Coordination Meeting Quotes

In response to threat and injury, animals, including humans, execute biologically based, non-conscious action patterns that prepare them to meet the threat and defend themselves. The very structure of trauma, including activation, dissociation and freezing are based on the evolution of survival behaviors. When threatened or injured, all animals draw from a "library" of possible responses. We orient, dodge, duck, stiffen, brace, retract, fight, flee, freeze, collapse, etc. All of these coordinated responses are somatically based- they are things that the body does to protect and defend itself. It is when these orienting and defending responses are overwhelmed that we see trauma. The bodies of traumatized people portray "snapshots" of their unsuccessful attempts to defend themselves in the face of threat and injury. Trauma is a highly activated incomplete biological response to threat, frozen in time. For example, when we prepare to fight or to flee, muscles throughout our entire body are tensed in specific patterns of high energy readiness. When we are unable to complete the appropriate actions, we fail to discharge the tremendous energy generated by our survival preparations. This energy becomes fixed in specific patterns of neuromuscular readiness. The person then stays in a state of acute and then chronic arousal and dysfunction in the central nervous system. Traumatized people are not suffering from a disease in the normal sense of the word- they have become stuck in an aroused state. It is difficult if not impossible to function normally under these circumstances.

They say that every hundred years—some versions say every five hundred, or every thousand—the sun disappears from the daytime sky at the same time the moon vanishes from the night. They say their absence is coordinated so that they may meet in a secret location, unseen by the stars, to discuss the state of the world and compare what each has seen over the past hundred or five hundred or thousand years.

They do not comprehend where they are going," Kaz said, whispering his words to the wind. I knew he didn't mean a particular place. There were no map coordinates to mark the location. He meant that point in time and space where bullet meets bone, where grown men cry rivers of tears; the point you can never return from, even if you live to be ninety.

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.

Conscious” and “unconscious” are only too obviously derivatives of “above ground” and “below ground.” In modern theories of the Will we meet with all the vocabulary of electrodynamics. Will functions and thought functions are spoken of in just the same way as the function of a system of forces. To analyze a feeling means to set up a representative silhouette in its place and then to treat this silhouette mathematically and by definition, partition, and measurement. All soul examination of this stamp, however remarkable as a study of cerebral anatomy, is penetrated with the mechanical notion of locality, and works without knowing it under imaginary coordinates in an imaginary space.

When we agree to meet with friends, have drinks, dinner, and watch a movie on a Friday evening, we incur coordination costs. All the emails, text messages, and phone calls that are required to arrange a social evening are the coordination costs. So

Inadequate sleep impairs brain functioning, including working memory and long-term memory, attention, decision-making, hand-eye coordination, calculation accuracy, logical reasoning, and creativity.20 People who’ve been awake for nineteen hours (say, woke up at 7 A.M. and now it’s 2 A.M.) are as impaired in their cognitive and motor functioning as a person who is legally intoxicated.21 People who’ve slept just four hours the previous night are similarly impaired, as are those who’ve slept six or fewer hours every night for the last two weeks. Anything you wouldn’t do drunk—drive, lead a work meeting, raise a child—don’t try it if you’ve been awake for nineteen hours, slept only four hours the previous night, or slept fewer than six hours every night for two weeks.

A strategy is a coordinated and integrated set of where-to-play, how-to-win, core capability, and management system choices that uniquely meet a consumer’s needs, thereby creating competitive advantage and superior value for a business. Strategy is a way to win—and nothing less.

When the White House got news of the disaster, POTUS coordinated a relief effort pretty much immediately. According to the ticktock, the minute-by-minute outline of an event that the White House comms team would send out afterward, POTUS heard about the quake at 5:52 PM in the Oval Office on January 12, and by 9:00 PM he was in the Situation Room for an emergency meeting to figure out the relief effort, which would include the deployment of thousands of troops and $100 million in aid. He asked a small group of people to go to Haiti to coordinate it immediately:

Where I am from they tell a story about it,’ the woman said, her attention on the work in front of her, the steady movement of her hands through the flour. ‘They say that every hundred years – some versions say every five hundred, or every thousand – the sun disappears from the daytime sky at the same time the moon vanishes from the night. They say their absence is coordinated so that they may meet in a secret location, unseen by the stars, to discuss the state of the world and compare what each has seen over the past hundred or five hundred or thousand years. They meet and talk and part again, returning to their respective places in the sky until their next meeting.

It is expected that all decisions taken by the coordinating council or by the general meeting shall be recommendations: members who are in the minority should not be obligated to participate in a decision with which they disagree but neither shall they have the right to counteract the actions of the majority in any way other than through the power of conviction.

The propositions that accompany most of the chapters . . . are not as snappy as I would prefer—but there’s a reason for their caution and caveats. On certain important points, the clamor of genuine scientific dispute has abated and we don’t have to argue about them anymore. But to meet that claim requires me to state the propositions precisely. I am prepared to defend all of them as “things we don’t have to argue about anymore”—but exactly as I worded them, not as others may paraphrase them. Here they are: 1. Sex differences in personality are consistent worldwide and tend to widen in more gender-egalitarian cultures. 2. On average, females worldwide have advantages in verbal ability and social cognition while males have advantages in visuospatial abilities and the extremes of mathematical ability. 3. On average, women worldwide are more attracted to vocations centered on people and men to vocations centered on things. 4. Many sex differences in the brain are coordinate with sex differences in personality, abilities, and social behavior. 5. Human populations are genetically distinctive in ways that correspond to self-identified race and ethnicity. 6. Evolutionary selection pressure since humans left Africa has been extensive and mostly local. 7. Continental population differences in variants associated with personality, abilities, and social behavior are common. 8. The shared environment usually plays a minor role in explaining personality, abilities, and social behavior. 9. Class structure is importantly based on differences in abilities that have a substantial genetic component. 10. Outside interventions are inherently constrained in the effects they can have on personality, abilities, and social behavior.

Sexual harassment is material. It is a network that stops information from getting out. It is a set of alliances that come alive to stop something; that enable a complaint to be held up or to become confidential, so that it never comes out into the public domain. And notice here: so many complex things are going on at the same time. It is not activity that is coordinated by one person or even necessarily a group of people who are meeting in secret, although secret meetings probably do happen. All of these activities, however complex, sustain a direction; they have a point. Direction does not require something to originate from a single point: in fact a direction is achieved through consistency between points that do not seem to meet. Things combine to achieve something that is solid and tangible; bonds become binds. If one element does not hold, or become binding, another element holds or binds. The process is rather like the cement used to make walls: something is set into a holding pattern. The setting is what hardens. Perhaps when people notice the complexity, or even the inefficiency and disorganization, they don’t notice the cement. When you say there is a pattern, you are heard as paranoid, as if you are imagining that all this complexity derives from a single point.

I arrange to meet Kimmie and Wes before homeroom the following day. The cafeteria serves breakfast for early risers in the form of stale toast, oatmeal sludge, and watered-down orange juice. “This had better be worth it,” Wes says. “By my calculation, I’d say you’re denying us at least thirty minutes of sleep.” “Not to mention precious primping time.” Kimmie motions to her outfit: a black leather poodle skirt paired with a glittery pink T that reads DEMON IN TRAINING. “Like it? I also have a coordinating pitchfork, but in all this rush I forgot it at home.” “Along with your sense of style,” Wes jokes, resting his cheek against her shoulder.

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.

Developing Inner Strength Through the Quan (Kata) Eliminate external distractions and concentrate only upon intention. Coordinate breathing and synchronize it with the muscular activity. When you extend your arm, exhale and strike but conserve 50% of your air. Be sure never to expel all of your air at one time. When you inhale, your body becomes light. When you exhale, your body becomes rooted. Listen to your breathing and become aware of every part of your body. There must be a constant but pliable muscular contraction in the deltoid, trapezius, latissimus dorsi, serratus, and pectoral muscle groups. To encourage perfect diaphragm breathing, the spine must be parallel to the stomach. Techniques are executed forward and back from where the elbows meet the waist.

So who does run a company these days? Not the shareholders or the board. They largely find out after the fact that things have gone well or badly. Nor are firms cooperatives. Anybody who has tried to run a company by consensus will tell you how disastrously bad an idea that is. Interminable meetings follow hard upon each other’s heels as everybody tries to get everybody else to see his or her point of view. Nothing gets done, and tempers fray. The problem with consensus is that people are not allowed to be different. It’s like trying to drive a car in which the brake and the accelerator have to do similar jobs. No, what really works inside a big firm is division of labour: you do what you’re good at, I’ll do what I’m good at, and we’ll coordinate our actions. That is what actually happens in practice inside most companies, and good management means good coordination. The employees specialise and exchange, just like participants in a market, or citizens in a city. The

This was the point in the Fire Swamp sequence where Buttercup’s dress briefly catches on fire before the flame is extinguished by Westley. It’s merely a line in the stage directions and consumes only a few seconds of film, but before we could shoot the scene, several steps had to be taken. First, a fire marshal had to be brought to the set. He would then meet with the stunt coordinator, Peter Diamond, Nick Allder, our FX supervisor, and his special effects crew. This was followed by what is known as a general “safety meeting” with the rest of the crew. Anytime there are firearms, fire, or even a dangerous or semidangerous stunt involved, there is always a safety meeting of this kind. The whole crew gathers around, and usually the first AD explains what the meeting is about. He then introduces everyone to the person in charge of special effects/stunts/firearms, etc., and that person walks everyone through the sequence, detailing both process and all potential safety concerns.

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.

Some Conseil meetings lasted eight to ten hours, and Chaptal recalled that it was always Napoleon ‘who expended the most in terms of words and mental strain. After these meetings, he would convene others on different matters, and never was his mind seen to flag.’68 When members were tired during all-night sessions he would say: ‘Come, sirs, we haven’t earned our salaries yet!’69 (After they ended, sometimes at 5 a.m., he would take a bath, in the belief that ‘One hour in the bath is worth four hours of sleep to me.’70) Other than on the battlefield itself, it was here that Napoleon was at his most impressive. His councillors bear uniform witness – whether they later supported or abandoned him, whether they were writing contemporaneously or long after his fall – to his deliberative powers, his dynamism, the speed with which he grasped a subject, and the tenacity never to let it go until he had mastered its essentials and taken the necessary decision. ‘Still young and rather untutored in the different areas of administration,’ recalled one of them of the early days of the Consulate, ‘he brought to the discussions a clarity, a precision, a strength of reason and range of views that astonished us. A tireless worker with inexhaustible resources, he linked and co-ordinated the facts and opinions scattered throughout a large administration system with unparalleled wisdom.’71 He quickly taught himself to ask short questions that demanded direct answers. Thus Conseil member Emmanuel Crétet, the minister of public works, would be asked ‘Where are we with the Arc de Triomphe?’ and ‘Will I walk on the Jena bridge on my return?’72

Another secret organization that tries to influence world politics is the Bilderberg Group, founded in 1954 by Prince Bernhard van Lippe Biesterfeld and Joseph Retinger. This group consists of a number of permanent members that form a small core, and a number of changing members that are invited to take part in conferences. The members meet once a year behind closed doors. The Inner Circle, that is the Round Table, consists of nine members of the Bilderberg Group. Then there is a decision making forum that consists of thirteen members. Finally there are three more members that make up the Inner Circles. These consist of members of the black nobility and other exceptionally influential men. Despite the strict confidentiality and secrecy surrounding the Bilderberg Group, some of their objectives got out. The following objectives are strived for: An international economic Power Block. Founding an international Parliament. Creating an international “World Army” through the abolition of national armed forces. Restriction of the power of national governments in favor of a unique and coordinated World Government. Traditionally the international press never mentions anything about the content of the off-the-record discussions. Sometimes a conference where prominent members from the world of politics, business and society speak confidentially about international questions is mentioned briefly. It is always mentioned that the participants assist as private persons, not in their official occupations. However it is striking that the participants of every Bilderberg conference are flown in from all parts of the world with airplanes and helicopters belonging to different air forces. Also, the large police force used to prevent disturbances and protect the invited is paid for by the tax contributors.[48]

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.

WHY ADDICTION IS NOT A DISEASE In its present-day form, the disease model of addiction asserts that addiction is a chronic, relapsing brain disease. This disease is evidenced by changes in the brain, especially alterations in the striatum, brought about by the repeated uptake of dopamine in response to drugs and other substances. But it’s also shown by changes in the prefrontal cortex, where regions responsible for cognitive control become partially disconnected from the striatum and sometimes lose a portion of their synapses as the addiction progresses. These are big changes. They can’t be brushed aside. And the disease model is the only coherent model of addiction that actually pays attention to the brain changes reported by hundreds of labs in thousands of scientific articles. It certainly explains the neurobiology of addiction better than the “choice” model and other contenders. It may also have some real clinical utility. It makes sense of the helplessness addicts feel and encourages them to expiate their guilt and shame, by validating their belief that they are unable to get better by themselves. And it seems to account for the incredible persistence of addiction, its proneness to relapse. It even demonstrates why “choice” cannot be the whole answer, because choice is governed by motivation, which is governed by dopamine, and the dopamine system is presumably diseased. Then why should we reject the disease model? The main reason is this: Every experience that is repeated enough times because of its motivational appeal will change the wiring of the striatum (and related regions) while adjusting the flow and uptake of dopamine. Yet we wouldn’t want to call the excitement we feel when visiting Paris, meeting a lover, or cheering for our favourite team a disease. Each rewarding experience builds its own network of synapses in and around the striatum (and OFC), and those networks continue to draw dopamine from its reservoir in the midbrain. That’s true of Paris, romance, football, and heroin. As we anticipate and live through these experiences, each network of synapses is strengthened and refined, so the uptake of dopamine gets more selective as rewards are identified and habits established. Prefrontal control is not usually studied when it comes to travel arrangements and football, but we know from the laboratory and from real life that attractive goals frequently override self-restraint. We know that ego fatigue and now appeal, both natural processes, reduce coordination between prefrontal control systems and the motivational core of the brain (as I’ve called it). So even though addictive habits can be more deeply entrenched than many other habits, there is no clear dividing line between addiction and the repeated pursuit of other attractive goals, either in experience or in brain function. London just doesn’t do it for you anymore. It’s got to be Paris. Good food, sex, music . . . they no longer turn your crank. But cocaine sure does.

A strategy is a coordinated and integrated set of where-to-play, how-to-win, core capability, and management system choices that uniquely meet a consumer’s needs, thereby creating competitive advantage and superior value for a business.

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Steele’s sources offered one final piece of devastating information. They alleged that Trump’s team had coordinated with Russia on the hacking operation against Clinton. And that the Americans had secretly co-paid for it.

Someday that’s going to be Maddox’s mail in your hand. He dropped the whole stack on that thought. But it was true. Someday Maddox was going to meet the one—or at least one who might do, because Ben was way too cynical to believe there was a perfect person out there for anyone. And Maddox was going to want a summer wedding, colors all coordinated, menu obsessed over. And Ben would get an invite, asking for his plus one. Fuck.

I do not believe the wicked always win. I believe our despair is a lie we are telling ourselves. In many other periods of history, people, ordinary citizens, routinely set aside hours, days, time in their lives for doing the work of politics, some of which is glam and revolutionary and some of which is dull and electoral and tedious and not especially pure – and the world changed because of the work they did. That’s what we’re starting now. It requires setting aside the time to do it, and then doing it. Not any single one of us has to or possibly can save the world, but together in some sort of concert, in even not-especially-coordinated concert, with all of us working where we see work to be done, the world will change. And we have to do it by showing up places, our bodies in places, turn off the fucking computers, leave the Web and the Net – and show up, our bodies at meetings and demos and rallies and leafletting corners.

Devin Gangadyal - Safety Coordinator Devin Gangadyal could easily be the friendliest person you'll ever meet. He wants to see everyone succeed and looks for ways to support and inspire others. Devin works as a safety coordinator for Reidy Contracting Group in New York City. In his spare time you might find Devin remodeling his fixer-upper, hanging out with family and friends and looking for any chance he can to help others learn the building skills that he has been blessed to acquire.

How to Quantify Achievement Stories When hiring managers, recruiters, and staffing firms see a resume or LinkedIn profile or attend an interview with verbiage but no numbers, they don’t know what those words mean. In fact, they know next to nothing until you add the numbers that explain the impact of your work. Here’s how you can resolve this issue. Work With Finance Sometimes the impact of our work is not always clear. At times like this, reaching out to one of your friends in the Finance Department can be very helpful. Finance has access to numbers that are not always readily available to other departments. If you’re no longer with the company, explain to the Finance associate that the numbers he provides could make the difference in determining whether you land another position. Using a Range Per Lily Zhang of the Muse, one reason job seekers avoid quantifying is not knowing the exact number. Lily suggests using a range. Using my work experience, here’s what that means: Before: Chaired weekly product manager meeting. After: Chaired weekly meeting with 7 to 12 product managers so plans could be discussed and coordinated. Confusion and rework were eliminated. Frequency Lily shared that one of the easiest ways to add numbers is to identify the frequency with which you perform a given task. This can help the hiring manager understand how much you can handle. For example: Before: Responded to pricing requests from the Sales Force. After: Responded to 15 to 20 pricing requests from the Sales Force on a daily basis. Scale Everyone on the hiring side of the business loves when candidates provide numbers, because numbers explain the impact of what you’ve done. The most meaningful numbers are those associated with making money, saving money, and driving productivity. Here are a couple examples from my work experience: Before: Reduced time to perform Operations Manager’s role; after analysis showed tasks could be batched and performed at the end of the month. After: Reduced time to perform Operations Manager role by 66%; after analysis showed tasks could be batched and performed at the end of the month. Asked Director if I could take on the responsibilities of employees who were laid off. Before: Analysis revealed misconfigured offers; worked with other departments to correct errors. Implemented process to prevent future errors. After: Analysis revealed misconfigured offers; worked with other departments to correct errors. Recognized $7.2M. Implemented process to prevent future errors.

In Boston the financial high ground was held by a dozen banks, insurance companies, and utilities, notably the State Street Bank and Trust, the National Shawmut Bank, the First National Bank of Boston, Eastern Gas and Fuel Associates, and Liberty Mutual Insurance Company. In the late 1950s leaders of these institutions, along with the presidents of major retail stores, including Jordan Marsh and Filene’s, had formed a “Coordinating Committee” ostensibly to link Yankee commerce and the rough-and-tumble world of Boston politics. The committee members held their meetings in the boardroom of the Boston Safe Deposit and Trust Company. Secrecy and discretion were valued above all else; absent members could not send replacements and no minutes were ever kept. The group’s penchant for secrecy and choice of venue for meetings earned them the sobriquet “the Vault” in the local press.

I am one of seven women—three of us white—in the office of CORE (the Congress of Racial Equality); at a joint meeting with SNCC (the Student Nonviolent Coordinating Commit- tee). More than twenty men, black and white, are present, run- ning the meeting. Three civil-rights workers—one black man and two white men—have disappeared in Mississippi, and the groups have met over this crisis. (The lynched bodies of the three men—James E. Chaney, Andrew Goodman, and Michael Schwerner—are later found, tortured to death.) Meanwhile, the FBI, local police, and the National Guard have been dredging lakes and rivers in search of the bodies. During the search, the mutilated parts of an estimated seventeen different human bodies are found. All of us in the New York office are in a state of shock. As word filters in about the. difficulty of identifying mutilated bodies long decomposed, we also learn that all but one of the unidentified bodies are female. A male CORE leader mutters, in a state of fury, ““There’s been a whole goddamned lynching we never even knew about. There’s been some brother disappeared who never even got reported.” My brain goes spinning. Have I heard correctly? Did he mean what I think he meant? If so, is it my racism showing itself in that I am appalled? Finally, I hazard a tentative question. Why one lynching? What about the sixteen unidentified female bodies? What about - Absolute silence. The men in the room, black and white, stare at me. The women in the room, black and white, stare at the floor. Then the answer comes, in a tone of impatience, as if I were politically retarded. "Those were obviously sex murders. Those weren't political." I fall silent.

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.

The problem is that management’s quest to get a handle on a complex organization often leads to what Yves Morieux and Peter Tollman have dubbed “complicatedness”: the expansion of procedures for reporting and decision-making, requiring ever more coordination bodies, meetings, and report-writing. With all that time spent reporting, meeting, and coordinating, there is little time left for actual doing.13 This drain on time and effort is exacerbated by the tendency of executives under the spell of metric fixation to distrust the experienced judgment of those under them.

Management by objective (MBO) which means purposeful leadership to achieve a strategic objective is one of the keys to successful airline management. MBO is also referred to as Management by Results – MBR. This is a system where subordinates coordinate with their superiors to achieve the desired objective. Under this principle, the goals of the organization are linked to employee goals. Management objectives are made to meet operational objectives. And both management and operational objectives are made to achieve organizational long-term objectives. Organisational objectives are linked to the vision and mission of the organisation. The team is made aware of the achievable goals of the organization and unified effort is exerted in that direction; on the other hand, the employee whose performance is noteworthy will be rewarded by the organization. This builds a transparent and clean work culture on one hand and the other unclogs communication blocks.

A frog meets a centipede and, after watching it for a while, says, “It’s unbelievable! How can you walk so fast and coordinate all these legs of yours? I only have four and I still find it difficult.” At this, the centipede stops, thinks about it, and finds himself unable to leave again.

These scrums provide opportunities for problems to surface and for a team member who’s overloaded to get help from another team member. Software teams benefit from meeting every day because their batches (user stories) are small enough to require daily coordination.

the other, I whimper as my pussy pulses with growing arousal. I stroke his smooth head, barely able to keep on my feet. When he withdraws, we stare at each other for several long seconds. Then I know exactly what to do. Somehow Mack must have read my mind because he helps guide me down to my knees in front of him. I reach over to undo his trousers and pull his cock out of his underwear. He’s already fully erect. I swipe a drop of liquid off the tip with my thumb. When he’s scooted a few inches closer to the edge of the mattress, he reaches over to remove the clip from my bun so my hair falls loose down my back. He takes my head in both his big hands and guides it forward toward his groin. I hold him steady with my fingers around the base of his hard shaft, giving him a few teasing licks that make his breath hitch. Then I slide my mouth around him until my lips meet my hand. I suck hard. His whole body twitches as he gasps out, “Fuck!” Thrilling with excitement from his responsiveness, I take a minute to coordinate a rhythm of sucking and squeezing with my hand. The muscles of his thighs on either side of me are tensing up as I work. He’s taking long, loud, thick breaths. When I’ve gotten comfortable, I speed up my rhythm and apply harder suction with my mouth. “Oh fuck, Anna.” He’s still holding my head in position with both hands, and they tighten in my hair, like he’s fisting handfuls of it. “That’s right. That’s good. Just like that.

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

But now the forces challenging the power complex have a special advantage that derives from the advances in technology: its members, however separated in space, are united in time, are united in space through books, discs, taped records, and frequent, quickly arranged face-to-face meetings. Hence resistance to the megamachine is no longer pathetically sporadic, but increasingly coordinated through constant inter-viewing as well as inter-communication.

although there may occur a few stages in his argument which are so trite that he can go through them by rote, much of his argument is likely never to have been constructed before. He has to meet new objections, interpret new evidence and make connections between elements in the situation which had not previously been co-ordinated. In short he has to innovate, and where he innovates he is not operating from habit.

the lawn from a grassy field to a twilit garden. As if on cue, Sebastian arrived leading a parade into the clearing, and called everyone to order. “Honored guests,” he shouted, holding his hands out in greeting. “I’m pleased to announce we have record attendance this year. This is in no small part due to the efforts of our friends-of-the-farm coordinator, Benjamin Thorndike, and his new assistant, Jason Adams.” Polite applause accompanied an occasional cheer. One woman at the back called out, “Which ones are they, Sebastian?” The managing director scanned the crowd and pointed. “Over there. Benjamin’s the one on the porch steps with the camera, taking your pictures. And you can’t miss Jason. He’s the tallest here, but just in case, raise your hand, Jason.” Helena watched, bemused, as Jason raised his hand. He seemed embarrassed, but she thought he was enjoying the celebrity. Once Sebastian completed his welcome, the crowd headed for the food and drink, then milled around sipping apple wine and taking in the scene. Two farm members mounted the steps of the great house and began to play music on a penny whistle and violin, a lilting tune from a time when farmers would gather to celebrate the harvest. A few people came over to meet

For example, we may take as meaningful the idea that the universe is a great thought from a great mind. Or that the universe is a machine. Or perhaps we believe that the universe is consciousness or that space itself is conscious. Such statements appear to be meaningful, but they border on fantasy. By fantasy I mean that eventually the idea reaches into a realm of fuzzy definition, open to several, sometimes conflicting, visions. Indeed any idea about the universe borders on fantasy. Does this mean that we simply cannot talk about the universe meaningfully? For example, take the idea that the universe is a great machine. Newton's laws and the observation that the planets follow these laws of motion would support the idea. But if it is a machine, then it would mean that life is a machine also. It would also mean that someone built the machine. And that the machine existed in space. But the universe encompasses all of space, so if it is a machine, it is a machine that built itself out of itself. What does that mean? Take the idea that the universe is conscious. But if you ask where the consciousness resides, you have to say everywhere or nowhere because space-time location of consciousness is not measurable. For example, we cannot even find a seat of consciousness in our brains, no less in the whole universe. The mind does not fit into space-time, or it has no space-time coordinates, or it has them all. Is this meaningful?

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.

public statements condemning segregation, sharply worded telegrams to Washington, and meetings with White House officials—were demonstrably ineffectual. New and more dramatic measures were in order. Mass action, Randolph reasoned, would be required, and he proposed a protest of 10,000 black people marching down Pennsylvania Avenue to demand an end to segregation in the armed forces and exclusion from jobs in the defense industry. Drawing on community organizing and protest networks developed during the 1920s and 1930s, this would be a broad, national mobilization of African Americans. The substance of their demand would be full and equal participation in the national defense effort, and the form of the demand would be a mass mobilization designed to compel the federal government to action. The MOWM, in effect, pioneered the type of protest politics that was used to considerable effect during the civil rights movement to push the federal government to enforce or enact African American citizenship rights. Randolph announced the March on Washington proposal in a January 1941 statement to the press. He declared that “power and pressure do not reside in the few, and intelligentsia, they lie in and flow from the masses.… Power is the active principle of only the organized masses, the masses united for a definitive purpose.” 19 Two months later Randolph issued the official call for the march, set for July 1, 1941. Drawing on his standing as a prominent black leader, and especially as the head of the Brotherhood of Sleeping Car Porters (BSCP), Randolph made his case that the time was right. “In this period of power politics, nothing counts but pressure, more pressure, and still more pressure,” he wrote in the call to march. “To this end we propose that 10,000 Negroes MARCH ON WASHINGTON FOR JOBS IN NATIONAL DEFENSE AND EQUAL INTEGRATION IN THE FIGHTING FORCES.” 20 To coordinate this massive effort, organizers established a March on Washington Committee, headed by Randolph, along with a sponsoring committee and regional committees in cities across the country. Galvanized by a rising desire for action within black communities, the idea found enthusiastic approval in the black press and eventually won the endorsement of the National Association for the Advancement of Colored People (NAACP), the National Urban League, and other elements of black leadership. 21 By the end of May, Randolph estimated that 100,000 black Americans would march. A national grassroots movement was afoot, and Randolph grew even more confident in his vision for the demonstration. “Let the Negro masses march!” he declared. “Let the Negro masses speak!” 22

one of FerroKin’s most important solutions to the cost problem is to have no physical office, instead relying on wireless phones and home internet connections to coordinate an intensive round of pre-clinical investigations and regulatory filings. “We wanted to do this from our homes,” he says, because putting a premium on being in the same physical location every day and attending endless meetings unnecessarily constrains whom you can hire and what work skills you pay for in an employee. Sensitive medical information can be secured digitally even as it is shared among distributed team members and the outsourced labs and clinics that are performing the work. As a result, digital reduces the barriers to focusing on the job at hand.

Controls are the mechanisms that you use to align with other leaders you work with, and they can range from defining metrics to sprint planning (although I wouldn’t recommend the latter). There is no universal set of controls—depending on the size of team and your relationships with its leaders, you’ll want to mix and match—but the controls structure itself is universally applicable. Some of the most common controls that I’ve seen and used: Metrics26 align on outcomes while leaving flexibility around how the outcomes are achieved. Visions27 ensure that you agree on long-term direction while preserving short-term flexibility. Strategies28 confirm you have a shared understanding of the current constraints and how to address them. Organization design allows you to coordinate the evolution of a wider organization within the context of sub-organizations. Head count and transfers are the ultimate form of prioritization, and a good forum for validating how organizational priorities align across individual teams. Roadmaps align on problem selection and solution validation. Performance reviews coordinate culture and recognition. Etc. There are an infinite number of other possibilities, many of which are specific to your company’s particular meetings and forums. Start with this list, but don’t stick to it!

Attend a university if you possibly can. There is no content of knowledge that is not pertinent to the work you will want to do. But before you attend a university work at something for a while. Do anything. Get a job in a potato field; or work as a grease-monkey in an auto repair shop. But if you do work in a field do not fail to observe the look and the feel of earth and of all things that you handle — yes, even potatoes! Or, in the auto shop, the smell of oil and grease and burning rubber. Paint of course, but if you have to lay aside painting for a time, continue to draw. Listen well to all conversations and be instructed by them and take all seriousness seriously. Never look down upon anything or anyone as not worthy of notice. In college or out of college, read. And form opinions! Read Sophocles and Euripides and Dante and Proust. Read everything that you can find about art except the reviews. Read the Bible; read Hume; read Pogo. Read all kinds of poetry and know many poets and many artists. Go to and art school, or two, or three, or take art courses at night if necessary. And paint and paint and draw and draw. Know all that you can, both curricular and noncurricular — mathematics and physics and economics, logic and particularly history. Know at least two languages besides your own, but anyway, know French. Look at pictures and more pictures. Look at every kind of visual symbol, every kind of emblem; do not spurn signboards of furniture drawings of this style of art or that style of art. Do not be afraid to like paintings honestly or to dislike them honestly, but if you do dislike them retain an open mind. Do not dismiss any school of art, not the Pre-Raphaelites nor the Hudson River School nor the German Genre painters. Talk and talk and sit at cafés, and listen to everything, to Brahms, to Brubeck, to the Italian hour on the radio. Listen to preachers in small town churches and in big city churches. Listen to politicians in New England town meetings and to rabble-rousers in Alabama. Even draw them. And remember that you are trying to learn to think what you want to think, that you are trying to co-ordinate mind and hand and eye. Go to all sorts of museums and galleries and to the studios of artists. Go to Paris and Madrid and Rome and Ravenna and Padua. Stand alone in Sainte Chapelle, in the Sistine Chapel, in the Church of the Carmine in Florence. Draw and draw and paint and learn to work in many media; try lithography and aquatint and silk-screen. Know all that you can about art, and by all means have opinions. Never be afraid to become embroiled in art of life or politics; never be afraid to learn to draw or paint better than you already do; and never be afraid to undertake any kind of art at all, however exalted or however common, but do it with distinction.

…I am a storyteller. From barstools to back porches, from kitchen tables to campfires, from podiums to park benches, I have spun my yarns to audiences both big and small, both rapt and bored. I didn’t start out that way. I was just a dreamer, quietly imagining myself as something special, as someone who would “make a difference” in the world. But the fact is, I was just an ordinary person leading an ordinary life. Then, partly by design, partly by happenstance, I was thrust into a series of adventures and circumstances beyond anything I had ever dreamed. It all started when I ran away from home at eighteen and hitchhiked around the country. Then I joined the Army, became an infantry lieutenant, and went to Vietnam. After Vietnam, I tried to become a hippie, got involved with Vietnam Veterans Against the War (VVAW), and became a National Coordinator for the organization. I was subsequently indicted for conspiracy to incite a riot at the Republican Convention in 1972—the so-called Gainesville Eight case—and one of my best friends turned out to be an FBI informant who testified against me at the trial. In the early eighties, I was involved with the New York Vietnam Veterans Memorial Commission, which built a memorial for Vietnam veterans in New York City and published the book Dear America: Letters Home from Vietnam. In the late eighties, I was part of a delegation of Vietnam veterans who went to the Soviet Union to meet with Soviet veterans of their Afghanistan War. I fell in love with a woman from Russia, married her, and spent nine years living there, during which I fathered two children, then brought my family back to the U.S. and the suburban middle-class life I had left so many years before. The adventures ultimately, inevitably perhaps, ended, and like Samwise Gamgee, I returned to an ordinary life once they were over. The only thing I had left from that special time was the stories… I wrote this book for two reasons. First and foremost, I wrote it for my children. Their experience of me is as a slightly boring “soccer dad,” ordinary and unremarkable. I wanted them to know who I was and what I did before I became their dad. More importantly, I hope the book can be inspiring to the entire younger generation they represent, who will have to deal with the mess of a world that we have left them. The second reason is that when I was young, I had hoped that my actions would “make a difference,” but I’m not so sure if they amounted to “a hill of beans,” as Humphry Bogart famously intoned. If my actions did not change the world, then I dream that maybe my stories can.

Scheduling The CMMS provides another benefit to the planning department with regard to manipulating scheduling information. An advance schedule should normally be a simple allocation of work and a daily schedule should involve the supervisors’ personal knowledge of crew individuals for best work assignments. Nevertheless, a CMMS might facilitate some of these efforts. In addition, the CMMS allows easy “what if” reviews of different alternatives. The CMMS also allows easy “publication” of the schedule to anyone interested. This promotes better craft coordination as well as coordination with the operations group for equipment clearances. Some commercial CMMS systems are weak in that they do not understand the wide variance of individual job time estimates (±100%) and think “a 5-hour job should last 5 hours.” Therefore, they guide the scheduler to drag and drop individual names and individual jobs throughout the entire next week to specific hour or even day time slots. Of course, the real-life incidence of wide job time variance plus the real-life intrusion of new, urgent operator requests make such overly detailed advance schedules of little value. In fact, many plants that use them find themselves in long daily meetings just to rearrange the schedule continuously.

I believe the goal isn’t better collaboration; it’s actually less collaboration. Great companies don’t say: “I need better customer support.” They say: “We should reduce the need for customers to contact customer support.” In the same way, great companies reduce the need for teams, and individuals, to collaborate by standardizing or productizing the interactions between the groups. This frees up teams to spend more time innovating, and less time in internal coordination meetings. The key is treating other parts of the company as customers rather than collaborators.

The weekly meeting of permanent secretaries takes place in the boardroom of the Cabinet Office overlooking Horse-guards’ Parade. As the senior civil servants in charge of each of the main Whitehall departments, they meet, in theory, to co-ordinate government policy. In practice they also sometimes co-ordinate resistance to government policy.

The Modern Meeting focuses on the only two activities worth convening for: conflict and coordination.

David versus Goliath Asymmetry lies at the heart of network-based competition. The larger or smaller network will be at different stages of the Cold Start framework and, as such, will gravitate toward a different set of levers. The giant is often fighting gravitational pull as its network grows and saturates the market. To combat these negative forces, it must add new use cases, introduce the product to new audiences, all while making sure it’s generating a profit. The upstart, on the other hand, is trying to solve the Cold Start Problem, and often starts with a niche. A new startup has the luxury of placing less emphasis on profitability and might instead focus on top-line growth, subsidizing the market to grow its network. When they encounter each other in the market, it becomes natural that their competitive moves reflect their different goals and resources. Startups have fewer resources—capital, employees, distribution—but have important advantages in the context of building new networks: speed and a lack of sacred cows. A new startup looking to compete against Zoom might try a more specific use case, like events, and if that doesn’t work, they can quickly pivot and try something else, like corporate education classes. Startups like YouTube, Twitch, Twitter, and many other products have similar stories, and went through an incubation phase as the product was refined and an initial network was built. Trying and failing many times is part of the startup journey—it only takes the discovery of one atomic network to get into the market. With that, a startup is often able to start the next leg of the journey, often with more investment and resources to support them. Contrast that to a larger company, which has obvious advantages in resources, manpower, and existing product lines. But there are real disadvantages, too: it’s much harder to solve the Cold Start Problem with a slower pace of execution, risk aversion, and a “strategy tax” that requires new products to align to the existing business. Something seems to happen when companies grow to tens of thousands of employees—they inevitably create rigorous processes for everything, including planning cycles, performance reviews, and so on. This helps teams focus, but it also creates a harder environment for entrepreneurial risk-taking. I saw this firsthand at Uber, whose entrepreneurial culture shifted in its later years toward profitability and coordinating the efforts of tens of thousands. This made it much harder to start new initiatives—for better and worse. When David and Goliath meet in the market—and often it’s one Goliath and many investor-funded Davids at once—the resulting moves and countermoves are fascinating. Now that I have laid down some of the theoretical foundation for how competition fits into Cold Start Theory, let me describe and unpack some of the most powerful moves in the network-versus-network playbook.

Q:Will it be possible for this revolution to take place in one country alone? A: No. By creating the world market, big industry has already brought all the peoples of the Earth, and especially the civilized peoples, into such close relation with one another that none is independent of what happens to the others. Further, it has co-ordinated the social development of the civilized countries to such an extent that, in all of them, bourgeoisie and proletariat have become the decisive classes, and the struggle between them the great struggle of the day. It follows that the communist revolution will not merely be a national phenomenon but must take place simultaneously in all civilized countries – that is to say, at least in England, America, France, and Germany. It will develop in each of these countries more or less rapidly, according as one country or the other has a more developed industry, greater wealth, a more significant mass of productive forces. Hence, it will go slowest and will meet most obstacles in Germany, most rapidly and with the fewest difficulties in England. It will have a powerful impact on the other countries of the world, and will radically alter the course of development which they have followed up to now, while greatly stepping up its pace. It is a universal revolution and will, accordingly, have a universal range.

The Daily Check-in requires that team members get together, standing up, for about five minutes every morning to report on their activities that day. Five minutes. Standing up. That’s it. The purpose of the Daily Check-in is to help team members avoid confusion about how priorities are translated into action on a regular basis. It provides a quick forum for ensuring that nothing falls through the cracks on a given day and that no one steps on anyone else’s toes. Just as important, it helps eliminate the need for unnecessary and time-consuming e-mail chains about schedule coordination.

Wood and his friends knew their phones were tapped, and he was personally aware of being monitored. His daily routine would have him cross through Checkpoint Charlie into the western zone, mainly to coordinate coverage with Uli Jörges, or report on West Berlin stories, occassionally meet our guys in the military to trade gossip, or simply do some shopping. Uli Jörges was aware of the East German intelligence service’s surveillance in West Berlin as well as East. “The Stasi obviously bugged my phone in our West Berlin Reuters office, and we knew they had mapped out our homes and wherever we stayed.

Studies have shown that multitasking degrades the performance of completing even simple tasks, such as sorting geometric shapes.3 The serious impact of this phenomenon was shown by Harvard researchers Dr. Steven Wheelwright and Dr. Kim Clark. They wrote about the problem of spreading engineers’ attention over too many projects simultaneously. As the number of projects went up, the time spent on productive tasks (e.g., problem-solving, interpreting data) went down by more than half, from 70% or more of their time to about 30%. The increased nonproductive activities included status meetings (communicating and coordinating across teams), switching costs (time required to reestablish context from one project to another), and so forth.

grassroots politics—the world of meetings, rallies, protests, and get-out-the-vote operations—are among the most important coordinated activities that a desynchronized population finds it difficult to get around to doing. The result is a vacuum of collective action, which gets filled by autocratic leaders, who thrive on the mass support of people who are otherwise disconnected—alienated from one another, stuck at home on the couch, a captive audience for televised propaganda.

Costs in employee time. To the debit side of the ledger must also be added the transactional costs of metrics: the expenditure of employee time by those tasked with compiling and processing the metrics—not to speak of the time required to actually read them. That is exacerbated by the “reporting imperative”—the perceived need to constantly generate information, even when nothing significant is going on. Sometimes the metric of success is the number and size of the reports generated, as if nothing is accomplished unless it is extensively documented. Those within the organization end up spending more and more time compiling data, writing reports, and attending meetings at which the data and reports are coordinated. So, as the heterodox management consultants Yves Morieux and Peter Tollman note, employees work longer and harder at activities that add little to the real productiveness of their organization, while sapping their enthusiasm.

My goal was not to justify our actions, but to be sure we left this meeting unified in our desire for a coordinated global response to our problems.

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?

Serving the Father will often express itself in service to others. However, it is important to always keep in mind exactly who you are striving to please. Trying to satisfy others will leave you empty and burned out, since there will always be more needs than you can possibly meet. Serving your Father, who is inviting you into his work and coordinating all the other pieces that need to be brought to bear, is something altogether different.

Fame is like a sequin-covered suit of armor that provides a holographic cover for actual me; most people, whether their opinion is positive or negative, are content to deal with the avatar, leaving me as tender as crabmeat within. Really, it’s an amplification of what happens if you’re not famous. I don’t imagine that we are often interacting on the pure frequency of essential nature; we usually have a preexisting set of conditions and coordinates that we project on to people we meet or circumstances we encounter. This is not just a psychological notion. Robert Lanza, in his concept-smashing book Biocentrism explains that our perception of all physical external phenomena is in fact an internal reconstruction, elaborating on the results of experiments in quantum physics, that particles behave differently when under observation—itself a universe-shattering piece of information—so that, and forgive my inelegant comprehension of the quantum world, electrons fired out of a tiny little cannon, when unobserved, make a pattern that reveals they have behaved as “a wave,” but when observed, the kinky little bastards behave as “particles.” That’s a bit fucking mad if you ask me. That’s like finding out that when you go out your dog stands up on its hind legs, lights a fag, and starts making phone calls. Or turns into a cloud. Lanza describes how our conception of a candle as a yellow flame burning on a wick is a kind of mentally constructed illusion. He says an unobserved candle would have no intrinsic “brightness” or “yellowness,” that these qualities require an interaction with consciousness. The bastard. A flame, he explains, is a hot gas. Like any light source, it emits photons, which are tiny packets of electromagnetic energy. Which means electrical and magnetic impulses. Lanza points out that we know from our simple, sexy everyday lives that electricity and magnetic energy have no visual properties. There is nothing inherently visual about a flame until the electromagnetic impulses—if measuring, between 400 and 700 nanometers in length from crest to crest—hit the cells in our retinas, at the back of the eye. This makes a complex matrix of neurons fire in our brains, and we subjectively perceive this as “yellow brightness” occurring in the external world. Other creatures would see gray. At most we can conclude, says Lanza, that there is a stream of electromagnetic energy that, if denied correlation with human consciousness, is impossible to conceptualize. So when Elton John said Marilyn Monroe lived her life “like a candle in the wind,” he was probably bloody right, and if he wasn’t we’ll never know. We apply reality from within. The world is our perception of the world. So what other people think of you, famous or not, is an independent construct taking place in their brain, and we shouldn’t worry too much about it.

Fame is like a sequin-covered suit of armor that provides a holographic cover for actual me; most people, whether their opinion is positive or negative, are content to deal with the avatar, leaving me as tender as crabmeat within. Really, it’s an amplification of what happens if you’re not famous. I don’t imagine that we are often interacting on the pure frequency of essential nature; we usually have a preexisting set of conditions and coordinates that we project on to people we meet or circumstances we encounter. This is not just a psychological notion. Robert Lanza, in his concept-smashing book Biocentrism explains that our perception of all physical external phenomena is in fact an internal reconstruction, elaborating on the results of experiments in quantum physics, that particles behave differently when under observation—itself a universe-shattering piece of information—so that, and forgive my inelegant comprehension of the quantum world, electrons fired out of a tiny little cannon, when unobserved, make a pattern that reveals they have behaved as “a wave,” but when observed, the kinky little bastards behave as “particles.” That’s a bit fucking mad if you ask me. That’s like finding out that when you go out your dog stands up on its hind legs, lights a fag, and starts making phone calls. Or turns into a cloud. Lanza describes how our conception of a candle as a yellow flame burning on a wick is a kind of mentally constructed illusion. He says an unobserved candle would have no intrinsic “brightness” or “yellowness,” that these qualities require an interaction with consciousness. The bastard. A flame, he explains, is a hot gas. Like any light source, it emits photons, which are tiny packets of electromagnetic energy. Which means electrical and magnetic impulses. Lanza points out that we know from our simple, sexy everyday lives that electricity and magnetic energy have no visual properties. There is nothing inherently visual about a flame until the electromagnetic impulses—if measuring, between 400 and 700 nanometers in length from crest to crest—hit the cells in our retinas, at the back of the eye. This makes a complex matrix of neurons fire in our brains, and we subjectively perceive this as “yellow brightness” occurring in the external world. Other creatures would see gray. At most we can conclude, says Lanza, that there is a stream of electromagnetic energy that, if denied correlation with human consciousness, is impossible to conceptualize.

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!

Truth be told, GX Smartwatch was worked in under supervision of great engineers. That is the reason you can appreciate some extraordinary features like coordinated versatile help, area GPS following, cautions for meds and Wi-Fi.In the modern-day, health smartwatches aren’t worth considering if they don’t give you all the latest technology on your wrist. Thankfully, times have changed to make them more affordable so you can use them to check your health as well as arrange meetings.The impressive GX SmartWatch ensures you can keep up to date with your loved ones, business partners and check your wellbeing. That’s just the tip of the iceberg

Adam Smith’s great insight was to show that the marketplace can mobilise diffuse information about people’s wants and the cost of meeting them, thereby coordinating billions of buyers and sellers through a global system of prices – all without the need for a centralised grand plan. This distributed efficiency of the market is indeed extraordinary, and attempting to run an economy without it typically leads to short supplies and long queues. It was out of recognition of this power that the neoliberal scriptwriters put the market centre stage in their economic play. There is, however, a flip side to the market’s power: it only values what is priced and only delivers to those who can pay. Like fire, it is extremely efficient at what it does, but dangerous if it gets out of control. When the market is unconstrained, it degrades the living world by over-stressing Earth’s sources and sinks. It also fails to deliver essential public goods – from education and vaccines to roads and railways – on which its own success deeply depends.

Research is mounting which demonstrates how emotional labeling and other aspects of emotional mindfulness can positively influence brain functioning. Decreased activity in the midbrain structures associated with aggression and anxiety as well as increased activity in forebrain areas associated with planning, impulse control, and “executive functions” has been demonstrated. Thus the emotionally mindful brain appears to operate as a coordinated whole, as opposed to fractionated neural responding that seems to underlie reactive emotional responding.

peaking at 100,000 and dropping to 8,400 with heady expectations, later abandoned, that the combat mission against the insurgent Taliban could end. But internally the experts knew it was futile. White House coordinator Lieutenant General Douglas Lute labeled the war “a house of cards” in a 2010 meeting soon after Obama added another 30,000 troops. Dr. Peter Lavoy, Obama’s deputy assistant secretary of defense for Asian and Pacific security affairs, later in charge of South Asia for the Obama NSC staff, was a soft-spoken authority on South Asia—Pakistan and Afghanistan. Lavoy was largely unknown to the public but critical to the functioning of the defense and intelligence world. He was both academic and practitioner. He believed the obsession with U.S. troop numbers had been the Achilles’ heel of the Obama administration policy in Afghanistan. “There are literally thousands of sub-tribes in Afghanistan,” Lavoy said. “Each has a grievance. If the Taliban ceased to exist you would still have an insurgency in Afghanistan.” Victory was far-fetched. Winning had not been defined. H. R. McMaster saw he would have a major confrontation with President Trump on the Afghanistan War.

I felt super-frustrated. We’d hired all these talented people and were spending tons of money, but we weren’t going any faster. Things came to a head over a top-priority marketing OKR for personalized emails with targeted content. The objective was well constructed: We wanted to drive a certain minimum number of monthly active users to our blog. One important key result was to increase our click-through rate from emails. The catch was that no one in marketing had thought to inform engineering, which had already set its own priorities that quarter. Without buy-in from the engineers, the OKR was doomed before it started. Even worse, Albert and I didn’t find out it was doomed until our quarterly postmortem. (The project got done a quarter late.) That was our wake-up call, when we saw the need for more alignment between teams. Our OKRs were well crafted, but implementation fell short. When departments counted on one another for crucial support, we failed to make the dependency explicit. Coordination was hit-and-miss, with deadlines blown on a regular basis. We had no shortage of objectives, but our teams kept wandering away from one another. The following year, we tried to fix the problem with periodic integration meetings for the executive team. Each quarter our department heads presented their goals and identified dependencies. No one left the room until we’d answered some basic questions: Are we meeting everyone’s needs for buy-in? Is a team overstretched? If so, how can we make their objectives more realistic?

I watched Sloan die inside that night. They called it a catastrophic stroke. A blood clot moved from the wounds in his leg up to his brain. It had probably happened while Josh sat with him. It was silent and final, and there was nothing anyone could have done. Josh was right. Brandon was gone. Three days after the stroke, an ethics committee made up of Brandon’s doctors, an organization that coordinated organ donations, and a grief counselor called the family in for an 11:00 a.m. meeting at the hospital. I sat outside the conference room, bouncing my knee, waiting for Sloan to come out. I hadn’t left her side once since the stroke. Every night I slept in the chair next to her by Brandon’s bedside. Only now he wasn’t healing in his coma. He was brain-dead. Josh hadn’t been back to the hospital since Brandon’s diagnosis. He wouldn’t answer my calls. The shift was strange. Our text thread went from dozens of unanswered texts from him, begging me to talk to him, to dozens of unanswered texts from me, begging him to talk to me. I wanted to know he was okay. His silence told me he wasn’t. I wore his sweatshirt today. I’d never wear it when I knew he might see it. I didn’t want to encourage him. But based on his absence over the last three days, I didn’t think I had to worry. And I needed to feel him wrapped around my body today. I needed to smell him in the fabric. I just needed him.

But it wasn’t our differences that I wanted to focus on. So I parked in one of the visitors’ spots and pulled out the GPS I had taken to carrying in my backpack when I went running. I switched it on so I could pinpoint my coordinates, the longitude and latitude that placed me here and nowhere else in the world. The problem was, inside the car, the device couldn’t locate the satellites, so I unrolled the window, stuck my hand out and held the device to the sun. As soon as it calibrated, I grabbed my notebook from my backpack, ripped out a random page, and wrote my position on the paper. As I folded the sheet in half, I caught sight of my meager notes from the lecture about Fate Maps all those months ago. Genetics might be our first map, imprinted within us from the moment the right sperm meets the right egg. But who knew that all those DNA particles are merely reference points in our own adventures, not dictating our fate but guiding our future? Take Jacob’s cleft lip. If his upper lip had been fused together the way it was supposed to be inside his mother’s belly, he’d probably be living in a village in China right now. Then there was me with my port-wine stain. I lifted my eyes to the rearview mirror, wondering what I would have been like had I never been born with it. My fingers traced the birthmark landlocked on my face, its boundary lines sharing the same shape as Bhutan, the country neighboring Tibetans call the Land of the Dragon. I liked that; the dragons Dad had always cautioned me about had lived on my face all this time. Here be dragons, indeed. I leaned back in my seat now, closing my eyes, relishing the feel of the sun warming my face. No, I wouldn’t trade a single experience — not my dad or my birthmark — to be anyone but me, right here, right now. At last, at 3:10, I open my door. I don’t know how I’ll find Jacob, only that I will. A familiar loping stride ambles out of the library. Not a Goth guy, not a prepster, just Jacob decked in a shirt as unabashedly orange as anything in Elisa’s Beijing boutique. This he wore buttoned to the neck and untucked over jeans, sleeves rolled up to reveal tanned arms. For the first time, I see his aggressively modern glasses, deathly black and rectangular. His hair is the one constant: it’s spiked as usual. What swells inside me is a love so boundless, I am the sunrise and sunset. I am Liberty Bell in the Cascades. I am Beihai Lake. I am every beautiful, truly beautiful, thing I’ve ever seen, captured in my personal Geographia, the atlas of myself.

If indeed we had that chance, we fumbled it. We never lived up to any of our lofty goals. Chief among our missteps was failing to conceive of our software as a single product instead of as a set of separate projects. We never figured out how to integrate the pieces. Nothing worked smoothly. Our software update feature was riddled with bugs that often broke programs while trying to update them. Our code to connect Nautilus to our cloud services didn’t work at all. The Nautilus team had persistent problems coordinating with GNOME—the loose structure and lack of profit motive of the free software community meant that they did not share our money-making goals or care to coordinate with us so we could meet our delivery schedules. All these setbacks caused delay after delay.

She’s no innocent victim, Zoe. She kept those women and kids locked up. She coordinated their movements, worked with the men to take them to locations around the city where they would meet customers.

But because you must coordinate your work with that of other managers, you can only move toward regularity if others do too. In other words, the same blocks of time must be used for like activities. For example, at Intel Monday mornings have been set aside throughout the corporation as the time when planning groups meet.

Nearly all experts agree that children need and want clear rules, and that being held accountable for obeying the rules is a vital feature of healthy development. But rules are helpful only if children know them and understand them, so the brighter the line, the better. Nanny Debs likes to call a special meeting to go over her “house rules,” and then she posts a chore list in each child’s bedroom along with a wooden pole that’s used for keeping score. When children make the bed or clean their rooms or wash the dishes, they get to put a colored ring around the pole. Each ring entitles them to fifteen minutes of watching television or playing a video game, up to a total of an hour per day. If they misbehave, they first get a warning, and if they persist, the parent removes one of the rings. To keep the rules consistent, parents need to coordinate with each other and with caretakers so that everyone knows what’s expected. When your children are still toddlers, establish a system of rewards and punishments in advance, and when you’re giving either one to a child, explain exactly why. As they get older, it becomes more useful to ask them what goals they have for themselves. Once you hear their ambitions, you can help get there with the right incentives, like making allowance payments contingent on doing chores, or promising bonuses for doing extra work.

A center for the coordination of rebellion can be mobile; it does not need to be a permanent place where people meet.

Another word found in Strong’s Concordance for prophetic impartation is nabiy’, which as we have already seen, is the action of “flowing forth,” or “bubbling forth like a fountain.” This perfectly describes the inspirational gift of prophecy we see so often in meetings, particularly in a setting of a plurality of elders and seasoned, gifted individuals working together as a coordinated team—the

Luciano, at the time, was locked away in prison, having been put there by Thomas Dewey. A delicate series of negotiations were subsequently launched in what is now known as “Operation Underworld.” This operation, which the government was forced to reluctantly acknowledge after decades of public denials, involved the recruitment of high-level organized crime figures for work with American intelligence services, justified by war-time necessity. Not long after Operation Underworld had been given the go-ahead, Luciano agreed to the ONI’s requests, and his prison cell soon became a hub for meetings between him and his criminal associates, meetings in which they would coordinate counter-intelligence activities with the Navy.