Document Management Quotes

As a source of the fledgling nation's financial might, slavery shaped our political institutions and founding documents, our laws governing private property and financial regulation, our management techniques and accounting systems, and our economic systems and labor unions.

Social tools leave a digital audit trail, documenting our learning journey—often an unfolding story—and leaving a path for others to follow.

A way is always made to document how we manage to survive, or in some cases, how we don’t.

Peace is not the norm; peace is rare, and where we do manage to institutionalize it in a human society, it's usually because we've been intelligently pessimistic about human proclivities, and found a way to work with the grain of them in a system of intense mutual suspicion like the U.S. Constitution, a document which assumes that absolutely everybody will be corrupt and power-hungry given half a chance.

The little boats cannot make much difference to the welfare of Gaza either way, since the materials being shipped are in such negligible quantity. The chief significance of the enterprise is therefore symbolic. And the symbolism, when examined even cursorily, doesn't seem too adorable. The intended beneficiary of the stunt is a ruling group with close ties to two of the most retrograde dictatorships in the Middle East, each of which has recently been up to its elbows in the blood of its own civilians. The same group also manages to maintain warm relations with, or at the very least to make cordial remarks about, both Hezbollah and al-Qaida. Meanwhile, a document that was once accurately described as a 'warrant for genocide' forms part of the declared political platform of the aforesaid group. There is something about this that fails to pass a smell test.

In The Price of Admission, journalist Daniel Golden documents the ways in which elite schools manage to find room for the children of alums, big donors, celebrities, athletes, the elite college’s own faculty, and wealthy parents whose estates might eventually make their heirs into big donors.20

Where once universities, corporations, movie studios, and the like had been governed by a combination of relatively simple chains of command and informal patronage networks, we now have a world of funding proposals, strategic vision documents, and development team pitches—allowing for the endless elaborations of new and ever more pointless levels of managerial hierarchy, staffed by men and women with elaborate titles, fluent in corporate jargon, but who either have no firsthand experience of what it's like to do the work they are supposed to be managing, or who have done everything in their power to forget it.

Trump’s pick for secretary of state? Rex Tillerson, a figure known and trusted in Moscow, and recipient of the Order of Friendship. National security adviser? Michael Flynn, Putin’s dinner companion and a beneficiary of undeclared Russian fees. Campaign manager? Paul Manafort, longtime confidant to ex-Soviet oligarchs. Foreign policy adviser? Carter Page, an alleged Moscow asset who gave documents to Putin’s spies. Commerce secretary? Wilbur Ross, an entrepreneur with Russia-connected investments. Personal lawyer? Michael Cohen, who sent emails to Putin’s press secretary. Business partner? Felix Sater, son of a Russian American mafia boss. And other personalities, too. It was almost as if Putin had played a role in naming Trump’s cabinet. The U.S. president, of course, had done the choosing. But the constellation of individuals, and their immaculate alignment with Russian interests, formed a discernible pattern, like stars against a clear night sky. A pattern of collusion.

Sort of like the pilot saying, "We're gonna make Chicago on time, but only if we jettison all our baggage!" I've seen product managers sacrifice not only design, but testing, function, features, integration, documentation, and reality. Most product managers that I have worked with would rather ship a failure on time than risk going late.

way is always made to document how we manage to survive, or in some cases, how we don’t.

The next time you’re about to dive into fixing a complicated one-off situation, consider taking a step back and documenting the problem but not trying to solve it.

I clearly had a few daddy issues myself, but you didn’t see me pulling the wings off of flies. On the other hand, I did have a slight anger-management problem, and a related history of physical violence, both well documented by the public school system. And, oh yeah, that whole “hallucinating alien spacecraft from my favorite videogame” thing. So perhaps I wasn’t in the best position to judge the sanity of others.

If we don’t have all of the facts at hand, we still need to let the interested parties know that we’re on top of the research but that it will take time. When that information is gathered, inform them in an expedient manner. If employing the solution falls within our authority, implement it as soon as possible. If approval is required, document a request swiftly so any lag time won’t be attributed to our inattention.

In the midst of this imagining, I heard, out from nowhere, the distant sound of sleigh bells. I was going crazy. But there, right in front of me, across the street, was a horse – chestnut, with white spots – trotting down the street. It trotted long purposefully, cheerfully, unhurried, down Broadway. Holding my breath, I managed to find my phone and snap a photo before it disappeared from sight…. I uploaded the photo I just took. I added a caption: If a horse rides through Times Square and no one is there to see it, did it actually happen? If New York is breaking down and no one documents it, is it actually happening? I clicked Publish.

Agile project leaders help their team balance at the edge of chaos—some structure, but not too much; adequate documentation, but not too much; some up-front architecture work, but not too much. Finding these balance points is the "art" of agile leadership.

I consider myself a “social ecologist,” concerned with man’s man-made environment the way the natural ecologist studies the biological environment.....the discipline itself boasts an old and distinguished lineage. Its greatest document is Alexis de Tocqueville’s Democracy in America. But no one is as close to me in temperament, concepts, and approach as the mid-Victorian Englishman Walter Bagehot. Living (as I have) in an age of great social change, Bagehot first saw the emergence of new institutions: civil service and cabinet government, as cores of a functioning democracy, and banking as the center of a functioning economy. A hundred years after Bagehot, I was first to identify management as the new social institution of the emerging society of organizations and, a little later, to spot the emergence of knowledge as the new central resource, and knowledge workers as the new ruling class of a society that is not only “postindustrial” but postsocialist and, increasingly, post-capitalist. As it had been for Bagehot, for me too the tension between the need for continuity and the need for innovation and change was central to society and civilization.

Beyond the speculative and often fraudulent froth that characterizes much of neoliberal financial manipulation, there lies a deeper process that entails the springing of ‘the debt trap’ as a primary means of accumulation by dispossession. Crisis creation, management, and manipulation on the world stage has evolved into the fine art of deliberative redistribution of wealth from poor countries to the rich. I documented the impact of Volcker’s interest rate increase on Mexico earlier. While proclaiming its role as a noble leader organizing ‘bail-outs’ to keep global capital accumulation on track, the US paved the way to pillage the Mexican economy. This was what the US Treasury–Wall Street–IMF complex became expert at doing everywhere. Greenspan at the Federal Reserve deployed the same Volcker tactic several times in the 1990s. Debt crises in individual countries, uncommon during the 1960s, became very frequent during the 1980s and 1990s. Hardly any developing country remained untouched, and in some cases, as in Latin America, such crises became endemic. These debt crises were orchestrated, managed, and controlled both to rationalize the system and to redistribute assets. Since 1980, it has been calculated, ‘over fifty Marshall Plans (over $4.6 trillion) have been sent by the peoples at the Periphery to their creditors in the Center’. ‘What a peculiar world’, sighs Stiglitz, ‘in which the poor countries are in effect subsidizing the richest.

A project life cycle represents the highest-level project management approach, depicted as a series of periods and phases, each with a defined output. A project life cycle can be documented with a methodology, which is a system of practices, techniques, procedures, and rules used by those who work in a discipline.

corruption is defined in narrow terms to nail the poor deluded fool who slips a £20 note inside the cover of their passport before handing it to the Border Force officer who is checking travel documents with a CCTV camera looking over her shoulder. There’s nothing corrupt about the government minister who announces new and impossible performance targets for a hitherto just-about-coping agency that manages transport infrastructure, drives it into a smoking hole in the ground, and three years later retires and joins the board of the corporation that subsequently took over responsibility for maintaining all the bridges on behalf of the state—for a tidy annual fee, of course. After all, the minister is a demonstrable expert on the ownership and management of bridges, and there’s no provable link between their having set up the agency for failure and their subsequently being granted a nonexecutive directorship that gets them their share of the rental income from the privatized bridge, is there?

Deng explained to his hosts that he had come to Japan for three reasons: to exchange documents ratifying the Treaty of Peace and Friendship; to express China's appreciation to Japanese friends who in recent decades had dedicated themselves to improving Sino-Japanese relations; and like Xu Fu, to find a “secret magic drug.” Japanese listeners laughed, for they were familiar with the story of Xu Fu, who, 2,200 years earlier, on behalf of Emperor Qin, had been dispatched to Japan to find a drug that would bring eternal life. Deng went on to explain that what he really meant by the “magic drug” was the secret of how to modernize. He said he wanted to learn about modern technology and management.

Those who value a quiet, reflective life will feel a burden lifting from their shoulders as they read Susan Cain’s eloquent and well documented paean to introversion—and will no longer feel guilty or inferior for having made the better choice!” —MIHALY CSIKSZENTMIHALYI, author of Flow and distinguished professor of Psychology and Management, Claremont Graduate University

The next time you’re about to dive into fixing a complicated one-off situation, consider taking a step back and documenting the problem but not trying to solve it. Commit to refreshing the policy in a month, and batch all exceptions requests until then. Merge the escalations and your current policy into a new revision. This will save your time, build teams’ trust in the system, and move you from working the exceptions to working the policy.

High-quality and transparent data, clearly documented, timely rendered, and publicly available are the sine qua non of competent public health management. During a pandemic, reliable and comprehensive data are critical for determining the behavior of the pathogen, identifying vulnerable populations, rapidly measuring the effectiveness of interventions, mobilizing the medical community around cutting-edge disease management, and inspiring cooperation from the public. The shockingly low quality of virtually all relevant data pertinent to COVID-19, and the quackery, the obfuscation, the cherrypicking and blatant perversion would have scandalized, offended, and humiliated every prior generation of American public health officials. Too often, Dr. Fauci was at the center of these systemic deceptions. The “mistakes” were always in the same direction—inflating the risks of coronavirus and the safety and efficacy of vaccines in

A way is always made to document how we manage to survive, or in some cases, how we don't. So I've tried to reproduce an inscrutable thing. I've made my own hunger into a practice, made everyone who passes through my life subject to a close and inappropriate reading that occasionally finds its way, often insufficiently, into paint. And when I am alone with myself, this is what I am waiting for someone to do to me, with merciless, deliberate hands, to put me down onto the canvas so that when I'm gone, there will be a record, proof that I was here.

Before hoarding became a phenomenon, people just called it “collecting” or “being nostalgic.” I don’t hoard, exactly, but I get it. It’s a response to our need and desire for purpose, order, definition, and a fortress. It’s a calling that requires constant management, control, and obsessive attention. I am amassing artifacts from the history of me. My garage is the storeroom and temporary exhibition hall of the yet-to-be-built museum documenting the rise and fall of the Marc Age. I am the curator. I decide the meaning and worth of the collection based on my feelings in a moment.

By bundling the authorization of war funds with a declaration of war attributed to Mexico, Democrats ensured that any opponent of the measure could be accused of betraying the troops. Polk’s supporters skillfully managed to stifle dissent in the House by limiting debate to two hours, an hour and a half of which was devoted to reading the documents that accompanied the message. The flabbergasted opposition was caught completely off guard and struggled to amend the bill. Powerless and voiceless, they watched helplessly as Polk’s supporters ruthlessly stifled debate and foisted war on Congress and the country.

Noticing the disturbing similarity between the rhetoric surrounding "open government" and new public management, government expert Just Longo speculates that the former might be just a Trojan horse for the latter; in our excitement about the immense potential of new technologies to promote openness and transparency, we may have lost sight of the deeply political nature of the uses to which these technologies are put... In India, recent digitization of land records and their subsequent publication online, while nominally an effort to empower the weak, may have actually empowered the rich and powerful. Once the digitized records were available for the whole world to see, some enterprising businessmen discovered that many poor families had no documents to prove ownership of land. In most cases, this was not the result of some nefarious land grab; local culture, with its predominantly oral ways of doing business, pervasive corruption, and poor literacy, partly explains why no such records exist... The point here, as with most open-government schemes, is not that information shouldn't be collected or distributed; rather, it needs to be collected and distributed in full awareness of the social and cultural complexity of the institutional environment in which it is gathered.

Security is a big and serious deal, but it’s also largely a solved problem. That’s why the average person is quite willing to do their banking online and why nobody is afraid of entering their credit card number on Amazon. At 37signals, we’ve devised a simple security checklist all employees must follow: 1. All computers must use hard drive encryption, like the built-in FileVault feature in Apple’s OS X operating system. This ensures that a lost laptop is merely an inconvenience and an insurance claim, not a company-wide emergency and a scramble to change passwords and worry about what documents might be leaked. 2. Disable automatic login, require a password when waking from sleep, and set the computer to automatically lock after ten inactive minutes. 3. Turn on encryption for all sites you visit, especially critical services like Gmail. These days all sites use something called HTTPS or SSL. Look for the little lock icon in front of the Internet address. (We forced all 37signals products onto SSL a few years back to help with this.) 4. Make sure all smartphones and tablets use lock codes and can be wiped remotely. On the iPhone, you can do this through the “Find iPhone” application. This rule is easily forgotten as we tend to think of these tools as something for the home, but inevitably you’ll check your work email or log into Basecamp using your tablet. A smartphone or tablet needs to be treated with as much respect as your laptop. 5. Use a unique, generated, long-form password for each site you visit, kept by password-managing software, such as 1Password.§ We’re sorry to say, “secretmonkey” is not going to fool anyone. And even if you manage to remember UM6vDjwidQE9C28Z, it’s no good if it’s used on every site and one of them is hacked. (It happens all the time!) 6. Turn on two-factor authentication when using Gmail, so you can’t log in without having access to your cell phone for a login code (this means that someone who gets hold of your login and password also needs to get hold of your phone to login). And keep in mind: if your email security fails, all other online services will fail too, since an intruder can use the “password reset” from any other site to have a new password sent to the email account they now have access to. Creating security protocols and algorithms is the computer equivalent of rocket science, but taking advantage of them isn’t. Take the time to learn the basics and they’ll cease being scary voodoo that you can’t trust. These days, security for your devices is just simple good sense, like putting on your seat belt.

The (unratified) Preamble of the European Constitution begins by stating that it draws inspiration “from the cultural, religious and humanist inheritance of Europe, from which have developed the universal values of the inviolable and inalienable rights of the human person, democracy, equality, freedom and the rule of law.”3 This may easily give one the impression that European civilization is defined by the values of human rights, democracy, equality, and freedom. Countless speeches and documents draw a direct line from ancient Athenian democracy to the present-day European Union, celebrating twenty-five hundred years of European freedom and democracy. This is reminiscent of the proverbial blind man who takes hold of an elephant’s tail and concludes that an elephant is a kind of brush. Yes, democratic ideas have been part of European culture for centuries, but they were never the whole. For all its glory and impact, Athenian democracy was a halfhearted experiment that survived for barely two hundred years in a small corner of the Balkans. If European civilization for the past twenty-five centuries has been defined by democracy and human rights, what are we to make of Sparta and Julius Caesar, of the Crusaders and the conquistadores, of the Inquisition and the slave trade, of Louis XIV and Napoleon, of Hitler and Stalin? Were they all intruders from some foreign civilization? In truth, European civilization is anything Europeans make of it, just as Christianity is anything Christians make of it, Islam is anything Muslims make of it, and Judaism is anything Jews make out of it. And they have made of it remarkably different things over the centuries. Human groups are defined more by the changes they undergo than by any continuity, but they nevertheless manage to create for themselves ancient identities thanks to their storytelling skills. No matter what revolutions they experience, they can usually weave old and new into a single yarn.

As test documentation goes, test plans have the briefest actual lifespan of any test artifact. Early in a project, there is a push to write a test plan [...]. Indeed, there is often an insistence among project managers that a test plan must exist and that writing it is a milestone of some importance. But, once such a plan is written, it is often hard to get any of those same managers to take reviewing and updating it seriously. The test plan becomes a beloved stuffed animal in the hands of a distracted child. We want it to be there at all times. We drag it around from place to place without ever giving it any real attention. We only scream when it gets taken away.

Getting Started Setting up your Kindle Oasis Kindle controls Status indicators Keyboard Network connectivity VoiceView screen reader Special Offers and Sponsored Screensavers Chapter 2 Navigating Your Kindle The Kindle Home screen Toolbars Tap zones Chapter 3 Acquiring & Managing Kindle Content Shop for Kindle and Audible content anytime, anywhere Recommended content Managing your Kindle Library Device and Cloud storage Removing items from your Kindle Chapter 4 Reading Kindle Documents Understanding Kindle display technology Customizing your text display Comic books Children's books Images Tables Interacting with your content Navigating a book Chapter 5 Playing Audible Books Pairing a Bluetooth audio device Using the Audible Player Audiobook bookmarks Downloading Audible books Audiobook Library Management Chapter 6 Features X-Ray Word Wise Vocabulary Builder Amazon FreeTime (Amazon Fire for Kids in the UK) Managing your Amazon Household Goodreads on Kindle Time to Read Chapter 7 Getting More from Your Kindle Oasis Carrying and reading personal documents Reading Kindle content on other devices Sharing Using your Kindle with your computer Using the Experimental Web Browser Chapter 8 Settings Customizing your Kindle settings The Settings contextual menu Chapter 9 Finding Additional Assistance Appendix A Product Information

Toyota wasn’t really worried that it would give away its “secret sauce.” Toyota’s competitive advantage rested firmly in its proprietary, complex, and often unspoken processes. In hindsight, Ernie Schaefer, a longtime GM manager who toured the Toyota plant, told NPR’s This American Life that he realized that there were no special secrets to see on the manufacturing floors. “You know, they never prohibited us from walking through the plant, understanding, even asking questions of some of their key people,” Schaefer said. “I’ve often puzzled over that, why they did that. And I think they recognized we were asking the wrong questions. We didn’t understand this bigger picture.” It’s no surprise, really. Processes are often hard to see—they’re a combination of both formal, defined, and documented steps and expectations and informal, habitual routines or ways of working that have evolved over time. But they matter profoundly. As MIT’s Edgar Schein has explored and discussed, processes are a critical part of the unspoken culture of an organization. 1 They enforce “this is what matters most to us.” Processes are intangible; they belong to the company. They emerge from hundreds and hundreds of small decisions about how to solve a problem. They’re critical to strategy, but they also can’t easily be copied. Pixar Animation Studios, too, has openly shared its creative process with the world. Pixar’s longtime president Ed Catmull has literally written the book on how the digital film company fosters collective creativity2—there are fixed processes about how a movie idea is generated, critiqued, improved, and perfected. Yet Pixar’s competitors have yet to equal Pixar’s successes. Like Toyota, Southern New Hampshire University has been open with would-be competitors, regularly offering tours and visits to other educational institutions. As President Paul LeBlanc sees it, competition is always possible from well-financed organizations with more powerful brand recognition. But those assets alone aren’t enough to give them a leg up. SNHU has taken years to craft and integrate the right experiences and processes for its students and they would be exceedingly difficult for a would-be competitor to copy. SNHU did not invent all its tactics for recruiting and serving its online students. It borrowed from some of the best practices of the for-profit educational sector. But what it’s done with laser focus is to ensure that all its processes—hundreds and hundreds of individual “this is how we do it” processes—focus specifically on how to best respond to the job students are hiring it for. “We think we have advantages by ‘owning’ these processes internally,” LeBlanc says, “and some of that is tied to our culture and passion for students.

Rauter, some German bigwig, recently gave a speech. “All Jews must be out of the German-occupied territories before July 1. The province of Utrecht will be cleansed of Jews [as if they were cockroaches] between April 1 and May 1, and the provinces of North and South Holland between May 1 and June 1.” These poor people are being shipped off to filthy slaughterhouses like a herd of sick and neglected cattle. But I’ll say no more on the subject. My own thoughts give me nightmares! One good piece of news is that the Labor Exchange was set on fire in an act of sabotage. A few days later the County Clerk’s Office also went up in flames. Men posing as German police bound and gagged the guards and managed to destroy some important documents.

According to Petroski, real knowledge from real failure is the most powerful source of progress we have, provided we have the courage to carefully examine what happened. Perhaps this is why The Boeing Company, one of the largest airplane design and engineering firms in the world, keeps a black book of lessons it has learned from design and engineering failures.[4] Boeing has kept this document since the company was formed, and it uses it to help modern designers learn from past attempts. Any organization that manages to do this not only increases its chances for successful projects, but also helps create an environment that can discuss and confront failure openly, instead of denying and hiding from it. It seems that software developers need to keep black books of their own.

Characteristics of the Council 1. The council exists as a device to gain understanding about important issues facing the organization. 2. The Council is assembled and used by the leading executive and usually consists of five to twelve people. 3. Each Council member has the ability to argue and debate in search of understanding, not from the egoistic need to win a point or protect a parochial interest. 4. Each Council member retains the respect of every other Council member, without exception. 5. Council members come from a range of perspectives, but each member has deep knowledge about some aspect of the organization and/or the environment in which it operates. 6. The Council includes key members of the management team but is not limited to members of the management team, nor is every executive automatically a member. 7. The Council is a standing body, not an ad hoc committee assembled for a specific project. 8. The Council meets periodically, as much as once a week or as infrequently as once per quarter. 9. The Council does not seek consensus, recognizing that consensus decisions are often at odds with intelligent decisions. The responsibility for the final decision remains with the leading executive. 10. The Council is an informal body, not listed on any formal organization chart or in any formal documents. 11. The Council can have a range of possible names, usually quite innocuous. In the good-to-great companies, they had benign names like Long-Range Profit Improvement Committee, Corporate Products Committee, Strategic Thinking Group, and Executive Council.

HOPKINS’S VISIT TO ENGLAND was supposed to last two weeks; it expanded to over four, most of which he spent with Churchill against a backdrop of mounting suspense with regard to the Lend-Lease Bill, whose passage by Congress was anything but certain. In that time, Hopkins managed to endear himself to nearly everyone he met, including the valets at Claridge’s, who took an extra effort to make him look presentable. “Oh yes,” Hopkins told one valet. “I’ve got to remember I’m in London now—I’ve got to look dignified.” From time to time, the valets would find secret documents tucked into his clothing or discover that he had left his wallet in a pants pocket. A hotel waiter said Hopkins was “very genial—considerate—if I may say so, lovable—quite different from other Ambassadors we’ve had here.

One other thing. And this really matters for readers of this book. According to official Myers–Briggs documents, the test can ‘give you an insight into what kinds of work you might enjoy and be successful doing’. So if you are, like me, classified as ‘INTJ’ (your dominant traits are being introverted, intuitive and having a preference for thinking and judging), the best-fit occupations include management consultant, IT professional and engineer.30 Would a change to one of these careers make me more fulfilled? Unlikely, according to respected US psychologist David Pittenger, because there is ‘no evidence to show a positive relation between MBTI type and success within an occupation…nor is there any data to suggest that specific types are more satisfied within specific occupations than are other types’. Then why is the MBTI so popular? Its success, he argues, is primarily due to ‘the beguiling nature of the horoscope-like summaries of personality and steady marketing’.31 Personality tests have their uses, even if they do not reveal any scientific ‘truth’ about us. If we are in a state of confusion they can be a great emotional comfort, offering a clear diagnosis of why our current job may not be right, and suggesting others that might suit us better. They also raise interesting hypotheses that aid self-reflection: until I took the MBTI, I had certainly never considered that IT could offer me a bright future (by the way, I apparently have the wrong personality type to be a writer). Yet we should be wary about relying on them as a magic pill that enables us suddenly to hit upon a dream career. That is why wise career counsellors treat such tests with caution, using them as only one of many ways of exploring who you are. Human personality does not neatly reduce into sixteen or any other definitive number of categories: we are far more complex creatures than psychometric tests can ever reveal. And as we will shortly learn, there is compelling evidence that we are much more likely to find fulfilling work by conducting career experiments in the real world than by filling out any number of questionnaires.32

2006 interview by Jim Gray, Amazon CTO Werner Vogels recalled another watershed moment: We went through a period of serious introspection and concluded that a service-oriented architecture would give us the level of isolation that would allow us to build many software components rapidly and independently. By the way, this was way before service-oriented was a buzzword. For us service orientation means encapsulating the data with the business logic that operates on the data, with the only access through a published service interface. No direct database access is allowed from outside the service, and there’s no data sharing among the services.3 That’s a lot to unpack for non–software engineers, but the basic idea is this: If multiple teams have direct access to a shared block of software code or some part of a database, they slow each other down. Whether they’re allowed to change the way the code works, change how the data are organized, or merely build something that uses the shared code or data, everybody is at risk if anybody makes a change. Managing that risk requires a lot of time spent in coordination. The solution is to encapsulate, that is, assign ownership of a given block of code or part of a database to one team. Anyone else who wants something from that walled-off area must make a well-documented service request via an API.

The Blue Mind Rx Statement Our wild waters provide vast cognitive, emotional, physical, psychological, social, and spiritual values for people from birth, through adolescence, adulthood, older age, and in death; wild waters provide a useful, widely available, and affordable range of treatments healthcare practitioners can incorporate into treatment plans. The world ocean and all waterways, including lakes, rivers, and wetlands (collectively, blue space), cover over 71% of our planet. Keeping them healthy, clean, accessible, and biodiverse is critical to human health and well-being. In addition to fostering more widely documented ecological, economic, and cultural diversities, our mental well-being, emotional diversity, and resiliency also rely on the global ecological integrity of our waters. Blue space gives us half of our oxygen, provides billions of people with jobs and food, holds the majority of Earth's biodiversity including species and ecosystems, drives climate and weather, regulates temperature, and is the sole source of hydration and hygiene for humanity throughout history. Neuroscientists and psychologists add that the ocean and wild waterways are a wellspring of happiness and relaxation, sociality and romance, peace and freedom, play and creativity, learning and memory, innovation and insight, elation and nostalgia, confidence and solitude, wonder and awe, empathy and compassion, reverence and beauty — and help manage trauma, anxiety, sleep, autism, addiction, fitness, attention/focus, stress, grief, PTSD, build personal resilience, and much more. Chronic stress and anxiety cause or intensify a range of physical and mental afflictions, including depression, ulcers, colitis, heart disease, and more. Being on, in, and near water can be among the most cost-effective ways of reducing stress and anxiety. We encourage healthcare professionals and advocates for the ocean, seas, lakes, and rivers to go deeper and incorporate the latest findings, research, and insights into their treatment plans, communications, reports, mission statements, strategies, grant proposals, media, exhibits, keynotes, and educational programs and to consider the following simple talking points: •Water is the essence of life: The ocean, healthy rivers, lakes, and wetlands are good for our minds and bodies. •Research shows that nature is therapeutic, promotes general health and well-being, and blue space in both urban and rural settings further enhances and broadens cognitive, emotional, psychological, social, physical, and spiritual benefits. •All people should have safe access to salubrious, wild, biodiverse waters for well-being, healing, and therapy. •Aquatic biodiversity has been directly correlated with the therapeutic potency of blue space. Immersive human interactions with healthy aquatic ecosystems can benefit both. •Wild waters can serve as medicine for caregivers, patient families, and all who are part of patients’ circles of support. •Realization of the full range and potential magnitude of ecological, economic, physical, intrinsic, and emotional values of wild places requires us to understand, appreciate, maintain, and improve the integrity and purity of one of our most vital of medicines — water.

Sonja said once that to understand men like Ove and Rune, one had to understand from the very beginning that they were men caught in the wrong time. Men who only required a few simple things from life, she said. A roof over their heads, a quiet street, the right make of car, and a woman to be faithful to. A job where you had a proper function. A house where things broke at regular intervals, so you always had something to tinker with. “All people want to live dignified lives; dignity just means something different to different people,” Sonja had said. To men like Ove and Rune dignity was simply that they’d had to manage on their own when they grew up, and therefore saw it as their right not to become reliant on others when they were adults. There was a sense of pride in having control. In being right. In knowing what road to take and how to screw in a screw, or not. Men like Ove and Rune were from a generation in which one was what one did, not what one talked about. She knew, of course, that Ove didn’t know how to bear his nameless anger. He needed labels to put on it. Ways of categorizing. So when men in white shirts at the council, whose names no normal person could keep track of, tried to do everything Sonja did not want—make her stop working, move her out of her house, imply that she was worth less than a healthy person who was able to walk, and assert that she was dying—Ove fought them. With documents and letters to newspapers and appeals, right down to something as unremarkable as an access ramp at a school. He fought so doggedly for her against men in white shirts that in the end he began to hold them personally responsible for all that happened to her—and to the child. And then she left him alone in a world where he no longer understood the language.

John Bradshaw, in his best-seller Homecoming: Reclaiming and Championing Your Inner Child, details several of his imaginative techniques: asking forgiveness of your inner child, divorcing your parent and finding a new one, like Jesus, stroking your inner child, writing your childhood history. These techniques go by the name catharsis, that is, emotional engagement in past trauma-laden events. Catharsis is magnificent to experience and impressive to behold. Weeping, raging at parents long dead, hugging the wounded little boy who was once you, are all stirring. You have to be made of stone not to be moved to tears. For hours afterward, you may feel cleansed and at peace—perhaps for the first time in years. Awakening, beginning again, and new departures all beckon. Catharsis, as a therapeutic technique, has been around for more than a hundred years. It used to be a mainstay of psychoanalytic treatment, but no longer. Its main appeal is its afterglow. Its main drawback is that there is no evidence that it works. When you measure how much people like doing it, you hear high praise. When you measure whether anything changes, catharsis fares badly. Done well, it brings about short-term relief—like the afterglow of vigorous exercise. But once the glow dissipates, as it does in a few days, the real problems are still there: an alcoholic spouse, a hateful job, early-morning blues, panic attacks, a cocaine habit. There is no documentation that the catharsis techniques of the recovery movement help in any lasting way with chronic emotional problems. There is no evidence that they alter adult personality. And, strangely, catharsis about fictitious memories does about as well as catharsis about real memories. The inner-child advocates, having treated tens of thousands of suffering adults for years, have not seen fit to do any follow-ups. Because catharsis techniques are so superficially appealing, because they are so dependent on the charisma of the therapist, and because they have no known lasting value, my advice is “Let the buyer beware.

Business leadership is based on two elements: vision and technical competence. Top people in a given industry always embody at least one of those two elements. Sometimes, but rarely, they embody both of them. Simply put, vision is the ability to see what other people don’t. It’s a Ford executive named Lee Iacocca realizing that a market existed for an automobile that was both a racing car and a street vehicle—and coming up with the Mustang. It’s Steven Jobs realizing that computers needed to be sold in a single box, like a television sets, instead of piece by piece. About one hundred years ago, Walter Chrysler was a plant manager for a locomotive company. Then he decided to go into the car business, which was a hot new industry at the time. The trouble was, Walter Chrysler didn’t know a lot about cars, except that they were beginning to outnumber horses on the public roadways. To remedy this problem, Chrysler bought one of the Model T Fords that were becoming so popular. To learn how it worked, he took it apart and put it back together. Then, just to be sure he understood everything, he repeated this. Then, to be absolutely certain he knew what made a car work, he took it apart and put it together forty-eight more times, for a grand total of fifty. By the time he was finished, Chrysler not only had a vision of thousands of cars on American highways, he also had the mechanical details of those cars engraved in his consciousness. Perhaps you’ve seen the play called The Music Man. It’s about a fast-talking man who arrives in a small town with the intention of hugely upgrading a marching band. However, he can’t play any instruments, doesn’t know how to lead a band, and doesn’t really have any musical skills whatsoever. The Music Man is a comedy, but it’s not totally unrealistic. Some managers in the computer industry don’t know how to format a document. Some automobile executives could not change a tire. There was once even a vice president who couldn’t spell potato. It’s not a good idea to lack the fundamental technical skills of your industry, and it’s really not a good idea to get caught lacking them. So let’s see what you can do to avoid those problems.

Less is more. “A few extremely well-chosen objectives,” Grove wrote, “impart a clear message about what we say ‘yes’ to and what we say ‘no’ to.” A limit of three to five OKRs per cycle leads companies, teams, and individuals to choose what matters most. In general, each objective should be tied to five or fewer key results. (See chapter 4, “Superpower #1: Focus and Commit to Priorities.”) Set goals from the bottom up. To promote engagement, teams and individuals should be encouraged to create roughly half of their own OKRs, in consultation with managers. When all goals are set top-down, motivation is corroded. (See chapter 7, “Superpower #2: Align and Connect for Teamwork.”) No dictating. OKRs are a cooperative social contract to establish priorities and define how progress will be measured. Even after company objectives are closed to debate, their key results continue to be negotiated. Collective agreement is essential to maximum goal achievement. (See chapter 7, “Superpower #2: Align and Connect for Teamwork.”) Stay flexible. If the climate has changed and an objective no longer seems practical or relevant as written, key results can be modified or even discarded mid-cycle. (See chapter 10, “Superpower #3: Track for Accountability.”) Dare to fail. “Output will tend to be greater,” Grove wrote, “when everybody strives for a level of achievement beyond [their] immediate grasp. . . . Such goal-setting is extremely important if what you want is peak performance from yourself and your subordinates.” While certain operational objectives must be met in full, aspirational OKRs should be uncomfortable and possibly unattainable. “Stretched goals,” as Grove called them, push organizations to new heights. (See chapter 12, “Superpower #4: Stretch for Amazing.”) A tool, not a weapon. The OKR system, Grove wrote, “is meant to pace a person—to put a stopwatch in his own hand so he can gauge his own performance. It is not a legal document upon which to base a performance review.” To encourage risk taking and prevent sandbagging, OKRs and bonuses are best kept separate. (See chapter 15, “Continuous Performance Management: OKRs and CFRs.”) Be patient; be resolute. Every process requires trial and error. As Grove told his iOPEC students, Intel “stumbled a lot of times” after adopting OKRs: “We didn’t fully understand the principal purpose of it. And we are kind of doing better with it as time goes on.” An organization may need up to four or five quarterly cycles to fully embrace the system, and even more than that to build mature goal muscle.

There are certain tips and tricks that apply at all levels of software development, ideas that are almost axiomatic, and processes that are virtually universal. However, these approaches are rarely documented as such; you'll mostly find them written down as odd sentences in discussions of design, project management, or coding.

Home screen. Your personal documents are also saved in the Cloud if they have been emailed to your Kindle and if you have enabled Personal Document Archiving on the Manage Your Kindle page.

Writing a patch is the easiest part of open source. The truly hard stuff is all of the rest: bug trackers, mailing lists, documentation, and other management tasks.

Success is the delivery of a product that meets expectation

Organizer—Using work breakdown, estimating, and scheduling techniques, determines the complete work effort for the project, the proper sequence of the work activities, when the work will be accomplished, who will do the work, and how much the work will cost. • Point Man—Serves as the central point-of-contact for all oral and written project communications. • Quartermaster—Ensures the project has the resources, materials, and facilities its needs when it needs it. • Facilitator—Ensures that stakeholders and team members who come from different perspectives understand each other and work together to accomplish the project goals. • Persuader—Gains agreement from the stakeholders on project definition, success criteria, and approach; manages stakeholder expectations throughout the project while managing the competing demands of time, cost, and quality; and gains agreement on resource decisions and issue resolution action steps. • Problem Solver—Utilizes root-cause analysis process experience, prior project experiences, and technical knowledge to resolve unforeseen technical issues and to take any necessary corrective actions. • Umbrella—Works to shield the project team from the politics and “noise” surrounding the project, so they can stay focused and productive. • Coach—Determines and communicates the role each team member plays and the importance of that role to the project success, finds ways to motivate each team member, looks for ways to improve the skills of each team member, and provides constructive and timely feedback on individual performances. • Bulldog—Performs the follow-up to ensure that commitments are maintained, issues are resolved, and action items are completed. • Librarian—Manages all information, communications, and documentation involved in the project.

The aim of the policy of forced mobility was not only to push individuals to leave the company, but also to disrupt existing forms of collective relationship. The message was that each worker was alone in the face of management and had to bear personal responsibility for the economic successes or failures of the company. The old culture of solidarity and collective representation had to be done away with. Suicides often have a social dimension seeking to achieve strategic ends beyond a person’s death. Letters left by individuals may denounce workplace conditions, point the finger at bosses, or appeal for broad social change. In some cases a detailed portfolio of documents has been left to allow others to mount a legal suit against the company. These are objectives more readily associated with social protest.

documents are also saved in the Cloud if they have been emailed to your Kindle and if you have enabled Personal Document Archiving on the Manage Your Kindle page. To view content

financial markets and financial products carry risks which are invisible and which cannot be logically worked out by humans intuitively. Unlike a road or moving cars, financial products are not visible to the human eye – they must be documented or created electronically. You cannot see an 'option' or a 'future', you can only see them in documentation or electronic terminals evidencing their existence. In the same way you cannot physically see what risks an option or a future carries with the human eye.

Don't focus all your time and effort on creating the templates & perfecting the documents. Answering key product questions is more critical.

Registering your Kindle Kindle controls Onscreen actions Status indicators Setting up your Kindle Paperwhite Special Offers and Sponsored Screensavers Recommended content Chapter 2 Acquiring & Managing Kindle Content Shop the Kindle Store anytime, anywhere Device and Cloud storage Removing items from your Kindle Managing your Kindle Library Chapter 3 Reading Kindle Documents

keeping the first station busy, and it’s similar to first-in, first-out scheduling. But of course, now everyone knows that you don’t release work based on the availability of the first station. Instead, it should be based on the tempo of how quickly the bottleneck resource can consume the work.” I just stare at him blankly. He continues, “Because of how Mark was releasing work, inventory kept piling up in front of our bottleneck, and jobs were never finished on time. Every day was an emergency. For years, we were awarded Best Customer of the Year from our air freight shipment company, because we were overnighting thousands of pounds of finished goods to angry customers almost every week.” He pauses and then says emphatically, “Eliyahu M. Goldratt, who created the Theory of Constraints, showed us how any improvements made anywhere besides the bottleneck are an illusion. Astonishing, but true! Any improvement made after the bottleneck is useless, because it will always remain starved, waiting for work from the bottleneck. And any improvements made before the bottleneck merely results in more inventory piling up at the bottleneck.” He continues, “In our case, our bottleneck was a heat treat oven, just like in Goldratt’s novel, The Goal. We also had paint-curing booths that later became constraints, too. By the time we froze the release of all new jobs, you couldn’t even see the bottleneck work centers because they were surrounded by huge piles of inventory. Even from up here!” Despite myself, I laugh with him. It’s obvious in hindsight, but I can imagine that to Mark, it was anything but obvious. “Look, thanks for the history lesson. But I learned most of this already in business school. I don’t see how this could possibly be relevant to managing IT Operations. IT is not like running a factory.” “Oh, really?” he turns to me, frowning intensely. “Let me guess. You’re going to say that IT is pure knowledge work, and so therefore, all your work is like that of an artisan. Therefore, there’s no place for standardization, documented work procedures, and all that high-falutin’ ‘rigor and discipline’ that you claimed to hold so near and dear.” I frown. I can’t figure out if he’s trying to convince me of something I already believe or trying to get me to accept an absurd conclusion. “If you think IT Operations has nothing to learn from Plant Operations, you’re wrong.

Guideline #5: Select your vocabulary with meticulous care. Did you increase sales or orchestrate explosive growth in revenues? Did you provide good levels of customer service or unparalleled levels of quality customer service? As a receptionist, did you merely greet people, or were you the manager of first impressions? Are you a good problem solver, or can you resolve complex technical issues professionally and expeditiously? Words are power, and keywords and phrases are powerful agents for eliciting the right emotions to enthusiastically engage prospective employers to want to read your document. Well-chosen words can be the difference between an interview and a missed opportunity, so select your words and messages with painstaking precision.

Guideline #6: Be sure the résumé is well organized and reader-friendly. It won’t help much if you have extraordinary skills and qualifications but a hiring manager is unable to access the information. Take care not to use many different fonts or bullets. Balance your information with white space so the document is pleasant to read. You might want to limit the use of italics, as information presented in italics is normally difficult to read. The presentation should be crisp, exciting, and inviting. If you can’t get totally jazzed about your résumé, how do you expect a potential employer to?

Guideline #8: Test-market your résumé. When you have completed writing your résumé, identify five to seven people whose opinions you value and ask for their honest feedback. You may want to show it to a human resource manager, an executive recruiter, or an English teacher. Ask these five to seven people if you left anything important out or if there is something that needs to be deleted. Have them look for any lingering typos or grammatical errors. When you have five to seven sets of eyes review your résumé, chances are you’ll end up with a perfectly constructed document that you can be proud of and that will do you proud!

The smartphone turns the person next to you into a potential publisher of your most private or embarrassing moments. Many app vendors, who know a great deal about you, sell data without proper disclosure; mobile-privacy policies routinely rival “Hamlet” for length. And if leaked documents are correct, GCHQ, Britain’s signals-intelligence agency, has managed to hack a big vendor of SIM cards in order to be able to listen in to people’s calls. If spooks in democracies are doing this sort of thing, you can be sure that those in authoritarian regimes will, too. Smartphones will give dictators unprecedented scope to spy on and corral their unwilling subjects.

AICPA peer review checklists are free and can be obtained by Googling “AICPA Peer Review Checklist.” Use the most recent checklist (they often change). Minimum Documentation SSARS 21 states that the minimum documentation requirements are as follows: Establish your firm’s minimum work paper documentation. What work papers are required for each type of engagement? Will your firm require the preparer to sign off on each work paper? When the partner or manager reviews the work papers, will she initial each reviewed work paper or just a summary review sheet? Authority to Issue Determine who has the authority to issue financial statements and compilation reports. Here are a few questions to consider: •Who has authority to issue financial statements using the preparation guidance? •Who has authority to issue financial statements using the compilation guidance? •Will your firm require a second partner review of each initial preparation engagement? •Will annual compilation reports be reviewed by a second partner? Quality Control - A Simple Summary •Well-designed templates will: ·Enhance your firm’s compliance with professional standards, and ·Increase your efficiency •Create templates for those work products that you expect to issue most often (e.g., tax-basis preparation financial statements) •In developing your templates: ·Include the minimum required work papers and reports ·Vet your templates using the AICPA peer review checklists •Determine who has the authority to issue different work products (e.g., preparation, compilation, monthly, annual)

Skills Mistakes: Leadership Too Weak, Communication Too Poor Undervaluing and underinvesting in the human side of innovation is another common mistake. Top managers frequently put the best technical people in charge, not the best leaders. These technically oriented managers, in turn, mistakenly assume that ideas will speak for themselves if they are any good, so they neglect external communication. Or they emphasize tasks over relationships, missing opportunities to enhance the team chemistry necessary to turn undeveloped concepts into useful innovations. Groups that are convened without attention to interpersonal skills find it difficult to embrace collective goals, take advantage of the different strengths various members bring, or communicate well enough to share the tacit knowledge that is still unformed and hard to document while an innovation is under development. It takes time to build the trust and interplay among team members that will spark great ideas. MIT researchers have found that for R&D team members to be truly productive, they have to have been on board for at least two years. At one point, Pillsbury realized that the average length of time the company took to go from new product idea to successful commercialization was 24 to 26 months, but the average length of time people spent on product teams was 18 months. No wonder the company was falling behind in innovation.

Where is the company exposed? What are the red flags? • How can we increase profits and reduce the risks? • What management decisions and practices should be reevaluated? • What mistakes can be avoided when selling? • What documents and other information should be prepared? • How can you make due diligence less arduous? • What areas of weakness need to be addressed? • How do companies leave dollars on the table? First

Maybe every day we make a new version of a document we are working on so that we can keep a visible record of our progress?

Business Process Management (BPM) is a systemic approach for capturing, designing, executing, documenting, measuring, monitoring, and controlling both automated and non-automated processes to meet the objectives and business strategies of a company. BPM embraces the conscious, comprehensive, and increasingly technology-enabled definition, improvement, innovation, and maintenance of end-to-end processes. Through this systemic and conscious management of processes, companies achieve better results faster and more flexibly.

Status reports usually show up because a distant executive feels out of touch with part of his or her organization, and they believe getting everyone to efficiently document their week is going to help. It doesn’t.

Even if the public issue is fully subscribed, the stock price post listing might fall below the offer price. It might take long time for it to climb back to that level. In this case, the company issuing the stocks and the organization that ran the issue are not affected, but the investors who invested with them. A provision called ‘Safety net’ helps investors to escape from this tragedy. Under this provision the lead manager should buy the stocks back from the investor at the issue price if it falls beneath the offer price. Offer document normally indicates if safety net is in place for the corresponding public issue.

Preparation of Financial Statements - A Simple Summary •AR-C 70 is applicable when the accountant is engaged to prepare financial statements and is not applicable when the accountant is engaged to perform a compilation or if the accountant is merely assisting with bookkeeping •The objective of the accountant is to prepare financial statements in accordance with the chosen reporting framework •The financial statements can be prepared in accordance with GAAP or a special purpose reporting framework •The financial statements can be distributed to third parties (and not just management) •The accountant must either: ·State on each financial statement page that “no assurance is provided,” or ·Provide a disclaimer •Documentation requirements include: ·The engagement letter, and ·The financial statements •An engagement letter must be signed by: ·The accountant or the accountant’s firm, and ·Management or those charged with governance •No report (e.g., compilation report) is attached to the financial statements •Consideration of independence is not required •Substantially all disclosures can be omitted •The omission of substantially all disclosures should be: ·Disclosed on the face of the financial statements, or ·In a note •Selected disclosures can be provided •Departures from the applicable financial reporting framework should be: ·Disclosed on the face of the financial statements, or ·In a note •A preparation engagement may be applied to historical financial statements and to: ·Historical information (e.g., specified items of a financial statement) and ·Prospective information, including: ·Budgets ·Forecasts, or ·Projections •A preparation engagement can be performed in relation to prescribed forms (e.g., bank personal financial statements) •Mark draft financial statements with appropriate wording (e.g., Draft Financial Statements)

Project manager and business analyst roles have many intersection points. Scope management is one of them. While the project manager is responsible for “project” scope management, the business analysts are responsible for “product” scope management. Project scope is defined as the work that needs to be accomplished to deliver a product with specified features, whereas product scope represents the features of the product to meet the business needs of the project. Therefore, in order to determine the project scope correctly, the project manager should assist business analysts in defining a clear and correct product scope. After business analysts reach an agreement with business units about product scope and prepare the business case or vision and scope document, the project manager should define the project scope on the project charter document.

First, writing the decisions down is essential. Only when one writes do the gaps appear and the inconsistencies protrude. The act of writing turns out to require hundreds of mini-decisions, and it is the existence of these that distinguishes clear, exact policies from fuzzy ones. Second, the documents will communicate the decisions to others. The manager will be continually amazed that policies he took for common knowledge are totally unknown by some member of his team. Since his fundamental job is to keep everybody going in the same direction, his chief daily task will be communication, not decision-making, and his documents will immensely lighten this load.

Two thousand five hundred. According to the documents Yoel has studied, that was the number of Jewish children hidden by Christian families during the war. Two thousand five hundred Jewish children, most of them from Amsterdam. According to Dutch law only those children with a surviving parent were eventually returned, while according to reality only those children whose surviving parent managed to find where they had been hidden were returned. Many children therefore remained with the families that had hidden them. Many of the hidden children were complete unaware that they were not the biological offspring of the people who raised them, Many are unaware of it to this days.

Crews that fight forest fires in Oregon are now so heavily Hispanic that in 2003, the Oregon Department of Forestry required that crew chiefs be bilingual. In 2006, the department started forcing out veterans. Jaime Pickering, who used to run a squad of 20 firefighters, says the rule means “job losses for Americans—the white people.” Zita Wilensky, a 16-year veteran, was the only white employee of Miami-Dade County Domestic Violence Unit. Her co-workers made fun of her and called her gringa and Americana. Miss Wilensky says her boss gave her 60 days to learn Spanish, and fired her when she failed to do so. It is increasingly common, therefore, for Americans to be penalized because they cannot speak Spanish, but employers who insist that workers speak English are guilty of discrimination. In 2001, the Equal Employment Opportunity Commission forced a small Catholic college in San Antonio to pay $2.4 million to housekeepers who were required to speak English at work. There are now about 45 million Hispanics in the country. What will the status of Spanish be when there are 130 million Hispanics, as the Census Bureau projects for 2050? In 2000, President Bill Clinton decided that the prohibition against discrimination because of “national origin” in the Civil Rights Act of 1964 meant that if a foreigner cannot speak to a government agency in his own language he is a victim. Executive Order 13166 required all local governments that receive federal money (all of them, essentially) to translate official documents into any language spoken by at least 3,000 people in the area or 10 percent of the local population. It also required interpreters for non-English speakers. In 2002, the Office of Management and Budget estimated that hospitals alone would spend $268 million every year implementing Executive Order 13166, and state departments of motor vehicles would spend $8.5 million. OMB estimated that communicating with food stamp recipients who don’t speak English would cost $25.2 million per year.

The following information really should be placed on all very high altitude job adverts and company contracts: WARNING – Very high altitude commuting presents many known health risks to sea level adapted humans. Some of the documented conditions are headaches, forgetfulness, confusion, irritability, aggression, hallucinations, visions, light headedness, fatigue, fainting, sore throats, runny noses, digestive disturbances, changed personality and panic attacks. Development of cancer, anemia, high cholesterol, heart, lung, brain, and blood oxygenation issues have occurred in very high altitude workers that have resulted in disability and premature death. The nearest fully equipped hospital accident and emergency facility is typically one to two hours away. Numerous very high altitude workers have been killed due to fatal mistakes on the job. Workers are expected to use a variety of company supplied drugs to offset the daily very high altitude sickness including "RX-Only" prescription medical oxygen. Daily long term self medication is known to damage human health. The work environment is comparable to a Faraday cage and Faraday Cage Sickness (FCS) may occur in long term workers. Radiation levels are abnormally high and long term radiation sickness may result. Blood oxygen levels are typically in the region of 80% and the medical profession regards this as a health risk. Extreme night shifts are associated with causing poor health and lifelong sleep disorders. Low oxygen environments are associated with the onset of irritability, fatigue and Sleep Apnea. Repeatedly reporting observations of abnormal behaviors in workers to upper management may result in your contract not being renewed or termination without notice. Permanently sickened workers are unlikely to qualify for corporate government disability payments, which may lead to a lifetime of extreme poverty.

There are many stories about seagoing cats. My research indicates that cats were domesticated about 9,500 years ago. I really don’t know anyone who was around at that time to verify this, but I also don’t have any reason to doubt this little bit of trivia. It is documented that the Egyptians who kept cats around to bring the good luck, also used them to catch thicket birds that lived in the tall grass along the riverbanks. I guess that these small birds were a treat and a welcome substitute for the usual river fish that the sailors would catch with hooks fashioned from bones. In time it was the Phoenicians who inadvertently brought cats from the middle east to Europe. It seems that sailors had cats with them on their ships from the beginning of recorded history. They successfully used the excuse that the cats would keep the rat population under control. I don’t believe that this was really true since there are stories of where the cat befriended the rats, but in most cases the cats did keep the rats from invading their living spaces. Six-toed cats were thought to be better hunters and to this day many islands in remote areas are overrun by these cats and rats that managed to get ashore from ships that foundered along the island’s shore. Sailors are notoriously superstitious and have always believed that cats can predict the weather and bring luck. There are many accounts concerning this and there may be some truth to this but you’ll have to be the judge. Because of their sensitive inner ears cats can sense barometric pressure drops, indicating foul weather and being warned frequently crawl into their safe hidey-hole prior to a storm. A cat named Oscar, or Oskar in German, was the mascot on the German Battle Cruiser Bismarck when she was sunk by the British. Found floating on a wooden plank, Oskar was rescued by the crew of the British ship the HMS Cossack. No sooner recued and with Oskar renamed Oscar, the HMS Cossack was sunk by the Germans. This time Oscar was rescued by the crew of the HMS Arc Royal, which was then also sunk by the German navy. Not believing their bad luck the Brit’s blamed poor Oscar and renamed the cat to the German Oskar. Thinking Oskar to be the harbinger of bad luck they contacted the German Navy and offered to return their cat. The Germans refused the offer, so the British retired Oskar to a home in Plymouth, England. This time they banned poor Oskar from ever sailing on a British Naval Vessel again and changed his name to Sam. The British Navy banned cats from sailing on British war ships in 1975. Even though the British Navy has banned cats from their ships, other countries and merchant ships still have cats aboard.

data management plan addresses the following major topics: 1. What data will you create? 2. How will you document and organize your data? 3. How will you store your data and, if necessary, keep it secure? 4. How will you manage your data after the completion of the project? 5. How will you make your data available for reuse, as necessary?

GIVING A VOICE “Julian Starks compassionately depicts animals who can only dream of the life they may have had if not for the thoughtless and cruel behavior of humans. We hope his beautiful images will inspire people to get active in whatever ways they can to help wildlife, from boycotting circuses with animal acts to refusing to have their photos taken with tiger cubs while on vacation. From talented photographers like Julian who document animals' plight to families who take the time to educate themselves before they buy that ticket, we can all make a difference for animals.

The traditional understanding of democracy is that it is a system by which the citizenry delegates power to the government, and hence the latter has only such powers as are delegated to it. How, and when, did the people delegate “the greatest power in the world” to their government? If the people did not have that power in the first place, where does it come from? or has there been an acquisition of powers unanticipated in the founding document or in the theory of democracy, and are such powers inherently antagonistic to the spirit and logic of both constitutionalism and democracy?

Jessie, a fifty-year-old woman with no skills, job opportunities were limited. She may have had a historic family background, but pedigree was of little use when it came to job skills. A few years later, Daisy ghost-wrote an article, “On the Fourteenth Floor,” a first-person account of a woman—a mother of two daughters—who has run out of money and moves to New York City in search of a job. Retail work is available, but she wisely decides that she would not be a good candidate to be a saleswoman. One day, she lunches with a friend at a large hotel in the city and notices that the hotel is bursting with business. Foot traffic in the lobby is thick and without letup. The woman realizes that this is a thriving operation and most likely has job positions available. On a whim, the woman applies for a job, not really knowing what position they would place her in. The manager says she can begin the next day as a chambermaid for thirty-six dollars a month, along with room and board. “On the Fourteenth Floor,” rich in detail as to the woman’s responsibilities and day-to-day activities, is sprinkled with descriptions of her interactions with the clientele. The author also writes of a friendly co-worker named Zayda with whom she becomes close friends. Daisy would give homage to Zayda later in her early career at Street & Smith. Forty years later, Esther would tell stories of the time when the three women lived at a hotel in Manhattan. They lived at the Hotel Astor, Esther said, and socialized with Arturo Toscanini’s wife Carla. Esther remembered Mrs. Toscanini cooking traditional Italian dinners for her and her sister in her suite, much to the consternation of the hotel management. Although there is no documentation proving this, and neither Jessie nor Daisy mention living at the Astor in their journals, Esther’s reminisces about socializing with the wife of the legendary conductor line up chronologically with the time that she lived at the hotel.

The exceptional leader, in addition to ensuring that the lessons learned document is a living document, reflects on how it became situation normal to deliver late. This leader asks what in the environment, including her own leadership, may have contributed to this.

Listen: put updates in a shared document during a “study hall” (15 minutes). One of the most challenging aspects of managing a team is how to keep everyone abreast of what everyone else is doing so that they can flag areas of concern or overlap without wasting a great deal of time. Updates are different from key metrics. Updates include things that would never make it into the dashboard, like, “We need to change our goals for this project,” “I am thinking of doing a re-org,

Dom Frederic was deep in a pile of letters which covered the desk before him, along with a mountain of other papers and documents. Yet you could see that this tremendous volume of work did not succeed in submerging him. He had it all under control. Since I have been in the monastery I have often had occasion to wonder by what miracle he manages to keep all that under control. But he does.

Table of Contents Chapter 1 Getting Started Setting up your Kindle Kindle controls Status indicators Keyboard Network connectivity VoiceView screen reader Special Offers and Sponsored Screensavers Chapter 2 Navigating Your Kindle The Kindle Home screen Toolbars Tap zones Chapter 3 Acquiring & Managing Kindle Content Shop the Kindle Store anytime, anywhere Recommended content Device and Cloud storage Removing items from your Kindle Managing your Kindle Library Chapter 4 Reading Kindle Documents Understanding Kindle display technology Customizing your text display Comic and manga books Children's books Images Tables Interacting with your documents Chapter 5 Features X-Ray Word Wise Vocabulary Builder Kindle FreeTime (Kindle for Kids in the UK) Managing your Amazon household Goodreads on Kindle Time to Read Chapter 6 Getting More from Your Kindle Carrying and reading personal documents Reading Kindle content on other devices Sharing Using your Kindle with your computer Using the Experimental Web Browser Chapter 7 Settings Customizing your Kindle settings The Settings contextual menu Chapter 8 Finding Additional Assistance

I went to Pakistan Army, in the war of 1965, to sacrifice my life for my beloved Pakistan, without thinking that I was still a teenager of fourteen years old; however, I managed to enter the Pakistan Army, as the MT driver; I got a short training within six months, but when that war went stop; I felt nothing to stay there. On my awkward conduct, Pakistan Army let me go; however, after a short break, all were allowed to leave the Army. I left the Army and started my study again; after my graduation, I went to Karachi for higher education and a bright career. I had forgotten the Army service. When I was an assistant editor in Daily Aaghaz Karachi, I received a letter from my elder brother, in 1974, who resided in Larkana. He wrote that the Pakistan Army had awarded me a Tamgha-e-Jang (A War Medal). I became surprised that the Army gave me the medal after nine years. However, it was an exceptional pleasure and honor that such an incredible institution rewarded me with a war medal. The pics, display that war medal, which executes a proud feeling of pride and dignity. Some news cuttings, from my document file; several newspapers published that, including Daily Jang, Karachi.

Little by little, as the team members stitched together small pieces of information, they stumbled into Ranbaxy’s secret: the company manipulated almost every aspect of its manufacturing process to quickly produce impressive-looking data that would bolster its bottom line. Each member of Thakur’s team came back with similar examples. At the behest of managers, the company’s scientists substituted lower-purity ingredients for higher ones to reduce costs. They altered test parameters so that formulations with higher impurities could be approved. They faked dissolution studies. To generate optimal results, they crushed up brand-name drugs into capsules so that they could be tested in lieu of the company’s own drugs. They superimposed brand-name test results onto their own in applications. For some markets, the company fraudulently mixed and matched data streams, taking its best data from manufacturing in one market and presenting it to regulators elsewhere as data unique to the drugs in their markets. For other markets, the company simply invented data. Document forgery was pervasive. The company even forged its own standard operating procedures, which FDA investigators rely on to assess whether a company is following its own policies. In one instance, employees backdated documents and then artificially aged them in a steamy room overnight in an attempt to fool regulators during inspections.

Documenting project results in lessons learned through Documenting successes and mistakes to be transferred to other projects and teams

Agile methods don't attempt to describe everything that any development effort might need in thousands of pages of documentation. Instead they describe a minimal set of activities that are needed to create swarm intelligence.

Anna, did you just indirectly admit to liking me?” She drew in a swift breath and saw from his expression that while he was teasing, he was also… fishing. “Of course I like you. I like you entirely too well, and it is badly done of you to make me admit it.” “Well, let’s go from bad to worse, then, and you can tell me precisely why you like me.” “You are serious?” “I am. If you want, I will return the favor, though we have only several hours, and my list might take much longer than that.” He is flirting with me, Anna thought, incredulous. In his high-handed, serious way, the Earl of Westhaven had just paid her a flirtatious compliment. A lightness spread out from her middle, something of warmth and humor and guilty pleasure in it. “All right.” Anna nodded briskly. “I like that you are shy and honorable in the ways that count. I like that you are kind to Morgan, and to your animals, and old Nanny Fran. You are as patient with His Grace as a human can be, and you adore your brother. You are fierce, too, though, and can be decisive when needs must. You are also, I think, a romantic, and this is no mean feat for a man who spends half his days with commercial documents. Mostly, I like that you are good; you look after those who depend on you, you have gratitude for your blessings, and you don’t think enough of yourself.” Beside her, the earl was again silent. “Shall I go on?” Anna asked, feeling a sudden awkwardness. “You could not possibly pay me any greater series of compliments than you just have,” he said. “The man you describe is a paragon, a fellow I’d very much like to meet.” “See?” Anna nudged him with her shoulder. “You do not think enough of yourself. But I can also tell you the parts of you that irritate me—if that will make you feel better?” “I irritate you?” The earl’s eyebrows rose. “This should be interesting. You gave me the good news first, fortifying me for more burdensome truths, so let fly.” “You are proud,” Anna began, her tone thoughtful. “You don’t think your papa can manage anything correctly, and you won’t ask your brothers nor mother nor sisters even, for help with things directly affecting them. I wonder, in fact, if you have anybody you would call a friend.” “Ouch. A very definite ouch, Anna. Go on.” “You have forgotten how to play,” Anna said, “how to frolic, though I cannot fault you for a lack of appreciation for what’s around you. You appreciate; you just don’t seem to… indulge yourself.” “I see. And in what should I indulge myself?” “That is for you to determine,” she replied. “Marzipan has gone over well, I think, and sweets in general. You have indulged your love of music by having Val underfoot. As to what else brings you pleasure, you would be the best judge of that.” The earl turned down a shady lane lined with towering oaks and an understory of rhododendrons in vigorous bloom. “It was you,” he said. “Before Val moved in, I thought it was a neighbor playing the piano late in the evenings, but it was you. Were you playing for me?” Anna glanced off to the park beyond the trees and nodded.

Needless documentation hampers performance.

My Valet inquired of the Sands’ receptionist, “Ma’am, I’m delivering a personal message to Mr. Howard Hughes. Can you tell me which room he’s at?” The receptionist replied, “I’m sorry sir, we were given strict instructions not to disturb Mr. Hughes under any circumstances. Would you like us to forward a message to him?” “I need to see him in person. It’s an important document I have to hand to him personally,” Andy quickly answered. “Oh! Can you please wait for a moment while I consult my manager?

Frank Fiorini, better known as Frank Sturgis, had an interesting career that started when he quit high school during his senior year to join the United States Marine Corps as an enlisted man. During World War II he served in the Pacific Theater of Operations with Edson’s Raiders, of the First Marine Raiders Battalion under Colonel “Red Mike.” In 1945 at the end of World War II, he received an honorable discharge and the following year joined the Norfolk, Virginia Police Department. Getting involved in an altercation with his sergeant, he resigned and found employment as the manager of the local Havana-Madrid Tavern, known to have had a clientele consisting primarily of Cuban seamen. In 1947 while still working at the tavern, he joined the U.S. Navy’s Flight Program. A year later, he received an honorable discharge and joined the U.S. Army as an Intelligence Officer. Again, in 1949, he received an honorable discharge, this time from the U.S. Army. Then in 1957, he moved to Miami where he met former Cuban President Carlos Prío, following which he joined a Cuban group opposing the Cuban dictator Batista. After this, Frank Sturgis went to Cuba and set up a training camp in the Sierra Maestra Mountains, teaching guerrilla warfare to Castro’s forces. He was appointed a Captain in Castro’s M 26 7 Brigade, and as such, he made use of some CIA connections that he apparently had cultivated, to supply Castro with weapons and ammunition. After they entered Havana as victors of the revolution, Sturgis was appointed to a high security, intelligence position within the reorganized Cuban air force. Strangely, Frank Sturgis returned to the United States after the Cuban Revolution, and mysteriously turned up as one of the Watergate burglars who were caught installing listening devices in the National Democratic Campaign offices. In 1973 Frank A. Sturgis, E. Howard Hunt, Eugenio R. Martínez, G. Gordon Liddy, Virgilio R. “Villo” González, Bernard L. Barker and James W. McCord, Jr. were convicted of conspiracy. While in prison, Sturgis feared for his life if anything he had done, regarding his associations and contacts, became public knowledge. In 1975, Sturgis admitted to being a spy, stating that he was involved in assassinations and plots to overthrow undisclosed foreign governments. However, at the Rockefeller Commission hearings in 1975, their concluding report stated that he was never a part of the CIA…. Go figure! In 1979, Sturgis surfaced in Angola where he trained and helped the rebels fight the Cuban-supported communists. Following this, he went to Honduras to train the Contras in their fight against the communist-supported Sandinista government. He also met with Yasser Arafat in Tunis, following which he was debriefed by the CIA. Furthermore, it is documented that he met and talked to the Venezuelan terrorist Ilich Ramírez Sánchez, or Carlos the Jackal, who is now serving a life sentence for murdering two French counter intelligence agents. On December 4, 1993, Sturgis suddenly died of lung cancer at the Veterans Hospital in Miami, Florida. He was buried in an unmarked grave south of Miami…. Or was he? In this murky underworld, anything is possible.

WHAT WORKS WELL Mornings: I tend to get a lot done in the mornings. Scheduling/ batching: I spend time each month creating and scheduling social media posts all in one go. Project management: I use Asana to manage all my projects. (I moved to it recently after finding Basecamp a truly painful experience.) And I have ready-made projects set up, which means I can ‘set and forget’ and then wait for the alerts telling me what to do each day. Psst: By ‘ready-made projects’ I mean templates that are set up with standard tasks for each type of job I do. Documentation: I have documents for everything. I also have templates for all kinds of project emails, as well as ad hoc things such as interview requests, favour requests and tech issues. Toggl: I use Toggl to track my time (when I remember to switch it on). Typing: I type super fast (one of my superpowers). Bravery: I’m willing to give stuff a go without fear of failure, which means I don’t procrastinate much.

Perhaps this is why The Boeing Company, one of the largest airplane design and engineering firms in the world, keeps a black book of lessons it has learned from design and engineering failures.[4] Boeing has kept this document since the company was formed, and it uses it to help modern designers learn from past attempts. Any organization that manages to do this not only increases its chances for successful projects, but also helps create an environment that can discuss and confront failure openly, instead of denying and hiding from it. It seems that software developers need to keep black books of their own.

Why Have Formal Documents? First, writing the decisions down is essential. Only when one writes do the gaps appear and the inconsistencies protrude. The act of writing turns out to require hundreds of mini-decisions, and it is the existence of these that distinguishes clear, exact policies from fuzzy ones. Second, the documents will communicate the decisions to others. The manager will be continually amazed that policies he took for common knowledge are totally unknown by some member of his team.

Finally, a manager's documents give him a data base and checklist. By reviewing them periodically he sees where he is, and he sees what changes of emphasis or shifts in direction are needed.

In a 2006 article in Management Science, Alan MacCormack and Carliss Baldwin document an example of a product that successfully evolved from an integral to a modular architecture.21 When the software was put into the public domain as open source, the commercial firm that owned the copyright invested significant resources to make the transition. This was critical because the software could not have been maintained by distributed teams of volunteer developers if it had not been broken into smaller subsystems.

Cloud Service Any service made available to users on demand via the Internet from a cloud computing provider's servers rather than from a company's own on-premises servers is referred to as a cloud service. Cloud services are managed by a cloud services provider and are designed to enable easy, scalable access to applications, resources, and services. CLOUD SERVICES ARE SCALABLE AND DYNAMIC. A cloud service may dynamically scale to meet the needs of its customers, and because the service provider provides all of the necessary hardware and software, a corporation does not need to provision or deploy its own resources or dedicate IT people to operate the service. Online data storage and backup solutions, Web-based e-mail services, hosted office suites and document collaboration services, database processing, managed technical support services, and more are all examples of cloud services.

Product: •What is the product? •Who is it for? •What does it do? •How does it work? •How do people buy and use it? Benefits: •How does the product help people? •What are its most important benefits? Reader: •Who are you writing for? •How do they live? •What do they want? •What do they feel? •What do they know about the product, or this type of product? •Are they using a similar product already? Aim: •What do you want the reader to do, think or feel as a result of reading this copy? •What situation will they be in when they read it? Format: •Where will the copy be used? (Sales letter, web page, YouTube video, etc) •How long does it need to be? (500 words, 10 pages, 30 seconds, etc) •How should it be structured? (Main title, subtitles, sidebars, pullout quotes, calls to action, etc) •What other types of content might be involved? (Images, diagrams, video, music, etc) Tone: •Should the copy be serious, light-hearted, emotional, energetic, laid-back, etc? Constraints: •Maximum or minimum length •Anything that must be included or left out •Legal issues (regulations on scientific or health claims, prohibited words, trademarks, etc) •How this copy needs to fit in with other copy that’s already been written, or that will be written in the future •Whether the copy will form part of a campaign, so that different ideas along the same lines will be needed in future (see ‘Take it further’ in chapter 9) •Which countries the copy will appear in (whether in English, or translated) •SEO issues (for example, popular search terms that should feature in headings) •Brand or tone of voice guidelines (see ‘Tone of voice guidelines’ in chapter 15) Other background information about: •The product (development history, use cases, technical specifications, distribution, retail, buying processes, buying channels, marketing strategy) •The product’s market position (price point, offers and discounts, customer perceptions, competitors) •The target market (size, history, typical customer profile, marketing personas) •The client (history, current setup, culture, people, values) •The brand (history, positioning, values) Project management points: •Timescales (dates for copy plan, drafts, feedback, final copy, approval) •Who will provide feedback, and how •Who will approve the final copy, and how •How the copy will be delivered (usually a Word document, but not always) These are only suggestions.

If you want to avoid fines and possible jail time, don’t discriminate against any of the protected classes (race, color, religion, sex, national origin, familial status, disability, and other locally protected classes). Be careful in the language you use in your advertising, on the phone, in person, in your documents, and anywhere else in your business. And maintain good records in case someone ever wants to bring a case against you for violating the Fair Housing Laws.

Here are a few things you can do to prepare for maintenance issues within your rental business: 1.  Have a reliable list of go-to contractors and handymen that you trust. 2.  Create a system for documenting and tracking maintenance requests. 3.  Become familiar with your local laws on the landlord’s responsibility for responding to and dealing with maintenance issues. 4.  Keep a detailed record of all maintenance requests and their resolutions.

Always bring your camera and/or video camera to record the condition of the unit at the time your new tenants obtain occupancy (a smartphone camera works just fine). You will be recording the condition in writing in your Move-In Condition Report in your lease as well, but pictures and video speak volumes more than words. The more documentation you have of the move-in condition of your rental unit, the better.

I generally theme my days. Some are focused on managing and supporting my awesome executive team. Other days, I’m working on the product, putting together documents for strategy and process improvement, or digging into customer research or product metrics to find opportunities.14 – Joel Gascoigne is the founder of Buffer, a social media management platform.

A tool, not a weapon. The OKR system, Grove wrote, “is meant to pace a person—to put a stopwatch in his own hand so he can gauge his own performance. It is not a legal document upon which to base a performance review.” To encourage risk taking and prevent sandbagging, OKRs and bonuses are best kept separate. (See chapter 15, “Continuous Performance Management: OKRs and CFRs.”)