Coordination Best Quotes

The human being is a very poorly designed machine tool. The human being excels in coordination. He excels in relating perception to action. He works best if the entire human being, muscles, senses, and mind, is engaged in the work.

He flashed the warmest smile I'd ever seen, and my heart felt comforted. Maybe D.J. saw my insecurities, my fears. Maybe he knew God still had a lot of work to do in my life before I'd be good girlfriend material. Or maybe, just maybe, he saw beyond all that and simply wanted to flirt with the wedding coordinator instead of rehearse for the big night. I did my best to relax...and let him.

Life itself has lost its plane reality: it is projected, not along the old fixed points, but along the dynamic coordinates of Einstein, of revolution. In this new projection, the best-known formulas and objects become displaced, fantastic, familiar-unfamiliar. This is why it is so logical for literature today to be drawn to the fantastic plot, or to the amalgam of reality and fantasy. ("The New Russian Prose")

Explanations involving conspiracy, greed, and even stupidity are easier to generate and accept than more complex explanations that may be closer to the truth. A bit of wisdom called Hanlon's Razor advises us 'Never attribute to malice that which can be adequately explained by stupidity.' I would add a clumsier but more accurate corollary to this: 'Never attribute to malice or stupidity that which can be explained by moderately rational individuals following incentives in a complex system of interactions.' People behaving with no central coordination and acting in their own best interest can still create results that appear to some to be clear proof of conspiracy or a plague of ignorance.

You do not seem to realize that beauty is a liability rather than an asset - that in view of the fact that spirit creates form we are justified in supposing that you must have brains. For you, a symbol of the unit, stiff and sharp, conscious of surpassing by dint of native superiority and liking for everything self-dependent, anything an ambitious civilization might produce: for you, unaided, to attempt through sheer reserve, to confuse presumptions resulting from observation, is idle. You cannot make us think you a delightful happen-so. But rose, if you are brilliant, it is not because your petals are the without-which-nothing of pre-eminence. Would you not, minus thorns, be a what-is-this, a mere perculiarity? They are not proof against a worm, the elements, or mildew; but what about the predatory hand? What is brilliance without co-ordination? Guarding the infinitesimal pieces of your mind, compelling audience to the remark that it is better to be forgotten than to be re- membered too violently, your thorns are the best part of you.

So as a leader, the best way to ensure that everyone arrives at the campsite is to tell them where to go, not how to get there. Give them clear coordinates and let them figure it out.

The humanitarian philosophies that have been developed (sometimes under some religious banner and invariably in the face of religious opposition) are human inventions, as the name implies - and our species deserves the credit. I am a devout atheist - nothing else makes any sense to me and I must admit to being bewildered by those, who in the face of what appears so obvious, still believe in a mystical creator. However I can see that the promise of infinite immortality is a more palatable proposition than the absolute certainty of finite mortality which those of us who are subject to free thought (as opposed to free will) have to look forward to and many may not have the strength of character to accept it. Thus I am a supporter of Amnesty International, a humanist and an atheist. I believe in a secular, democratic society in which women and men have total equality, and individuals can pursue their lives as they wish, free of constraints - religious or otherwise. I feel that the difficult ethical and social problems which invariably arise must be solved, as best they can, by discussion and am opposed to the crude simplistic application of dogmatic rules invented in past millennia and ascribed to a plethora of mystical creators - or the latest invention; a single creator masquerading under a plethora of pseudonyms. Organisations which seek political influence by co-ordinated effort disturb me and thus I believe religious and related pressure groups which operate in this way are acting antidemocratically and should play no part in politics. I also have problems with those who preach racist and related ideologies which seem almost indistinguishable from nationalism, patriotism and religious conviction.

It’s going to be fine. You are going to make the best of this. You are Ophelia Bishop, failed huntress and moderately talented marketing coordinator. You can do this.

Mutual aid projects let us practice meeting our own and each other’s needs, based in shared commitments to dignity, care, and justice. They let us practice coordinating our actions together with the belief that all of us matter and that we should all get to participate in the solutions to our problems. They let us realize that we know best how to address the crises we face.

As to industrial conditions, however, Babbitt had thought a great deal, and his opinions may be coordinated as follows: "A good labor union is of value because it keeps out radical unions, which would destroy property. No one ought to be forced to belong to a union, however. All labor agitators who try to force men to join a union should be hanged. In fact, just between ourselves, there oughtn't to be any unions allowed at all; and as it's the best way of fighting the unions, every business man ought to belong to an employers'-association and to the Chamber of Commerce. In union there is strength. So any selfish hog who doesn't join the Chamber of Commerce ought to be forced to.

In my experience, however, if I focus too much on what the team sees, then it can be difficult to complete the garden as an expression of my own thoughts. Although it may seem counterintuitive, when it comes to coordinating what direction the rocks will face, the fewer people involved, the easier it is to synchronize. And when it’s time to make the final adjustments, it’s best to do it alone. Decisiveness is about having the ability to trust in yourself.

We perceive our environment in three dimensions, but we don’t actually live in a 3-D world. 3-D is static. A snapshot. We have to add a fourth dimension to begin to describe the nature of our existence. The 4-D tesseract doesn’t add a spatial dimension. It adds a temporal one. It adds time, a stream of 3-D cubes, representing space as it moves along time’s arrow. This is best illustrated by looking up into the night sky at stars whose brilliance took fifty light-years to reach our eyes. Or five hundred. Or five billion. We’re not just looking into space, we’re looking back through time. Our path through this 4-D spacetime is our worldline (reality), beginning with our birth and ending with our death. Four coordinates (x, y, z, and t [time]) locate a point within the tesseract. And we think it stops there, but that’s only true if every outcome is inevitable, if free will is an illusion, and our worldline is solitary. What if our worldline is just one of an infinite number of worldlines, some only slightly altered from the life we know, others drastically different? The Many-Worlds interpretation of quantum mechanics posits that all possible realities exist. That everything which has a probability of happening is happening. Everything that might have occurred in our past did occur, only in another universe. What if that’s true? What if we live in a fifth-dimensional probability space? What if we actually inhabit the multiverse, but our brains have evolved in such a way as to equip us with a firewall that limits what we perceive to a single universe? One worldline. The one we choose, moment to moment. It makes sense if you think about it. We couldn’t possibly contend with simultaneously observing all possible realities at once. So how do we access this 5-D probability space? And if we could, where would it take us? —

Just a decade before, in the wake of the Vietnam War and with his agency’s budget slashed, Stephen Lukasik had appealed to Congress to allow DARPA to pursue “high-risk projects of revolutionary impact.” Lukasik told Congress that in the modern world, the country with the most powerful weapons would not necessarily have the leading edge. He argued that as the twenty-first century approached, the leading edge would belong to the country with the best information—with which it could quickly plan, coordinate, and attack.

As Amazon grew, we realized that despite our best efforts, we were spending too much time coordinating and not enough time building. That’s because, while the growth in employees was linear, the number of their possible lines of communication grew exponentially.

He asked the question: ‘What kind of company do we want this to be?’, and the answer built upon three principles: that people are happiest when they have personal control over their life; that people are ‘thinking, energetic, creative and caring’; and that the best human organisations are ones like voluntary bodies that are not managed by others, but in which participants coordinate among themselves. Defying

Here’s the other thing I think about. It makes little sense to try to control what happens to your remains when you are no longer around to reap the joys or benefits of that control. People who make elaborate requests concerning disposition of their bodies are probably people who have trouble with the concept of not existing. Leaving a note requesting that your family and friends travel to the Ganges or ship your body to a plastination lab in Michigan is a way of exerting influence after you’re gone—of still being there, in a sense. I imagine it is a symptom of the fear, the dread, of being gone, of the refusal to accept that you no longer control, or even participate in, anything that happens on earth. I spoke about this with funeral director Kevin McCabe, who believes that decisions concerning the disposition of a body should be made by the survivors, not the dead. “It’s none of their business what happens to them when they die,” he said to me. While I wouldn’t go that far, I do understand what he was getting at: that the survivors shouldn’t have to do something they’re uncomfortable with or ethically opposed to. Mourning and moving on are hard enough. Why add to the burden? If someone wants to arrange a balloon launch of the deceased’s ashes into inner space, that’s fine. But if it is burdensome or troubling for any reason, then perhaps they shouldn’t have to. McCabe’s policy is to honor the wishes of the family over the wishes of the dead. Willed body program coordinators feel similarly. “I’ve had kids object to their dad’s wishes [to donate],” says Ronn Wade, director of the Anatomical Services Division of the University of Maryland School of Medicine. “I tell them, ‘Do what’s best for you. You’re the one who has to live with it.

The best part about Omar was that he wasn’t simply a decoy. Surrounding the robot was a grid of ultraviolet and microwave beams. When Loving or his partner, presumably from some distance, took up position and fired the typical three-burst round into Omar’s head, empty and inexpensively replaceable, a computer would instantly correlate trajectory, speed and GPS coordinates and indicate on our handhelds where the shooter was, down to three feet. Would

Hockey is a sport that rewards repetition. The same exercises, the same movements, until a player’s responses become instinctive, branded into his marrow. The puck doesn’t just glide, it bounces as well, so acceleration is more important than maximum speed, hand-eye coordination more important than strength. The ice judges you by your ability to change direction and thought quicker than anyone else—that’s what separates the best players from the rest.

Dire?” the girl asks. And learns from the ranger that the Joshua trees may be on the brink of extinction. Botanists believe they are witnessing a coordinated response to crisis. Perhaps a drought, legible in the plants’ purplish leaves, has resulted in this push. Seeds in abundance. The ancient species’ Hail Mary pass. Yucca moths, attracted by the flowers’ penetrating odor, are their heroic spouses, equally dependent, equally endangered; their larval children feast on yucca seeds.

He recognized that need, in Odonian terms, as his "cellular function." the analogic term for the individual's individuality, the work he can do best, therefore his best contribution to his society. A healthy society would let him exercise that optimum function freely, in the coordination of all such functions finding its adaptability and strength. That was a central idea of Odo's Analogy. That the Odonian society on Anarres had fallen short of the ideal did not, in his eyes, lessen his responsibility to it; just the contrary. With the myth of the State out of the way, the real mutuality and reciprocity of society and the individual became clear. Sacrifice mught be demanded of the individual, but never compromise: for though only the society could give security and stability, only the individual, the person, had the power of moral choice -- the power of change, the essential function of life. The Odonian society was conceived as a permanent revolution, and revolution begins in the thinking mind.

Mourning and moving on are hard enough. Why add to the burden? If someone wants to arrange a balloon launch of the deceased's ashes into inner space, that's fine. But if it's burdensome or troubling for any reason, then perhaps they shouldn't have to. McCabe's policy is to honor the wishes of the family over the wishes of the dead. Willed body program coordinator's feel similarly. 'I've had kids object to their dad's wishes [to donate],' says Ronn Wade, director of the Anatomical Services Division of the University of Maryland School of Medicine. 'I tell them, "Do what's best for you. You're the one who has to live with it.

The kinds of errors that cause plane crashes are invariably errors of teamwork and communication. One pilot knows something important and somehow doesn’t tell the other pilot. One pilot does something wrong, and the other pilot doesn’t catch the error. A tricky situation needs to be resolved through a complex series of steps—and somehow the pilots fail to coordinate and miss one of them. “The whole flight-deck design is intended to be operated by two people, and that operation works best when you have one person checking the other, or both people willing to participate,” says Earl Weener, who was for many years chief engineer for safety at Boeing. “Airplanes

The blitzkrieg is one of the best-known examples of a “military technical revolution”—and one of the most misunderstood by the general public. It is commonly assumed, based on the ease with which German armies overran Poland, Norway, Denmark, the Low Countries, and France, that they possessed a big technological and numerical edge over their adversaries. Nothing could be further from the truth; Hitler actually fielded fewer tanks and aircraft than the British and French, and the quality of the Allied weapons was in many cases higher than the Germans’. The German edge lay in their superior ability to coordinate their forces, and in their high quality of leadership, training, and morale. They figured out how to make the best use of the technology of the day; the Allies did not.

Patriarchy creates coercive background conditions for women, and thus patriarchy, not capitalism, is to blame for women’s exploitation under capitalism. Women are exploited under capitalism because they are forced by gendered expectations of women’s place into segregated spaces. In the home, gendered expectations about what women ought to do causes them to devote more time and energy to caring activities. Not only are women expected to be the main source of childcare and domestic labor in the home, they are also the psychic caregivers, coordinating social, spiritual, and emotional efforts for families. Their doing this explains the exploitation of women qua women in capitalism. The best evidence for this claim is that women in other economic systems are also exploited. For example, in the Soviet Union women were exploited for their domestic and sexual labor despite living under a noncapitalist economic system.121 I do not mean to say that there is no economic or material component to women’s condition. Women are stuck in these roles in part for material and economic reasons; they do not have enough bargaining power within heterosexual relationships generally to escape these roles. If women are able to gain an economic foothold, as is possible in an enlightened capitalism that eschews discrimination and gender segregation, then they can begin to work their way into better bargaining positions in their homes. And with better bargaining outcomes in their domestic lives, women can do better in the capitalist economy. Thus, capitalism does not provide an easy escape route, but it does point in the direction of escape from patriarchy.

It is important not to confuse opposition against this kind of planning with a dogmatic laissez faire attitude. The liberal argument is in favor of making the best possible use of the forces of competition as a means of coordinating human efforts, not an argument for leaving things just as they are. It is based on the conviction that, where effective competition can be created, it is a better way of guiding individual efforts than any other. It does not deny, but even emphasizes, that, in order that competition should work beneficially, a carefully thought-out legal framework is required and that neither the existing nor the past legal rules are free from grave defects. Nor does it deny that, where it is impossible to create the conditions necessary to make competition effective, we must resort to other methods of guiding economic activity.

But despite the Secret Service–like behavior, and the regal nomenclature, there’s nothing hierarchical about the way an ant colony does its thinking. “Although queen is a term that reminds us of human political systems,” Gordon explains, “the queen is not an authority figure. She lays eggs and is fed and cared for by the workers. She does not decide which worker does what. In a harvester ant colony, many feet of intricate tunnels and chambers and thousands of ants separate the queen, surrounded by interior workers, from the ants working outside the nest and using only the chambers near the surface. It would be physically impossible for the queen to direct every worker’s decision about which task to perform and when.” The harvester ants that carry the queen off to her escape hatch do so not because they’ve been ordered to by their leader; they do it because the queen ant is responsible for giving birth to all the members of the colony, and so it’s in the colony’s best interest—and the colony’s gene pool—to keep the queen safe. Their genes instruct them to protect their mother, the same way their genes instruct them to forage for food. In other words, the matriarch doesn’t train her servants to protect her, evolution does. Popular culture trades in Stalinist ant stereotypes—witness the authoritarian colony regime in the animated film Antz—but in fact, colonies are the exact opposite of command economies. While they are capable of remarkably coordinated feats of task allocation, there are no Five-Year Plans in the ant kingdom. The colonies that Gordon studies display some of nature’s most mesmerizing decentralized behavior: intelligence and personality and learning that emerges from the bottom up.

For the refugee, for the homeless, the lack of this crucial coordinate in the placing of the self has severe consequences. At best it must be managed, made up for in some way. At worst, a displaced person, literally, does not know which way is up, because there is no true north. No compass point. Home is much more than shelter; home is our centre of gravity. A nomadic people learn to take their homes with them – and the familiar objects are spread out or re-erected from place to place. When we move house, we take with us the invisible concept of home – but it is a very powerful concept. Mental health and emotional continuity do not require us to stay in the same house or the same place, but they do require a sturdy structure on the inside – and that structure is built in part by what has happened on the outside. The inside and the outside of our lives are each the shell where we learn to live.

Dream Meditation Practices are best performed in an isolated (close to nature) chamber that is clean and dry. Diet should be modified before practice so that solid food is reduced and a sense of lightness is obtained. This meditation is best done after bathing; the student can be nude or wear a light robe. Begin by lying on your back. Focus your mind on the lower tan tien. Summon the spirits residing in the organs by chanting their names in the order of the creation cycle: Houhou or Shen (heart), Beibei or Yi (spleen), Yanyan or Po (lungs), Fu Fu or Zhi (kidneys), and Jianjian or Hun (liver).20 Repeat the chanting and gathering until a bright light and warmth appear in the lower tan tien. Opening this place will automatically open the Microcosmic Orbit. Coordinate your breathing with this meditation to assist the process: inhaling stimulates the kidneys and liver, while exhaling moves the heart and lungs to the centerpoint—the stomach and spleen. Bring the merged five spirits from the lower tan tien (you can also include the other four spirits) up to the heart, and then to the Crystal Palace (also known as the Divine Palace or Hall of Light). The team of merged spirits—now the Yuan Shen or Original Spirit—can exit via the crown. Being conscious during the whole dream, or alternatively remembering the dream after waking, completes the process. You also have the choice of practicing meditation during your dream state. Process the content of the dream during the day, taking any actions in the material world that are now necessary. Remember that one of our goals with the Kan and Li practice is to merge the everyday mind with your dream landscape and meditation. Fusion of these three minds (different from the three tan tiens) is a feature of the developing sage. Ideally, dreaming can include the practice of Microcosmic Orbit, Fusion, and even Kan and Li.

He recognized that need, in Odonian terms, as his "cellular function." the analogic term for the individual's individuality, the work he can do best, therefore his best contribution to his society. A healthy society would let him exercise that optimum function freely, in the coordination of all such functions finding its adaptability and strength. That was a central idea of Odo's Analogy. That the Odonian society on Anarres had fallen short of the ideal did not, in his eyes, lessen his responsibility to it; just the contrary. With the myth of the State out of the way, the real mutuality and reciprocity of society and the individual became clear. Sacrifice mught be demanded of the individual, but never compromise: for though only the society could give security and stability, only the individual, the person, had the power of moral choice -- the power of change, the essential function of life. The Odonian society was conceived as a permanent revolution, and revolution begins in the thinking mind

One of the patterns from domain-driven design is called bounded context. Bounded contexts are used to set the logical boundaries of a domain’s solution space for better managing complexity. It’s important that teams understand which aspects, including data, they can change on their own and which are shared dependencies for which they need to coordinate with other teams to avoid breaking things. Setting boundaries helps teams and developers manage the dependencies more efficiently. The logical boundaries are typically explicit and enforced on areas with clear and higher cohesion. These domain dependencies can sit on different levels, such as specific parts of the application, processes, associated database designs, etc. The bounded context, we can conclude, is polymorphic and can be applied to many different viewpoints. Polymorphic means that the bounded context size and shape can vary based on viewpoint and surroundings. This also means you need to be explicit when using a bounded context; otherwise it remains pretty vague.

Pointsman is the only one here maintaining his calm. He appears unruffled and strong. His lab coats have even begun lately to take on a Savile Row serenity, suppressed waist, flaring vents, finer material, rather rakishly notched lapels. In this parched and fallow time, he gushes affluence. After the baying has quieted down at last, he speaks, soothing: “There’s no danger.” “No danger?” screams Aaron Throwster, and the lot of them are off again muttering and growling. “Slothrop’s knocked out Dodson-Truck and the girl in one day!” “The whole thing’s falling apart, Pointsman!” “Since Sir Stephen came back, Fitzmaurice House has dropped out of our scheme, and there’ve been embarrassing inquires down from Duncan Sandys—“ “That’s the P.M.’s son-in-law, Pointsman, not good, not good!” “We’ve already begun to run into a deficit—“ “Funding,” IF you can keep your head, “is available, and will be coming in before long… certainly before we run into any serious trouble. Sir Stephen, far from being ‘knocked out,’ is quite happily at work at Fitzmaurice House, and is At Home there should any of you wish to confirm. Miss Borgesius is still active in the program, and Mr. Duncan Sandys is having all his questions answered. But best of all, we are budgeted well into fiscal ’46 before anything like a deficit begins to rear its head.” “Your Interested Parties again?” sez Rollo Groast. “Ah, I noticed Clive Mossmoon from Imperial Chemicals closeted with you day before yesterday,” Edwin Treacle mentions now. “Clive Mossmoon and I took an organic chemistry course or two together back at Manchester. Is ICI one of our, ah, sponsors, Pointsman?” “No,” smoothly, “Mossmoon, actually, is working out of Malet Street these days. I’m afraid we were up to nothing more sinister than a bit of routine coordination over the Schwarzkommando business.” “The hell you were. I happen to know Clive’s at ICI, managing some sort of polymer research.” They stare at each other. One is lying, or bluffing, or both are, or all of the above. But whatever it is Pointsman has a slight advantage. By facing squarely the extinction of his program, he has gained a great of bit of Wisdom: that if there is a life force operating in Nature, still there is nothing so analogous in a bureaucracy. Nothing so mystical. It all comes down, as it must, to the desires of men. Oh, and women too of course, bless their empty little heads. But survival depends on having strong enough desires—on knowing the System better than the other chap, and how to use it. It’s work, that’s all it is, and there’s no room for any extrahuman anxieties—they only weaken, effeminize the will: a man either indulges them, or fights to win, und so weiter. “I do wish ICI would finance part of this,” Pointsman smiles. “Lame, lame,” mutters the younger Dr. Groast. “What’s it matter?” cries Aaron Throwster. “If the old man gets moody at the wrong time this whole show can prang.” “Brigadier Pudding will not go back on any of his commitments,” Pointsman very steady, calm, “we have made arrangements with him. The details aren’t important.” They never are, in these meetings of his.

Your character and soul, intelligence and creativity, love and experiences, goodness and talents, your bright and lovely self are entwined with your body, and she has delivered the whole of you to this very day. What a partner! She has been a home for your smartest ideas, your triumphant spirit, your best jokes. You haven’t gotten anywhere you’ve ever gone without her. She has served you well. Your body walked with you all the way through childhood—climbed the trees and rode the bikes and danced the ballet steps and walked you into the first day of high school. How else would you have learned to love the smell of brownies, toasted bagels, onions and garlic sizzling in olive oil? Your body perfectly delivered the sounds of Stevie Wonder, Whitney Houston, and Bon Jovi right into your memories. She gave you your first kiss, which you felt on your lips and in your stomach, a coordinated body venture. She drove you to college and hiked the Grand Canyon. She might have carried your backpack through Europe and fed you croissants. She watched Steel Magnolias and knew right when to let the tears fall. Maybe your body walked you down the aisle and kissed your person and made promises and threw flowers. Your body carried you into your first big interview and nailed it—calmed you down, smiled charmingly, delivered the right words. Sex? That is some of your body’s best work. Your body might have incubated, nourished, and delivered a whole new human life, maybe even two or three. She is how you cherish the smell of those babies, the feel of their cheeks, the sound of them calling your name. How else are you going to taste deep-dish pizza and French onion soup? You have your body to thank for every good thing you have ever experienced. She has been so good to you. And to others. Your body delivered you to people who needed you the exact moment you showed up. She kissed away little tears and patched up skinned knees. She holds hands that need holding and hugs necks that need hugging. Your body nurtures minds and souls with her presence. With her lovely eyes, she looks deliberately at people who so deeply need to be seen. She nourishes folks with food, stirring and dicing and roasting and baking. Your body has sat quietly with sad, sick, and suffering friends. She has also wrapped gifts and sent cards and sung celebration songs to cheer people on. Her face has been a comfort. Her hands will be remembered fondly—how they looked, how they loved. Her specific smell will still be remembered in seventy years. Her voice is the sound of home. You may hate her, but no one else does.

our explosive growth was slowing down our pace of innovation. We were spending more time coordinating and less time building. More features meant more software, written and supported by more software engineers, so both the code base and the technical staff grew continuously. Software engineers were once free to modify any section of the entire code base to independently develop, test, and immediately deploy any new features to the website. But as the number of software engineers grew, their work overlapped and intertwined until it was often difficult for teams to complete their work independently. Each overlap created one kind of dependency, which describes something one team needs but can’t supply for itself. If my team’s work requires effort from yours—whether it’s to build something new, participate, or review—you’re one of my dependencies. Conversely, if your team needs something from mine, I’m a dependency of yours. Managing dependencies requires coordination—two or more people sitting down to hash out a solution—and coordination takes time. As Amazon grew, we realized that despite our best efforts, we were spending too much time coordinating and not enough time building. That’s because, while the growth in employees was linear, the number of their possible lines of communication grew exponentially. Regardless of what form it takes—and we’ll get into the different forms in more detail shortly—every dependency creates drag. Amazon’s growing number of dependencies delayed results, increased frustration, and disempowered teams.

At its height, the rebellion can best be described as an insurrection. Large crowds of looters in the early part of July 23 gave way to roving bands of looters and fire bombers, who were much harder to control. Some coordinated their tactics by shortwave radio. Apparently, the rebels saw all government officials as the enemy, and they attacked firemen as well as policemen. By 4:40 P.M. on July 24, rebels had stolen hundreds of guns from gun shops. As police began to shoot at the looters, black snipers started shooting back. Hubert Locke, executive secretary of the establishment Committee for Equal Opportunity, called it a “total state of war.” Police officers and firemen reported being attacked by snipers on both the east and west sides of the city. Snipers made sporadic attacks on the Detroit Street Railways buses and on crews of the Public Lighting Commission and the Detroit Edison Company. Police records indicate that as many as ten people were shot by snipers on July 25 alone. A span of 140 blocks on the west side became a “bloody battlefield,” according to the Detroit News. Government tanks and armored personnel carriers “thundered through the streets and heavy machine guns chattered. . . . It was as though the Viet Cong had infiltrated the riot blackened streets.” The mayor said, “It looks like Berlin in 1945.”55 The black uprisings in Detroit and Newark were the largest of 1967 but by no means the only ones. Urban rebellions rocked cities large and small all across America. According to the Kerner Commission, 164 such rebellions erupted in the first nine months of the year.56

In retrospect, however, her mother's irreverence might have been one of her greatest gifts as a parent. Such as the day when Merritt had run crying to her because a group of boys hadn't wanted her to play rounders with them. Lillian had hugged and comforted her, and said, "I'll go tell them to give you a turn." "No, Mama," Merritt had sobbed. "They don't want me to play because I'm not good at it. I mostly can't hit the ball, and when I do, it doesn't go anywhere. They said I have baby arms." The indignity of that had been intolerable. But Mama, who'd always understood the fragility of a child's pride, had curved her fingers around Merritt's upper arm and said, "Make a muscle for me." After feeling Merritt's biceps, her mother had lowered to her haunches until their faces were level. "You have very strong arms, Merritt," she'd said decisively. "You're as strong as any of those boys. You and I are going to practice until you're able to hit that blasted ball over all their heads." For many an afternoon after that, Mama had helped her to learn the right stance, and how to transfer her weight to the front foot during the swing, and how to follow through. They had developed her eye-hand coordination and had practiced until the batting skills felt natural. And the next time Merritt played rounders, she'd scored more points than anyone else in the game. Of the thousands of embraces Mama had given her throughout childhood, few stood out in Merritt's mind as much as the feel of her arms guiding her in a batting stance. I want you to attack the ball, Merritt. Be fierce." Not everyone would understand, but "Be fierce" was one of the best things her mother had ever told her.

Most common discussions of political authority presuppose existing political institutions and ask under what conditions do institutions of that kind have legitimate authority. This begs many questions, and precludes many possibilities. It presupposes that either this government has all the authority it claims over its population or it has none. Here again we notice one of the special features of the account of the previous chapter. It allows for a very discriminating approach to the question. The government may have only some of the of the authority it claims, it may have more authority over one person than over another. The test is as explained before: does following the authority's instructions improve conformity with reason? For every person the question has to be asked afresh, and for every one it has to be asked in a manner which admits of various qualifi cations. An expert pharmacologist may not be subject to the authority of the government in matters of the safety of drugs, an inhabitant of a little village by a river may not be subject to its authority in matters of navigation and conservation of the river by the banks of which he has spent all his life. These conclusions appear paradoxical. Ought not the pharmacologist or the villager to obey the law, given that it is a good law issued by a just government? I will postpone consideration of the obligation to obey the law until the last section of this chapter. For the time being let us remove two other misunderstandings which make the above conclusion appear paradoxical. First, it may appear as if the legitimacy of an authority rests on its greater expertise. Are political authorities to be equated with big Daddy who knows best? Second, again the suspicion must creep back that the exclusive concentration on the individual blinds one to the real business of government, which is to co-ordinate and control large populations.

In a typical crash, for example, the weather is poor—not terrible, necessarily, but bad enough that the pilot feels a little bit more stressed than usual. In an overwhelming number of crashes, the plane is behind schedule, so the pilots are hurrying. In 52 percent of crashes, the pilot at the time of the accident has been awake for twelve hours or more, meaning that he is tired and not thinking sharply. And 44 percent of the time, the two pilots have never flown together before, so they’re not comfortable with each other. Then the errors start—and it’s not just one error. The typical accident involves seven consecutive human errors. One of the pilots does something wrong that by itself is not a problem. Then one of them makes another error on top of that, which combined with the first error still does not amount to catastrophe. But then they make a third error on top of that, and then another and another and another and another, and it is the combination of all those errors that leads to disaster. These seven errors, furthermore, are rarely problems of knowledge or flying skill. It’s not that the pilot has to negotiate some critical technical maneuver and fails. The kinds of errors that cause plane crashes are invariably errors of teamwork and communication. One pilot knows something important and somehow doesn’t tell the other pilot. One pilot does something wrong, and the other pilot doesn’t catch the error. A tricky situation needs to be resolved through a complex series of steps—and somehow the pilots fail to coordinate and miss one of them. “The whole flight-deck design is intended to be operated by two people, and that operation works best when you have one person checking the other, or both people willing to participate,” says Earl Weener, who was for many years chief engineer for safety at Boeing. “Airplanes are very unforgiving if you don’t do things right. And for a long time it’s been clear that if you have two people operating the airplane cooperatively, you will have a safer operation than if you have a single pilot flying the plane and another person who is simply there to take over if the pilot is incapacitated.

recalled Stephen Crocker, a graduate student on the UCLA team who had driven up with his best friend and colleague, Vint Cerf. So they decided to meet regularly, rotating among their sites. The polite and deferential Crocker, with his big face and bigger smile, had just the right personality to be the coordinator of what became one of the digital age’s archetypical collaborative processes. Unlike Kleinrock, Crocker rarely used the pronoun I; he was more interested in distributing credit than claiming it. His sensitivity toward others gave him an intuitive feel for how to coordinate a group without trying to centralize control or authority, which was well suited to the network model they were trying to invent. Months passed, and the graduate students kept meeting and sharing ideas while they waited for some Powerful Official to descend upon them and give them marching orders. They assumed that at some point the authorities from the East Coast would appear with the rules and regulations and protocols engraved on tablets to be obeyed by the mere managers of the host computer sites. “We were nothing more than a self-appointed bunch of graduate students, and I was convinced that a corps of authority figures or grownups from Washington or Cambridge would descend at any moment and tell us what the rules were,” Crocker recalled. But this was a new age. The network was supposed to be distributed, and so was the authority over it. Its invention and rules would be user-generated. The process would be open. Though it was funded partly to facilitate military command and control, it would do so by being resistant to centralized command and control. The colonels had ceded authority to the hackers and academics. So after an especially fun gathering in Utah in early April 1967, this gaggle of graduate students, having named itself the Network Working Group, decided that it would be useful to write down some of what they had conjured up.95 And Crocker, who with his polite lack of pretense could charm a herd of hackers into consensus, was tapped for the task. He was anxious to find an approach that did not seem presumptuous. “I realized that the mere act of writing down what we were talking about could be seen as a presumption of authority and someone was going to come and yell at us—presumably some adult out of the east.

Men are not content with a simple life: they are acquisitive, ambitious, competitive, and jealous; they soon tire of what they have, and pine for what they have not; and they seldom desire anything unless it belongs to others. The result is the encroachment of one group upon the territory of another, the rivalry of groups for the resources of the soil, and then war. Trade and finance develop, and bring new class-divisions. "Any ordinary city is in fact two cities, one the city of the poor, the other of the rich, each at war with the other; and in either division there are smaller ones - you would make a great mistake if you treated them as single states". A mercantile bourgeoisie arises, whose members seek social position through wealth and conspicuous consumption: "they will spend large sums of money on their wives". These changes in the distribution of wealth produce political changes: as the wealth of the merchant over-reaches that of the land-owner, aristocracy gives way to a plutocratic oligarchy - wealthy traders and bankers rule the state. Then statesmanship, which is the coordination of social forces and the adjustment of policy to growth, is replaced by politics, which is the strategy of parts and the lust of the spoils of office. Every form of government tends to perish by excess of its basic principle. Aristocracy ruins itself by limiting too narrowly the circle within which power is confined; oligarchy ruins itself by the incautious scramble for immediate wealth. In rather case the end is revolution. When revolution comes it may seem to arise from little causes and petty whims, but though it may spring from slight occasions it is the precipitate result of grave and accumulated wrongs; when a body is weakened by neglected ills, the merest exposure may bring serious disease. Then democracy comes: the poor overcome their opponents, slaughtering some and banishing the rest; and give to the people an equal share of freedom and power. But even democracy ruins itself by excess – of democracy. Its basic principle is the equal right of all to hold office and determine public policy. This is at first glance a delightful arrangement; it becomes disastrous because the people are not properly equipped by education to select the best rulers and the wisest courses. As to the people they have no understanding, and only repeat what their rulers are pleased to tell them; to get a doctrine accepted or rejected it is only necessary to have it praised or ridiculed in a popular play (a hit, no doubt, at Aristophanes, whose comedies attacked almost every new idea). Mob-rule is a rough sea for the ship of state to ride; every wind of oratory stirs up the waters and deflects the course. The upshot of such a democracy is tyranny or autocracy; the crowd so loves flattery, it is so “hungry for honey” that at last the wiliest and most unscrupulous flatterer, calling himself the “protected of the people” rises to supreme power. (Consider the history of Rome). The more Plato thinks of it, the more astounded he is at the folly of leaving to mob caprice and gullibility the selection of political officials – not to speak of leaving it to those shady and wealth-serving strategists who pull the oligarchic wires behind the democratic stage. Plato complains that whereas in simpler matters – like shoe-making – we think only a specially-trained person will server our purpose, in politics we presume that every one who knows how to get votes knows how to administer a city or a state.

one path toward unlocking our latent abilities is returning to a simple practice that came so naturally to us as children: We need to rekindle our ability to emulate the positive attributes of those we admire in others, and apply those same attributes to our life and work. When we are conscious of the qualities we want to emulate, they become points of traction to help us coordinate our daily activities around a set of principles rather than reacting spontaneously to circumstances throughout the day. They comprise the operating system that guides how we engage our work, how we interact with others, and how we make decisions with our focus, time, and energy.

the best way to get players to coordinate their actions was to have them play the game in 4/4 time. The basic rule was that the player with the ball had to do something with it before the third beat: either pass, shoot, or start to dribble. When everyone is keeping time, it makes it easier to harmonize with one another, beat by beat.

the school leadership team should specifically: • Build consensus for the school’s mission of collective responsibility • Create a master schedule that provides sufficient time for team collaboration, core instruction, supplemental interventions, and intensive interventions • Coordinate schoolwide human resources to best support core instruction and interventions, including the site counselor, psychologist, speech and language pathologist, special education teacher, librarian, health services, subject specialists, instructional aides, and other classified staff • Allocate the school’s fiscal resources to best support core instruction and interventions, including school categorical funding • Assist with articulating essential learning outcomes across grade levels and subjects • Lead the school’s universal screening efforts to identify students in need of Tier 3 intensive interventions before they fail • Lead the school’s efforts at Tier 1 for schoolwide behavior expectations, including attendance policies and awards and recognitions (the team may create a separate behavior team to oversee these behavioral policies) • Ensure that all students have access to grade-level core instruction • Ensure that sufficient, effective resources are available to provide Tier 2 interventions for students in need of supplemental support in motivation, attendance, and behavior • Ensure that sufficient, effective resources are available to provide Tier 3 interventions for students in need of intensive support in the universal skills of reading, writing, number sense, English language, motivation, attendance, and behavior • Continually monitor schoolwide evidence of student learning

When Boeing prepared to launch the design of the 727 passenger plane in the 1960s, its managers set a goal that was deliberately concrete: The 727 must seat 131 passengers,8 fly nonstop from Miami to New York City, and land on Runway 4-22 at La Guardia. (The 4-22 runway was chosen for its length—less than a mile, which was much too short for any of the existing passenger jets.) With a goal this concrete, Boeing effectively coordinated the actions of thousands of experts in various aspects of engineering or manufacturing. Imagine how much harder it would have been to build a 727 whose goal was to be “the best passenger plane in the world.

He loved Dottie, but he and Dottie always got along best by e-mail. E-mail was how he had first asked her out. E-mail was how they carried out their professional lives and coordinated their schedules. They often sent each other e-mail over the breakfast table when they were living inside the same house. They’d decided to have a child by e-mail. They’d been talking over e-mail about having another one.

Senator Warren questions SEC chair on broker reforms 525 words By Sarah N. Lynch WASHINGTON (Reuters) - Senator Elizabeth Warren said Friday that the Labor Department should press ahead with brokerage industry reforms, and not be deterred by the Securities and Exchange Commission's plans to adopt its own separate rules.    President Barack Obama, with frequent Wall Street critic Warren at his side, last month called on the Labor Department to quickly move forward to tighten brokerage standards on retirement advice, lending new momentum to a long-running effort to implement reforms aimed at reducing conflicts of interest and "hidden fees." But that effort could be complicated by a parallel track of reforms by the SEC, whose Chair Mary Jo White on Tuesday said she supported moving ahead with a similar effort to hold retail brokers to a higher "fiduciary" standard. "I want to see the Department of Labor go forward now," Warren told Reuters in an interview Friday. "There is no reason to wait for the SEC. There is no question that the Department of Labor has the authority to act to ensure that retirement advisers are serving the best interest of their clients." Warren said that while she has no concerns with the SEC moving forward to write its own rules, she fears its involvement may give Wall Street a hook to try to delay or water down a separate ongoing Labor Department effort to craft tough new rules governing how brokers dole out retirement advice. She also raised questions about White's decision to unveil her position at a conference hosted by the Securities Industry and Financial Markets Association (SIFMA), a trade group representing the interests of securities brokerage firms. Not only is the SEC the lead regulator for brokers, but unlike the Labor Department, it is also bound by law to preserve brokers' commission-based compensation in any new fiduciary rule.     "I was surprised that (Chair) White announced the rule at a conference hosted by an industry trade group that spent several years and millions of dollars lobbying members of Congress to block real action to fix the problem," Warren said. Warren, a Massachusetts Democrat who frequently challenges market regulators as too cozy with industry, stopped short of directly criticizing White. The SEC and SIFMA both declined to comment on Warren's comments. SIFMA has strongly opposed the Labor Department's efforts, fearing its rule will contain draconian measures that would cut broker profits, and in turn, force brokers to pull back from offering accounts and advice to American retirees. It has long advocated for the SEC to take the lead on a rule that would create a new uniform standard of care for brokers and advisers. The SEC has said it has been coordinating with the Labor Department on the rule-writing effort, but on Tuesday White also acknowledged that the two can still act independently of one another because they operate under different laws. The industry and reform advocates have been waiting now for years to see whether the SEC would move to tighten standards.     Warren expressed some skepticism on Friday about whether the SEC will ever in fact actually adopt a rule, saying that for years the agency has talked about taking action, but has not delivered. (Reporting by Sarah N. Lynch; Editing by Christian Plumb)

Updating the Layout As you learned in Chapter 6, the dynamic flow and pagination work differently in HTML forms. PDF forms will paginate based on the page size setting, but since an HTML form can be any length, your Designer HTML form will continue to expand lower on the same page and won’t paginate to a subsequent page (Figure 8.8). Figure 8.8 The SmartDoc Expense Report with 40 items in PDF Preview (left) and HTML Preview (right). Follow these steps to analyze and correct the layout issues so that the form will render properly as a paginated PDF or a single-page HTML form: 1. Select the Preview HTML tab. 2. Click the Add Expense button to add 20 new expense rows. You’ll eventually see the rows overlap with the footer of the page. 3. Select the Master Pages tab to update your layout. 4. Select copyrightFooter on the masterPage1 subform. 5. Select the Layout tab of the Object palette and update the Y coordinate to be 10.5625 inches. 6. Select the copyrightFooter field on the masterPage2 subform. 7. Select the Layout tab of the Object palette and update the Y coordinate to be 10.5625 inches. 8. Select the pages field on the masterPage2 subform. 9. Select the Layout tab of the Object palette and update the Y coordinate to be 10.5625 inches. 10. Save your file as myExpenseReportHTML_4.xdp. You’ve successfully moved all the master page items away from the contentArea object. Doing so eliminates the overlapping issue in your HTML form. It’s best to not put master page items in or have them touch the contentArea object.

Traveling to the past inside one’s home universe is impossible. Traveling to a precise multiverse spacetime coordinate inside an adjacent reality is possible, if you possess a Device. Their inventor remains unknown. The trip utterly destroys every atom in your body, but a new copy of you arrives safely on the other side. It’s best if you don’t think about that part.

1 = Very important. Do this at once. 2 = Worth doing but takes more time. Start planning it. 3 = Yes and no. Depends on how it’s done. 4 = Not very important. May even be a waste of effort. 5 = No! Don’t do this. Fill in those numbers before you read further, and take your time. This is not a simple situation, and solving it is a complicated undertaking. Possible Actions to Take ____ Explain the changes again in a carefully written memo. ____ Figure out exactly how individuals’ behavior and attitudes will have to change to make teams work. ____ Analyze who stands to lose something under the new system. ____ Redo the compensation system to reward compliance with the changes. ____ “Sell” the problem that is the reason for the change. ____ Bring in a motivational speaker to give employees a powerful talk about teamwork. ____ Design temporary systems to contain the confusion during the cutover from the old way to the new. ____ Use the interim between the old system and the new to improve the way in which services are delivered by the unit—and, where appropriate, create new services. ____ Change the spatial arrangements so that the cubicles are separated only by glass or low partitions. ____ Put team members in contact with disgruntled clients, either by phone or in person. Let them see the problem firsthand. ____ Appoint a “change manager” to be responsible for seeing that the changes go smoothly. ____ Give everyone a badge with a new “teamwork” logo on it. ____ Break the change into smaller stages. Combine the firsts and seconds, then add the thirds later. Change the managers into coordinators last. ____ Talk to individuals. Ask what kinds of problems they have with “teaming.” ____ Change the spatial arrangements from individual cubicles to group spaces. ____ Pull the best people in the unit together as a model team to show everyone else how to do it. ____ Give everyone a training seminar on how to work as a team. ____ Reorganize the general manager’s staff as a team and reconceive the GM’s job as that of a coordinator. ____ Send team representatives to visit other organizations where service teams operate successfully. ____ Turn the whole thing over to the individual contributors as a group and ask them to come up with a plan to change over to teams. ____ Scrap the plan and find one that is less disruptive. If that one doesn’t work, try another. Even if it takes a dozen plans, don’t give up. ____ Tell them to stop dragging their feet or they’ll face disciplinary action. ____ Give bonuses to the first team to process 100 client calls in the new way. ____ Give everyone a copy of the new organization chart. ____ Start holding regular team meetings. ____ Change the annual individual targets to team targets, and adjust bonuses to reward team performance. ____ Talk about transition and what it does to people. Give coordinators a seminar on how to manage people in transition. There are no correct answers in this list, but over time I’ve

Development of brain growth, timing, and coordination in childhood are critical to proper function throughout life. If there is developmental delay in brain function in childhood, such as ADHD, autism, Tourette’s Syndrome, obsessive compulsive disorder (OCD), anxiety, tics, dyslexia, learning or processing disorders, or even more subtle symptoms, it is best to aggressively rehabilitate function before adulthood. Unfortunately, the current model of health care tells parents to wait for the child to grow out of it. However, many children do not grow out of it and miss key windows of time for ideal brain development. Unrelated to developmental delays, early symptoms of brain degeneration such as poor mental endurance, poor memory, and inability to learn new things are also serious issues when timing matters. The longer a person waits to manage their brain degeneration or developmental delay the less potential they have to make a difference. Datis Kharrazian, DHSc, DC, MS

start coordinating repetition into your reading, keep a list of the best 50 to 150 books that you will return to and reread every year.

Jace looks over at me. “I’m not sure it’s the best idea to subject a helpless horse to someone with your lack of coordination,” he says solemnly.

About book marketing ideas, things change rapidly. A great deal of it is because there are such a significant number of books being distributed every day — 4500 to be accurate. In this way, approaches to advance your book move and change. We, as book publishing firm realize which are the best book advertising procedures to offer more books and all need to be working more intelligent, and not harder. So, in addition to the fact that I want to share some understanding of advertising in the New Year, yet I likewise need to give you tips for long-distance achievement. What's more, in case you're extremely genuine about taking things up a level, recognizing what to do as well as how to do it, I'd love to visit about a coordinated effort. Get in touch with me, and we should be sure you comprehend the best methodology for your particular creator brand. As a matter of first importance, it's significant that whatever you do, you do reliably. So regularly outside the box, writers attempt to accomplish more book advertising than their time and transmission capacity permit. There are heaps of reasons books may not sell; however, perhaps the most compelling motivation a book isn't selling is how it's evaluated.

Storytelling has always been important to Mosley, who said she experienced racism and was frequently doubted throughout her life. She called publishing her book a life-changing event and credited RMMS with providing a nurturing environment that supported her as a writer and an educator. “RMMS students, the enrichment coordinator, teachers, and administrators made me realize that I was somebody,” Mosley said. “Finally, after all these decades, I can reach my dreams and be successful in what I love the best.

Everything in life requires investment and time is one of the main investments. Even if you have your own business and are able to work from home, you must invest your time in searching for suppliers, clients and opportunities. You will also invest more money to acquire all those things; Money to catch planes for meetings of one hour that can determine a future investment, money to pay for the lunch you don’t have time to cook or for the best doctors that will take care of your health when you can’t for lack of enough time or discipline. You always invest in health, money, food, friends, personal hobbies and happiness, and you lose or win depending on how well you can coordinate everything at the same time. Sometimes you invest too much and other times too less, but you always reap what you sow.

As the saying goes, "It's not who you know, but who knows you." How does that relate to getting a job? Lets look at 2 cases where "who knows you" resulted in landing the best job. Keep in mind: The great thing is that you can start right where you are right now! Case 1 In my first teaching job in Mexico in the early 1980's, we were half way through the semester, when the director called me into his office to tell me he had taken a job in Silicon Valley, California. What he said next floored me. "I'd like you to apply for my job." How could I apply to be the director of an English school when it was my first teaching job, all the teachers had more teaching experience than I did, and many of them had doctorate degrees. I only had a bachelors degree. "Don't worry," he said. "People like you, and I think you have what it takes to be a good director." The director knew me, or at least got to know me from teachers' meetings, seeing me teach, and noticing how I interacted with people. Case 2 Fast forward 3 years. After Mexico, I moved to Reno, Nevada, to work on my Master's degree in Teaching English as a Second Language. I applied for a teaching job at the community college, and half-way into the semester, a teacher had to leave and I got the job. I impressed the director enough that she asked me to be the Testing and Placement Coordinator the next year. At the end of that year, I wrote a final report about the testing and placement program. It so impressed the college administration that when a sister university was looking for a graduate student to head up a new language assessment program for new foreign graduate teaching assistants and International faculty, I got recommended. What Does This Mean? From these two examples, you can see that when people see what you can do, you have a greater chance of being seen and being known. When people see what you are capable of doing, there is less risk in hiring you. Why? Because they've seen you be successful before. Chances are you'll be successful with them, too. But, if people don't know you and haven't seen what you can do, there is much greater risk in hiring you. In fact, you may not even be on their radar screen. Get On Their Radar Screens To get on the radar screens for the best jobs, do the best job you can where you work right now. Don't wait for the job announcement to appear in the newspaper. Don't wait for something else to happen. Right now, invest all of you and your unique talents into what you're doing. Impress people with what you can do! Do that, and see the jobs you'll get!

But there was no mockery or disapproval in Cassandra's gaze as she approached. She was smiling as if she were glad to see him. She gave him her slim gloved hand, a gesture of closeness and familiarity. The day instantly became the best one he'd had in weeks. His heart thumped joyfully at her nearness. The shape of her hand fit his as if every joint and fine muscle and soft ligament had been designed for perfect alignment. It had been like this when they'd waltzed, their bodies fitting together, moving together, with magical coordination.

But the extraordinary complexity of a living organism, the human variety being the best example, could only have come to be with the help of the supporting, coordinating, and controlling devices of the nervous system. All these systems are entirely part of the body that they serve. In and of themselves, they, too, are made up of living cells, like all the rest. Their cells also require regular nourishment to preserve their integrity, and they, too, are at risk of disease and death, just like any other cell in the body.

In less than ten minutes in the earl’s company, she’d come to understand he was a very deceptive man. Not willfully dishonest, perhaps, but deceptive. He looked for all the world like an elegant aristocrat come to idle the summer heat away in the country. A touch of lace at his collar and throat, a little green stone winking through the folds of his neckcloth, a gleaming signet ring on his left hand, and even in waistcoat and shirtsleeves, he projected wealth, breeding, and indolence. His speech was expensively proper, the tone never wavering from a fine politesse that bespoke the best schools, the best connections, the best breeding. He wielded his words like little daggers though, pinning his opponent one dart at a time to the target of his choosing. His body deceived, as well, so nicely adorned in attire, tailor-made for him from his gleaming boots to his neckcloth, to everything so pleasantly coordinated between. And he was handsome, with sable hair tousled and left a little too long, deep green eyes, arresting height, and military bearing. His face might be considered too strong by some standards—he would never be called a pretty man—but it had a certain masculine appeal, the nose slightly hooked, the chin a trifle arrogant, and the eyebrows just a touch dramatic. No honest female would find him unattractive of face or form. Beneath the well-tailored clothes, great masses of muscle bunched and smoothed with his every move. The hands holding Emmie’s chair for her were lean, brown, and elegant, but also callused, and she’d no doubt they could snap her neck as easily as they cut up Winnie’s apple tart. He was clothed as a gentleman, spoke as a gentleman, and had the manner of a gentleman, but Emmie was not deceived. The Earl of Rosecroft was a barbarian. But

In less than ten minutes in the earl’s company, she’d come to understand he was a very deceptive man. Not willfully dishonest, perhaps, but deceptive. He looked for all the world like an elegant aristocrat come to idle the summer heat away in the country. A touch of lace at his collar and throat, a little green stone winking through the folds of his neckcloth, a gleaming signet ring on his left hand, and even in waistcoat and shirtsleeves, he projected wealth, breeding, and indolence. His speech was expensively proper, the tone never wavering from a fine politesse that bespoke the best schools, the best connections, the best breeding. He wielded his words like little daggers though, pinning his opponent one dart at a time to the target of his choosing. His body deceived, as well, so nicely adorned in attire, tailor-made for him from his gleaming boots to his neckcloth, to everything so pleasantly coordinated between. And he was handsome, with sable hair tousled and left a little too long, deep green eyes, arresting height, and military bearing. His face might be considered too strong by some standards—he would never be called a pretty man—but it had a certain masculine appeal, the nose slightly hooked, the chin a trifle arrogant, and the eyebrows just a touch dramatic. No honest female would find him unattractive of face or form. Beneath the well-tailored clothes, great masses of muscle bunched and smoothed with his every move. The hands holding Emmie’s chair for her were lean, brown, and elegant, but also callused, and she’d no doubt they could snap her neck as easily as they cut up Winnie’s apple tart. He was clothed as a gentleman, spoke as a gentleman, and had the manner of a gentleman, but Emmie was not deceived. The Earl of Rosecroft was a barbarian. But then, there was the most puzzling deception of all: He was a barbarian, but barbarians did not notice when small children grew tired, they did not think to cut up a little girl’s tart for her, they did not coax and charm and guide when they could pillage, plunder, and destroy. So he was an intelligent, shrewd barbarian. Emmie

Accountability With Friends   In many areas of life there's a battle between doing the thing that will work very effectively to solve a specific problem in the short term versus doing that which will take longer to become effective but will solve many problems in the long term. For example, building up willpower is extremely slow, but once you have a high capacity for it, you can do a lot of difficult things outside your routine. If you have low or normal willpower, you will rely exclusively on habits to get a lot done.   Similarly, it's a good practice to build up the ability to be accountable entirely to yourself, but if you're unable to do that, or for habits that are very long term or very difficult, you can ask a friend to help you be accountable.   A good friend of mine, Leo Babauta, who is a master of habits and is excellent at being accountable to himself, asked me to help him stay accountable for his diet because he was trying to eat a perfect diet for a full six months. That's a very difficult challenge, but having someone to stay accountable to makes it slightly easier.   Earlier this year I wanted to completely eliminate all non-work web browsing for three months, so I asked a friend to hold me accountable. It worked, and I'm not sure I would have been able to do it without him.   When asking a friend to hold you accountable, make it concrete and easy for him. It must be concrete, because you don't want to impose on him to constantly evaluate your progress. Either Leo ate sugar or he didn't. Either I visited a web site or I didn't. You must also report your progress at regular intervals. Leo created a shared spreadsheet where I could see whether he ate properly each day.   Last, there must be consequences for failure. The primary purpose of having consequences is that they make the agreement official and definite. People remember bets, but forget offhand claims. My friend bet me $50 I couldn't stay off the web sites for three months. Without the bet, I doubt he would have kept track of it if he had just said, “I don't think you can do it”. Since your friend is doing you a favor, be willing to make a one-sided bet where he has no downside.   Reserve accountability for only the most difficult and important of your habits. It increases compliance, but at the cost of coordinating (albeit minimally) with someone else. It's also a missed opportunity to build the habit of self-reliance, so use it only when there's serious concern that you may not stick with the habit without it.   Habitualizing

CHANDIGARH: To check the illicit sex assurance tests being led in privately-run ultrasound focuses in Punjab, the state government has chosen to take assistance from private detective organizations. The choice was taken by Health Minister Surjit Jayani at a meeting of the State Supervisory Board where significant choices were taken to get the Pre-Natal Diagnostic Techniques (Regulation and Prevention of Misuse) Act or PNDT Act actualized viably in Punjab. Tending to the meeting, the Minister said that all the Civil Surgeons have additionally been coordinated to watch out for the exercises of all the ultrasound focuses being privately keep running in the state and have been made a request to make prompt move against any infringement of the PNDT Act. He likewise said that the state government had been intense with unscrupulous proprietors of these focuses, thus of which the male female sex proportion in the state has enhanced significantly. The male - female sex proportion in 2011 was 846, while in 2001 it was 798. The legislature additionally climbed the money honor to Rs. 1 lakh from Rs. 20000 to any individual giving data about any ultrasound focuses enjoying illicit sex identification in Punjab.

Bezos’s counterintuitive point was that coordination among employees wasted time, and that the people closest to problems were usually in the best position to solve them.

It’s actually unfair that time has only one dimension, while space has three. Why shouldn’t time be able to romp and frolic just as freely as space? If time had several dimensions, it would be able to move forward and backward simultaneously—a circular motion in which time constantly returns to the start. Then it might be possible to give yourself some good advice in critical moments the next time you passed by. But on the other hand, the world would become a lonelier place. It would be more difficult to meet each other at a given time, because several coordinates would all have to match up. It’s probably best that time continues to be one-dimensional, like a straight number line.

It was quite common for households in towns like mine to have BB rifles, commonly called slug guns. These were air rifles that shot very tiny soft lead pellets called slugs. They weren’t that lethal unless you shot at very close range, but they could blind you if you got shot in the eye. Most teenagers had them to control pests like rats, or to stun rabbits. However, most kids used them to shoot empty beer cans lined up on the back fence, practising their aim for the day they were old enough to purchase a serious firearm. Fortunately, a law banning guns was introduced in Australia in 1996 after thirty-five innocent people were shot with a semi-automatic weapon in a mass shooting in Tasmania. The crazy shooter must have had a slug gun when he was a teenager. But this was pre-1996. And my brothers, of course, loved shooting. My cousin Billy, who was sixteen years old at the time – twice my age – came to visit one Christmas holiday from Adelaide. He loved coming to the outback and getting feral with the rest of us. He also enjoyed hitting those empty beer cans with the slug gun. Billy wasn’t the best shooter. His hand-eye coordination was poor, and I was always convinced he needed to wear glasses. Most of the slugs he shot either hit the fence or went off into the universe somewhere. The small size of the beer cans frustrated him, so he was on the lookout for a bigger target. Sure enough, my brothers quickly pushed me forward and shouted, ‘Here, shoot Betty!’ Billy laughed, but loved the idea. ‘Brett, stand back a bit and spread your legs. I’ll shoot between them just for fun.’ Basically, he saw me as an easy target, and I wasn’t going to argue with a teenager who had a weapon in his hand. I naively thought it could be a fun game with my siblings and cousin; perhaps we could take turns. So, like a magician’s assistant, I complied and spread my skinny young legs as far apart as an eight-year-old could, fully confident he would hit the dust between them . . . Nope. He didn’t. He shot my leg, and it wasn’t fun. Birds burst out of all the surrounding trees – not from the sound of the gunshot, but from my piercing shriek of pain. While I rolled around on the ground, screaming in agony, clutching my bleeding shin, my brothers were screaming with laughter. I even heard one of them shout, ‘Shoot him while he’s down!’ Who needs enemies when you have that kind of brotherly love? No one rushed to help; they simply moved to the back fence to line up the cans for another round. I crawled inside the house with blood dripping down my leg, seeking Mum, the nurse, to patch me up. To this day, I have a scar on my leg as a souvenir from that incident . . . and I still think Billy needed glasses. I also still get very anxious when anyone asks me to spread my legs.

So, my program develops the entire spectrum of physical skills: Muscular Strength, Muscular Endurance, Cardiovascular Endurance, Power, Speed, Coordination, Balance, and Flexibility. The degree to which you possess these eight physical qualities defines your level of fitness. It is only by focusing on these seven skills, rather than appearance, that you will make your best gains, in ability, well-being, and in appearance. The washboard stomachs, big chests, round shoulders, and shirt-sleeve-stretching biceps of my men are testament to that, as are the toned legs, tight triceps and abs of the women I’ve trained.

First Proposed Solution: Two-Pizza Team Seeing that our best short-term solutions would not be enough, Jeff proposed that instead of finding new and better ways to manage our dependencies, we figure out how to remove them. We could do this, he said, by reorganizing software engineers into smaller teams that would be essentially autonomous, connected to other teams only loosely, and only when unavoidable. These largely independent teams could do their work in parallel. Instead of coordinating better, they could coordinate less and build more. Now came the hard part—how exactly could we implement such a tectonic shift? Jeff assigned CIO Rick Dalzell to figure it out. Rick solicited ideas from people throughout the company and synthesized them, then came back with a clearly defined model that people would talk about for years to come: the two-pizza team, so named because the teams would be no larger than the number of people that could be adequately fed by two large pizzas. With hundreds of these two-pizza teams eventually in place, Rick believed that we would innovate at a dazzling pace. The experiment would begin in the product development organization and, if it worked, would spread throughout the rest of the company.

The future has yet to be written, but plans upon plans have been laid out before us as we are driven like cattle down a very dangerous path. A path seemingly designed to cause us pain and suffering as we traverse it. A path we have only started moving through as it becomes steeper and steeper, with death potentially awaiting around every turn. The worldwide events we are witnessing today are not random coincidences of chance but coordinated efforts by those with the resources and power to upend our way of life by reducing our freedom and rights to a negligible idea that is best ignored. Are we being led to slaughter? Is that the future we will meet -our fate?

Managing dependencies requires coordination—two or more people sitting down to hash out a solution—and coordination takes time. As Amazon grew, we realized that despite our best efforts, we were spending too much time coordinating and not enough time building. That’s because, while the growth in employees was linear, the number of their possible lines of communication grew exponentially.

Next I pointed to the one over my heart, a bunch of numbers in a straight line. “The night before I moved out, my mom got really upset. She cried and told me I’d better not forget where she lives and to come visit a lot. The next day I got the coordinates of my parents’ house tattooed here so she would know I could never forget how to get home.

Let me kiss you Irma! There in the middle, in the space between the light and dark, Let me love you in the corners bright, Where your heart beat is the mark, To guide me through the mist of time with all my might, Because my love it is you that spreads like brightness in my world, Where your memories cast everlasting light, On the darkest and desolate corners of my world, And then fills me with the spirit to fight, All my demons and my fears, Your simple look offers me endless joy, As my existence the drapery of your brightness wears, And I begin to foil life’s every ploy, To oust me from my dominion, that is mine, But little does it know one can never steal the scent from the rose, And your memories that enrich me, become my goldmine, Granting me courage that before the brightest flash of life, I may put up my best pose, So come let me bear you in my arms, Let me kiss you like the night kisses everything beyond those shadows, And as my heart with these beautiful feelings warms, Let me offer smiles to the life’s marooned widows, Who have moaned enough and grieved a lot, Let me kiss you and then wage the war, Between the right and the evil in the reality’s merciless plot, It may happen that then stars that seem too far, Would tumble from the skies, To bury the evil in the star dust, But let us tread with caution for haste is only good when catching flies, For lovers always do what they must, It is the destiny of love and maybe the price of the kiss, That we all pay for with our heart beats, So let me hold you in my arms and feel my real bliss, Before my fate confronts the destiny and my courage both of them meets, In the open playground of life and chance, Where the truthful and the valiant always wins, Because it is a well coordinated dance, Where one always has to win though it is a competition between the twins, So kiss me and wish for my victory, Because through me you shall win too, As we are cast in the life’s endless trajectory, Where there shall always be one constant Irma, that, I love you, So, let the stars bear witness to valour of love, And as you kiss me, let the stars tumble from the skies, Then let no one seek the Heavens above, Because for our love, our passions and joys, here is where a lover dies, And this is where Christ died, This is where crusades were waged, This is where goodness was promoted and this is where Judas lied, And this is where lovers are caged, So let our battles of love be fought here, For a kiss, for a warm embrace, for a sweet memory’s sake, Then as I see you and your beauty everywhere, Let me love you forever for love’s and my own sake, Tonight when the sky shall be lit with many a twinkling star, I shall wait under the open sky and the moonlight, And as my eyes behold their darling most star, We shall then be the shadows in the darkness secretly kissing our heart beats in the cover of the night. To cast particles of darkness and cover the moonlight, And make it a part of our own shadows, Then we shall create a romantic night, As we freely fleet across the night’s endless love meadows.

I’m a believer in capitalism—I think it’s the best way we’ve found so far to structure a society. But I don’t buy the laissez-faire idea. I think we need regulations. I’m in favor of a superego to control the market’s id. I’m in favor of long-range thinking to balance stockholders’ lust for immediate profits. I think we need infrastructure to help us get the pencil and coffee safely into our hands. And I think we also need high-level coordination to keep us from playing with lead-paint-coated toys, eating salmonella steaks, and baking ourselves into oblivion with overreliance on fossil fuels.

If you can’t make it perfect, make it the best possible version within the coordinates of your abilities. 

There are so many DIY shows available these days, which will make constructional projects rather simple to look at. However, once you get started to work on it, you will get stuck on the first place. You won’t know how to get out of the trouble you have got yourself into. So, avoid such messes right from the first place with the help of Residential Tile Contractor Kansas City Decra. Choose an experienced professional to help you big time and from the first place, and things will gladly turn to work out in the way you could have asked for. Let them do what they are trained for and avoid facing issues later on. Why select reliable Commercial Tile Contractor Lakewood CO: Make sure to verify the services of Commercial Tile Contractor Lakewood CO before you get to select one. The experienced professional will know the right steps to follow while working on tiles whether for residential or commercial areas. The prospective installer is licensed, certified and will have present insurance, before they are given the task to work on any project. So, if anything happens to them while working, you won’t be held responsible for that. The contactor will review design, the materials used and even installation site to prepare for that bid. Get organized work from Tile Contractor Lakewood CO: Once you have selected the best Tile Contractor Lakewood CO in town, you will receive organized and detail based work to install tiles and maintain them from time to time. The contractor in here is further going to figure out some tile quantities and type of coordinating trim used for the tiles. The prospective contractor needs to be organized and even detail oriented for installing faith in the job he will cover. So, it is better to get the experts work on it.

The key to thriving is to help these parts work well together—to integrate them. Integration takes the distinct parts of your brain and helps them work together as a whole. It’s similar to what happens in the body, which has different organs to perform different jobs: the lungs breathe air, the heart pumps blood, the stomach digests food. For the body to be healthy, these organs all need to be integrated. In other words, they each need to do their individual job while also working together as a whole. Integration is simply that: linking different elements together to make a well-functioning whole. Just as with the healthy functioning of the body, your brain can’t perform at its best unless its different parts work together in a coordinated and balanced way.

Meditation, which alters the brain in many positive ways. The physical effects of sitting quietly and going inward are amazingly extensive. It took a long time to unravel the puzzle. Researchers had to work against the Western assumption that meditation was mystical or at best a kind of religious practice. Now we realize that it activates the prefrontal cortex—the seat of higher thinking—and stimulates the release of neurotransmitters, including dopamine, serotonin, oxytocin, and brain opiates. Each of these naturally occurring brain chemicals has been linked to different aspects of happiness. Dopamine is an antidepressant; serotonin is associated with increased self-esteem; oxytocin is now believed to be the pleasure hormone (its levels also elevate during sexual arousal); opiates are the body’s painkillers, which also provide the exhilaration associated with runner’s high. It should be obvious, then, that meditation, by creating higher levels of these neurotransmitters, is a more effective way of changing the brain’s set point for happiness. No single drug can simultaneously choreograph the coordinated release of all these chemicals.

What went wrong? To begin with, there seems to have been little coordination between the radio room and the bridge. The procedure for handling incoming messages was fuzzy at best. Any message affecting the navigation of the ship was meant to go straight to the bridge, but Phillips and Bride were no navigators; the jumble of longitudes and latitudes meant nothing to them. Their method of handling a message really depended on how it was addressed, rather than what it was about.

Cerebral Palsy in Children – Motherhood Chaitanya Hospital In the journey of childhood, every step, every milestone, holds significance. But for children with cerebral palsy, these steps can be accompanied by unique challenges. Cerebral palsy, a condition affecting movement and muscle coordination, requires specialized care and support. With the expertise of the best paediatric neurology & physiotherapy centre in Chandigarh at Motherhood Chaitanya Hospital, let’s delve into the world of cerebral palsy in children, understanding the condition, its impact, and the avenues of expert care.

Was I really that obvious? “You don’t know if I’m like that or not—” “Coffee twenty minutes before you leave for the day, you’re always on time, no breakfast, color-coordinated weekdays—red, white, blue, green, black. Blue’s the best on you, and you should wear it more than one damn day a week. And your lights are normally out by ten. That schedule says a lot about you.

Studies have found that people learn more from coordinated words, diagrams, and sounds than from text alone. The human-computer interaction experts came to understand that the best designs carefully engaged multiple human senses, which are neurologically designed to receive and integrate information in parallel. Other researchers focused on how computers allow people to connect with one another, and how people connect with information about themselves that we increasingly store in digital form. All of this greatly increased the potential for using computers to help students learn. Yet despite those decades of technological progress and mounting evidence that students learned perfectly well in a variety of technology-aided and mediated environments, it did not change the nature of the hybrid university in any important way.

at age fifty-five, Hock left the company and became something of a philosopher. He had seen so much technical progress in his lifetime and knew that the pace of change was speeding up but also that we were stuck in outdated, static models (our Pyramid mindset). The result, he observed, is that “our expertise became the creation and control of constants, uniformity and efficiency, while the need has become the understanding and coordination of variability, complexity and effectiveness.

As I've written in prior books and articles, more and more of that teamwork is dynamic – occurring in constantly shifting configurations of people rather than in formal, clearly-bounded teams.4 This dynamic collaboration is called teaming.5 Teaming is the art of communicating and coordinating with people across boundaries of all kinds – expertise, status, and distance, to name the most important. But whether you're teaming with new colleagues all the time or working in a stable team, effective teamwork happens best in a psychologically safe workplace.

We perceive our environment in three dimensions, but we don’t actually live in a 3-D world. 3-D is static. A snapshot. We have to add a fourth dimension to begin to describe the nature of our existence. The 4-D tesseract doesn’t add a spatial dimension. It adds a temporal one. It adds time, a stream of 3-D cubes, representing space as it moves along time’s arrow. This is best illustrated by looking up into the night sky at stars whose brilliance took fifty light-years to reach our eyes. Or five hundred. Or five billion. We’re not just looking into space, we’re looking back through time. Our path through this 4-D spacetime is our worldline (reality), beginning with our birth and ending with our death. Four coordinates (x, y, z, and t [time]) locate a point within the tesseract. And we think it stops there, but that’s only true if every outcome is inevitable, if free will is an illusion, and our worldline is solitary. What if our worldline is just one of an infinite number of worldlines, some only slightly altered from the life we know, others drastically different? The Many-Worlds interpretation of quantum mechanics posits that all possible realities exist. That everything which has a probability of happening is happening. Everything that might have occurred in our past did occur, only in another universe. What if that’s true? What if we live in a fifth-dimensional probability space? What if we actually inhabit the multiverse, but our brains have evolved in such a way as to equip us with a firewall that limits what we perceive to a single universe? One worldline. The one we choose, moment to moment. It makes sense if you think about it. We couldn’t possibly contend with simultaneously observing all possible realities at once. So how do we access this 5-D probability space? And if we could, where would it take us?

An inclusive narrative structure provides the executive brain with the best template and strategy for the oversight and coordination of the functions of mind. A story well told, containing conflicts and resolutions, gestures and expressions, and thoughts flavored with emotion, connects people ad integrates neural networks

patient-centric is a system that discounts the power or importance of a physician’s, or a nurse’s, professional impact on patient healing. The healing relationship is multi-faceted, and as Dr. John Burroughs describes it, the relationship combines three critical components: A patient who wants to be healed, practitioners who desire to provide healing services and a healthy organization to create the optimal environment for healing. But a patient-centric hospital can neither be a care-provider’s democracy nor a loose confederation of aligned interests. Medicine now is far too complex for cottage industry methods. In fact, the ideal healing environment is one of harmonious synergy in which the hospital is the focal point of coordination and responsibility for standards, continuity and competence—as well as the means of forming and supporting the care team. The patient’s best interests, however, must be the primary and overriding center of everything the team does.

If no time zone is specified, the time zone of the Cassandra coordinator node handing the write request is used. Therefore the best practice is to specify the time zone with the timestamp rather than relying on the time zone configured on the Cassandra nodes to avoid any ambiguities.

The routine requires balancing a number of virtues: freedom and discipline, craft and protocol, specialized ability and group collaboration. And for checklists to help achieve that balance, they have to take two almost opposing forms. They supple a set of checks to ensure the stupid but critical stuff is not overlooked, and they supply another set of checks to ensure people talk and coordinate and accept responsibility while nonetheless being left the power to manage the nuances and unpredictabilities the best they know how.

Working on a typewriter by touch, like riding a bicycle or strolling on a path, is best done by not giving it a glancing thought. Once you do, your fingers fumble and hit the wrong keys. To do things involving practiced skills, you need to turn loose the systems of muscles and nerves responsible for each maneuver, place them on their own, and stay out of it. There is no real loss of authority in this, since you get to decide whether to do the thing or not, and you can intervene and embellish the technique any time you like; if you want to ride a bicycle backward, or walk with an eccentric loping gait giving a little skip every fourth step, whistling at the same time, you can do that. But if you concentrate your attention on the details, keeping in touch with each muscle, thrusting yourself into a free fall with each step and catching yourself at the last moment by sticking out the other foot in time to break the fall, you will end up immobilized, vibrating with fatigue. It is a blessing to have options for choice and change in the learning of such unconsciously coordinated acts. If we were born with all these knacks inbuilt, automated like ants, we would surely miss the variety. It would be a less interesting world if we all walked and skipped alike, and never fell from bicycles. If we were all genetically programmed to play the piano deftly from birth, we might never learn to understand music.

Seed: 64951768 This is an incredibly cool seed for a couple of reasones. First, you spawn on an jungle island with a temple on it. Furthermore, on the ocean floor, there’s a portal room. To find it check the co-ordinates below. Co-ordinates: - Portal room: x: -400 | y: 600 |  (at the bottom of the ocean)

Retirement Lifestyle Planning There are four (4) major financial questions that you must be able to answer in order to know if your current or future plan will work for you. What rate of return do you have to earn on your savings and investment dollars to be able to retire at your current standard of living and have your money last through your life expectancy? How much do you need to save on a monthly or annual basis to be able to retire at your current standard of living and your money last your life expectancy? Doing what you are currently doing, how long will you have to work to be able to retire and live your current lifestyle till life expectancy? If you don’t do anything different than you are doing today, how much will you have to reduce your standard of livingat retirement for your money to last your life expectancy? Motto for Retirement Lifestyle Planning A solid financial plan is a powerful possession that offers a sense of peace and freedom. Our process allows us to determine appropriate strategies and help you understand how to achieve your goals and live your dreams. Our process stresses informed financial decision making. We encourage you to review all decisions with your team of tax and legal professionals. For the record, we are not tax or legal professionals and this information is not intended as tax or legal advice. Now we’d like to remind you that a well-executed financial plan requires diverse knowledge and utilizes some or all of the following strategies and services: -Retirement Lifestyle Planning Making the most of your employer-sponsored retirement plans and IRAs. Determining how much you need to retire comfortably. Managing assets before and during retirement including Social Security analysis. -Estate Planning Referring you to qualified Estate Attorneys to review your wills and trusts to help preserve your estate for your intended heirs by helping with beneficiary designations. Reducing exposure to estate taxes and probate costs. Coordinating with your tax and legal advisors. -Tax Management Helping to reduce your current and future tax burden by considering multiple strategies for review by your tax professional.Also, referring you to qualified tax specialists if needed. -Legacy Planning/Charitable Planning Creating a solid future for generations to come by ensuring that your legacy will live on through those you love or causes you care deeply about. -Risk Management Reviewing existing insurance policies. Recommending policy changes when appropriate. Finding the best policy for your individual wants and needs. -Investment Planning Determining your asset allocation needs. Helping you understand your risk tolerance. Recommending the appropriate investment vehicles to help you reach and exceed your goals.

Neither mystic insights, nor philosophic wisdom, nor creative power can be provided by pill or injection. The psycho-pharmacist cannot add to the faculties of the brain-but he can, at best, eliminate obstructions and blockages which impede their proper use. He cannot aggrandise us-but he can, within limits, normalise us; he cannot put additional circuits into the brain, but he can, again within limits, improve the co-ordination between existing ones, attenuate conflicts, prevent the blowing of fuses, and ensure a steady power supply. That is all the help we can ask for-but if we were able to obtain it, the benefits to mankind would be incalculable; it would be the 'Final Revolution' in a sense opposite to Huxley's-the break-through from maniac to man.

Times of rapid change and increasing complexity require a shift from optimization towards innovation. Forcing workers to blindly execute the upfront plans and sequential processes of the “waterfall model” turns out not to be the one best way. But we do it anyway. Taylor’s obsession with time, order, and efficiency has been absorbed into the fabric of our culture. We share his faith in reductionism. We divide projects into phases into tasks. We separate people into teams into roles. We split work into steps and silos. Then things fall through the cracks. Figure 1-6. The Waterfall Model. It’s not that waterfall is wrong. In many contexts, it’s a useful model. The problem is that, all too often, we apply it without realizing it’s not the only way. Again, it helps to know history. In the 1950s, Toyota figured out how to avoid the pitfalls of Taylorism by embracing what’s now called Lean. In design, all relevant specialists were involved at the outset, so conflicts about resources and priorities were resolved early on. And in production, managers learned that by making small batches and giving every worker the ability to stop the line, they could identify, fix, and prevent errors more quickly and effectively. [40] Rather than serving as cogs in the machine, workers were expected to solve problems by using “the five why’s” to systematically trace every error to its root cause. Similarly, suppliers were expected to coordinate the flow of parts and information within the just-in-time supply system of kanban.

The second route that motor commands from the cortex can take out towards the muscles is called the multineuronal pathway. The initial cell bodies of the pathway are also in the motor cortex, but they immediately synapse to long chains of internuncial neurons descending from the motor cortex to other cortical areas, to the lower brain, and on down the cord. The final links in these chains end not directly upon the neurons of the motor units, but rather upon the spinal internuncial circuits which organize the patterns of stereotyped spinal reflexes. Thus instead of bypassing the intermediate net, this pathway channels motor commands all the way through it. Impulses take longer to travel from the cortex to the motor unit, since they pass through many more synapses and are influenced by input from many other sources along their way. This arrangement makes possible the second kind of motor control—the setting into motion of the stereotyped reflex units of movement that are organized in the subconscious levels of the lower brain and spinal cord. For instance, the individual circuits and the overall sequential arrangements which control walking or swallowing are in the cord; the multineuronal pathway has only to stimulate these sequences into activity, and then steer their general course without the cortex having to pay attention to the details involved in each separate step. All coordinated movements require the interaction of both of these pathways. The conscious mind is not competent to direct every single muscular adjustment involved in general movements, and the reflexes are powerless to arrange themselves into new, finely controlled sequences. Successfully integrated, the two of these paths together provide the best aspects of millions of years of repetitive practice and of moment to moment changes in intent or shifts in the surrounding environment. One is basic vocabulary, the other is variable sentence structure; the language of coordinated movement cannot go forward without both working together.

Gud Mould Industry Co., Ltd. is a professional manufacturer of plastic injection moulds and die-casting moulds. Founded in 2007, Gud Mould Industry Co., Ltd. covers an area of 7000 square meters and has more than 100 experienced staffs, of which more than 30 with years of experience in plastic engineering and die-casting. To meet customers' higher requirements for product quality and greater demand for mould production, we constantly introduce advanced equipment, technology and talents at home and abroad to enhance our production means and technical support, constantly expand processing area to increase our production capacity. At present, Gud Mould has a large number of international advanced CNC machining centers, EDM, WEDM, milling machines, tool grinders and other precision die and mould processing equipment; imported spectrometers, metallographic analyzers, water capacity detectors, coordinate detectors, gauges and other international advanced detection equipment and instruments. Gud Mould's die design and production all realize computerization, apply International advanced AutoCAD, Pro/E, UG, Cimatron, MASTERCAM, etc. File of IGS, DXF, STP, PORASLD and so on are acceptable here. After receiving drawings and data from customers, engineers of Gud Mould design and program first. Manufacture, produce and inspect them strictly according to the drawings of mould engineering. All manufacturing processes realize digitalization of drawings, so as to ensure stability of high precision and high quality of dies. All materials of die are made of high quality steel and precision standard die base, which ensures service performance and life of die. In line with principle of customer first, we provide the best quality, delivery date, quality service and reasonable price, absolutely guarantee interests of customers, and provide confidentiality commitment to all technical information of customers. Gud Mould Industry Co., Ltd. has always adhered to business philosophy of "people-oriented, quality first", and has been making progress and developing steadily. Although Gud Mould is medium-sized, it has been recognized by well-known domestic enterprises such as Chang'an, Changfei, Hafei, Lifan, Ford in China, and has established a good reputation among domestic customers. In 2018, we set up overseas department, which mainly develops overseas markets. We sincerely welcome you to visit our company and expand your business!

Location, Location, Location Hit F3 to open the debug menu to see your coordinates of where you are.

At the same age one child will be working on eye-hand coordination, another concentrating on making sounds, another on push-ups or trying to move his whole body through space. One child will be interested in sitting up and eating at a table sometime during the first year and another content to breastfeed. One child will enjoy sitting on a potty to urinate and another will just not be interested. The best we can do is to support free movement, provide the best language model, and then watch, listen, respect, offer, and get out of the way.

We perceive our environment in three dimensions, but we don’t actually live in a 3-D world. 3-D is static. A snapshot. We have to add a fourth dimension to begin to describe the nature of our existence. The 4-D tesseract doesn’t add a spatial dimension. It adds a temporal one. It adds time, a stream of 3-D cubes, representing space as it moves along time’s arrow. This is best illustrated by looking up into the night sky at stars whose brilliance took fifty light-years to reach our eyes. Or five hundred. Or five billion. We’re not just looking into space, we’re looking back through time. Our path through this 4-D spacetime is our worldline (reality), beginning with our birth and ending with our death. Four coordinates (x, y, z, and t [time]) locate a point within the tesseract. And we think it stops there, but that’s only true if every outcome is inevitable, if free will is an illusion, and our worldline is solitary. What if our worldline is just one of an infinite number of worldlines, some only slightly altered from the life we know, others drastically different? The Many-Worlds interpretation of quantum mechanics posits that all possible realities exist. That everything which has a probability of happening is happening. Everything that might have occurred in our past did occur, only in another universe. What if that’s true? What if we live in a fifth-dimensional probability space? What if we actually inhabit the multiverse, but our brains have evolved in such a way as to equip us with a firewall that limits what we perceive to a single universe? One worldline. The one we choose, moment to moment. It makes sense if you think about it. We couldn’t possibly contend with simultaneously observing all possible realities at once. So how do we access this 5-D probability space? And if we could, where would it take us? — Leighton