Designed By A Committee Quotes

A "Normal" person is the sort of person that might be designed by a committee. You know, "Each person puts in a pretty color and it comes out gray.

Evolution has meant that our prefrontal lobes are too small, our adrenal glands are too big, and our reproductive organs apparently designed by committee; a recipe which, alone or in combination, is very certain to lead to some unhappiness and disorder.

Past and present religious atrocities have occured not because we are evil, but because it is a fact of nature that the human species is, biologically, only partly rational. Evolution has meant that our prefrontal lobes are too small, our adrenal glands are too big, and our reproductive organs apparently designed by committee; a recipe which, alone or in combination, is very certain to lead to some unhappiness and disorder.

A Platypus is a duck designed by a committee

We use committees for all the ulterior purposes for which they might have been designed: diffusion of executive responsibility, plausible deniability, misdirection, providing the appearance of activity without the substance, and protecting the guilty.

His features, which would later settle into pleasant collaboration, was growing at different rates, giving him a curious face that seemed designed by committee.

A camel is a horse designed by a committee.

Most inventors and engineers I’ve met are like me—they’re shy and they live in their heads. They’re almost like artists. In fact, the very best of them are artists. And artists work best alone where they can control an invention’s design without a lot of other people designing it for marketing or some other committee. I don’t believe anything really revolutionary has been invented by committee. If you’re that rare engineer who’s an inventor and also an artist, I’m going to give you some advice that might be hard to take. That advice is: Work alone. You’re going to be best able to design revolutionary products and features if you’re working on your own. Not on a committee. Not on a team

The ergonomic abortion was the result of seventeen governments designing a laboratory by committee.

Design by community is not design by committee…design is never democratic.”[

It is a building designed by committee: all they have been able to agree on is that it should be rectangular, have windows, and not fall over.

Most inventors and engineers I’ve met are like me—they’re shy and they live in their heads. They’re almost like artists. In fact, the very best of them are artists. And artists work best alone where they can control an invention’s design without a lot of other people designing it for marketing or some other committee. I don’t believe anything really revolutionary has been invented by committee. If you’re that rare engineer who’s an inventor and also an artist, I’m going to give you some advice that might be hard to take. That advice is: Work alone. You’re going to be best able to design revolutionary products and features if you’re working on your own. Not on a committee. Not on a team.

It's barely changed since the faceless colour committee originally selected it in 1908 when the first map of the Underground was designed and the Bakerloo conclusively became brown, a very early twentieth-century brown, which brings something of the nineteenth century with it - the colour of Sherlock Holmes's pipe, a Gladstone bag, a grandfather clock.

If you’re that rare engineer who’s an inventor and also an artist, I’m going to give you some advice that might be hard to take. That advice is: Work alone. You’re going to be best able to design revolutionary products and features if you’re working on your own. Not on a committee. Not on a team.

In the 1960s, college students forcibly occupied administration buildings, demanding courses in “black studies.” Today, every major university features full departments (and even some designated dormitories and cafeterias) for a variety of ethnic excogitations. Today, instead of violent sit-ins, there has been a quiet coup by “diversity committees,” whose authoritarian thought-police reign on campuses and who banish “politically incorrect” dissenters to the dungeons of re-education seminars.

Work alone. You’re going to be best able to design revolutionary products and features if you’re working on your own. Not on a committee. Not on a team.

Most inventors and engineers I’ve met are like me—they’re shy and they live in their heads. They’re almost like artists. In fact, the very best of them are artists. And artists work best alone where they can control an invention’s design without a lot of other people designing it for marketing or some other committee. I don’t believe anything really revolutionary has been invented by committee.

I conclude that there are two ways of constructing a software design: One way is to make it so simple that there are obviously no deficiencies and the other way is to make it so complicated that there are no obvious deficiencies. The first method is far more difficult. It demands the same skill, devotion, insight, and even inspiration as the discovery of the simple physical laws which underlie the complex phenomena of nature. It also requires a willingness to accept objectives which are limited by physical, logical, and technological constraints, and to accept a compromise when conflicting objectives cannot be met. No committee will ever do this until it is too late.

artists work best alone where they can control an invention’s design without a lot of other people designing it for marketing or some other committee. I don’t believe anything really revolutionary has been invented by committee.

I’m going to give you some advice that might be hard to take. That advice is: Work alone. You’re going to be best able to design revolutionary products and features if you’re working on your own. Not on a committee. Not on a team.

So graphene makes an extremely strong, tough material. At the same time, because it is only one atomic layer thick, a graphene sheet is light and flexible. In explaining their 2010 award, the Nobel committee mentioned that a one-square meter graphene hammocck could support a cat, while weighing about as much as one of the cat's whiskers.

under the Chairmanship of Carl Ruck to devise a new word for the potions that held Antiquity in awe. After trying out a number of words he came up with entheogen, `god generated within', which his committee unaninmously, adopted, not to replace the `Mystery' of the ancients, but to designate those plant substances that were and are at the very core of the Mysteries.

In their otherwise depressing review of the efficacy of diversity training programs, Frank Dobbin and colleagues found accountability to be one of the most important mechanisms related to the diversity of the labor force. Assigning responsibility for managing diversity to taskforces, diversity officers, or some similar committee was strongly associated with an increase in workforce diversity, including in the fraction of women.

FF DIN Designer: Albert-Jan Pool // Foundry: FontFont // Country of origin: Germany Release year: 1995 // Classification: Geometric Sans DIN is essentially the national typeface of Germany. Developed over many years by the German Institute for Standardization (Deutsches Institut für Normung) for traffic signs and other official applications, DIN is an unusually successful design by committee. Its spare, geometric construction effectively communicates

One day in September 2015, FBI agent Adrian Hawkins placed a call to the Democratic National Committee headquarters in Washington, D.C., and asked to speak to the person in charge of technology. He was routed to the DNC help desk, which transferred the call to Yared Tamene, a young IT specialist with The MIS Department, a consulting firm hired by the DNC. After identifying himself, Hawkins told Tamene that he had reason to believe that at least one computer on the DNC’s network was compromised. He asked if the DNC was aware of this and what it was doing. Tamene had nothing to do with cybersecurity and knew little about the subject. He was a mid-level network administrator; his basic IT duties for the DNC were to set up computer accounts for employees and be on call to deal with any problems. When he got the call, Tamene was wary. Was this a joke or, worse, a dirty trick? He asked Hawkins if he could prove he was an FBI agent, and, as Tamene later wrote in a memo, “he did not provide me with an adequate response.… At this point, I had no way of differentiating the call I received from a prank call.” Hawkins, though, was real. He was a well-regarded agent in the FBI’s cyber squad. And he was following a legitimate lead in a case that would come to affect a presidential election. Earlier in the year, U.S. cyber warriors intercepted a target list of about thirty U.S. government agencies, think tanks, and several political organizations designated for cyberattacks by a group of hackers known as APT 29. APT stood for Advanced Persistent Threat—technojargon for a sophisticated set of actors who penetrate networks, insert viruses, and extract data over prolonged periods of time.

Fortunately, the British security service had captured all German agents in Britain. Most of them had been ‘turned’ to send back misleading information to their controllers. This ‘Double Cross’ system, supervised by the XX Committee, was designed to produce a great deal of confusing ‘noise’ as a key part of Plan Fortitude. Fortitude was the most ambitious deception in the history of warfare, a project even greater than the maskirovka then being prepared by the Red Army to conceal the true target of Operation Bagration, Stalin’s summer offensive to encircle and smash the Wehrmacht’s Army Group Centre in Belorussia. Plan

For Ibrahim one of the beauties of Coopers Chase was that it was so alive. So full of ridiculous committees and ridiculous politics, so full of arguments, of fun, and of gossip. All the new arrivals, each one subtly shifting the dynamic. All the farewells too, reminding you that this was a place that could never stay the same. It was a community, and in Ibrahim's opinion that was how human beings were designed to live. At Coopers Chase, anytime you wanted to be alone, you would simply close your front door, and anytime you wanted to be with people, you would open it up again. If there was a better recipe for happiness than that, then Ibrahim was yet to hear it.

I conclude that there are two ways of constructing a software design: One way is to make it so simple that there are obviously no deficiencies and the other way is to make it so complicated that there are no obvious deficiencies. The first method is far more difficult. It demands the same skill, devotion, insight, and even inspiration as the discovery of the simple physical laws which underlie the complex phenomena of nature. It also requires a willingness to accept objectives which are limited by physical, logical, and technological constraints, and to accept a compromise when conflicting objectives cannot be met. No committee will ever do this until it is too late.

It seemed a church committee needed an architect to build a bridge “over a very dangerous and rapid river.” Designer after designer failed, until one boasted—to the horror of his priggish benefactors—“I could build a bridge to the infernal regions, if necessary.” The chairman assured his shocked colleagues: “he is so honest a man and so good an architect that if he states soberly and positively that he can build a bridge to Hades—why, I believe it. But,” he admitted, “I have my doubts about the abutment on the infernal side!” Henry Villard could not help noticing “Lincoln’s facial contortions” as he reached the story’s moral: “So,” he concluded, when “politicians said they could harmonize the Northern and Southern wings of the democracy, why, I believed them. But I had my doubts about the abutment on the Southern side.

Trump was actively involved in the pageants. After Miss Universe Alicia Machado, a Venezuelan, gained considerable weight in 1996, Trump publicly excoriated her. He staged a photo op to show Machado exercising at a Manhattan gym. In front of about eighty reporters and photographers, Trump said, “When you win a beauty pageant, people don’t think you’re going to go from 118 to 160 in less than a year, and you really have an obligation to stay in a perfect physical state.” Machado called the photo op an ambush designed to humiliate her. “He had his triumphant entry,” she recalled, “and I got to feel like a hamster on a wheel for an hour. I was his first Miss Universe when he just bought the company. Unfortunately, this also meant that I experienced, firsthand, his rage and racism and all the misogyny a person can demonstrate.” Trump wrote years later that he did what he did to protect her from being fired: “God, what problems I had with this woman. First, she wins. Second, she gains fifty pounds. Third, I urge the committee not to fire her.” Trump

To show just how all pervasive the Committee of 300 is, a few words about the Federal Emergency Management Agency (FEMA), a Club of Rome creation and the test it ran against a nuclear power station at Three Mile Island (TMI) Harrisburg, Pennsylvania, seems in order. Termed “an accident” by a hysterical media, this was not an accident, but a deliberately designed plot to reverse favorable public opinion to nuclear power generated electricity. TMI was a crisis test for FEMA. An additional benefit was the fear and hysteria provoked by the news media, which had people fleeing the area, when in fact they were never in any danger. Bear in mind that nobody died as a result of the TMI “accident,” nor were any serious injuries reported. The stage-managed incident bore all the hall marks of a similar incident when Orson Wells scared New York and New Jersey half to death with claims that the world was being invaded by alien beings from Mars. Actually, the radio play was an adaptation of H.G. Wells “War of Worlds.” TMI was considered a success and gained favor with the anti-nuclear forces, as it provided the rallying point for the so-called “environmentalists,” well financed by Atlantic Richfield and other major oil companies and

LOG ENTRY: SOL 118 My conversation with NASA about the water reclaimer was boring and riddled with technical details. So I'll paraphrase it for you: Me: "This is obviously a clog. How about I take it apart and check the internal tubing?" NASA: (after five hours of deliberation) "No. You'll fuck it up and die." So I took it apart. Yes, I know. NASA has a lot of ultra-smart people and I should really do what they say. And I'm being too adversarial, considering they spend all day working on how to save my life. I just get sick of being told how to wipe my ass. Independence was one of the qualities they look for when choosing Ares astronauts. It's a thirteen-month mission, most of it spent light-minutes away from Earth. They wanted people who would act on their own initiative. If Commander Lewis were here, I'd do whatever she said, no problem. But a committee of faceless bureaucrats back on Earth? Sorry, I'm just having a tough time with it. I was really careful. I labeled every piece as I dismantled it, and laid everything out on a table. I have the schematics in the computer so nothing was a surprise. And just as I'd suspected, there was a clogged tube. The water reclaimer was designed to purify urine and strain humidity out of the air ( you exhale almost as much water as you piss). I've mixed my water with soil making it mineral water. The minerals built up in the water reclaimer. I cleaned out the tubing and put it all back together. I completely solved the problem. I'll have to do it again someday, but not for a hundred sols or so. No big deal. I told NASA what I did. Our (paraphrased) conversation was: Me: "I took it apart, found the problem, and fixed it." NASA: "Dick.

Elizabeth’s concern that Ian might insult them, either intentionally or otherwise, soon gave way to admiration and then to helpless amusement as he sat for the next half-hour, charming them all with an occasional lazy smile or interjecting a gallant compliment, while they spent the entire time debating whether to sell the chocolates being donated by Gunther’s for $5 or $6 per box. Despite Ian’s outwardly bland demeanor, Elizabeth waited uneasily for him to say he’d buy the damned cartload of chocolates for $10 apiece, if it would get them on to the next problem, which she knew was what he was dying to say. But she needn’t have worried, for he continued to positively exude pleasant interest. Four times, the committee paused to solicit his advice; four times, he smilingly made excellent suggestions; four times, they ignored what he suggested. And four times, he seemed not to mind in the least or even notice. Making a mental note to thank him profusely for his incredible forbearance, Elizabeth kept her attention on her guests and the discussion, until she inadvertently glanced in his direction, and her breath caught. Seated on the opposite side of the gathering from her, he was now leaning back in his chair, his left ankle propped atop his right knee, and despite his apparent absorption in the topic being discussed, his heavy-lidded gaze was roving meaningfully over her breasts. One look at the smile tugging at his lips and Elizabeth realized that he wanted her to know it. Obviously he’d decided that both she and he were wasting their time with the committee, and he was playing an amusing game designed to either divert her or discomfit her entirely, she wasn’t certain which. Elizabeth drew a deep breath, ready to blast a warning look at him, and his gaze lifted slowly from her gently heaving bosom, traveled lazily up her throat, paused at her lips, and then lifted to her narrowed eyes. Her quelling glance earned her nothing but a slight, challenging lift of his brows and a decidedly sensual smile, before his gaze reversed and began a lazy trip downward again. Lady Wiltshire’s voice rose, and she said for the second time, “Lady Thornton, what do you think?” Elizabeth snapped her gaze from her provoking husband to Lady Wiltshire. “I-I agree,” she said without the slightest idea of what she was agreeing with. For the next five minutes, she resisted the tug of Ian’s caressing gaze, firmly refusing to even glance his way, but when the committee reembarked on the chocolate issue again, she stole a look at him. The moment she did, he captured her gaze, holding it, while he, with an outward appearance of a man in thoughtful contemplation of some weighty problem, absently rubbed his forefinger against his mouth, his elbow propped on the arm of his chair. Elizabeth’s body responded to the caress he was offering her as if his lips were actually on hers, and she drew a long, steadying breath as he deliberately let his eyes slide to her breasts again. He knew exactly what his gaze was doing to her, and Elizabeth was thoroughly irate at her inability to ignore its effect. The committee departed on schedule a half-hour later amid reminders that the next meeting would be held at Lady Wiltshire’s house. Before the door closed behind them, Elizabeth rounded on her grinning, impenitent husband in the drawing room. “You wretch!” she exclaimed. “How could you?” she demanded, but in the midst of her indignant protest, Ian shoved his hands into her hair, turned her face up, and smothered her words with a ravenous kiss. “I haven’t forgiven you,” she warned him in bed an hour later, her cheek against his chest. Laughter, rich and deep, rumbled beneath her ear. “No?” “Absolutely not. I’ll repay you if it’s the last thing I do.” “I think you already have,” he said huskily, deliberately misunderstanding her meaning.

The climate for relationships within an innovation group is shaped by the climate outside it. Having a negative instead of a positive culture can cost a company real money. During Seagate Technology’s troubled period in the mid-to-late 1990s, the company, a large manufacturer of disk drives for personal computers, had seven different design centers working on innovation, yet it had the lowest R&D productivity in the industry because the centers competed rather than cooperated. Attempts to bring them together merely led people to advocate for their own groups rather than find common ground. Not only did Seagate’s engineers and managers lack positive norms for group interaction, but they had the opposite in place: People who yelled in executive meetings received “Dog’s Head” awards for the worst conduct. Lack of product and process innovation was reflected in loss of market share, disgruntled customers, and declining sales. Seagate, with its dwindling PC sales and fading customer base, was threatening to become a commodity producer in a changing technology environment. Under a new CEO and COO, Steve Luczo and Bill Watkins, who operated as partners, Seagate developed new norms for how people should treat one another, starting with the executive group. Their raised consciousness led to a systemic process for forming and running “core teams” (cross-functional innovation groups), and Seagate employees were trained in common methodologies for team building, both in conventional training programs and through participation in difficult outdoor activities in New Zealand and other remote locations. To lead core teams, Seagate promoted people who were known for strong relationship skills above others with greater technical skills. Unlike the antagonistic committees convened during the years of decline, the core teams created dramatic process and product innovations that brought the company back to market leadership. The new Seagate was able to create innovations embedded in a wide range of new electronic devices, such as iPods and cell phones.

My son Aaron, who is a professor of computer science, encountered just such a careless signal when he was on the admissions committee at Carnegie Mellon University. One Ph.D. applicant submitted a passionate letter about why he wanted to study at CMU, writing that he regarded CMU as the best computer science department in the world, that the CMU faculty was best equipped to help him pursue his research interests, and so on. But the final sentence of the letter gave the game away: I will certainly attend CMU if adCMUted. It was proof that the applicant had merely taken the application letter he had written to MIT and done a search-and-replace with “CMU” . . . and hadn’t even taken the time to reread it! Had he done so, he would have noticed that every occurrence of those three letters had been replaced.

In 2005 joblessness would peak at 10.6 percent. To combat this scourge, between 2003 and 2005 the Schroeder government announced a national restructuring program titled Agenda 2010. Its main thrust was a multiphase program of labor market liberalization and benefit cuts, designed by a committee headed by VW’s head of human resources, Peter Hartz. The fourth and final phase of cuts, Hartz IV, became synonymous with a new German “reform” narrative. The unemployed were returned to work. Wage restraint restored German competitiveness. The reward came already in 2003 when Germany could boast of being the world export champion (Exportweltmeister). Agenda 2010 would come to define a new bipartisan self-understanding of Germany’s political class. Having accomplished the enormous task of reunification, Germany had overcome its internal difficulties and “reformed” its way back to economic health. It is a narrative that is superficially compelling and it would have significant implications for how Berlin approached the crisis of the eurozone, but it does not withstand close scrutiny. Hartz IV certainly drove millions of people more or less willingly off long-term unemployment benefits into a range of insecure jobs. This helped to hold down wages for unskilled workers, such as cashiers and cleaning workers. In the first ten years of the euro, despite soaring productivity, half of German households experienced no wage growth at all. This shortened unemployment rolls. It also increased pretax inequality and lowered Germany’s wages relative to its European neighbors. But as to the competitiveness of German exporters, the significance of Hartz IV is far less obvious. German companies do not win export orders by shaving the wages of unskilled workers. A far more important source of competitive advantage came from outsourcing production to Eastern Europe and Southern Europe. Added to which there was the boost from the global recovery of the early 2000s. While its economic impact has been exaggerated, what Hartz IV did transform was German politics. The blue-collar electorate and the left wing of the SPD never forgave Schroeder for Hartz IV.

I would be quite proud to have served on the committee that designed the E. coli genome. There is, however, no way I would admit to serving on the committee that designed the human genome. Not even a university committee could botch something that badly.

Hindsight is always superior to foresight. When the accident investigation committee reviews the event that contributed to the problem, they know what actually happened, so it is easy for them to pick out which information was relevant, which was not. This is retrospective decision making. But when the incident was taking place, the people were probably overwhelmed with far too much irrelevant information and probably not a lot of relevant information. How were they to know which to attend to and which to ignore? Most of the time, experienced operators get things right. The one time they fail, the retrospective analysis is apt to condemn them for missing the obvious. Well, during the event, nothing may be obvious. I return to this topic later in the chapter.

Europe. On that basis the Joint Intelligence Committee and later the British Government, designated 1957 as the ‘year of maximum danger’. The idea of a critical year had been adopted pre-war; in 1934, the year 1939 was so designated. The US Government adopted this British reasoning.

For Ibrahim one of the beauties of Coopers Chase was that it was so alive. So full of ridiculous committees and ridiculous politics, so full of arguments, of fun, and of gossip. All the new arrivals, each one subtly shifting the dynamic. All the farewells too, reminding you that this was a place that could never stay the same. It was a community, and in Ibrahim’s opinion that was how human beings were designed to live. At Coopers Chase, anytime you wanted to be alone, you would simply close your front door, and anytime you wanted to be with people, you would open it up again. If there was a better recipe for happiness than that, then Ibrahim was yet to hear it.

A camel is a racehorse designed by committee.

The ethnics caught up in the racial struggies oi the post-war period in Chicago were in the unenviable position of people who had the rules changed on them in mid-game. The Poles who settled Calumet Park as Sobieski Park had created their neighborhood enclaves under certain assumptions, all of which got changed when the environmentalist East Coast WASP internationalist establishment took power in 1941. Not only hadn’t they been informed of the rule change, they were doubly vulnerable because compared to their opponents who were further along on the scale of assimilation, they didn’t have a clear sense of themselves as Poles or Catholics or Americans or “white” people. They also feared the sexual mores of the invading black hordes but could not articulate this fear in polite language. As a result, each attempt to explain their position drove them further beyond the pale of acceptable public discourse. More often than not, the only people who were articulating their position were the American Civil Liberties Union and American Friends Service Committee agents sent into their neighborhoods to spy on them. One AFSC spy reported that fear of intermarriage “caused the intensity of feelings” in Trumbull Park.* Black attempts to use the community swimming pool were similarly seen in a sexual light. The ACLU agent who was paid to infiltrate bars in South Deering reported that the real motivation behind Brown v. Board of Education, the Supreme Court’s landmark 1954 decision mandating desegregation of Southern schools, was to move “niggers into every neighborhood” to intermarry and thereby send the “whole white race . . . downhill.” Deprived of their ethnic designation as Catholic by a Church that was either hostile (as in the case of Catholic intellectuals) or indifferent (as in the case of the bishops and their chancery officials), Chicago ethnics, attempting to be good Americans, chose to become “white” instead, a transformation that not only guaranteed that they would lose their battle in the court of public opinion, but one which also guaranteed that they would go out of existence as well, through the very assimilation process being proposed by their enemies.

Congressional public hearings are not for the public but for Congress. They are designed to provide the Committee members with as much exposure as possible, and give the public the impression that its Congressmen are serious about what they’re doing and that they have not been squandering the taxpayer’s money. Hearings are primarily designed, in other words, to be politically rewarding.

Melvin Conway’s paper How Do Committees Invent, published in Datamation magazine in April 1968, observed that: Any organization that designs a system (defined more broadly here than just information systems) will inevitably produce a design whose structure is a copy of the organization’s communication structure.

A camel may be a horse designed by a committee, but a horse was designed by a woman.

In most school activities, structure is valued over serendipity. Understanding is often “designed” by an adult committee prior to even meeting the students. Play is something you do at recess, not in class where students need to “settle down” and “be serious.” Schedules and bells tell students where to be and what they are to learn. Textbooks set the pace of learning, and teachers tend to follow the pattern of chapter assignments and tests. Too often, kids are hooked on teachers and teachers have a faith-based relationship with the textbook.

Four healthy ways to spur people to keep the agreements they make: 1. Specificity Boosts Clarity and Accountability The more concrete the agreement, the more clear the obligation and the more difficult it is for someone to misunderstand. "Please get right on that" does not create as much clarity nor accountability as, "Please finalize your choice of vendors by 5 p.m. tomorrow." 2. Peer Accountability Pins Us Together Although this did not work on the non-profit committee, when peers meet face-to-face or via group video and make specific agreements with each other and they all have a stake in the outcome there's a higher probability of securing accountability. 3. Written Proof So We Don't Goof To reinforce the power of mutual accountability, have a designated meeting recorder (or take turns with the role) so one participant is responsible for recording action items, deadlines and who's responsible for each item. The recorder sends that list to all participants' computers before they leave the meeting. 4. Upfront Rules of Engagement Are Our Guardrails A company, team, or committee is more likely to spur mutual accountability when it adopts a few, specific agreements about how people will operate together, from punctuality to pithiness in writing or conversing.

If a designated substance regulation  implement  to your workplace, Any workplace in respect of which the Minister of Labor has ordered the employer to establish a committee. Regular inspections of the workplace by the designated member of the joint health and safety committee help to recognize hazards and serious workplace injuries.

Humans possess a basic instinct to measure, yet this instinct is suppressed in an environment that emphasizes committees and consensus over making basic observations. It simply won’t occur to many managers that an “intangible” can be measured with simple, cleverly designed observations

Imagine this: you log onto Everycharity.org, and the site is as visually seductive as iTunes. It most definitely does not look as if it was designed by a Ph.D. candidate in accounting. The icons look so good you want to lick them, as Steve Jobs once remarked about the icons in the Mac operating system. Instead of reading like it was written by a committee of academics, it’s as easy to understand as Mr. Rogers. Instead of being filled with acronyms and social service jargon, it contains words that anyone can understand. The words actually inspire you instead of confusing you. Instead of intimidating, it invites.

During NASA’s first fifty years the agency’s accomplishments were admired globally. Democratic and Republican leaders were generally bipartisan on the future of American spaceflight. The blueprint for the twenty-first century called for sustaining the International Space Station and its fifteen-nation partnership until at least 2020, and for building the space shuttle’s heavy-lift rocket and deep spacecraft successor to enable astronauts to fly beyond the friendly confines of low earth orbit for the first time since Apollo. That deep space ship would fly them again around the moon, then farther out to our solar system’s LaGrange points, and then deeper into space for rendezvous with asteroids and comets, learning how to deal with radiation and other deep space hazards before reaching for Mars or landings on Saturn’s moons. It was the clearest, most reasonable and best cost-achievable goal that NASA had been given since President John F. Kennedy’s historic decision to land astronauts on the lunar surface. Then Barack Obama was elected president. The promising new chief executive gave NASA short shrift, turning the agency’s future over to middle-level bureaucrats with no dreams or vision, bent on slashing existing human spaceflight plans that had their genesis in the Kennedy, Johnson, Nixon, Ford, Carter, Reagan, Bush, Clinton, and Bush White Houses. From the starting gate, Mr. Obama’s uncaring space team rolled the dice. First they set up a presidential commission designed to find without question we couldn’t afford the already-established spaceflight plans. Thirty to sixty thousand highly skilled jobs went on the chopping block with space towns coast to coast facing 12 percent unemployment. $9.4 billion already spent on heavy-lift rockets and deep space ships was unashamedly flushed down America’s toilet. The fifty-year dream of new frontiers was replaced with the shortsighted obligations of party politics. As 2011 dawned, NASA, one of America’s great science agencies, was effectively defunct. While Congress has so far prohibited the total cancellation of the space agency’s plans to once again fly astronauts beyond low earth orbit, Obama space operatives have systematically used bureaucratic tricks to slow roll them to a crawl. Congress holds the purse strings and spent most of 2010 saying, “Wait just a minute.” Thousands of highly skilled jobs across the economic spectrum have been lost while hundreds of billions in “stimulus” have been spent. As of this writing only Congress can stop the NASA killing. Florida’s senior U.S. Senator Bill Nelson, a Democrat, a former spaceflyer himself, is leading the fight to keep Obama space advisors from walking away from fifty years of national investment, from throwing the final spade of dirt on the memory of some of America’s most admired heroes. Congressional committees have heard from expert after expert that Mr. Obama’s proposal would be devastating. Placing America’s future in space in the hands of the Russians and inexperienced commercial operatives is foolhardy. Space legend John Glenn, a retired Democratic Senator from Ohio, told president Obama that “Retiring the space shuttles before the country has another space ship is folly. It could leave Americans stranded on the International Space Station with only a Russian spacecraft, if working, to get them off.” And Neil Armstrong testified before the Senate’s Commerce, Science & Transportation Committee that “With regard to President Obama’s 2010 plan, I have yet to find a person in NASA, the Defense Department, the Air Force, the National Academies, industry, or academia that had any knowledge of the plan prior to its announcement. Rumors abound that neither the NASA Administrator nor the President’s Science and Technology Advisor were knowledgeable about the plan. Lack of review normally guarantees that there will be overlooked requirements and unwelcome consequences. How could such a chain of events happen?

In most school activities, structure is valued over serendipity. Understanding is often “designed” by an adult committee prior to even meeting the students. Play is something you do at recess, not in class where students need to “settle down” and “be serious.

Nothing wreaks more havoc in our society than pornography. Dr. Mary Anne Layden, of the Sexual Trauma and Psychopathology Program of the University of Pennsylvania, told a U.S. Senate sub-committee in 2004 that pornography is every bit as addictive and destructive as compulsive gambling and heroin use. She pulled no punches in her description: Pornography, by its very nature, is an equal opportunity toxin. It damages the viewer, the performer, and the spouses and children of the viewers and performers. It is toxic mis-education about sex and relationships. It is more toxic the more you consume, the “harder” the variety you

I’m going to give you some advice that might be hard to take. That advice is: Work alone. You’re going to be best able to design revolutionary products and features if you’re working on your own. Not on a committee. Not on a team.

Justice Breyer, who before joining the court helped design the modern federal sentencing guidelines in the 1980s, told the committee of his own concerns about the justice system, and in particular was sharply critical of mandatory minimum sentences. Such sentences, he told the representatives, are “a terrible idea.

Seibel: Can you say now whether you think it's a good or bad language? Thompson: It certainly has its good points. But by and large I think it's a bad language. It does a lot of things half well and it's just a garbage heap of ideas that are mutually exclusive. Everybody I know, whether it's personal or corporate, selects a subset and these subsets are different. So it's not a good language to transport an algorithm-to say, "I wrote it; here, take it." It's way too big, way too complex. And it's obviously built by a committee. Stroustrup campaigned for years and years and years, way beyond any sort of technical contributions he made to the language, to get it adopted and used. And he sort of ran all the standards committees with a whip and a chair. And he said "no" to no one. He put every feature in that language that ever existed. It wasn't cleanly designed-it was just the union of everything that came along. And I think it suffered drastically from that.

Flag committee chairman Miles did not agree with that sentiment. He opposed adoption of this design and wrote:"There is no propriety in retaining the ensign of a government which, in the opinion of the States composing this Confederacy, had become so oppressive and injurious to their interests as to require their separation from it.It is idle to talk of 'keeping' the flag of the United States when we have voluntarily seceded from them.

Melvin Conway’s paper How Do Committees Invent, published in Datamation magazine in April 1968,

When ObamaCare was being passed, Senator Chuck Grassley--a towering giant in this body; a strong, principled conservative--introduced a commonsense provision to ObamaCare that said: If you are going to force ObamaCare on the American people, if you are going to create these health insurance exchanges and you are going to force millions of people into these exchanges, then Congress should not operate by better rules than the American people. So he introduced a simple amendment designed to treat Members of Congress just like the American people so that we didn't have this two-class system.   It has been reported--I was not serving in this body at the time--that amendment was voted on and accepted because Democratic Senators believed the bill would go to conference and in the conference committee they could strip it out and it would magically disappear. But then, because of the procedural games it took to pass it, they didn't have the opportunity to do that, and suddenly, horror of all horrors, this bill saying Congress should be bound by the same rules as the American people became the law of the land.   So what happened? Majority leader Harry Reid and Democratic Senators had a closed-door meeting with the President here in the Capitol where they said, according to public news reports: Let us out of ObamaCare. We don't want to be in these exchanges.   One would assume they are reading the same news reports the rest of us are reading--that ObamaCare is a train wreck, that it is not working--and the last thing Members of Congress wanted to do was to have their health care jeopardized. And the President directed his administration to exempt Members of Congress and their staff, ignoring the language of the statute, disregarding the language of the statute and saying: You guys are friends of the administration. We are taking care of you.   I

Susan Margaret Collins was born on December 7, 1952 in Caribou, Maine and is presently the senior United States Senator from Maine. Senator Collins has served in the Senate since 1997 and chaired the Senate Committee on Homeland Security from 2003 to 2007. She now is the Chairwoman of the Senate Special Committee on Aging. Collins is a graduate of St. Lawrence University, a liberal arts college, in Canton, New York. Considered a moderate Republican, she became the only Republican in the U.S. Senate currently representing a state in New England. Her vote was one of three republican votes in the Senate that helped to defeat a bill designed to destroy the Affordable Health Care Program presently in effect. John McCain's heroic stand only mattered because Susan Collins and Lisa Murkowski bravely stood by him! It was their courage that saved health care for approximately 22 million people.

The design is about expectations. Everybody wants something from beautiful people. From beautiful women, especially. But I think they're most stunning when they refuse to give anyone anything.

Churchill also deserves credit for pioneering the battle tank in World War I. When the British army failed to take up design plans for the project, Churchill overstepped the bounds of the navy to form the Landship Committee in February 1915 to develop an armored vehicle for the war. Engineers worked in secret. In typical English fashion, even men providing security for the plant didn’t know what the project was and were told that the materials arriving were for the construction of water tanks. “Tank” became a code name for the operation, then was adopted as the name of the armored vehicle itself. Churchill, always convinced of the superiority of Diesel motors, tasked Mirrlees with developing a Diesel for the battle tank, though none was completed until after the war.

Evolution is a wandering process wherein multiple simultaneous influences, including chance and circumstance, shape biological structures over eons. A more capricious designer than any committee, evolution is a story full of starts, setbacks, compromises, and blind alleys, as generations of organisms adapt to fluctuating conditions.

Most inventors and engineers I’ve met are like me—they’re shy and they live in their heads. They’re almost like artists. In fact, the very best of them are artists. And artists work best alone—best outside of corporate environments, best where they can control an invention’s design without a lot of other people designing it for marketing or some other committee. I don’t believe anything really revolutionary has ever been invented by committee. Because the committee would never agree on it!

In his spare time, Franklin served on a variety of congressional committees. He helped design, for example, the Great Seal of the new nation, working once again with Jefferson and Adams. Jefferson proposed a scene of the children of Israel being led through the wilderness, and Adams suggested a depiction of Hercules. Franklin’s proposal was to have the motto E Pluribus Unum on the front and an ornate scene on the reverse of Pharaoh being engulfed by the Red Sea with the phrase “Rebellion to Tyrants is obedience to God.” Jefferson then embraced Franklin’s plan, and much of it was adopted by the Congress.40

They’re almost like artists. In fact, the very best of them are artists. And artists work best alone—best outside of corporate environments, best where they can control an invention’s design without a lot of other people designing it for marketing or some other committee.

The areas affected by cloud seeding remain an open question. In after-the-fact analyses several rain enhancement projects have reported evidence for physical effects outside the area or timing originally designated as the target, or beyond the time interval when seeding effects were anticipated. For example, in recent large particle hygroscopic seeding trials involving warm-base convective clouds in Thailand and Texas, increases in rain were reported 3 to 12 hours after seeding was conducted, well beyond the time at which direct effects of seeding were expected and possibly outside the target area. In Project Whitetop the seeding appears to have decreased rain in the area immediately downwind of the seeding release line. This was followed by apparent rainfall increases well downwind in space and time. Does this mean that the scientists misjudged where seeding materials were actually reaching receptive cloud conditions or does it mean that the primary effects of seeding were followed by secondary effects well beyond the original target? Such secondary effects could occur, for instance, if seeding materials become entrained in a downdraft and then are carried outward into the updraft of other clouds. In the case of the hygroscopic seeding experiments the postulated dynamic effects due to microphysical and dynamical interactions in the cloud and sub-cloud region and with the environment could result in longer-lived or progeny clouds.

The IRA’s Black front was by many measures its biggest. “No single group of Americans was targeted by IRA information operatives more than African-Americans,” the Senate Intelligence Committee found in 2019. “By far, race and related issues were the preferred target of the information warfare campaign designed to divide the country.” The IRA’s messages to the black community sometimes lobbied for Stein, but far more often argued for boycotting the election entirely. The voter suppression drive aimed at dozens of cities, especially communities where the killings of black citizens by white police officers created flash points for the Black Lives Matter movement. The Black front made an overwhelming effort to keep African Americans away from the ballot boxes with messages like “Our Votes Don’t Matter,” “Don’t Vote for Hillary Clinton,” and “Don’t Vote at All.” Its “Woke Blacks” Instagram account argued that “a particular hype and hatred for Trump is misleading the people and forcing Blacks to vote Killary. We cannot resort to the lesser of two devils.

anything said about how useful the material was.” The material was not just useful; it was priceless. In August 1941, another spy for the Soviet Union, the British civil servant John Cairncross, gave his handler a copy of the Maud Committee report outlining the aims of the nuclear weapons program. Fuchs provided the detailed reality of the bomb’s development, step by experimental step: the designs for a diffusion plant, estimates of the critical mass for explosive U-235, the measurement of fission, and the increasing British cooperation with American nuclear scientists. At the end of 1941, Fuchs co-authored two important papers on the separation of the isotopes of U-235

twenty-seven people to agree on anything? He’s heard it said that zebras are a horse designed by a committee. It should be black. Make it white. No, black. No, it needs to be white.

Not all of the New Dealers, it must be said, bought into the Truman Doctrine and the Marshall Plan. For instance, Henry Wallace, the former vice president and secretary of agriculture, who was fired by Truman for disagreeing with the Cold War’s imperatives, referred to the Marshall Plan as the ‘Martial Plan’. He warned against creating a rift with America’s wartime ally, the Soviet Union, and remarked that the conditions attached to the Soviet Union’s invitation to be part of the Marshall Plan were intentionally so designed that Stalin would be obliged to reject them (which, of course, he did). A number of academics of the New Deal generation, among them Paul Sweezy and John Kenneth Galbraith, also rejected Truman’s cold-warrior tactics. However, they were soon to be silenced by the witch-hunt orchestrated by Senator Joseph McCarthy and his House Committee on Un-American Activities.

Liberal institutions and the power elite, from the media to museums to the universities, determine who is permitted to dominate these specialized fields. The wider society, conditioned to rely on the specialist—whether in finance, politics, or art—for its interpretation of reality, is fed approved assumptions. And this system is perfectly designed to reproduce itself. Universities, by demanding that professors attain doctorates, almost always written on narrow and obscure specializations approved by faculty committees, replenish their ranks with the timid and the mediocre

There are essentially three ways for a product manager to work, and I argue only one of them leads to success: The product manager can escalate every issue and decision up to the CEO. In this model, the product manager is really a backlog administrator. Lots of CEOs tell me this is the model they find themselves in, and it's not scaling. If you think the product manager job is what's described in a Certified Scrum Product Owner class, you almost certainly fall into this category. The product manager can call a meeting with all the stakeholders in the room and then let them fight it out. This is design by committee, and it rarely yields anything beyond mediocrity. In this model, very common in large companies, the product manager is really a roadmap administrator. The product manager can do his or her job. The honest truth is that the product manager needs to be among the strongest talent in the company. My intention in this book is to convince you of this third way of working. It will take me the entire book to describe how the strong product manager does his or her job, but let me just say for now that this is a very demanding job and requires a strong set of skills and strengths.

For Ibrahim one of the beauties of Coopers Chase was that it was so alive. So full of ridiculous committees and ridiculous politics, so full of arguments, of fun and of gossip. All the new arrivals, each one subtly shifting the dynamic. All the farewells too, reminding you that this was a place that could never stay the same. It was a community and, in Ibrahim’s opinion, that was how human beings were designed to live.

The organization presented here, however, works for many student research projects. Keep in mind that advisors, committee members, and potentially external reviewers will evaluate the final proposal on clarity, content, and whether specified guidelines are met. The following is the content and organization I recommend: 1.   A cover page, which contains the title, your name, committee member names, and the date 2.   An introduction to the problem describing the general scope of the project and why it is important 3.   A literature review synthesizing prior research and describing the theoretical framework of your research 4.   Specific objectives or research questions and hypotheses (when appropriate) your proposal addresses 5.   A detailed description of your research methods, including data collection and analytical approaches 6. Project significance and implications 7.   An annotated time line for the anticipated completion of the research 8. An alphabetized list of references 9. Appendix (optional)

The Mortuary Committee would be burdened with many unenviable tasks, but the first was straightforward: instead of storing the corpses at a half dozen locations around town, which made it more difficult for soldiers to transport the bodies and record-keepers and families to find them, they needed to select a single building to house an official, temporary morgue. They quickly settled on the Chebucto Road School, which, despite its broken windows, had a lot to recommend it: it was large, it could be quickly cleared out and converted to its new purpose, and it was close to Pier 6, minimizing the transport of corpses and travel for their relatives. The committee also needed a place that could keep bodies for as long as possible, giving them the best chance of being identified. They designated the upper floors for offices and the wide-open, cooler basement for the bodies, which they planned to lay in rows and cover with sheets. The Royal Engineers quickly fixed up the damaged school, covered its windows, and cleaned the space. As soon as people learned of the location, bodies began to pile up outside the building, stacked two and three high until morgue workers could retrieve them. The Relief Committee also dispatched crews of volunteers to put out fires and turn off water mains, faucets, and spigots, and to pick up the dead—tagging their names, when they knew them, to the victims’ wrists, or simply attaching a number when they didn’t—loading them onto rudimentary flat wagons dozens at a time. They soon learned to conduct this dispiriting job late at night so as not to offend the friends and relatives of the deceased. But because everyone could hear the horses’ hooves each night, the rolling midnight morgue was a poorly kept secret, one that woke many Haligonians whose homes still lacked windows.

What these two examples (the nurses and the school committees) illustrate is that large-scale waste and policy failure often happen not because of any deep structural problem but because of lazy thinking at the stage of policy design.

Or think about an elementary-school teacher. She knows her goal: to teach the material mandated by the state curriculum committee. She knows her audience: third graders with a range of knowledge and skills. She knows how to speak effectively—she’s a virtuoso of posture and diction and eye contact. So the goal is clear, the audience is clear, and the format is clear. But the design of the message itself is far from clear. The biology students need to understand mitosis—okay, now what? There are an infinite number of ways to teach mitosis. Which way will stick? And how do you know in advance?

Tencent had partnered with leading mobile carriers like China Mobile to receive 40 percent of the SMS charges that QQ users racked up when they sent messages to mobile phones. A new service could hurt Tencent’s financial bottom line and at the same time risk its relationships with some of China’s most powerful companies. It was the sort of decision that publicly traded, ten-thousand-person companies typically refer to a committee for further study. But Ma wasn’t a typical corporate executive. That very night, he gave Zhang the go-ahead to pursue the idea. Zhang put together a ten-person team, including seven engineers, to build and launch the new product. In just two months, Zhang’s small team had built a mobile-first social messaging network with a clean, minimalistic design that was the polar opposite of QQ. Ma named the service Weixin, which means “micromessage” in Mandarin. Outside of China, the service became known as WeChat. What came next was staggering. Just sixteen months after Zhang’s fateful late-night message to Ma, WeChat celebrated its one hundred millionth user. Six months after that, it had grown to two hundred million users. Four months after that, it had grown to three hundred million users. Pony Ma’s late-night bet paid off handsomely. Tencent reported 2016 revenues of $ 22 billion, up 48 percent from the previous year, and up nearly 700 percent since 2010, the year before WeChat’s launch. By early 2018, Tencent reached a market capitalization of over $ 500 billion, making it one of the world’s most valuable companies, and WeChat was one of the most widely and intensively used services in the world. Fast Company called WeChat “China’s app for everything,” and the Financial Times reported that more than half of its users spend over ninety minutes a day using the app. To put WeChat in an American context, it’s as if one single service combined the functions of Facebook, WhatsApp, Facebook Messenger, Venmo, Grubhub, Amazon, Uber, Apple Pay, Gmail, and even Slack into a single megaservice. You can use WeChat to do run-of-the-mill things like texting and calling people, participating in social media, and reading articles, but you can also book a taxi, buy movie tickets, make doctors’ appointments, send money to friends, play games, pay your rent, order dinner for the night, plus so much more. All from a single app on your smartphone.

Although a new highway program was politically very contentious, President Eisenhower appointed an advisory committee of executives linked to General Motors, Bechtel engineering, the trucking lobby, and the Teamsters Union (to which truckers belonged) to negotiate the various special interests involved.In 1956 Eisenhower signed the Interstate Highway Act providing for 42,500 miles of a 'National System of Interstate and Defense Highways' across the country at an estimated cost of $27 billion. . . . Journalist Helen Leavitt thought that Congress had been bought and bullied. In her brilliant book Superhighway--Superhoax, she noted that there was no real concern for national defense, since overpasses designed for fourteen-foot vertical clearance were too low to permit the passage of many Army, Navy, and Air Force weapons loaded on transporters, including Atlas missiles. The highway builds had never even consulted the Defense Department.

But Washington teaches its own civics lessons and I learned that Congressional public hearings are not for the public but for Congress. They are designed to provide the Committee members with as much exposure as possible, and give the public the impression that its Congressmen are serious about what they’re doing and that they have not been squandering the taxpayer’s money. Hearings are primarily designed, in other words, to be politically rewarding.

Biology, physiology, and anatomy have less to do with our chairs than pharaohs, kings, and executives,” she writes. One kind of historical chair, called the “klismos” by historians, evolved primarily as an historical expression of status and rank. Setting a body higher than and apart from other people, in an individual structure with rigid, flat planes—a throne, if you will—evolved as a way of recognizing an individual’s power or leadership, with the earliest known models dating to ancient Egypt and southeastern Europe. Their use as an expression of authority continued through the Middle Ages and the Renaissance, and the endurance of this symbolism lives on as metaphor in many contemporary leadership titles; to chair the committee or the department, or to sit in the designated “director’s chair” on a film set, is still to hold a seat of power.

The town hall, which looked as if it had been designed by a committee of morons in an excess of alcohol and civic pride, stood in isolated splendour bounded by two bombed sites where rebuilding had only just begun.

When in the natural course of human affairs, the leaders of the nations of the earth fail in their duty to; Protect the dignity of its inhabitants, Preserve the health of the environment, Prevent the over accumulation of wealth to the elite and, Provide the necessary means to settle disputes among nations. Then it becomes incumbent upon the peoples of the earth to take as their right, a greater part in the governing of their respective jurisdictions. The main purpose of government is to ensure the natural rights of all people in this generation and the generations that follow, in order to provide, but not limited to, an equal opportunity for life, liberty, and the pursuit of happiness. These are not the sole rights of any country, group, or person, and when a leader, body, or committee takes for themselves a greater share in order to deprive another group, person, or generation, then by necessity the people shall assemble and overturn any decision or policy that is proven to be inequitable. Our Creator has provided a guideline for the laws governing the affairs of men. The summary of which would be the outward expression of earnest affection for your Creator and your neighbor. Bearing one another's burden as a reasonable service. These leading to a lasting peace between all men. Natural law has provided a clear example of fair and balanced systems in the natural world. Any system of government should be modeled around the premise that the fitness of the system requires balance at every level of the hierarchy. With no concentration of power above that which is necessary to provide reasonable service to the community, and no allocation of resources beyond that which is necessary to the sustainable balance of any particular part of the system. With great care and attention given to preserving an efficient and effective bureaucracy that is never allowed to grow without meaningful oversight, designed to prevent the corruption and waste that plagues most forms of government.

Everybody brainstorms; therefore, brainstorming is good. But does it work? Claims about the success of brainstorming rest on easily tested assumptions. One assumption is that groups produce more ideas than individuals. Researchers in Minnesota tested this with scientists and advertising executives from the 3M Company. Half the subjects worked in groups of four. The other half worked alone, and then their results were randomly combined as if they had worked in a group, with duplicate ideas counted only once. In every case, four people working individually generated between 30 to 40 percent more ideas than four people working in a group. Their results were of a higher quality, too: independent judges assessed the work and found that the individuals produced better ideas than the groups. Follow-up research tested whether larger groups performed any better. In one study, 168 people were either divided into teams of five, seven, or nine or asked to work individually. The research confirmed that working individually is more productive than working in groups. It also showed that productivity decreases as group size increases. The conclusion: “Group brainstorming, over a wide range of group sizes, inhibits rather than facilitates creative thinking.” The groups produced fewer and worse results because they were more likely to get fixated on one idea and because, despite all exhortations to the contrary, some members felt inhibited and refrained from full participation. Another assumption of brainstorming is that suspending judgment is better than assessing ideas as they appear. Researchers in Indiana tested this by asking groups of students to think of brand names for three different products. Half of the groups were told to refrain from criticism and half were told to criticize as they went along. Once again, independent judges assessed the quality of each idea. The groups that did not stop to criticize produced more ideas, but both groups produced the same number of good ideas. Deferring criticism added only bad ideas. Subsequent studies have reinforced this. Research into brainstorming has a clear conclusion. The best way to create is to work alone and evaluate solutions as they occur. The worst way to create is to work in large groups and defer criticism. Steve Wozniak, Steve Jobs’s cofounder at Apple and the inventor of its first computer, offers the same advice: “Work alone. You’re going to be best able to design revolutionary products and features if you’re working on your own. Not on a committee. Not on a team.

정품몸짱약판매합니다.... 정품구입문의하는곳~☎위커메신저:PP444☎라인:PPPK44↔☎텔레:kpp44[☎?카톡↔kap6] 정품구입문의하는곳~☎위커메신저:PP444☎라인:PPPK44↔☎텔레:kpp44[☎?카톡↔kap6] Steroid Steroid Science Diction A compound having a unique chemical structure called steroid nuclei, such as gallbladder nectaric acid, heart venom, sex hormones, vitamin B, adrenal exfoliation hormones, etc. But usually referred to as steroids, it refers to the adrenal glands of the cortisone system, or hormone drugs that have a sugary metabolism and at the same time anti-inflammatory, anti-alerative action, and are widely used in medical care. foreign language notation steroid (English) Steroid Nursing Dictionary It is the generic name of a group of compounds having steroid nuclei, one of the most widely present ingredients as natural substances, such as sterols, bile acids, sex hormones, adrenal cortex hormones, ganglion and insect metamorphosis hormones. foreign language notation steroid, steroid(German) Steroid Oceanographic Dictionary The total designation of a family of compounds with nuclei of cyclopentanoperhyd-rophenanthrene. It performs biologically important functions such as sterols, bile acids, sex hormones, adrenal cortex hormones, and insect metamorphosis hormones. foreign language notation steroid (English) Steroid Nutrition Dictionary The total designation of compounds having cyclopentanophenanthrene rings as common mother nuclei. It includes bile acid, steroid hormones, strong-seam dividend payers, steroid saponin, alkaloids and insect metamorphic hormones. foreign language notation steroid (English) reference sterol steroid hairdressing dictionary A large series of non-binary lipids with complex four ring bones. Foreign Language notation Stereoid (English) [Naver Knowledge Encyclopedia] Steroids (Science Dictionary, 2010..414, Newton Editing, Hyun Chun-soo) Busan's Haeundae High School, whose designation as an autonomous private high school was canceled, will retain its self-employed status for the time being due to the court's decision. The permit haeundaego donghae, the academy is completely unjust to the disposition of revocation of administrative litigation will be well and truly over a specified as long as it criticizes independent status is maintained. Pusan District Court in administration has 28 haeundaego study corporate donghae ‘ choose them over effective disposition of revocation of suspension given an injunction filed by the Pusan Metropolitan Office of Education.(suspension of execution) for quoting ’ said. The court said as he “to institute donghae be deemed difficult to prevent damage to the urgent needs to recover.” according to the court's ruling the other hand, due to suspension of execution.A significant impact on public welfare may apply for an injunction referred to and have no data to " admit that there is to explain why. The court's ruling did not determine whether the Busan Metropolitan Office of Education's administrative disposition itself was legitimate. The court considered whether it was necessary to suspend the validity or execution of administrative proceedings, and acknowledged the need. Administrative measure of legal academy is donghae is decided by an administrative litigation filed through the Pusan Metropolitan Office of Education. As the administrative litigation is expected to continue until early next year, Haeundae is expected to maintain its self-employed status next year. Hwang Yoon-sung, the head of the emergency committee of Haeundae High School, said, "We expected that the cancellation of the Busan education office's self-assessment of the self-assessment of the self-administration system will be cited for the suspension of the application as it is currently in the middle of recruiting freshmen from Haeundae High School, so that there will be no problem in recruiting new students.

You must not design by committee. The result will be an actively bad design — one which makes things more complex instead of simpler.

One thing more makes these men and women from the age of wigs, swords, and stagecoaches seem surprisingly contemporary. This small group of people not only helped to end one of the worst of human injustices in the most powerful empire of its time; they also forged virtually every important tool used by citizens’ movements in democratic countries today. Think of what you’re likely to find in your mailbox—or electronic mailbox—over a month or two. An invitation to join the local chapter of a national environmental group. If you say yes, a logo to put on your car bumper. A flier asking you to boycott California grapes or Guatemalan coffee. A poster to put in your window promoting this campaign. A notice that a prominent social activist will be reading from her new book at your local bookstore. A plea that you write your representative in Congress or Parliament, to vote for that Guatemalan coffee boycott bill. A “report card” on how your legislators have voted on these and similar issues. A newsletter from the group organizing support for the grape pickers or the coffee workers. Each of these tools, from the poster to the political book tour, from the consumer boycott to investigative reporting designed to stir people to action, is part of what we take for granted in a democracy. Two and a half centuries ago, few people assumed this. When we wield any of these tools today, we are using techniques devised or perfected by the campaign that held its first meeting at 2 George Yard in 1787. From their successful crusade we still have much to learn. If, early that year, you had stood on a London street corner and insisted that slavery was morally wrong and should be stopped, nine out of ten listeners would have laughed you off as a crackpot. The tenth might have agreed with you in principle, but assured you that ending slavery was wildly impractical: the British Empire’s economy would collapse. The parliamentarian Edmund Burke, for example, opposed slavery but thought that the prospect of ending even just the Atlantic slave trade was “chimerical.” Within a few short years, however, the issue of slavery had moved to center stage in British political life. There was an abolition committee in every major city or town in touch with a central committee in London. More than 300,000 Britons were refusing to eat slave-grown sugar. Parliament was flooded with far more signatures on abolition petitions than it had ever received on any other subject. And in 1792, the House of Commons passed the first law banning the slave trade. For reasons we will see, a ban did not take effect for some years to come, and British slaves were not finally freed until long after that. But there was no mistaking something crucial: in an astonishingly short period of time, public opinion in Europe’s most powerful nation had undergone a sea change. From this unexpected transformation there would be no going back.

Next to frayed notices exhorting citizens to eat less sugar and salt (which few had tasted recently anyway), and next to the propaganda images of American soldiers killing little children, there were posters advertising sums of lire for the capture of Jews. There was money to be earned for handing them over to the authorities so that they could be deported, imprisoned or worse. Natalia ripped down a cartoon of a Jewish man, his tongue being cut off with a pair of scissors. As she tore it into shreds and scattered the pieces, she frightened herself with the vehemence of her anger, for she felt like cutting off the tongue of the designer of this vile propaganda. Pulling stumps of chalk from their pockets, the two girls wrote in bold letters on the brick walls. EVVIVA LA CLN – Long live the committee of national liberation

Basically, they redefined what was unethical without being consciously aware of doing so. As the researchers noted, this bias has incredibly upsetting implications for . . . well, pretty much everything. Governmental committees designed to oversee regulations, when provided with a dearth of infractions, may start to perceive infractions where there are none. Task forces designed to check unethical practices within organizations will, when deprived of bad guys to accuse of wrongdoing, begin imagining bad guys where there are none. The Blue Dot Effect suggests

Thanks so much. I'm really enjoying the book. I've known a lot about Bali over my 37 years of going there ... but I didn't always know WHY those things were that way culturally, so it's been a fun read !!" Danielle Surkatty, Member of the Organizing Committee, Living in Indonesia, A Site for Expatriates. March 2014 "Such a handsome book! Tuttle did a great job on the design, both inside and out. I've only had a chance to skim the contents but look forward to reading it all. Of course, I'm no authority on food, Balinese or otherwise, but I think I'm a good judge of books. Yours is first rate." Cordially, Dr. Alden Vaughan, Professor of American History, Columbia University, New York. March 2014 "Dr. Vivienne Kruger Ph.D has emerged on a growing list of champions of Balinese cuisine with the publication of Balinese Food: The Traditional Cuisine and Food Culture of Bali (Tuttle Publishing, 2014). Vivienne Kruger’s long connection to Bali, her love of Balinese food and academic eye for detail has resulted in a book that breaks new ground in its study of Balinese culture, the Island's delicious food and the accompanying ancient traditional cooking methods." A Taste of Bali. From the Bookshelf - Balinese Food: The Traditional Cuisine and Food Culture of Bali (2/22/2014) Bali Update, Feb. 24, 2014. Edition 912. Bali Discovery "Balinese Food: The Traditional Cuisine & Food Culture of Bali. Just when you thought you knew a lot about Bali, along comes this in-depth look at the cuisine and how it fits into everyday culture. In Balinese Food the author brings to life Bali's time-honored and authentic village cooking traditions. In over 20 detailed chapters, she explores how the islands intricate culinary art is an inextricable part of Bali's Hindu religion, its culture and its community life. This book provides a detailed roadmap for those who wish to make their own exciting exploration of the exotic world of Balinese cooking!" Living in Indonesia. A Site for Expatriates. Recommended Publications.

Foreign policy, politicization of: "No administration can conduct a sound foreign policy when the future sits in judgement on the past and officials are held accountable as dupes, fools or traitors for anything that goes wrong." — Adlai E. Stevenson, Jr., 1954 Foreign policy, popular support for: "No foreign policy — no matter how ingenious — has any chance of success if it is born in the minds of a few and carried in the hearts of none." — Henry A. Kissinger, 1973 Foreign policy, process by which formed: A camel is a horse designed by a committee. A platypus is a bird put together by bureaucrats. An elephant is a mouse built to military specifications. A shrimp is a fish conceived in the legislative process. More often than not, a foreign policy is a course of action devised by a committee of bureaucrats and military men under the oversight of a legislature. Not surprisingly, such a thing defies simple description.

he was finally testing AL 721, Teflon Tony was confiding to his Pharma PIs that he had rigged the AL 721 studies to fail: “I wanted to debunk it,” he reassured them.76 Just as he would do with hydroxychloroquine during the COVID crisis thirty years later, he designed his AL 721 clinical trials in a way that would ensure their failure and thus discredit the unpatentable medicine. Dr. Fauci told the Burroughs Wellcome PIs who dominated his “independent” committee, “Let’s put the thing into trial and get it over with once and for all.”77 Nussbaum’s verdict: “If there was any chance for a fair test for AL 721, it wasn’t going to come from Tony Fauci’s clinical trials system.”78 At first, his devious plan backfired. Instead of debunking AL 721, the NIAID study confirmed that AL 721 stopped viral replication. When those promising results began emerging, Dr. Fauci and his PIs cancelled the trial, making sure that AL 721 never went to Phase 2. Dr. Fauci told skeptical activists that he could not get any volunteers to enroll in the study. (In 2021, he would invoke the same bunko to kill NIAID’s ivermectin trials.) Around the same time, activists realized that Dr. Fauci’s vows to test aerosol pentamidine—which he admitted before Congress was effective—were a subterfuge. Dr. Fauci opened clinical trials for aerosol pentamidine but again claimed, disingenuously, that he couldn’t populate them.

1975 had been declared by the UN as a Women's Year, and in Iceland women were determined to make it count. A committee was set up with representatives from Iceland's five biggest women's organisations. After some discussion they came up with the idea of a strike. On 24 October, no woman in Iceland would do a lick of work. No paid work, but also no cooking, no cleaning, no child care. Let the men of Iceland see how they coped without the invisible work women did every day to keep the country moving.

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

First, supply yourself with pamphlets and maps from the Visitors Center. Then rent a bicycle from one of those places along Seawall and ride north on 19th Street to Sealy. The heart of the East End Historical District is located between 19th and 14th, from Sealy to the Strand. Mainlanders who envision the Island as a barren sandbar are invariably amazed at the canopy of great oaks and the wall of stately palms that grace Galveston’s historic neighborhoods. Many of the homes are identified by markers: the “castle” of the Danish immigrant John C. Trube, at 1627 Sealy, is one of the Island’s strangest and most intriguing homes. It looks as though it were designed by a committee of architects. Trube, once the gardener of a Danish nobleman, had the house designed to resemble a castle in Kiel, Denmark, with battlement towers, and a mansard roof with nine gables. The house on the northwest corner of 17th and Winnie is the boyhood home of King Vidor, one of Hollywood’s best directors in the 1930s. The single most spectacular home is the old Gresham Mansion, now called the Bishop’s Palace, at the corner of Broadway and 14th. In silhouette this immense place looks like a medieval town. This was once the home of Colonel Walter Gresham, whose lobbying efforts secured federal money to widen and deepen the ship channel after the Civil War. Ashton Villa, a more delicate Victorian structure at 2328 Broadway, was once the home of Miss Bettie Brown, who scandalized Islanders in the 1880s by smoking cigarettes in public and racing unchaperoned along Broadway in a carriage pulled by matching teams of stallions—a black pair for day and a white pair for evening. It is said that on occasion Miss Brown’s ghost appears in the dead of night and plays the piano in the villa’s Gold Room.

There is only one universal language, which is the language of numbers and proportions that are so striking and stunningly built into the Great Pyramid and to which our current science has no appropriate response. We can no longer ignore that this ancient civilization was aware of our units used in modern mathematics and physics and were even aware of our metric system. Our metric system originating in the eighteenth century, designed and implemented by a committee of mathematicians and physicists commissioned by the French revolutionary government.