Deployment Short Quotes

We found that external approvals were negatively correlated with lead time, deployment frequency, and restore time, and had no correlation with change fail rate. In short, approval by an external body (such as a manager or CAB) simply doesn’t work to increase the stability of production systems, measured by the time to restore service and change fail rate. However, it certainly slows things down. It is, in fact, worse than having no change approval process at all.

Asking experts to do boring and repetitive, and yet technically demanding tasks is the most certain way of ensuring human error that we can think of, short of sleep deprivation, or inebriation.

What one should add here is that self-consciousness is itself unconscious: we are not aware of the point of our self-consciousness. If ever there was a critic of the fetishizing effect of fascinating and dazzling "leitmotifs", it is Adorno: in his devastating analysis of Wagner, he tries to demonstrate how Wagnerian leitmotifs serve as fetishized elements of easy recognition and thus constitute a kind of inner-structural commodification of his music. It is then a supreme irony that traces of this same fetishizing procedure can be found in Adorno's own writings. Many of his provocative one-liners do effectively capture a profound insight or at least touch on a crucial point (for example: "Nothing is more true in pscyhoanalysis than its exaggeration"); however, more often than his partisans are ready to admit, Adorno gets caught up in his own game, infatuated with his own ability to produce dazzlingly "effective" paradoxical aphorisms at the expense of theoretical substance (recall the famous line from Dialectic of Englightment on how Hollywood's ideological maniuplation of social reality realized Kant's idea of the transcendental constitution of reality). In such cases where the dazzling "effect" of the unexpected short-circuit (here between Hollywood cinema and Kantian ontology) effectively overshadows the theoretical line of argumentation, the brilliant paradox works precisely in the same manner as the Wagnerian leitmotif: instead of serving as a nodal point in the complex network of structural mediation, it generates idiotic pleasure by focusing attention on itself. This unintended self-reflexivity is something of which Adorno undoubtedly was not aware: his critique of the Wagnerian leitmotif was an allegorical critique of his own writing. Is this not an exemplary case of his unconscious reflexivity of thinking? When criticizing his opponent Wagner, Adorno effectively deploys a critical allegory of his own writing - in Hegelese, the truth of his relation to the Other is a self-relation.

Forget bringing the troops home from Iraq. We need to get the troops home from World War II. Can anybody tell me why, in 2009, we still have more than sixty thousand troops in Germany and thirty thousand in Japan? At some point, these people are going to have to learn to rape themselves. Our soldiers have been in Germany so long they now wear shorts with black socks. You know that crazy soldier hiding in the cave on Iwo Jima who doesn’t know the war is over? That’s us. Bush and Cheney used to love to keep Americans all sphinctered-up on the notion that terrorists might follow us home. But actually, we’re the people who go to your home and then never leave. Here’s the facts: The Republic of America has more than five hundred thousand military personnel deployed on more than seven hundred bases, with troops in one hundred fifty countries—we’re like McDonald’s with tanks—including thirty-seven European countries—because you never know when Portugal might invade Euro Disney. And this doesn’t even count our secret torture prisons, which are all over the place, but you never really see them until someone brings you there—kinda like IHOP. Of course, Americans would never stand for this in reverse—we can barely stand letting Mexicans in to do the landscaping. Can you imagine if there were twenty thousand armed Guatemalans on a base in San Ber-nardino right now? Lou Dobbs would become a suicide bomber. And why? How did this country get stuck with an empire? I’m not saying we’re Rome. Rome had good infrastructure. But we are an empire, and the reason is because once America lands in a country, there is no exit strategy. We’re like cellulite, herpes, and Irish relatives: We are not going anywhere. We love you long time!

RNA interference operates by deploying an enzyme known as “Dicer.” Dicer snips a long piece of RNA into short fragments. These little fragments can then embark on a search-and-destroy mission: they seek out a messenger RNA molecule that has matching letters, then they use a scissors-like enzyme to chop it up. The genetic information carried by that messenger RNA is thus silenced.

I am a bomb but I mean you no harm. That I still am here to tell this, is a miracle: I was deployed on May 15, 1957, but I didn’t go off because a British nuclear engineer, a young father, developed qualms after seeing pictures of native children marveling at the mushrooms in the sky, and sabotaged me. I could see why during that short drop before I hit the atoll: the island looks like god’s knuckles in a bathtub, the ocean is beautifully translucent, corals glow underwater, a dead city of bones, allowing a glimpse into a white netherworld. I met the water and fell a few feet into a chromatic cemetery. The longer I lie here, listening to my still functioning electronic innards, the more afraid I grow of detonating after all this time. I don’t share your gods, but I pray I shall die a silent death.

More research has since confirmed and extended these simple findings. In addition to satisfying relationships, other behaviors that predict happiness include:        •    a steady dose of altruistic acts        •    making lists of things for which you are grateful, which generates feelings of happiness in the short term        •    cultivating a general “attitude of gratitude,” which generates feelings of happiness in the long term        •    sharing novel experiences with a loved one        •    deploying a ready “forgiveness reflex” when loved ones slight you If

Although these firms deploy units that are often much smaller in manpower relative to their client’s adversaries, their effectiveness lies not in their size, but in their comprehensive training, experience, and overall skill at battlefield judgment, all in fundamentally short supply in the chaotic battlefields of the last decade.14 Utilizing coordinated movement and intelligent application of firepower, their strength is their ability to arrive at the right place at the right moment. The fundamental reality of modern warfare is that in many cases such small tactical units can achieve strategic goals.

The doctors found one electrode contact that greatly relieved the woman's symptoms. But the unexpected happened when the electric current passed through one of the four contact sites on the patient's left side, precisely two millimeters below the contact that improved her condition. The patient stopped her ongoing conversation quite abruptly, cast her eyes down and to her right side, then leaned slightly to the right and her emotional expression became one of sadness. After a few seconds she suddenly began to cry. Tears flowed and her entire demeanor was one of profound misery. Soon she was sobbing. As this display continued she began talking about how deeply sad she felt, how she had no energies left to go on living in this manner, how hopeless and exhausted she was. [ . . . ] The physician in charge of the treatment realized that this unusual event was due to the current and aborted the procedure. About ninety seconds after the current was interrupted the patient's behavior returned to normal. [ . . . ] Why would this patient's brain evoke the kind of thoughts that normally cause sadness considering that the emotion and feeling were unmotivated by the appropriate stimuli? The answer has to do with the dependence of feeling on emotion and the intriguing ways of one's memory. When the emotion sadness is deployed, feelings of sadness instantly follow. In short order, the brain also brings forth the kind of thoughts that normally cause the emotion sadness and feelings of sadness. This is because associative learning has linked emotions with thoughts in a rich two-way network. Certain thoughts evoke certain emotions and vice-versa.

For starters, of the four so-called weapons of mass destruction, three are far less massively destructive than good old-fashioned explosives.272 Radiological or “dirty” bombs, which are conventional explosives wrapped in radioactive material (obtained, for example, from medical waste), would yield only minor and short-lived elevations of radiation, comparable to moving to a city at a higher altitude. Chemical weapons, unless they are released in an enclosed space like a subway (where they would still not do as much damage as conventional explosives), dissipate quickly, drift in the wind, and are broken down by sunlight. (Recall that poison gas was responsible for a tiny fraction of the casualties in World War I.) Biological weapons capable of causing epidemics would be prohibitively expensive to develop and deploy, as well as dangerous to the typically bungling amateur labs that would develop them.

When applying agile practices at the portfolio level, similar benefits accrue: • Demonstrable results—Every quarter or so products, or at least deployable pieces of products, are developed, implemented, tested, and accepted. Short projects deliver chunks of functionality incrementally. • Customer feedback—Each quarter product managers review results and provide feedback, and executives can view progress in terms of working products. • Better portfolio planning—Portfolio planning is more realistic because it is based on deployed whole or partial products. • Flexibility—Portfolios can be steered toward changing business goals and higher-value projects because changes are easy to incorporate at the end of each quarter. Because projects produce working products, partial value is captured rather than being lost completely as usually happens with serial projects that are terminated early. • Productivity—There is a hidden productivity improvement with agile methods from the work not done. Through constant negotiation, small projects are both eliminated and pared down.

Madam, you can’t be more desperate than I.” He wound his arms around her and grunted. “The evidence is drooling on your stomach. I have not lost this erection for five days. Doral looks at me and winces. You have obliterated my dignity in front of my staff. I have become a laughingstock, a by-word for ‘pussy-whipped male’. Every time I walk into a room, the conversation dies. I entered the mess hall, yesterday—530 officers and enlisted men. Silence, Fleur. Dead silence.” She sniffed. By the gods, this must be a unique experience for him. I’m certain he has never been the butt of the joke before. “I don’t think you appreciate the torture and humiliation you inflict. Do you know how uncomfortable it is to ride a horse when I’m like this? Do you know how disconcerting it is to discuss cavalry deployment with Major Truillo while I’m sporting a cockstand to rival a stud horse? I couldn't get the man to look me in the face. Worse, he thought I reacted to him.” She nuzzled her face into Ari’s chest and tried to contain her amusement. Her imagination supplied the picture of the very handsome, very homosexual, very short Major Truillo standing with covetous eyes riveted to Ari’s substantial erection, all the while discussing the dry topic of cavalry placement. “For half an hour all I saw was the top of his head.” He paused for a moment then threw out, “He has a bald spot.

Hitler deployed four panzer groups with a total of seventeen panzer divisions and 3,106 tanks2 for Operation Barbarossa, the invasion of the Soviet Union. In addition, two independent panzer battalions, Pz.Abt. 40 and Pz.Abt. 211, were deployed in Finland with 124 tanks (incl. twenty Pz.III). The 2 and 5.Panzer-Divisionen were refitting in Germany after the Greek Campaign in April 1941 and were in OKH reserve. Otherwise, the only other extant panzer units were the 15.Panzer-Division with Generalleutnant Erwin Rommel in Libya and two panzer brigades in France. No other panzer units were in the process of forming in Germany. Consequently, the OKH was committing virtually all of the available German panzer forces to Barbarossa, with negligible reserves and limited monthly production output to replace losses. In mid-1941, German industry was producing an average of 250 tanks per month, half of which were the Pz.III medium tank. Combat experience in France and Belgium in 1940 indicated that the Germans could expect to lose about one-third of their medium tanks even in a short six-week campaign, which Hitler regarded as acceptable losses. Furthermore, German industry had no tanks beyond the Pz.III or Pz.IV in advance development. The Heereswaffenamt (Army Weapons Office) only authorized Henschel and Porsche to begin working on prototypes for a new heavy tank four weeks before Operation Barbarossa began, and this program had no special priority until after the first encounters with the Soviet T-34 and KV-1 tanks in combat.

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.

During the war, I was constantly afraid Chris would die. What made it worse was that he told me many times that he wanted to die on the battlefield. Let me refine that. He didn’t want to die, but if he had to die, then he couldn’t imagine anything better than dying on the battlefield. It was part of his sense of duty: dying on the battlefield would mean that he had been doing his utmost to protect others. There was no higher calling, and no higher proof of dedication, for Chris. So there was no sense fearing death in combat. It would be an honor. That idea hurt me. I knew my husband wasn’t reckless--far from it--but in war there is a very thin line between being brave and being foolish, and when Chris talked like that I worried the line might be crossed. I started going to church more during his first deployment, and eventually went to women’s Bible studies to learn more about the Bible. But fitting the idea of God and faith and service together was never easy. What should I pray for? My husband to live, certainly. But wasn’t that selfish? What if that wasn’t God’s will? I prayed Chris would make the right decision when it came time to reenlist or leave the Navy. I wanted him to leave, yet that wasn’t exactly what I prayed for. Yet I was disappointed when he reenlisted. Was I disappointed with God, or Chris? Had my prayers even been heard? If it was God’s plan that he reenlist, I should have been at peace with it. Yet I can’t say that I was. Right after he made his decision, I took a walk with a friend whose faith ran very deep. She knew the Bible much better than I did, and was far more active in the church. I cried to her. “I have to believe this is the best thing for our family,” I told her. “But I don’t know how it can be. I’m really struggling to accept it.” “It’s okay to be angry with God,” she told me. That caught me short. “I--I don’t think we’re supposed to be.” “Why not?” “Well…Jesus was never mad at God, and--“ “That’s wrong,” she said. “Don’t you remember in the temple with the money changers? Or in the garden before he was crucified, his doubts? Or on the cross? It’s okay to have those feelings.” We talked some more. “I do believe that if Chris dies,” I said finally, “God must be saying it’s still okay for our family, even if I don’t know how.” She teared up. “I’m in awe,” she confessed. “I don’t know if I could say that.

Eno again: “I know he liked Another Green World a lot, and he must have realised that there were these two parallel streams of working going on in what I was doing, and when you find someone with the same problems you tend to become friendly with them.” Another Green World (1975) has a different feel to Low, but it deploys some of the same strategies. It mixes songs that have recognisable pop structures with other, short, abstract pieces that Eno called “ambient”—with the emphasis not on melody or beat, but on atmosphere and texture. These intensely beautiful fragments fade in then out, as if they were merely the visible part of a vast submarine creation; they are like tiny glimpses into another world. On the more conventional tracks, different genres juxtapose, sometimes smoothly, sometimes not—jazzy sounds cohering with pop hooks but struggling against intrusive synthetic sound effects. The end result is a moodily enigmatic album of real power and ingenuity. One structural difference between the two albums, though, is that while Eno interspersed the “textural” pieces across Another Green World, Bowie separated them out and put them on another side, which provides Low with a sort of metanarrative.

growth of the World Wide Web (WWW), computer entertainment, and multimedia. These factors, no doubt, played a major role in the recent Telecommunication Act that was passed by the United States Congress in 1996. This reform act, in short, was designed to promote competition among the major network operators for providing these services. Superhighway is the term used to define high-speed integrated access, and it has become a national goal spearheaded by vice president Al Gore under the National Information Infrastructure Act. One can classify today’s worldwide network as service-specific, more or less. Telecommunication networks were designed and deployed to handle voice traffic. Both platform and fabric were

All she could do was hope Sean had put the same consideration into his sleeping attire. He probably didn’t sleep in the buff, despite the deliciously vivid visual of that her imagination had no trouble conjuring. He’d been in the army for twelve years—a good chunk of that deployed overseas—and surely they weren’t in the habit of sleeping nude. Flannel would be nice. And not battered shorts, like hers. Long pants and a long-sleeved shirt buttoned up to his throat would be nice, like something Ward Cleaver would have worn to bed in his 1950s sitcom. When she finally dropped the curtain on the mental drama and left the bathroom, she was a little disappointed he was already asleep. Clearly he wasn’t struggling to hold back the reins of runaway sexual attraction the way she was. He’d dimmed the overhead light, but she could hear him softly snoring and make out the sheet pulled halfway up his stomach. His naked stomach, which led her gaze to his naked chest and then to his naked shoulders, the muscles nicely highlighted by the way he slept with his arms raised over his head. Was the rest of him naked, too? “When you stare at somebody who’s sleeping,” he mumbled without moving or opening his eyes, “they usually wake up.” Busted. Her face burned as though his words were a blowtorch and she rushed across the room to slap the light switch off. In the faint glow of moonlight penetrating the curtains, she went to the couch to try to get comfortable. It wasn’t quite long enough, but she curled up under the light cotton blanket and closed her eyes. Getting caught staring on the first night was embarrassing, but at least he wasn’t a mind reader. There was no way he could guess she’d been wondering what he wore from the waist down. “Good night, Emma.” The quiet, husky voice in the darkness made her shiver. “Night, Sean.” A little less than seven hours of tossing and turning later, Emma’s question was answered—much to the detriment of her recently revived libido. At some point during the night, Sean had thrown off the sheet. Probably right around the time he rolled onto his stomach. With his hands shoved under his pillow and one knee drawn up a little, she had a clear view of his ass—showcased perfectly in dark blue boxer briefs.

The only remedy, in fact, is an enhanced skepticism that would resolutely associate too evident optimism with probable foolishness and that would not associate intelligence with the acquisition, the deployment, or, for that matter, the administration of large sums of money.

Donald’s monstrosity is the manifestation of the very weakness within him that he’s been running from his entire life. For him, there has never been any option but to be positive, to project strength, no matter how illusory, because doing anything else carries a death sentence; my father’s short life is evidence of that. The country is now suffering from the same toxic positivity that my grandfather deployed specifically to drown out his ailing wife, torment his dying son, and damage past healing the psyche of his favorite child, Donald J. Trump.

my father’s short life is evidence of that. The country is now suffering from the same toxic positivity that my grandfather deployed specifically to drown out his ailing wife, torment his dying son, and damage past healing the psyche of his favorite child, Donald J. Trump. “Everything’s great. Right, Toots?” Acknowledgments At Simon and Schuster, thanks to Jon Karp, Eamon Dolan, Jessica Chin, Paul Dippolito, Lynn Anderson, and Jackie Seow.

Donald’s monstrosity is the manifestation of the very weakness within him that he’s been running from his entire life. For him, there has never been any option but to be positive, to project strength, no matter how illusory, because doing anything else carries a death sentence; my father’s short life is evidence of that. The country is now suffering from the same toxic positivity that my grandfather deployed specifically to drown out his ailing wife, torment his dying son, and damage past healing the psyche of his favorite child, Donald J. Trump. “Everything’s great. Right, Toots?

Mark Zuckerberg believes in innovation and he believes there can be no great innovation without great risk. So, in the early days of Facebook, he deployed a shocking motto: Move fast and break things. Did the CEO really want us to break things? I mean, he’s telling us to break things! A motto that shocking forces everyone to stop and think. When they think, they realize that if you move fast and innovate, you will break things. If you ask yourself, “Should I attempt this breakthrough? It will be awesome, but it may cause problems in the short term,” you have your answer. If you’d rather be right than innovative, you won’t fit in at Facebook.

Almost any positive good [positive liberty] can be described in terms of freedom from something [negative liberty]. Health is freedom from disease; happiness is a life free from flaws and miseries; equality is freedom from advantage and disadvantage.. Faced with this flexibility, the theorist will need to prioritize some freedoms and discount others. At its extreme we may get the view that only some particular kind of life makes for ‘real freedom’. Real freedom might, for instance, be freedom the bondage of desire, as in Buddhism and Stoicism. Or it might be a kind of self-realization or self-perfection only possible in a community of similarly self-realized individuals, pointing us towards a communitarian, socialist, or even communist ideal. To a laissez-faire capitalist, it is freedom from more than minimal necessary political and legal interference in the pursuit of profit. But the rhetoric of freedom will typically just disguise the merits or demerits of the political order being promoted. The flexibility of the term ‘freedom’ undoubtedly plays a huge role in the rhetoric of political demands, particularly when the language of rights mingles with the language of freedom. ‘We have a right to freedom from…’ is not only a good way, but the best way to start a moral or political demand. Freedom is a dangerous word, just because it is an inspirational one. The modern emphasis on freedom is problematically associated with a particular self-image. This is the 'autonomous' or self-governing and self-driven individual. This individual has the right to make his or her own decisions. Interference or restraint is lack of respect, and everyone has a right to respect. For this individual, the ultimate irrationality would be to alienate his freedom, for instance by joining a monastery that requires unquestioning obedience to a superior, or selling himself into slavery to another. The self-image may be sustained by the thought that each individual has the same share of human reason, and an equal right to deploy this reason in the conduct of his or her own life. Yet the 'autonomous' individual, gloriously independent in his decision-making, can easily seem to be a fantasy. Not only the Grand Unifying Pessimisms, but any moderately sober reflection on human life and human societies, suggest that we are creatures easily swayed, constantly infected by the opinions of others, lacking critical self-understanding, easily gripped by fantastical hopes and ambitions. Our capacity for self-government is spasmodic, and even while we preen ourselves on our critical and independent, free and rational decisions, we are slaves of fashion and opinion and social and cultural forces of which we are ignorant. A little awareness of ethics will make us mistrustful of sound-bite-sized absolutes. Even sacred freedoms meet compromises, and take us into a world of balances. Free speech is sacred. Yet the law does not protect fraudulent speech, libellous speech, speech describing national secrets, speech inciting racial and other hatreds, speech inciting panic in crowded places, and so on. In return, though, we gain freedom from fraud, from misrepresentation of our characters and our doings, from enemy incursions, from civil unrest, from arbitrary risks of panic in crowds. For sure, there will always be difficult cases. There are websites giving people simple recipes on how to make bombs in their kitchens. Do we want a conception of free speech that protects those? What about the freedom of the rest of us to live our lives without a significant risk of being blown up by a crank? It would be nice if there were a utilitarian calculus enabling us to measure the costs and benefits of permission and suppression, but it is hard to find one.

Traditionally, companies restructure their businesses periodically to cut costs, primarily through mass layoffs and closures. Perpetual restructuring is a more gradual, moderate, and humbler approach. Instead of slashing costs dramatically all at once, keep your fixed costs steady while growing sales year over year. Operate more efficiently, doing just a bit more each year with roughly the same resources you used the previous year. To achieve those efficiency gains, deploy a variety of smaller restructuring programs that support ongoing process-improvement initiatives. Push to get a bit better—more efficient, more effective, more innovative—each year. Over time, as your business grows, deliver part of the added profits to investors, but set aside a portion to fund additional investments in R&D, geographic expansion, process improvement, sales coverage, and strategic portfolio management (acquisitions, mergers, and divestitures).

Realizing he wouldn’t get more soldiers, Schoomaker told his subordinates to squeeze more out of what they had. Each of ten regular Army divisions raised a fourth maneuver brigade, adding ten more deployable BCTs to the pool. Divisions shut down long-established but now extraneous headquarters: the division engineer brigade, the division artillery, the division support command, the MI battalion, and the signal battalion. All of their subordinate battalions and companies got divvied up and assigned to the new BCTs. Short-range air-defense battalions converted to cavalry squadrons—every BCT got one, yet another reflection of the critical importance of finding the enemy in this war. Along with the new cavalry squadrons, brigades cut to two infantry or armor battalions, giving up their old third-maneuver battalions to help create the new BCTs. Inside the heavy battalions, the ones with tanks and Bradleys, the model became two tank and two Bradley companies, plus an armored engineer company, a formidable array. The light battalions (airborne, air assault, and light infantry) also kept four companies: three rifle units and a weapons company. Cold War air defense, heavy artillery, chemical defense, and headquarters went away, cashed in to create the new BCTs.

In life you will face a lot of Circuses. You will pay for your failures. But, if you persevere, if you let those failures teach you and strengthen you, then you will be prepared to handle life’s toughest moments. July 1983 was one of those tough moments. As I stood before the commanding officer, I thought my career as a Navy SEAL was over. I had just been relieved of my SEAL squadron, fired for trying to change the way my squadron was organized, trained, and conducted missions. There were some magnificent officers and enlisted men in the organization, some of the most professional warriors I had ever been around. However, much of the culture was still rooted in the Vietnam era, and I thought it was time for a change. As I was to find out, change is never easy, particularly for the person in charge. Fortunately, even though I was fired, my commanding officer allowed me to transfer to another SEAL Team, but my reputation as a SEAL officer was severely damaged. Everywhere I went, other officers and enlisted men knew I had failed, and every day there were whispers and subtle reminders that maybe I wasn’t up to the task of being a SEAL. At that point in my career I had two options: quit and move on to civilian life, which seemed like the logical choice in light of my recent Officer Fitness Report, or weather the storm and prove to others and myself that I was a good SEAL officer. I chose the latter. Soon after being fired, I was given a second chance, an opportunity to deploy overseas as the Officer in Charge of a SEAL platoon. Most of the time on that overseas deployment we were in remote locations, isolated and on our own. I took advantage of the opportunity to show that I could still lead. When you live in close quarters with twelve SEALs there isn’t anywhere to hide. They know if you are giving 100 percent on the morning workout. They see when you are first in line to jump out of the airplane and last in line to get the chow. They watch you clean your weapon, check your radio, read the intelligence, and prepare your mission briefs. They know when you have worked all night preparing for tomorrow’s training. As month after month of the overseas deployment wore on, I used my previous failure as motivation to outwork, outhustle, and outperform everyone in the platoon. I sometimes fell short of being the best, but I never fell short of giving it my best. In time, I regained the respect of my men. Several years later I was selected to command a SEAL Team of my own. Eventually I would go on to command all the SEALs on the West Coast.

Professional developers are so certain of their code and tests that they are maddeningly casual about making random, opportunistic changes. They'll change the name of a class, on a whim. They'll notice a long-ish method while reading through a module and repartition it as a matter of course They'll transform a switch statement into polymorphic deployment, or collapse an inheritance hierarchy into a chain-of-command. In short, they treat software the way a sculptor treats clay-they continuously shape and mold it.

Here was my first lesson: This type of skill development is hard. When I got to the first tricky gap in the paper’s main proof argument, I faced immediate internal resistance. It was as if my mind realized the effort I was about to ask it to expend, and in response it unleashed a wave of neuronal protest, distant at first, but then as I persisted increasingly tremendous, crashing over my concentration with mounting intensity. To combat this resistance, I deployed two types of structure. The first type was time structure: “I am going to work on this for one hour,” I would tell myself. “I don’t care if I faint from the effort, or make no progress, for the next hour this is my whole world.” But of course I wouldn’t faint and eventually I would make progress. It took, on average, ten minutes for the waves of resistance to die down. Those ten minutes were always difficult, but knowing that my efforts had a time limit helped ensure that the difficulty was manageable. The second type of structure I deployed was information structure—a way of capturing the results of my hard focus in a useful form. I started by building a proof map that captured the dependencies between the different pieces of the proof. This was hard, but not too hard, and it got me warmed up in my efforts to understand the result. I then advanced from the maps to short self-administered quizzes that forced me to memorize the key definitions the proof used. Again, this was a relatively easy task, but it still took concentration, and the result was an understanding that was crucial for parsing the detailed math that came next. After these first two steps, emboldened by my initial successes in deploying hard focus, I moved on to the big guns: proof summaries. This is where I forced myself to take each lemma and walk through each step of its proofs—filling in missing steps. I would conclude by writing a detailed summary in my own words. This was staggeringly demanding, but the fact that I had already spent time on easier tasks in the paper built up enough momentum to help push me forward.

Much like all other paraphilias, fetishes can be situated on the mild-to-severe continuum. An example of this range is depicted in the following scenario of four men, all having a fetish for women with long hair. The first man might have a mild fetish for women with long hair simply because he has always perceived the longer length to be more sexually appealing. The second man, functioning in the mild-to-moderate range, might whistle at and call out to an otherwise unattractive female with long hair yet remain silent when an extremely attractive woman with short hair walks past him. The third man, operating in the moderate-to-severe end of the continuum, might be unable to achieve an erection during intercourse unless he wears a long-haired wig or his partner has long hair. The fourth man might be able to attain an orgasm simply by looking at or touching the desired object. This behavior demonstrates that the individual functions at the severe pathological end of the paraphilic spectrum. The absence of deploying such fetishes in the extremely paraphilic-prone individual can cause erectile dysfunction (APA, 2000).

AlphaPoint Completes Blockchain Trial Together with Scotiabank AlphaPoint, a fintech company, devoted to blockchain technological innovation, has accomplished a successful proof technology together with Scotiabank, a major international bank based in Barcelone, Canada. From the trial, Scotiabank sought to learn and examine how the AlphaPoint Distributed Journal Platform could be leveraged inside across a selection of use situations. When questioned if AlphaPoint and Scotiabank intended to further build this job, Igor Telyatnikov, president and also COO regarding AlphaPoint, advised Bitcoin Journal that he was not able to comment especially on the subsequent steps in the particular Scotiabank-AlphaPoint effort. He performed, however, suggest that AlphaPoint is about to reveal several additional media shortly. “We have a couple of other significant announcements that is to be announced inside the coming calendar month, including a generation launch using a systemically crucial financial institution, ” said Telyatnikov. “2017 will be shaping around be an unbelievable year for that distributed journal technology market as a whole and then for AlphaPoint also. ” Within the multi-month venture, trade studies were published upon deployment of the AlphaPoint Distributed Journal Platform, which usually ran concurrently on Microsoft’s Azure impair and AlphaPoint hardware. Inside real-time, typically the blockchain community converted FIXML messages to be able to smart deals and produced an immutable “single truth” across the complete network. The particular Financial Details eXchange (FIX) is a sector protocol used for communicating stock options information inside specific digital messages. Including information about getting rates, market info and buy and sell orders. Using trillions involving dollars bought and sold annually around the Nasdaq only, financial providers entities are usually investing seriously in maximizing electronic buying and selling to increase their particular speed monetary markets and decrease costs. Blockchain technology may help them help save $8-12 million per annum, which includes savings up to 70 percent throughout reporting, 50 % in post-trade and 50 % in consent, according to a report by Accenture and McLagan.

Here was my first lesson: This type of skill development is hard. When I got to the first tricky gap in the paper’s main proof argument, I faced immediate internal resistance. It was as if my mind realized the effort I was about to ask it to expend, and in response it unleashed a wave of neuronal protest, distant at first, but then as I persisted increasingly tremendous, crashing over my concentration with mounting intensity. To combat this resistance, I deployed two types of structure. The first type was time structure: “I am going to work on this for one hour,” I would tell myself. “I don’t care if I faint from the effort, or make no progress, for the next hour this is my whole world.” But of course I wouldn’t faint and eventually I would make progress. It took, on average, ten minutes for the waves of resistance to die down. Those ten minutes were always difficult, but knowing that my efforts had a time limit helped ensure that the difficulty was manageable. The second type of structure I deployed was information structure—a way of capturing the results of my hard focus in a useful form. I started by building a proof map that captured the dependencies between the different pieces of the proof. This was hard, but not too hard, and it got me warmed up in my efforts to understand the result. I then advanced from the maps to short self-administered quizzes that forced me to memorize the key definitions the proof used. Again, this was a relatively easy task, but it still took concentration, and the result was an understanding that was crucial for parsing the detailed math that came next. After these first two steps, emboldened by my initial successes in deploying hard focus, I moved on to the big guns: proof summaries. This is where I forced myself to take each lemma and walk through each step of its proofs—filling in missing steps. I would conclude by writing a detailed summary in my own words. This was staggeringly demanding, but the fact that I had already spent time on easier tasks in the paper built up enough momentum to help push me forward. I returned to this paper regularly over a period of two weeks. When I was done, I had probably experienced fifteen hours total of deliberate practice–style strain, but due to its intensity it felt like much more. Fortunately, this effort led to immediate benefits. Among other things, it allowed me to understand whole swaths of related work that had previously been mysterious. The researchers who wrote this paper had enjoyed a near monopoly on solving this style of problem—now I could join them.

What would happen to the one-drop rule with regard to whites (the next section will discuss its deployment to identify the black population)?

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Any optimism I felt about Bibi’s concession was short-lived. No sooner had Netanyahu announced the temporary freeze than Abbas dismissed it as meaningless, complaining about the exclusion of East Jerusalem and the fact that construction of already-approved projects was continuing apace. He insisted that in the absence of a total freeze, he would not join any talks. Other Arab leaders quickly echoed these sentiments, spurred in part by editorializing from Al Jazeera, the Qatari-controlled media outlet that had become the dominant news source in the region, having built its popularity by fanning the flames of anger and resentment among Arabs with the same algorithmic precision that Fox News deployed so skillfully with conservative white voters in the States.

If you open a door, however, as Diane Nash did with her persistent questions, you offer the other a way out and all your power can be deployed in persuading them to take it. In short, rather than working to frustrate the other, focus on redirecting their attention to a positive outcome.

Agile brought the power of iteration to the forefront. It sought to recover what the Lean and Six Sigma world somehow lost. Instead of building a massive plan that is rife with assumptions that will hopefully lead you to your destination, just set a relatively short-term goal and iterate your way there.

For virtually all of their mutual existence, Christians and Jews considered themselves separate groups and wanted little interaction. The idea of a Judeo-Christian civilization is a twentieth-century creation, one result of which has been a massive reconsideration of Christianity's Jewish origins. The phrase "Abrahamic religions" connotes a category founded on the three traditions' practice of invoking Abraham, but this book further deploys it to consider Islam as being less alien to the Jewish and Christian worldviews than one might suppose. Any conclusion that Islam belongs to a different civilization than do Judaism and Christianity should emerge (if at all) only after long consideration about their intertwined pasts, rather than be asserted as an axiom.

Recognizing a supreme divinity did not . . . translate immediately into conceiving one universal God. Israelites first took YHWH/El as their own while sometimes continuing to worship other people's deities as well. God could be described as heading an assembly of divine beings, but the Lord also sentences its members to death for "showing favor to the wicked" (Ps. 82:2). The prophets frequently express both themes: God is both virtuous and unique. This characterization of a single God who upholds moral standards ("ethical monotheism") surfaced strongly in light of the theological and military problems that Assyria posed. Did that empire's devastating triumph discredit God for having betrayed or failed Israel? "No," answered the prophets. God rules the nations, disposes their affairs justly, and deploys foreign powers as agents to rebuke Israel's iniquities. By the sixth century, this conclusion had become axiomatic. Consoling the exiles, the anonymous "Second Isaiah" reverenced "The Creator.... who alone is God" and who will reduce Babylon for having shown Israel "no mercy" (Is. 45:18, 47:5, 6).

over the past five years have led me to conclude that three factors are central to building a truly great company. Firstly, the management team has to have an obsessive focus on the core franchise instead of being distracted by short-term gambles outside the core segment. Secondly, the company has to relentlessly deepen its competitive moats over the course of time (I’m talking about decades here). And thirdly, the people calling the shots at the company have to be sensible about capital allocation, i.e. refrain from large bets (especially those outside core franchise) and return excess cash to shareholders if the cash cannot be deployed to good effect by the company.

How has a failure, or apparent failure, set you up for later success? Do you have a “favorite failure” of yours? During my second tour in Iraq, I was commander of SEAL Team Three, Task Unit Bruiser. We were deployed to the war-torn city of Ramadi, the epicenter of the insurgency at the time. Only a few weeks into the deployment, we conducted a large operation in conjunction with U.S. Army soldiers, U.S. Marines, and friendly Iraqi Army soldiers. There were multiple elements on the battlefield, all engaged in heavy enemy contact. In the fog of war, mistakes were made. Bad luck emerged. Things went wrong. There ended up being a vicious firefight between one of my SEAL elements and a friendly Iraqi unit. An Iraqi soldier was killed and several others were wounded, including one of my SEALs. It was a nightmare. While there was plenty of blame to go around, and plenty of people who had made mistakes, I realized there was only one person to blame: me. I was the commander. I was the senior man on the battlefield, and I was responsible for everything that happened. Everything. As a leader, there is no one else to blame. Don’t make excuses. If I don’t take ownership of problems, I can’t solve them. That’s what a leader has to do: take ownership of the problems, the mistakes, and the shortfalls, and take ownership of creating and implementing solutions to get those problems solved. Take ownership.

A TikTok clone app script is a pre-built software solution that allows you to create a short-form video sharing app that is similar to TikTok in terms of features and functionality. TikTok clone scripts are typically much less expensive than developing a custom app from scratch, and they can be deployed quickly, allowing you to launch your video sharing app in a short amount of time. TikTok clone scripts are highly customizable, allowing you to tailor the platform to your specific needs. For example, you can change the branding of the app, add or remove features, and integrate your own monetization strategies. Here are some of the key features that you should look for in a TikTok clone app script: • Video recording and editing: The script should allow users to record and edit short-form videos. Editing features should include trimming, cropping, adding music and effects, and more. • Social features: The script should include social features such as following other users, liking and commenting on videos, and creating and participating in challenges. • Content moderation: The script should have robust content moderation systems in place to prevent the spread of harmful or offensive content. • Monetization options: The script should support a variety of monetization options, such as in-app advertising, subscription fees, and virtual goods. Once you have chosen a TikTok clone app script, you will need to work with a development team to customize the script and deploy your app. The development team will also help you to set up your monetization strategies and launch your app on the App Store and Google Play.

Whatever anxiety crew members on the Arizona and throughout the Pacific Fleet felt about the future would have been heightened had they known that on this same Thanksgiving day, the War and Navy departments in Washington issued what came to be called their “war warning” to all commands: “negotiations with Japan looking toward stabilization of conditions in the Pacific have ceased and an aggressive move by Japan is expected within the next few days.” At Pearl Harbor, Admiral Husband E. Kimmel, commander in chief of the Pacific Fleet, met with Vice Admiral William F. Halsey, Jr., the commander of his carrier forces, and Army Lieutenant General Walter C. Short, commander of land forces in Hawaii. Kimmel and Halsey had already organized task forces of cruisers and destroyers around the three aircraft carriers then operating in the Pacific: Lexington (CV-2), Saratoga (CV-3), and Enterprise (CV-6). To guard against a concerted attack or sabotage, they adopted a general protocol that only one carrier task force would be in Pearl Harbor at any one time. At the moment, this meant alternating between Lexington and Enterprise because Saratoga had yet to return to Hawaiian waters after a lengthy overhaul at Bremerton. A similar alternating routine was supposed to be in place among the three battleship divisions. Of the nine battleships in those three-ship divisions, Colorado was currently in Bremerton undergoing its own overhaul. With the war warning in hand, Admiral Kimmel and General Short concerned themselves primarily with the outer boundaries of their commands and not with Hawaii itself. The chief topic they discussed with Halsey was the delivery of aircraft to reinforce garrisons on Wake and Midway islands. Short wanted to deploy Army squadrons of new P-40s, but Halsey quoted an arcane regulation that Army pilots were required to stay within fifteen miles of land and asked what good they would be in protecting an island.

Understanding Financial Risks and Companies Mitigate them? Financial risks are the possible threats, losses and debts corporations face during setting up policies and seeking new business opportunities. Financial risks lead to negative implications for the corporations that can lead to loss of financial assets, liabilities and capital. Mitigation of risks and their avoidance in the early stages of product deployment, strategy-planning and other vital phases is top-priority for financial advisors and managers. Here's how to mitigate risks in financial corporates:- ● Keeping track of Business Operations Evaluating existing business operations in the corporations will provide a holistic view of the movement of cash-flows, utilisation of financial assets, and avoiding debts and losses. ● Stocking up Emergency Funds Just as families maintain an emergency fund for dealing with uncertainties, the same goes for large corporates. Coping with uncertainty such as the ongoing pandemic is a valuable lesson that has taught businesses to maintain emergency funds to avoid economic lapses. ● Taking Data-Backed Decisions Senior financial advisors and managers must take well-reformed decisions backed by data insights. Data-based technologies such as data analytics, science, and others provide resourceful insights about various economic activities and help single out the anomalies and avoid risks. Enrolling for a course in finance through a reputed university can help young aspiring financial risk advisors understand different ways of mitigating risks and threats. The IIM risk management course provides meaningful insights into the other risks involved in corporations. What are the Financial Risks Involved in Corporations? Amongst the several roles and responsibilities undertaken by the financial management sector, identifying and analysing the volatile financial risks. Financial risk management is the pinnacle of the financial world and incorporates the following risks:- ● Market Risk Market risk refers to the threats that emerge due to corporational work-flows, operational setup and work-systems. Various financial risks include- an economic recession, interest rate fluctuations, natural calamities and others. Market risks are also known as "systematic risk" and need to be dealt with appropriately. When there are significant changes in market rates, these risks emerge and lead to economic losses. ● Credit Risk Credit risk is amongst the common threats that organisations face in the current financial scenarios. This risk emerges when a corporation provides credit to its borrower, and there are lapses while receiving owned principal and interest. Credit risk arises when a borrower falters to make the payment owed to them. ● Liquidity Risk Liquidity risk crops up when investors, business ventures and large organisations cannot meet their debt compulsions in the short run. Liquidity risk emerges when a particular financial asset, security or economic proposition can't be traded in the market. ● Operational Risk Operational risk arises due to financial losses resulting from employee's mistakes, failures in implementing policies, reforms and other procedures. Key Takeaway The various financial risks discussed above help professionals learn the different risks, threats and losses. Enrolling for a course in finance assists learners understand the different risks. Moreover, pursuing the IIM risk management course can expose professionals to the scope of international financial management in India and other key concepts.

But of course, both these—liberal multiculturalism and the Islamic resurgence—are not to be seen as separate but two sides of the same coin. While they may portray each other as the adversary/enemy, both equally feed off a vicious cycle of othering. This is perhaps most visible in the common forms of demonization deployed by both Islamofascists and Western anti immigrant racists (us-them, civilized-barbaric, pure-corrupt, more permissive, etc.). But ultimately, this is a false and mystifying conflict, each binary pole generating and presupposing the other. Instead, both sides are to be seen as symptomatic of the antagonisms of today’s (still mostly) Western Dominated global capitalist order. For one thing, several of the “fundamentalist”/“terrorist” groups that the West rails against are in fact Western creations, often initially supported to suit short-term geopolitical interests (e.g., British promotion of the Saudi Wahhabis [after World War I] and Egyptian Muslim Brotherhood [during World War II] as part of a divide-and-rule strategy; US backing of the Taliban to counter the Soviet invasion of Afghanistan in the 1980s; Israeli support of Hamas in the 1980s to undermine the PLO). Moreover, the United States and Europe have a long history of championing totalitarian regimes, especially in the Middle East (Saudi Arabia, the Gulf States, Egypt, Iran under the shah, etc.): it is not implausible, in fact, to suggest that the West is (and has been) invested in these countries remaining undemocratic so that they can be counted on for their geopolitical support, and perhaps especially their oil reserves. Western economic interests thus trump Middle Eastern political well-being, with Islamic religious resurgence as a resulting symptom.

To fill this gap in the capital market, Davis and Rock set themselves up as a limited partnership, the same legal structure that had been used by a short-lived rival called Draper, Gaither & Anderson.[18] Rather than identifying startups and then seeking out corporate investors, they began by raising a fund that would render corporate investors unnecessary. As the two active, or “general,” partners, Davis and Rock each seeded the fund with $100,000 of their own capital. Then, ignoring the easy loans to be had from the fashionable SBIC structure, they raised just under $3.2 million from some thirty “limited” partners—rich individuals who served as passive investors.[19] The beauty of this size and structure was that the Davis & Rock partnership now had a war chest seven and a half times larger than an SBIC, and with it the ammunition to supply companies with enough capital to grow aggressively. At the same time, by keeping the number of passive investors under the legal threshold of one hundred, the partnership flew under the regulatory radar, avoiding the restrictions that ensnared the SBICs and Doriot’s ARD.[20] Sidestepping yet another weakness to be found in their competitors, Davis and Rock promised at the outset to liquidate their fund after seven years. The general partners had their own money in the fund, and thus a healthy incentive to invest with caution. At the same time, they could deploy the outside partners’ capital for a limited time only. Their caution would be balanced with deliberate aggression. Indeed, everything about the fund’s design was calculated to support an intelligent but forceful growth mentality. Unlike the SBICs, Davis & Rock raised money purely in the form of equity, not debt. The equity providers—that is, the outside limited partners—knew not to expect dividends, so Davis and Rock were free to invest in ambitious startups that used every dollar of capital to expand their business.[21] As general partners, Davis and Rock were personally incentivized to prioritize expansion: they took their compensation in the form of a 20 percent share of the fund’s capital appreciation. Meanwhile, Rock was at pains to extend this equity mentality to the employees of his portfolio companies. Having witnessed the effect of employee share ownership on the early culture of Fairchild, he believed in awarding managers, scientists, and salesmen with stock and stock options. In sum, everybody in the Davis & Rock orbit—the limited partners, the general partners, the entrepreneurs, their key employees—was compensated in the form of equity.

Q: What do you think will be the future of your field? There’s too much pessimism about the future for political cartooning. I think the future’s very bright. You see more and more sites like Politico that aggressively deploy cartoons on the homepage. I think the media is becoming increasingly visual… and increasingly made to match our shrinking attention spans. The business model for cartooning is going through a rough transition now, but in the long run the thing we cartoonists do—-deliver simple-minded political messages in short easily digestible bites—-is the direction the media in general is heading. We’re living in a media landscape that seems to get more infantile and politically simple-minded all the time—-look at the huge popularity of Glenn Beck…and I saw someplace recently that Jon Stewart is now the most trusted man in America. The clowns seem to be taking over the circus. This may be bad for governance, but it can only be good news for cartoonists. The interesting part will be what the platforms are going to be, cell phones, iPads, the iChip in my forehead, whatever it is, I’m sure the combination of visual metaphor and incisive humor you find in good cartoons will adapt and evolve and really thrive in the future. (Interview with Washington City Paper)

There is only one unsolved case of hijacking in US aviation history - that of DB Cooper. A man, actually going by the name of Dan Cooper (it was later reported incorrectly by the media) bought a one-way ticket for flight 305 between Portland International Airport and Seattle, Washington. Shortly after take-off, Cooper whispered to an air stewardess to take a note from him, and that he had a bomb. The note requested she sit next to him and that he was hijacking the place. She did as told, and with some trepidation asked to see the bomb. Cooper opened up his briefcase enough the stewardess to see eight red cylinders in two rows. He gave her his demands - $200,000, four parachutes (two main and two reserve) and a fuel truck standing by in Seattle to refuel the aircraft as soon as it landed. This was communicated to the pilot, who in turn made the authorities aware of the situation. When the plane landed in Seattle, Cooper let all of the passengers go in exchange for the money, which the FBI had quickly assembled from nearby banks. As the plane was being refuelled, Cooper discussed his intended flight plan with the cockpit crew; he made a number of requests about altitude, direction, and even the position of the aircraft’s wing flaps. He also requested that the aircraft take off with the rear staircase deployed, however the captain refused - yet Cooper said he would lower it himself once they were airborne. Eventually, the aircraft took off, Cooper politely asked the remaining flight steward to join the crew in the cockpit and close the door. He did so, and at around 8pm the pilot saw the warning sign that the rear stairs had been lowered, and he and the rest of the crew felt a change in air pressure, indicating that the rear door had been opened. Dan Cooper - or whoever he was - had parachuted out with the money. He has never been found, and no additional information about the case have ever since come to light!

In fact the trick good shooters deploy is change of focus from long to short and vice versa. And that should happen fast. The modus operandi is an alignment – of long Focus (long term vision) with due validation with respect to current status (short term goals).

Transforming Culture It is easier to kill an organization than it is to change it. —Tom Peters Every gathering of people, every organization has a culture. Though a local church is much more than just an organization, every church has a culture. Some church cultures are healthy and some are unhealthy, but every church has a culture. Healthy church cultures are conducive for leadership development. They don’t merely say they value leadership development; they actually believe the Church is responsible to develop and deploy leaders, and they align their actions to this deeply held conviction. Culture ultimately begins with the actual beliefs and values that undergird all the actions and behavior. A church’s capacity for developing leaders relies on the collective worldview of the church and whether it is compatible with the ambition. A church’s culture has the power to significantly impede or empower its effectiveness in the Great Commission and the call to multiplication. Leaders create culture and culture shapes leaders and churches, even without recognizing it. Ministry leaders must understand the transformative power of culture if they want to have mature communities of faith.1 Organizational culture, and more pertinently church culture, is intensely potent. Church culture is a powerful force in the hands of those who shape a local church according to God’s design. If you are reading this book in any type of building, rebar is likely holding the building up and connecting the structure together. Glance up from the book and look for the rebar (short for reinforcing bar). You can’t see it, but it is impacting everything you see. You often can’t see culture, not in the same way you can see the doctrinal statement (the expressed convictions) or the leadership pipeline (the expressed constructs), but it holds everything in place. For better or worse, culture impacts your church more than you often realize. Building on the expert work of Edgar Schein, church culture can be seen in three layers, each layer building and depending on the layer below it.2 These layers move from actual beliefs to articulated beliefs, to the expression of those beliefs (called artifacts). All three layers make up the culture in a church. Actual beliefs are what the group collectively believes, not merely says they believe.

Checking a gauge, Maddox saw that he was supersonic. Now, he kept a close eye on his height meter. “Get ready to deploy your main parachute,” Galyan said shortly.

5. Empower others to act. Leaders seek to empower others and deploy them for action. They seek to remove obstacles that hamper action that is in line with the vision. The rebuilding of the wall was a monumental task that took many people; therefore, it required broadening the base of those committed to the vision. Nehemiah involved many people in the project. He placed people in areas about which they were passionate. For example, several worked on the wall in front of their homes (3:23), likely most burdened for that particular area of the wall. Ministry leaders must empower others to develop leaders. Leadership development must not be only the responsibility of the senior pastor or senior leadership team. Others must be invited to embrace the opportunity to invest their lives in creating and commissioning leaders. 6. Generate short-term wins. Change theorist William Bridges stated, “Quick successes reassure the believers, convince the doubters, and confound the critics.”7 Leaders are wise to secure early wins to leverage momentum. Nehemiah and those rebuilding the wall faced immediate and constant ridicule and opposition; therefore, it was necessary for Nehemiah to utilize short-term wins to maintain momentum. After the initial wave of criticism, Nehemiah noted that the wall was halfway complete (4:6). The reality of the progress created enough energy to overcome the onslaught of negativity. Ministry leaders can create short-term wins by beginning with a few people, by inviting others to be developed. As leaders are discipled, people in the church will take notice. People will begin to see that the church does more than produce programs and events.

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

We investigated further the case of approval by an external body to see if this practice correlated with stability. We found that external approvals were negatively correlated with lead time, deployment frequency, and restore time, and had no correlation with change fail rate. In short, approval by an external body (such as a manager or CAB) simply doesn’t work to increase the stability of production systems, measured by the time to restore service and change fail rate.

Every time, however, Atal rose to the defence of the RSS. For instance, on 27 May 1996, when the short-lived Atal government was sought to be replaced by Deve Gowda, Atal said on the floor of the Lok Sabha that the RSS was an organization that was wedded to the cause of the nation. He gave two examples, one of the Republic Day parade of 1963 (after the Chinese debacle) when the RSS was one of the organizations invited to send in representatives to participate in the march past to demonstrate national unity. The other one related to 1965 when, at the time of the Indo-Pak war, the government had deployed RSS men to regulate traffic on the roads of Delhi. Atal went on to quote Deve Gowda who, while speaking at a function in Bangalore in the midst of the Emergency, had said, ‘RSS is a spotless organization.’ Atal added that the RSS was an independent organization and while ‘you can differ with the RSS, the allegations against them are not required’.

For reasons like this, MIT’s Technology Review writer Evan Schwartz boldly claims mobile phones are becoming “mankind’s primary tool.” He notes that more than five billion are deployed worldwide, or not far short of one per person.