — that journey will be hell.” “Will it be worth it?” he asked. “You tell me,” the old man responded. “How worthy is your goal? And how big is your why?” “I can’t imagine anything better,” he affirmed. “Then yes, it will be worth it. You see, everyone who stands at the edge of this cliff sees something different on the other side. What you see on the other side is your particular goal, and that is unique to you. “But there’s a reason why you have not achieved that goal yet — you are not worthy of it. You have not become who you need to become to deserve it. “As you cross the desert to your promised land, you will endure tests and trials specific to you and your goal. If you persist, those test and trials will transform you into who you need to be to be worthy of your goal. “You can’t achieve your highest, noblest goals as the same person you are today. To get from where you are to where you want to be you have to change who you are. “And that is why no one can escape that journey — it is what transforms you into a person worthy of your goal. The bad news is that that journey is hell. The good news is that you get to pick your hell.” “Pick my hell?” he asked. “What do you mean?” “Because of your natural gifts and interests, your inborn passion and purpose, there are some hells that are more tolerable to you than others. “For example, some men can endure hard physical labor because their purpose lies in such fields as construction or mechanics, while other men could not even dream of enduring that hell. “I’ve met people who knew they were born to be writers. Their desert to cross, their hell to endure was writing every day for years without being paid or being recognized and appreciated. But in spite of their hell, they were happy because they were writing. Though they still had to earn their way to the valley of their ultimate goal, they were doing what they were born to do. “Ever read the book Getting Rich Your Own Way by Scrully Blotnick?” He shook his head. “That book reveals the results on a two-decade study performed by Mr. Blotnick and his team of researchers on 1,500 people representing a cross-section of middle-class America. Throughout the study, they lost almost a third of participants due to deaths, moves, or other factors. “Of the 1,057 that remained, 83 had become millionaires. They interviewed each millionaire to identify the common threads they shared. They found five specific commonalities, including that 1) they were persistent, 2), they were patient, and 3) they were willing to handle both the ‘nobler and the pettier’ aspects of their job. “In other words, they were able to endure their particular hell because they were in the right field, they had chosen the right career that coincided with their gifts, passions, and purpose. “Here is the inescapable reality: No matter what you pick as your greatest goal, achieving it will stretch you in ways you can’t imagine right now. You will have to get out of your comfort zone. You will have to become a different person than you are right now to become worthy of your goal. You must cross that hellacious desert to get to your awe-inspiring goal. “But I get to pick my hell?” he asked. “You get to pick your hell.
Stephen Palmer
How Google Works (Schmidt, Eric) - Your Highlight on Location 3124-3150 | Added on Sunday, April 5, 2015 10:35:40 AM In late 1999, John Doerr gave a presentation at Google that changed the company, because it created a simple tool that let the founders institutionalize their “think big” ethos. John sat on our board, and his firm, Kleiner Perkins, had recently invested in the company. The topic was a form of management by objectives called OKRs (to which we referred in the previous chapter), which John had learned from former Intel CEO Andy Grove.173 There are several characteristics that set OKRs apart from their typical underpromise-and-overdeliver corporate-objective brethren. First, a good OKR marries the big-picture objective with a highly measurable key result. It’s easy to set some amorphous strategic goal (make usability better … improve team morale … get in better shape) as an objective and then, at quarter end, declare victory. But when the strategic goal is measured against a concrete goal (increase usage of features by X percent … raise employee satisfaction scores by Y percent … run a half marathon in under two hours), then things get interesting. For example, one of our platform team’s recent OKRs was to have “new WW systems serving significant traffic for XX large services with latency < YY microseconds @ ZZ% on Jupiter.”174 (Jupiter is a code name, not the location of Google’s newest data center.) There is no ambiguity with this OKR; it is very easy to measure whether or not it is accomplished. Other OKRs will call for rolling out a product across a specific number of countries, or set objectives for usage (e.g., one of the Google+ team’s recent OKRs was about the daily number of messages users would post in hangouts) or performance (e.g., median watch latency on YouTube videos). Second—and here is where thinking big comes in—a good OKR should be a stretch to achieve, and hitting 100 percent on all OKRs should be practically unattainable. If your OKRs are all green, you aren’t setting them high enough. The best OKRs are aggressive, but realistic. Under this strange arithmetic, a score of 70 percent on a well-constructed OKR is often better than 100 percent on a lesser one. Third, most everyone does them. Remember, you need everyone thinking in your venture, regardless of their position. Fourth, they are scored, but this scoring isn’t used for anything and isn’t even tracked. This lets people judge their performance honestly. Fifth, OKRs are not comprehensive; they are reserved for areas that need special focus and objectives that won’t be reached without some extra oomph. Business-as-usual stuff doesn’t need OKRs. As your venture grows, the most important OKRs shift from individuals to teams. In a small company, an individual can achieve incredible things on her own, but as the company grows it becomes harder to accomplish stretch goals without teammates. This doesn’t mean that individuals should stop doing OKRs, but rather that team OKRs become the more important means to maintain focus on the big tasks. And there’s one final benefit of an OKR-driven culture: It helps keep people from chasing competitors. Competitors are everywhere in the Internet Century, and chasing them (as we noted earlier) is the fastest path to mediocrity. If employees are focused on a well-conceived set of OKRs, then this isn’t a problem. They know where they need to go and don’t have time to worry about the competition. ==========
Anonymous
All the many successes and extraordinary accomplishments of the Gemini still left NASA’s leadership in a quandary. The question voiced in various expressions cut to the heart of the problem: “How can we send men to the moon, no matter how well they fly their ships, if they’re pretty helpless when they get there? We’ve racked up rendezvous, docking, double-teaming the spacecraft, starting, stopping, and restarting engines; we’ve done all that. But these guys simply cannot work outside their ships without exhausting themselves and risking both their lives and their mission. We’ve got to come up with a solution, and quick!” One manned Gemini mission remained on the flight schedule. Veteran Jim Lovell would command the Gemini 12, and his space-walking pilot would be Buzz Aldrin, who built on the experience of the others to address all problems with incredible depth and finesse. He took along with him on his mission special devices like a wrist tether and a tether constructed in the same fashion as one that window washers use to keep from falling off ledges. The ruby slippers of Dorothy of Oz couldn’t compare with the “golden slippers” Aldrin wore in space—foot restraints, resembling wooden Dutch shoes, that he could bolt to a work station in the Gemini equipment bay. One of his neatest tricks was to bring along portable handholds he could slap onto either the Gemini or the Agena to keep his body under control. A variety of space tools went into his pressure suit to go along with him once he exited the cabin. On November 11, 1966, the Gemini 12, the last of its breed, left earth and captured its Agena quarry. Then Buzz Aldrin, once and for all, banished the gremlins of spacewalking. He proved so much a master at it that he seemed more to be taking a leisurely stroll through space than attacking the problems that had frustrated, endangered, and maddened three previous astronauts and brought grave doubts to NASA leadership about the possible success of the manned lunar program. Aldrin moved down the nose of the Gemini to the Agena like a weightless swimmer, working his way almost effortlessly along a six-foot rail he had locked into place once he was outside. Next came looping the end of a hundred-foot line from the Agena to the Gemini for a later experiment, the job that had left Dick Gordon in a sweatbox of exhaustion. Aldrin didn’t show even a hint of heavy breathing, perspiration, or an increased heartbeat. When he spoke, his voice was crisp, sharp, clear. What he did seemed incredibly easy, but it was the direct result of his incisive study of the problems and the equipment he’d brought from earth. He also made sure to move in carefully timed periods, resting between major tasks, and keeping his physical exertion to a minimum. When he reached the workstation in the rear of the Gemini, he mounted his feet and secured his body to the ship with the waist tether. He hooked different equipment to the ship, dismounted other equipment, shifted them about, and reattached them. He used a unique “space wrench” to loosen and tighten bolts with effortless skill. He snipped wires, reconnected wires, and connected a series of tubes. Mission Control hung on every word exchanged between the two astronauts high above earth. “Buzz, how do those slippers work?” Aldrin’s enthusiastic voice came back like music. “They’re great. Great! I don’t have any trouble positioning my body at all.” And so it went, a monumental achievement right at the end of the Gemini program. Project planners had reached all the way to the last inch with one crucial problem still unsolved, and the man named Aldrin had whipped it in spectacular fashion on the final flight. Project Gemini was
Alan Shepard (Moon Shot: The Inside Story of America's Race to the Moon)
Conker Concreting has the right knowledge and equipment to deal with constructing driveways, patios, pool surrounds, spa slabs, shed slabs and other concreting requirements. Call us today and find out why we are the trusted team of professional concreters for all suburbs of Brisbane, Gold Coast and Ipswich locals rely on.
Conker Concreting
Storm Guard has been a trusted name in the roofing and construction field for over a decade. Our team of experts specializes in exterior projects including roofing, siding, windows, gutters, and emergency tarping services. Whether you're looking to make a small upgrade or complete a major home renovation, Storm Guard is there to provide high quality work for residential and commercial properties.
Storm Guard Roofing Nashville
Established Edinburgh Builders, Kingsknowe Building & Landscaping complete construction projects to a very high standard. Our team of highly skilled builders have many years of experience and offer expertise, reliability and precision. Our services include bricklaying, groundworks, stone masonry, driveways, paving & landscaping. We provide a professional and trusted Edinburgh building services so you can book us with peace of mind.
Kingsknowe Building and Landscaping
I felt super-frustrated. We’d hired all these talented people and were spending tons of money, but we weren’t going any faster. Things came to a head over a top-priority marketing OKR for personalized emails with targeted content. The objective was well constructed: We wanted to drive a certain minimum number of monthly active users to our blog. One important key result was to increase our click-through rate from emails. The catch was that no one in marketing had thought to inform engineering, which had already set its own priorities that quarter. Without buy-in from the engineers, the OKR was doomed before it started. Even worse, Albert and I didn’t find out it was doomed until our quarterly postmortem. (The project got done a quarter late.) That was our wake-up call, when we saw the need for more alignment between teams. Our OKRs were well crafted, but implementation fell short. When departments counted on one another for crucial support, we failed to make the dependency explicit. Coordination was hit-and-miss, with deadlines blown on a regular basis. We had no shortage of objectives, but our teams kept wandering away from one another. The following year, we tried to fix the problem with periodic integration meetings for the executive team. Each quarter our department heads presented their goals and identified dependencies. No one left the room until we’d answered some basic questions: Are we meeting everyone’s needs for buy-in? Is a team overstretched? If so, how can we make their objectives more realistic?
John Doerr (Measure What Matters: How Google, Bono, and the Gates Foundation Rock the World with OKRs)
We are Mountain Renovations, a dedicated, knowledgeable, and experienced team of construction and contracting professionals. Proudly serving clients located in Colorado, we have the know-how and ethic to make even the most ambitious ideas and projects come to life. The process is as simple and easy as can be. You reach out with anything from a basic construction concept to a full-fledged home-building plan, and we put you in touch with contractors who possess the ideal tools for your job. You enjoy a phone call and/or an in-person consultation with these contractors, a deal is finalized, and you kick back while your structure is created with the utmost care and precision.
Mountain Renovations
3D Art Outsourcing & Game Art Design Companies By Game Art Outsourcing Studio A 3D game art outsourcing company can outsource the game art to extra game developers. Game art is separated into two categories which are 2D and 3D game art. In 2D art outsourcing, game developers outsource their 2D oriented design to the game artists. 2D game artist focus in produce the thought as well as the texture of the game. 3D game artist deliberate on fabricating the animation of games; which include models and 3D environment. It is also potential to get a game art company that has artists who focus in both 2D and 3D game art. Game 3D Art Outsourcing company give lots of reward to game developers. The major advantage is that game developers are able to delegate all their work to diverse companies so that the work get concluded in a very short length of time. This, therefore, make it feasible for a game developer to discharge a game in lesser phase of time. Time full in developing a game is very central since if the game take too long to be unconfined, technology worn in the game may quickly be out of manner. Hence, it is very significant for 3D Game Designer to outsource their gaming growth work to guarantee that all games are out in ideal occasion, i.e., while there is publicity in the market. 3D Game outsourcing company make it potential for a game developer to construct games of finest value. It is well-known by professional and while game developers rush with their work in arrange to try and cut the occasion really required in increasing a game, quality of the pastime is regrettably compromised. On the other pass, if they break down the labor into programming, art, level scheming and sound engineering, they can shun poverty of superiority. It is potential to outsource every work to the diverse team of game development company. By receiving in touch with encoding and Art Outsourcing Studio game designers, it is probable to get the best entity for each part of game conniving. When the labour is outsourced, every section will have adequate time to focus in their area and once everything has been mutual together, a superb game is shaped. As a game developer, it is very significant to outsource your Game Art Design Company frequently. This is because hiring diverse game art designers make your games exclusively diverse each time. This is incredibly significant if you want to market a game effectively because it must have amazing completely diverse to offer as compare to your previous games. For example, it should contain the upgrade of features that were liked by patrons who used last account. Doing that is very easy as you only require a long term game outsourcing company for your game art and design.
GameYan
Two partners that I chose for one little phase of my life had the following rule: They created a little design/build construction team, and they sat down and said, two-man partnership, divide everything equally, here’s the rule; “Whenever we’re behind in our commitments to other people, we will both work 14 hours a day until we’re caught up.” Well, needless to say, that firm didn’t fail. The people died rich. It’s such a simple idea.
Charles T. Munger
My Home Handyman has the experience and skill to handle Calgary’s home improvement projects. Our team includes experts in all the services we provide as well as contractors with experience in construction, installations, maintenance, and building performance remediation.
My Home Handyman
When the retail, operations, and finance teams began to construct the initial Amazon WBR, they turned to a well-known Six Sigma process improvement method called DMAIC, an acronym for Define-Measure-Analyze-Improve-Control.1 Should you decide to implement a Weekly Business Review for your business, we recommend following the DMAIC steps as well. The order of the steps matters. Progressing through this metrics life cycle in this order can prevent a lot of frustration and rework, allowing you to achieve your goals faster.
Colin Bryar (Working Backwards: Insights, Stories, and Secrets from Inside Amazon)
Your Trusted Source for High-Quality GC Sheets in Dindigul When it comes to sourcing top-notch GC sheets in Dindigul, one name stands out prominently - Shree Sivabalaaji Steels. Renowned for its commitment to quality and excellence, this company has established itself as a reliable supplier of galvanized corrugated (GC) sheets, catering to various industries and construction needs. At Shree Sivabalaaji Steels, quality is the cornerstone of their operations. They understand the significance of using superior-grade materials for construction and industrial purposes. GC sheets offered by the company are manufactured using advanced technology, ensuring durability, strength, and resistance to environmental factors. This ensures that the sheets maintain their integrity over time, even in harsh conditions. Variety is another feather in Shree Sivabalaaji Steels' cap. The company provides a wide range of GC sheet options to meet the diverse needs of its customers. Whether you require sheets of different thicknesses, sizes, or coatings, they have it all. This extensive selection empowers customers to choose the perfect GC sheets that align with their project requirements. One of the factors that set Shree Sivabalaaji Steels apart is their unwavering commitment to customer satisfaction. Their team of experienced professionals is always ready to assist clients in selecting the right type of GC sheets based on their specific needs. Whether it's for roofing, wall cladding, or any other application, customers can rely on their expertise to make informed decisions. Time efficiency and punctuality are the driving forces behind Shree Sivabalaaji Steels' operations. They understand that in the construction industry, timely delivery is of the essence. The company has implemented streamlined processes to ensure that customers receive their GC sheet orders on schedule, minimizing project delays and interruptions. Environmental consciousness is a key aspect of Shree Sivabalaaji Steels' philosophy. They recognize their responsibility towards sustainable practices and offer GC sheets that are manufactured using eco-friendly processes. This not only reflects their commitment to the environment but also resonates with customers who prioritize green building materials. Competitive pricing is yet another advantage that customers enjoy when partnering with Shree Sivabalaaji Steels. Despite offering high-quality GC sheets, the company maintains a pricing strategy that remains accessible and competitive. This affordability, coupled with the quality of their products, makes them a preferred choice among contractors, builders, and industries. In conclusion, for those seeking top-grade GC sheets in Dindigul, Shree Sivabalaaji Steels emerges as a reliable and customer-centric option. With their focus on quality, variety, expertise, punctuality, sustainability, and affordability, they have rightfully earned their reputation as a go-to supplier for GC sheets in the region. When you choose Shree Sivabalaaji Steels, you're not just purchasing construction materials; you're investing in a partnership that prioritizes your project's success.
shree sivabalaaji steels
Weems Heavenly Acres is your premier destination for comprehensive land and property services. From expert land clearing and site preparation to meticulous pond construction and safe demolition of old structures, our team ensures precision in every project. With years of experience, we pride ourselves on delivering solutions tailored to each client's unique needs. Whether you're looking to enhance your landscape's aesthetics or prepare for new construction, trust in Weems Heavenly Acres to bring your vision to life.
Weems Heavenly Acres
Cixi began to revolutionise China's legal system. In May 1902, she decreed a wholesale review of 'all existing laws...with reference to the laws of other nations...to ensure that Chinese laws are compatible with those of foreign countries'. With a legal reform team headed by a remarkable mind, Shen Jiaben, who had a comprehensive knowledge of traditional laws and had studied several differentWestern codes, a brand-new legal structure based on Western models was created in the course of the decade, covering a whole range of commercial, civil, criminal laws and judicial procedures. Cixi approved the team's recommendations and personally decreed many landmark changes. On 24 April 1905, the notorious 'death by a thousand cuts' was abolished, with a somewhat defensive explanation from Ci:xi that this horrific form of execution had not been a Manchu practice in the first place. In a separate decree, torture during interrogation was prohibited. Up to that point it was universally regarded as indispensable to obtain confessions; now it was deemed 'only permissible to be used on those whom there was enough evidence to convict and sentence to death, but who still would not admit guilt'. Cixi made a point of expressing her 'loathing' for those who had a penchant for torture, and warned that they would be severely punished if they failed to observe the. new constraints. Prisons and detention centres were to be run humanely; the abuse of inmates would not be tolerated. Law schools were to be set up in the capital and provinces, and law studies were to be made a part of general education. Under her a legal framework began to be constructed.
Jung Chang (Empress Dowager Cixi: The Concubine Who Launched Modern China)
When leaders solicit criticism, respond constructively to it, and reward it, they begin the process of normalizing feedback as a positive force. When the CEO solicits criticism and rewards people for giving it to them it sends a signal to middle managers that they should do the same. As people at all levels of the organization realize giving honest feedback is safe and even encouraged, a virtuous cycle ensues, producing teams that function at a remarkably high level. People are more innovative when they are less afraid to take risks, and when they learn from mistakes rather than hiding and repeating them.
Kim Malone Scott (Radical Candor: How to Get What You Want by Saying What You Mean (Expert Thinking))
We are a team of construction and renovation experts specializing in residential and commercial construction. We are proud to be the top choice of residents for Montreal renovation services for both residential and commercial projects. Before starting any project, we offer a free analysis and let our clients know what to expect in terms of costs and project duration. Our Montreal bathroom renovation and kitchen renovation service is second to none, and our craftsmanship is on par with the very best.
KasselWood Fabricators and Renovation Montreal
One key application of this maxim arises when we choose a collaborator, for example in an intellectual project or in business. As Richard frequently argues, we often choose people whose skills are similar to our own. The result is that the gains from collaboration are much smaller than if we were to choose people who would bring different capabilities to the undertaking. If two engineers are planning the construction of a bridge, adding a third engineer to the team won’t help as much as adding an architect or a project manager.
Dan Levy (Maxims for Thinking Analytically: The wisdom of legendary Harvard Professor Richard Zeckhauser)
In 1951 there was a particularly brutal football game between Dartmouth and Princeton. Afterward, fans of both teams were furious because, they felt, the opposing team had been so vicious. When psychologists had students rewatch a film of the game in a calmer setting, the students still fervently believed that the other side had committed twice as many penalties as their own side. When challenged about their biases, both sides pointed to the game film as objective proof that their side was right. As the psychologists researching this phenomenon, Albert Hastorf and Hadley Cantril, put it, “The data here indicate that there is no such ‘thing’ as a ‘game’ existing ‘out there’ in its own right which people merely ‘observe.’ The ‘game’ ‘exists’ for a person and is experienced by him only insofar as certain things have significances in terms of his purpose.” The students from the different schools constructed two different games depending on what they wanted to see. Or as the psychiatrist Iain McGilchrist puts it, “The model we choose to use to understand something determines what we find.
David Brooks (How to Know a Person: The Art of Seeing Others Deeply and Being Deeply Seen)
People from all cultures believe in “constructive criticism.” Yet what is considered constructive in one culture may be viewed as destructive in another. Getting negative feedback right can motivate your employees and strengthen your reputation as a fair and professional colleague. Getting it wrong can demoralize an entire team and earn you an undeserved reputation as an unfeeling tyrant or a hopelessly incompetent manager.
Erin Meyer (The Culture Map: Breaking Through the Invisible Boundaries of Global Business)
So the day after the Series ended, as players flushed out a season’s accumulation of balls and bats and gloves from their lockers, he met with his coaches to constructively delineate what had happened, why the bats had gone silent, why the pitchers couldn’t find the black of the plate. They mused over the edge that had been lost in the fast-forward rush to the World Series. They wondered if the euphoria of winning the pennant, beating no less a force than Clemens, had been too euphoric. La Russa himself wondered if maybe the team had over-prepared, affected by a comment ESPN announcer and Hall-of-Famer Joe Morgan made to him afterward that in his own World Series experience, he didn’t want a lot of information, just the bare bones of how hard a particular pitcher threw and how he used his off-speed.
Buzz Bissinger (Three Nights in August: Strategy, Heartbreak, and Joy Inside the Mind of a Manager)
Expert surveying services in Cork, Ireland. Precision mapping, land surveys, and construction support. Trust our team for accurate results.
Surveyors Cork
Taking inspiration from Personal Construct Psychology and the work of Burr et al (2014), it can be useful for the team to reflect on the following questions: How do we perceive ourselves as a team? How do we perceive the other team? How do we think the other team perceives us? How do we think the other team perceives themselves?
Lucy Widdowson (Building Top-Performing Teams: A Practical Guide to Team Coaching to Improve Collaboration and Drive Organizational Success)
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Apex Commercial Roofing
Dalmatia Construction & Roofing is a roofing, window installation and siding contractor located in Tappan NY. Our address is 204 Western Hwy S, Tappan, NY 10983. We have many years of industry experience and a team of professional contractors to assist in all aspects of roofing, construction and window services. Whether you need repairs, replacements, or installations, we're committed to delivering exceptional craftsmanship and top-quality materials. We prioritize transparency and communication throughout every project, ensuring you're informed and satisfied every step of the way.
Dalmatia Construction and Roofing
But when you work on a joint project with people from many companies, which squad are you playing for? Who are your teammates? Teams are identities. To truly be on one, people must know it. So BAA gave everyone working on T5, including its own employees, a clear and emphatic answer: Forget how things are usually done on big projects. Your team is not your company. Here, your team is T5. We are one team. Wolstenholme is an engineer with decades of experience in construction, but he started his career in the British military, where the squad you play for is literally on your forehead—in the form of your unit’s “cap badge.” When people came to T5, Wolstenholme says, they were told, “Take off your cap badge and throw it away, because you work for T5.” That message was explicit, blunt, and repeated. “We had posters on the walls of people with lightbulbs going on, and they were saying, you know, ‘I get it. I work for T5.’ ” MAKING HISTORY Identity was the first step.
Bent Flyvbjerg (How Big Things Get Done: The Surprising Factors That Determine the Fate of Every Project, from Home Renovations to Space Exploration and Everything In Between)
Let's say a dozen hearts, perhaps 500 smiles, a few thousand faces, voices. Out of the whole, not so easy to fit the whole world in one. Thankfully, we're not alone in this X.
Monaristw
Studies have shown that a team leader who is in a positive mood can increase a group’s enthusiasm, help it to channel anger more constructively, and even coax it to perform better on specific tasks.
Sam Walker (The Captain Class: The Hidden Force that Creates the World's Greatest Teams)
By early August, Knackstedt’s team were hearing worrying stories from refugees about large amounts of construction materiel being stockpiled at various locations
Iain MacGregor (Checkpoint Charlie: The Cold War, the Berlin Wall and the Most Dangerous Place on Earth)
With controlling interest his, Nevins ordered construction of a new mill. Within a year, the new Pemberton—resting on the solid original foundation—was up and running. It is still standing in the early years of the twenty-first century—its five floors above the old cellar held there firmly with columns made of thick wood. Captain Bigelow probably knew about the new mill’s construction and surely would have applauded the decision to abandon cast iron and use wood. Nevins’s new Pemberton in 1861 had 859 operatives, of whom 650 were female, working at 307 looms and 25,000 spindles. Four of the mill’s managerial team remained male: Henry S. Shaw as treasurer, Nevins and his Boston company as selling agent, John E. Chase as agent and Frederick E. Clarke as paymaster. And a woman had advanced to management level. “Miss E.L. Cleason” was listed as cashier.
Alvin F. Oickle (Disaster in Lawrence: The Fall of the Pemberton Mill)
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Restoration 1 of Columbia
We also gave teams a primer on teamwork based on insights gleaned from research in group dynamics. On the one hand, we warned, groupthink is a danger. Be cooperative but not deferential. Consensus is not always good; disagreement is not always bad. If you do happen to agree, don't take the agreement—in itself—as proof that you are right. Never stop doubting. Pointed questions are as essential to a team as vitamins are to a human body. On the other hand, the opposite of groupthink—rancor and dysfunction—is also a danger. Team members must disagree without being disagreeable, we advised. Practice 'constructive confrontation' to use the phrase of Andy Grove, the former CEO of Intel. Precision questioning is one way to do that. Drawing on the work of Dennis Matthies and Monica Worline, we showed them how to tactfully dissect the vague claims people often make. Suppose someone says, 'Unfortunately, the popularity of soccer, the world's favorite pastime, is starting to decline.' You suspect [they] are wrong. ... Zero in. You might say, 'What do you mean by 'pastime?' or 'What evidence is there that soccer's popularity is declining? Over what time frame.' The answers to these precise questions won't settle the matter, but they will reveal the thinking behind the conclusion so it can be probed and tested.
Philip E. Tetlock (Superforecasting: The Art and Science of Prediction)
To think of the China story during the Trump administration as a binary fight between hawks and doves, panda sluggers and panda hug-gers, the blue team and the red team, or any other such construction is too simplistic.
Josh Rogin (Chaos Under Heaven: Trump, Xi, and the Battle for the 21st Century)
SOME MISCONCEPTIONS ABOUT TEAMWORK 1. Effective teams work together a lot. We found instead that smoothly functioning groups work just as well when individuals are able to work independently, yet confidently. 2. Conflict between group members is bad. Many researchers agree that this is dangerous. But constructive conflict is essential to prevent such dysfunctions as individual apathy, group-think, and the so-called Abilene paradox, in which members agree to agree, even if they have qualms. What makes conflict constructive is controlled disagreements over ideas (not personalities) and a common commitment to, and mutual confidence in, execution after a decision is made. 3. Teams are better off when members like each other. True, it’s tough to work with someone when you have an overwhelming urge to throttle the person. On the other hand, there are plenty of groups whose members would not care to spend any time together on a personal basis but who do leverage each other’s experience and skill effectively. The key seems to be mutual respect rather than affection. 4. Team satisfaction produces performance. We found no necessary correlations. When a group puts more energy into its own good feelings than into the task at hand, performance suffers. In one extreme example, an IT project manager was so concerned about morale that she would hold pizza parties when deadlines were missed so that people didn’t feel discouraged.
Rita Gunther McGrath (The Entrepreneurial Mindset: Strategies for Continuously Creating Opportunity in an Age of Uncertainty)
SOME MISCONCEPTIONS ABOUT TEAMWORK 1. Effective teams work together a lot. We found instead that smoothly functioning groups work just as well when individuals are able to work independently, yet confidently. 2. Conflict between group members is bad. Many researchers agree that this is dangerous. But constructive conflict is essential to prevent such dysfunctions as individual apathy, group-think, and the so-called Abilene paradox, in which members agree to agree, even if they have qualms. What makes conflict constructive is controlled disagreements over ideas (not personalities) and a common commitment to, and mutual confidence in, execution after a decision is made. 3. Teams are better off when members like each other. True, it’s tough to work with someone when you have an overwhelming urge to throttle the person. On the other hand, there are plenty of groups whose members would not care to spend any time together on a personal basis but who do leverage each other’s experience and skill effectively. The key seems to be mutual respect rather than affection. 4. Team satisfaction produces performance. We found no necessary correlations. When a group puts more energy into its own good feelings than into the task at hand, performance suffers. In one extreme example, an IT project manager was so concerned about morale that she would hold pizza parties when deadlines were missed so that people didn’t feel discouraged.
Rita Gunther McGrath (The Entrepreneurial Mindset: Strategies for Continuously Creating Opportunity in an Age of Uncertainty)
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Pillar build group
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Credible Dumpsters LLC
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Lee's Junk Removal and Property Care
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Big Foot Dumpsters and Removal
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Waste Falcon Dumpster Rentals
The essence of business consulting Business consulting is becoming a well-liked hit everywhere in the world. Consultation providers are important to business folks since they help them in making informative choices. That is solely potential after serving to them understand the workforce within the enterprise world. Managers who analyze the functionality of their businesses are bound to make higher earnings than those that don’t consult an expert for surveillance. They should perceive the risks concerned, weaknesses and strengths in order for their businesses to survive competition. It is with enterprise consulting that companies are capable of analyze as well as improve upon their strategic operations. This turns into attainable because of the experience across assorted fields translating into a spectrum of new ideas. Any effective enterprise consulting will allow you to faucet into their varied sources, capabilities as well as services. Your online business will take pleasure in proven approaches, ideas and even methods. Because of this you would not have to reinvent the wheel again. You make use of confirmed strategies and construct upon them. In spite of everything, this can ultimately translate into increased productiveness in addition to more sales for your online business. As a Richmond Business Help way to grow to be more productive in addition to worthwhile, the companies of a enterprise consulting cannot be ignored. Simply just remember to are on the same page as them. It's highly vital for a business to be on the identical wavelength as their enterprise consulting team. The enterprise states its wishes whereas the enterprise consultants rework it into an achievable aim. The business states its desires and the enterprise consultants define whether or not it's practical and the simplest method to turn dreams into reality. Involving a professional guide will information you in making crucial choices. They usually present you with different scenarios that are more likely to happen in the market in the present day. Additionally they explain how your decisions are prone to impression on what you are promoting in the future. In addition they present strategies on find out how to diversify the product line rather than relying on a single product. They are going to guide you to ensure that there's utmost progress and competition is at per. Enterprise consultants enhance the information stage of a business. Their data is effective. They've been involved in varied tasks earlier than and understand all of the facets involved in the planning process. Additionally they have a clear understanding of the dangers concerned in each enterprise growth step. You possibly can due to this fact depend upon them for the event of your enterprise.
Thompson Brothers
We disagree all the time. That's a part of a good team I think. We have a pretty, uh, egalitarian approach. In the sense that if it's an intern or Harley, or myself, or anyone in the team can voice what they think, the best idea wins is the approach. There's constructive debates around lots of issues.
Nathan McLay
I’d have a nuclear-powered interstellar spacecraft constructed in Earth’s orbit,” I said. “I’d stock it with a lifetime supply of food and water, a self-sustaining biosphere, and a supercomputer loaded with every movie, book, song, videogame, and piece of artwork that human civilization has ever created, along with a stand-alone copy of the OASIS. Then I’d invite a few of my closest friends to come aboard, along with a team of doctors and scientists, and we’d all get the hell out of Dodge. Leave the solar system and start looking for an extrasolar Earthlike planet.
Anonymous
We’ll fix it,” he said, tipping her chin up so he could see her eyes. “Your conservatory was going in on that side, and this will just speed up construction. Dare, get my crews over here to clear this mess. Nick, we’ll be needing the team for sure. Day and Phil can go through the outbuildings and find a suite of bedroom furniture, then pick out a room in the house that’s close enough to done we can move Ellen into it.” He braced a hand on either side of Ellen’s neck. “You are going to let me take care of this and no argument, please. God”—he hugged her to him—“if you’d been home, puttering at your embroidering, putting up jam…” She nodded, eyes teary, and let him hold her. “Ah, look there.” Val pointed to the base of the fallen tree. “Your greatest treasure is unscathed.” Marmalade sat on his fluffy orange backside, washing a front paw as if he hadn’t a care in the world. “I want…” Ellen stretched out a hand toward the cat, who pretended not to notice. “I’ll fetch him for you.” Val kissed her nose and made for the cat, who strolled back a few paces closer to what had been the bottom of the tree. Val reached for the beast then froze and looked more closely at the tree. He tucked the cat against his middle and stole another glance around at the surrounding trees before taking Marmalade back to Ellen. Val handed her the cat. “He says you have abandoned him shamelessly, and for your sins, you must allow him to accompany you up to the manor, where all his friends, the mice, are waiting to welcome him.” “Oh, Val.” Ellen managed a watery smile but leaned against him as she clutched her purring cat. “I’m so glad he’s unharmed. You’re a good kitty, Marmie. A very good, brave kitty.” “He’s also a very heavy kitty.” Val said, taking him from her grasp. “Let’s move him up to the manor, where I’m sure we can find him a dish of cream and you a cup of tea.
Grace Burrowes (The Virtuoso (Duke's Obsession, #3; Windham, #3))
Telling your truth with compassion instead of delivering “constructive” criticism
Lyssa Adkins (Coaching Agile Teams: A Companion for ScrumMasters, Agile Coaches, and Project Managers in Transition)