Duplication Of Effort Quotes

Universal literacy was supposed to educate the common man to control his environment. Once he could read and write he would have a mind fit to rule. So ran the democratic doctrine. But instead of a mind, universal literacy has given him rubber stamps, rubber stamps inked with advertising slogans, with editorials, with published scientific data, with the trivialities of the tabloids and the platitudes of history, but quite innocent of original thought. Each man's rubber stamps are the duplicates of millions of others, so that when those millions are exposed to the same stimuli, all receive identical imprints. It may seem an exaggeration to say that the American public gets most of its ideas in this wholesale fashion. The mechanism by which ideas are disseminated on a large scale is propaganda, in the broad sense of an organized effort to spread a particular belief or doctrine.

Q.Do you have any positive message, in your opinion? A.Indeed I do think that I do. Q.Such as what? A.The crying, almost screaming, need of a great worldwide human effort to know ourselves and each other a great deal better, well enough to concede that no man has a monopoly on right or virtue any more than any man has a corner on duplicity and evil and so forth. If people, and races and nations, would start with that self-manifest truth, then I think that the world could sidestep the sort of corruption which I have involuntarily chosen as the basic, allegorical theme of my plays as a whole.

Gratuitous redundancy makes prose difficult not just because readers have to duplicate the effort of figuring something out, but because they naturally assume that when a writer says two things she means two things, and fruitlessly search for the nonexistent second point.

I'd always envied Carlisle's perfect control but, at the same time, believed it was impossible for me to duplicate. I realized now that I'd chosen the lazy way, the path of least resistance, admiring him greatly, but never putting in the effort to become more like him. This crash course in restraint that Bella was teaching me might have been less fraught I I'd worked harder to improve in the last seven decades.

Imagine if all the car makers in the world were to sit down together to design one extremely simple, embellishment-free, functional car that was made from the most environmentally-sustainable materials, how cheap to buy and humanity-and-Earth-considerate that vehicle would be. And imagine all the money that would be saved by not having different car makers duplicating their efforts, competing and trying to out-sell each other, and overall how much time that would liberate for all those people involved in the car industry to help those less fortunate and suffering in the world. Likewise, imagine when each house is no longer designed to make an individualised, ego-reinforcing, status-symbol statement for its owners and all houses are constructed in a functionally satisfactory, simple way, how much energy, labour, time and expense will be freed up to care for the wellbeing of the less fortunate and the planet.

And all these existents which bustled about this tree came from nowhere and were going nowhere. Suddenly they existed, then suddenly they existed no longer: existence is without memory; of the vanished it retains nothing—not even a memory. Existence everywhere, infinitely, in excess, for ever and everywhere; existence—which is limited only by existence. I sank down on the bench, stupefied, stunned by this profusion of beings without origin: everywhere blossomings, hatchings out, my ears buzzed with existence, my very flesh throbbed and opened, abandoned itself to the universal burgeoning. It was repugnant. But why, I thought, why so many existences, since they all look alike? What good are so many duplicates of trees? So many existences missed, obstinately begun again and again missed—like the awkward efforts of an insect fallen on its back? (I was one of those efforts.)

Quite frankly, most guys like to train like wussies. They don’t want to push themselves. They don’t want to exert too much effort. And of course, their bodies don’t change much. They come in each day an exact duplicate of the last. Eventually, they quit out of despair and frustration.

RESENTMENT - “Resentment is blockade No. 1 to spiritual power.” -“Resentment is a poisonous emotion that eats away at a person's peace of mind and mental well-being. It also affects their ability to respond positively to others.” -“Resentment says volumes about the person who resents, but very little about the persons or actions the resentment is directed at.” -“When you embrace resentment, you empower others to affect your emotional response.” -“People must be given the same rights you have, to think, speak and act as they wish. No amount of resentment can or will change others opinions about you/ towards you.” - Sekou Obadias – Author of “SOGANUTU” – A book of life’s Maxims SUCCESS -“God’s plan for man’s success is built on four pillars: (1) faith/belief. (2) initiative/effort. (3) obedience/discipline to the laws of the universe. (4) benevolence- what you do to others and for others. -“Success is 80% psychology and 20% effort. Once the mind is programme to succeed, and you initiate the effort, the universe will provide the tools to achieve success.” -“People inability to succeed, is not necessarily attributed to their lack of opportunity, desire or effort.“ -“The absolute reason why people are unsuccessful is their lack of knowledge of how their minds work. As a result, they fail to take the actions necessary to achieve their desired objective.” -“Success is not final, neither is failure fatal….it is the courage to continue that counts.” -“Success is all about consistency with the fundamentals.” -“Whatever man has done, man can do…”modeling is the key to duplicating any form of human excellence.” If you want what others have, just know what they know, and do what they do.” -“If there is no visual plan or path to success for you to model, then it is your responsibility to create a path for others to follow.“ - Sekou Obadias – Author of “SOGANUTU” – A book of life’s Maxims TEMPERANCE -“A balance life requires one to be temperate in all things - abstaining from that which is bad for you and be moderate with that which is good for you.” - Sekou Obadias – Author of “SOGANUTU” – A book of life’s Maxims

Nothing is more disagreeable to the hacker than duplication of effort.

My first job. Ah, the memories. I’m hired for minimum wage as the cleaner at an ice cream parlor and quickly realize that the big boss’s methods duplicate effort. I do it my way, finish in one hour instead of eight, and spend the rest of the time reading kung-fu magazines and practicing karate kicks outside. I am fired in a record three days, left with the parting comment, “Maybe someday you’ll understand the value of hard work.” It seems I still don’t.

To ensure that there is minimal duplication of effort and for regional product managers to align effectively with the enterprise, a corporate product and portfolio management function is necessary.

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Nobody grins more on their first day on the dev team than someone from QA. Contrary to what people believe, QA people don’t sit around playing games all day. Although they’re the first people to see new titles, one can’t describe their day-to-day routine as fun. It takes meticulous effort to write and verify bug reports. Developers fix bugs at their own pace, after which it becomes QA’s responsibility to test and verify whether the proper adjustment has been made. Some bugs are trivial or are duplicates of others; some are fiendishly difficult to solve and take months or even years to address. Other entries aren’t even bugs and are dubbed “working as intended.” When a problem is discovered by QA, it has to be verified by senior QA staff members. Josh Kurtz described nightmarish experiences he had isolating a bug that occurred whenever a player attacked a monster in Diablo II’s expansion. To eliminate the possibility that a weapon was the culprit of the bug, Josh had to attack a dummy monster using every weapon in the game, a process that took hours. Tasks like these might be split among QA people or sometimes they fell to just one unfortunate soul to sort out. After every weapon was checked, Josh reported the results. The programmers or designers would change something, and Josh would then have to retest every weapon and report results again. The developers would change something else, and Josh would need to test everything again to make sure the bug hadn’t reactivated. And again. After doing something like this repetitively for hours, for days, for weeks, and sometimes for months, QA drudgery feels less like being in a computer game company and more like a psychological experiment. These entry-level positions are minimum-wage jobs, but people endure the experience just for a chance at getting a development position, becoming a QA lead, or attaining some other non-developer position. But everyone’s goal is the same: escape from QA.

The Ponzi scheme is a specific and easily identifiably structure that isn’t applicable to Bitcoin but could be to some phony cryptoassets. While a truly innovative cryptoasset and its associated architecture requires a heroic coding effort from talented developers, because the software is open source, it can be downloaded and duplicated. From there, a new cryptoasset can be issued wrapped in slick marketing.

The entire company, he said, would restructure itself around what he called “two-pizza teams.” Employees would be organized into autonomous groups of fewer than ten people—small enough that, when working late, the team members could be fed with two pizza pies. These teams would be independently set loose on Amazon’s biggest problems. They would likely compete with one another for resources and sometimes duplicate their efforts, replicating the Darwinian realities of surviving in nature. Freed from the constraints of intracompany communication, Bezos hoped, these loosely coupled teams could move faster and get features to customers quicker. There were some head-scratching aspects to Bezos’s two-pizza-team concept. Each group was required to propose its own “fitness function”—a linear equation that it could use to measure its own impact without ambiguity. For example, a two-pizza team in charge of sending advertising e-mails to customers might choose for its fitness function the rate at which these messages were opened multiplied by the average order size those e-mails generated. A group writing software code for the fulfillment centers might home in on decreasing the cost of shipping each type of product and reducing the time that elapsed between a customer’s making a purchase and the item leaving the FC in a truck. Bezos wanted to personally approve each equation and track the results over time. It would be his way of guiding a team’s evolution.

Deciding that the company is wasting too much money on duplicated efforts and thus moving to a more centralized mode. Ten years later, we want to encourage entrepreneurship and we move back to decentralization. Almost every big company is oscillating, every five to ten years from centralization to decentralization, and then back again.

Thus FDR, being a shrewd, smart sonofabitch now in his third term as President, knew that despite the cries of the isolationists who wanted Amer ica to have nothing to do with another world war it was only a matter of time before the country would be forced to shed its neutral status. And the best way to be prepared for that moment was to have the finest intelligence he could. And the best way to get that information, to get the facts that he trusted because he trusted the messenger, was to put another shrewd, smart sonofabitch in charge-his pal Wild Bill Donovan. The problem was not that intelligence wasn't being collected. The United States of America had vast organizations actively engaged in it-the Federal Bureau of Investigation, the Office of Naval Intelligence, and the Military Intelligence Division chief among them. The problem was that the intelligence these organizations collected was, in the word of the old-school British spymasters, "coloured." That was to say, the intel tended first to serve to promote the respective branches. If, for example, ONI overstated the number of, say, German submarines, then the Navy brass could use that intelligence to justify its demands for more funds for sailors and ships to hunt down those U-boats. (Which, of course, played to everyone's natural fears as the U-boats were damn effec tive killing machines.) Likewise, if MID stated that it had found significantly more Axis troop amassing toward an Allied border than was previously thought, Army brass could argue that ground and/or air forces needed the money more than did the swabbies. Then there was the turf-fighting FBI. J. Edgar Hoover and Company didn't want any Allied spies snooping around in their backyard. It followed then that if the agencies had their own agendas, they were not prone to share with others the information that they collected. The argument, as might be expected, was that intelligence shared was intelli gence compromised. There was also the interagency fear, unspoken but there, as sure as God made little green apples, that some shared intel would be found to be want ing. If that should happen, it would make the particular agency that had de veloped it look bad. And that, fear of all fears, would result in the reduction of funds, of men, of weapons, et cetera, et cetera. In short, the loss of im portance of the agency in the eyes of the grand political scheme. Thus among the various agencies there continued the endless turf bat tles, the duplications of effort-even the instances, say, of undercover FB agents arresting undercover ONI agents snooping around Washington D.C., and New York City.

Deciding that the company is wasting too much money on duplicated efforts and thus moving to a more centralized mode. Ten years later, we want to encourage entrepreneurship and we move back to decentralization.

When you are vertically separating use cases from one another, you will run into this issue, and your temptation will be to couple the use cases because they have similar screen structures, or similar algorithms, or similar database queries and/or schemas. Be careful. Resist the temptation to commit the sin of knee-jerk elimination of duplication. Make sure the duplication is real. By the same token, when you are separating layers horizontally, you might notice that the data structure of a particular database record is very similar to the data structure of a particular screen view. You may be tempted to simply pass the database record up to the UI, rather than to create a view model that looks the same and copy the elements across. Be careful: This duplication is almost certainly accidental. Creating the separate view model is not a lot of effort, and it will help you keep the layers properly decoupled.

Technology would have destroyed the monopoly anyway,” he says. Tanenbaum notes that Bell Labs’ most significant research and development efforts—transistors, microwave towers, digital transmission, optical fiber, cellular telephone systems—all fit a pattern. They took years to be developed and deployed, and soon became essential parts of the network. Yet many of the essential patents were given away or licensed for a pittance. And those technologies that weren’t shared were duplicated or improved upon by outsiders anyway. And eventually, the results were always the same. All the innovations returned, ferociously, in the form of competition.

Unhappiness and misfortune attend those who are voluntarily feeble. “Their defect deprived them of the joy derived from happy efforts. They will be the prey of duplicity and untruth. “They are the vanquished in life, and scarcely deserve the pity of the conqueror; for their defeat lacks grandeur, since it has never been aurioled by the majestic strength of conflict.

painting, the world over, has struck a varied balance between the symbolic and realism. However, in the fifteenth century Western painting began to turn from its age-old concern with spiritual realities expressed in the form proper to it, towards an effort to combine this spiritual expression with as complete an imitation as possible of the outside world. The decisive moment undoubtedly came with the discovery of the first scientific and already, in a sense, mechanical system of reproduction, namely, perspective: the camera obscura of Da Vinci foreshadowed the camera of Niepce. The artist was now in a position to create the illusion of three-dimensional space within which things appeared to exist as our eyes in reality see them. Thenceforth painting was torn between two ambitions: one, primarily aesthetic, namely the expression of spiritual reality wherein the symbol transcended its model; the other, purely psychological, namely the duplication of the world outside. The satisfaction of this appetite for illusion merely served to increase it till, bit by bit, it consumed the plastic arts. However, since perspective had only solved the problem of form and not of movement, realism was forced to continue the search for some way of giving dramatic expression to the moment, a kind of psychic fourth dimension that could suggest life in the tortured immobility of baroque art.a The

Nothing is more disagreeable to the hacker than duplication of effort. The first and most important mental habit that people develop when they learn how to write computer programs is to generalize, generalize, generalize. To make their code as modular and flexible as possible, breaking large problems down into small subroutines that can be used over and over again in different contexts.

Separate organizations with related software needs often find themselves duplicating effort, either by redundantly writing similar code in-house, or by purchasing similar products from proprietary vendors. When they realize what’s going on, the organizations may pool their resources and create (or join) an open source project tailored to their needs. The advantages are obvious: the costs of development are divided, but the benefits accrue to all.

Lois Lane was part of the Superman dynamic from the very start. The intrepid star newspaper reporter had made her first appearance in 1938’s Action Comics #1, the same issue where Superman made his debut. She was infatuated with the powerful, godlike Superman, while repulsed by his meek pantywaist alter ego, her rival reporter Clark Kent. Lois’ 1940s persona of tough crusading reporter was in the mold of Hollywood dames like Rosalind Russell. Lois’ tireless effort to get her next headline, along with her impulsive personality, often put her in danger, from which Superman would have to rescue her. But the 40s Lois was no pushover. She was a modern career woman, and her dream was to get her greatest scoop: Superman’s secret identity. The Superman/Lois Lane relationship had many complicated factors that would prevent a romance from ever reaching fruition, while still providing the right tension to sustain the relationship for decades. First off, they were literally from different worlds. Superman was the last survivor of the doomed planet Krypton, and was raised by simple midwestern farm folk. Lois Lane was very much a woman of 20th century America: emancipated, headstrong, and unwilling to take “no” for an answer. Superman’s timid farm boy Clark Kent persona crumbled before Lois’ ferocious, emasculating temperament, while his heroic Man of Steel found himself constantly confounded by her impetuous nature. Meanwhile, the very issue of Superman’s secret identity always threw a wrench into his romance with Lois. Besides the basic duplicity, Superman becomes his own rival, squelching any chance for a healthy relationship. Superman loves Lois Lane, but tries to win her heart as meek Clark Kent, with the rationale that he wants to be sure Lois really loves him for himself, not for his glamorous superhuman persona. But since he’s created a wallflower persona that Lois will never find attractive, he sabotages any chance for love. Lois, for her part, is enamored with Superman, yet has a burning desire to discover his secret identity. Lois never considers that she risks losing Superman’s love if she learns his secret identity, or that the world may lose its champion and protector. (...) If the Lois Lane of the ’40s owed much to the tough talking heroines of that decade’s screwball comedies, the Lois of the ’50s was defined by the medium of the new era—television.

This overconcern about the ‘proper way to arrange things’ manifests itself in other harmful ways.” “What do you mean?” Lou asks me. “I mean the merry-go-round that we’re all too familiar with; arranging the company according to product lines and then changing it according to functional capabilities—and vice versa. Deciding that the company is wasting too much money on duplicated efforts and thus moving to a more centralized mode. Ten years later, we want to encourage entrepreneurship and we move back to decentralization. Almost every big company is oscillating, every five to ten years from centralization to decentralization, and then back again.

Before 2008, Koch’s lobbying efforts had been fragmented. There was a team of lobbyists working for Invista, one for Georgia-Pacific, and another for the oil refining division, Flint Hills Resources. This fragmentation reflected Koch’s commitment to maintain its corporate veil, organizing its various divisions under a legal structure that categorized each division as an independent business. This structure helped Koch contain its legal liabilities, but it also hobbled its corporate lobbying efforts. Because Invista and Flint Hills didn’t coordinate closely, they might be duplicating their efforts or sending mixed messages to lawmakers. In 2008, Koch Industries consolidated its lobbying operations into a single, newly formed company called Koch Companies Public Sector. Now all of Koch’s lobbyists worked side by side, sharing information and strategies as they worked toward common goals.