Equipment Manager Quotes

In times of change, learners inherit the earth, while the learned find themselves beautifully equipped to deal with a world that no longer exists.

No one paid any attention to them. Perhaps they saw nothing at all. Perhaps they saw what their minds were instructed to see, because the human brain is not equipped to see War, Famine, Pollution, and Death when they don't want to be seen, and has got so good at it that it often manages not to see them even when they abound on every side.

Just as you would not permit a fellow employee to steal a piece of office equipment worth $2,000, you shouldn’t let anyone walk away with the time of his fellow managers.

Change Management provides strategies, tools, and methods that equip an organization to achieve a desired future state.

Reclaimed by the small-time day-to-day, pretending life is Back To Normal, wrapping herself shivering against contingency's winter in some threadbare blanket of first-quarter expenses, school committees, cable-bill irregularities, a workday jittering with low-life fantasies for which "fraud" is often too elegant a term, upstairs neighbors to whom bathtub caulking is an alien concept, symptoms upper-respiratory and lower-intestinal, all in the quaint belief that change will always be gradual enough to manage, with insurance, with safety equipment, with healthy diets and regular exercise, and that evil never comes roaring out of the sky to explode into anybody's towering delusions about being exempt. . .

There's a long tradition that says women gossip, when in fact women are the memory of the world. We keep the family trees and the baby books. We manage the milk teeth. We keep the census of diseases, the records of divorces, battles and medals. We witness the wills. We wash the weddings our of the bedsheets. We know everything there is to know, and we keep it rolled into the newel posts, stuffed into the mattresses, smuggled inside our vaginas if it comes to that. Women's clothing is made without pockets, but we come into the world equipped

the out-of-control COVID-19 pandemic, the possibility of an economic depression, deepening social divides along political lines thanks to Donald’s penchant for division, and devastating uncertainty about our country’s future have created a perfect storm of catastrophes that no one is less equipped than my uncle to manage.

Businesses are best equipped to educate young people, not governments.

If you’re an adrenaline junkie, I understand why you’d find that exciting. But I’m not, and I don’t. To me, the only good reason to take a risk is that there’s a decent possibility of a reward that outweighs the hazard. Exploring the edge of the universe and pushing the boundaries of human knowledge and capability strike me as pretty significant rewards, so I accept the risks of being an astronaut, but with an abundance of caution: I want to understand them, manage them and reduce them as much as possible. It’s almost comical that astronauts are stereotyped as daredevils and cowboys. As a rule, we’re highly methodical and detail-oriented. Our passion isn’t for thrills but for the grindstone, and pressing our noses to it. We have to: we’re responsible for equipment that has cost taxpayers many millions of dollars, and the best insurance policy we have on our lives is our own dedication to training. Studying, simulating, practicing until responses become automatic—astronauts don’t do all this only to fulfill NASA’s requirements. Training is something we do to reduce the odds that we’ll die.

So the person you drag with you - she manages to fit in no matter where she goes?' 'Well - she didn't always. But she's levelled up a lot since she started out. She just upgrades her equipment and hopes that there aren't any evil guilds waiting to shoot her in the back. And anyway, it's not always about fiting in, Dex.

I am delicate and the world is impossibly wrong, is unthinkable and I am not forewarned, forearmed, equipped. I cannot manage. If there was something useful I could do, I would - but there isn't. So I drink.

Many, but by no means all of us, have been shielded until now from the worst effects of his pathologies by a stable economy and a lack of serious crises. But the out-of-control COVID-19 pandemic, the possibility of an economic depression, deepening social divides along political lines thanks to Donald’s penchant for division, and devastating uncertainty about our country’s future have created a perfect storm of catastrophes that no one is less equipped than my uncle to manage. Doing

We have minds that are equipped for certainty, linearity and short-term decisions, that must instead make long-term decisions in a non-linear, probabilistic world.

That's the myth of it, the required lie that allows us to render our judgments. Parasites, criminals, dope fiends, dope peddlers, whores--when we can ride past them at Fayette and Monroe, car doors locked, our field of vision cautiously restricted to the road ahead, then the long journey into darkness is underway. Pale-skinned hillbillies and hard-faced yos, toothless white trash and gold-front gangsters--when we can glide on and feel only fear, we're well on the way. And if, after a time, we can glimpse the spectacle of the corner and manage nothing beyond loathing and contempt, then we've arrived at last at that naked place where a man finally sees the sense in stretching razor wire and building barracks and directing cattle cars into the compound. It's a reckoning of another kind, perhaps, and one that becomes a possibility only through the arrogance and certainty that so easily accompanies a well-planned and well-tended life. We know ourselves, we believe in ourselves; from what we value most, we grant ourselves the illusion that it's not chance in circumstance, that opportunity itself isn't the defining issue. We want the high ground; we want our own worth to be acknowledged. Morality, intelligence, values--we want those things measured and counted. We want it to be about Us. Yes, if we were down there, if we were the damned of the American cities, we would not fail. We would rise above the corner. And when we tell ourselves such things, we unthinkably assume that we would be consigned to places like Fayette Street fully equipped, with all the graces and disciplines, talents and training that we now posses. Our parents would still be our parents, our teachers still our teachers, our broker still our broker. Amid the stench of so much defeat and despair, we would kick fate in the teeth and claim our deserved victory. We would escape to live the life we were supposed to live, the life we are living now. We would be saved, and as it always is in matters of salvation, we know this as a matter of perfect, pristine faith. Why? The truth is plain: We were not born to be niggers.

the human brain is not equipped to see War, Famine, Pollution, and Death when they don’t want to be seen, and has got so good at not seeing that it often manages not to see them even when they abound on every side.

For the real environment is altogether too big, too complex, and too fleeting for direct acquaintance. We are not equipped to deal with so much subtlety, so much variety, so many permutations and combinations. And although we have to act in that environment, we have to reconstruct it on a simpler model before we can manage it.

Of the twelve, the most powerful questions (to employees, guaging their satisfaction with their employers) are those witha combination of the strongest links to the most business outcomes (to include profitability). Armed with this perspective, we now know that the following six ar ethe most powerful questions: 1) Do I know what is expected of me at work? 2) Do I have the materials and equipment I need to do my work right? 3) Do I have the opportunity to do what I do best every day? 4) In the last seven days, have I received recognition or praise for good work? 5) Does my supervisor, or someone at work, seem to care about me as a person? 6) Is there someone at work who encourages my development? As a manager, if you want to know what you should do to build a strong and productive workplace, securing 5s to these six questions would be an excellent place to start.

I was thinking not very long ago about the difference between the people we "grew up" with vs. the people we're "growing old" with - not always being one and the same - and how time (and the memories we forge together) really does strengthen pretty much all of our relationships/friendships (whether they had started on the right foot or not). And I guess what I've mostly learned (by moving to NZ especially) is that the more Significant people you have in your life, the more 'manageable' the idea of loss, losing a loved-one, can become - not because you can replace them (obviously you can't) or because they're interchangeable (no one is), but because like a foundation to a house the more pillars you have (people you love) holding it up (loving you) the more solid/resilient you become - and from there, I find you're better equipped to overcome whatever life throws your way. That said time does pass us by very quickly. I find it much more noticeable through our growing kids than ever before.

I must say a word about fear. It is life's only true opponent. Only fear can defeat life. It is a clever, treacherous adversary, how well I know. It has no decency, respects no law or convention, shows no mercy. It goes for your weakest spot, which it finds with unerring ease. It begins in your mind, always. One moment you are feeling calm, self-possessed, happy. Then fear, disguised in the garb of mild-mannered doubt, slips into your mind like a spy. Doubt meets disbelief and disbelief tries to push it out. But disbelief is a poorly armed foot soldier. Doubt does away with it with little trouble. You become anxious. Reason comes to do battle for you. You are reassured. Reason is fully equipped with the latest weapons technology. But, to your amazement, despite superior tactics and a number of undeniable victories, reason is laid low. You feel yourself weakening, wavering. Your anxiety becomes dread. Fear next turns fully to your body, which is already aware that something terribly wrong is going on. Already your lungs have flown away like a bird and your guts have slithered away like a snake. Now your tongue drops dead like an opossum, while your jaw begins to gallop on the spot. Your ears go deaf. Your muscles begin to shiver as if they had malaria and your knees to shake as though they were dancing. Your heart strains too hard, while your sphincter relaxes too much. And so with the rest of your body. Every part of you, in the manner most suited to it, falls apart. Only your eyes work well. They always pay proper attention to fear. Quickly you make rash decisions. You dismiss your last allies: hope and trust. There, you've defeated yourself. Fear, which is but an impression, has triumphed over you. The matter is difficult to put into words. For fear, real fear, such as shakes you to your foundation, such as you feel when you are brought face to face with your mortal end, nestles in your memory like a gangrene: it seeks to rot everything, even the words with which to speak of it. So you must fight hard to express it. You must fight hard to shine the light of words upon it. Because if you don't, if your fear becomes a wordless darkness that you avoid, perhaps even manage to forget, you open yourself to further attacks of fear because you never truly fought the opponent who defeated you.

Therapy labels as sickness what might otherwise be judged as weak or willful actions; it thus equips the patient to fight (or resign himself to) the disease, instead of irrationally finding fault with himself. Inappropriately extended beyond the consulting room, however, therapeutic morality encourages a permanent suspension of the moral sense. There is a close connection, in turn, between the erosion of moral responsibility and the waning of the capacity for self-help—in the categories used by John R. Seeley, between the elimination of culpability and the elimination of competence. "What says 'you are not guilty' says also 'you cannot help yourself.' " Therapy legitimates deviance as sickness, but it simultaneously pronounces the patient unfit to manage his own life and delivers him into the hands of a specialist.

Perhaps they saw what their minds were instructed to see, because the human brain is not equipped to see War, Famine, Pollution, and Death when they don’t want to be seen, and has got so good at not seeing that it often manages not to see them even when they abound on every side.

Historically, shamans have always been part of the society where they lived, taking care of its problems, whenever they were allowed to operate. For centuries shamanic cultures have been persecuted in the western world until they were almost entirely exterminated. They have managed to survive in secrecy or through complex esoteric camouflage. Nowadays there seems to be more freedom and this ancient knowledge can re-emerge and be used in our own cultural context and not relegated somewhere else. The world needs shamans able to function on the roads, among the electronic equipment and engines, in the squares and markets of our contemporary society.

Red Flag: Narcissists anger easily because they aren't equipped to manage emotions. This frustrating trait pushes victims to reactive abuse.

Not all elderly are equipped to be elders. Some have never managed to mature, despite their age.

I Not my best side, I'm afraid. The artist didn't give me a chance to Pose properly, and as you can see, Poor chap, he had this obsession with Triangles, so he left off two of my Feet. I didn't comment at the time (What, after all, are two feet To a monster?) but afterwards I was sorry for the bad publicity. Why, I said to myself, should my conqueror Be so ostentatiously beardless, and ride A horse with a deformed neck and square hoofs? Why should my victim be so Unattractive as to be inedible, And why should she have me literally On a string? I don't mind dying Ritually, since I always rise again, But I should have liked a little more blood To show they were taking me seriously. II It's hard for a girl to be sure if She wants to be rescued. I mean, I quite Took to the dragon. It's nice to be Liked, if you know what I mean. He was So nicely physical, with his claws And lovely green skin, and that sexy tail, And the way he looked at me, He made me feel he was all ready to Eat me. And any girl enjoys that. So when this boy turned up, wearing machinery, On a really dangerous horse, to be honest I didn't much fancy him. I mean, What was he like underneath the hardware? He might have acne, blackheads or even Bad breath for all I could tell, but the dragon-- Well, you could see all his equipment At a glance. Still, what could I do? The dragon got himself beaten by the boy, And a girl's got to think of her future. III I have diplomas in Dragon Management and Virgin Reclamation. My horse is the latest model, with Automatic transmission and built-in Obsolescence. My spear is custom-built, And my prototype armour Still on the secret list. You can't Do better than me at the moment. I'm qualified and equipped to the Eyebrow. So why be difficult? Don't you want to be killed and/or rescued In the most contemporary way? Don't You want to carry out the roles That sociology and myth have designed for you? Don't you realize that, by being choosy, You are endangering job prospects In the spear- and horse-building industries? What, in any case, does it matter what You want? You're in my way. - Not My Best Side

[...] the human brain is not equipped to see War, Famine, Pollution, and Death when they don't want to be seen, and has got so good at not seeing that it often manages not to see them even when they abound on every side.

managers who do not understand people’s different thinking styles cannot understand how the people working for them will handle different situations, which is like a foreman not understanding how his equipment will behave.

because the human brain is not equipped to see War, Famine, Pollution, and Death when they don’t want to be seen, and has got so good at not seeing that it often manages not to see them even when they abound on every side.

, or subpar personal equipment. As long as you do your best to be independent, be decent, and live up to your values, you’ll have more reason to respect yourself and actually feel good than if you were super smart, rich, and the fittest of the herd.

The truth is, there are no alternate realities. At least not the way Penny describes them. Maybe an infinite multiverse is born from every action, whether it’s two atoms colliding or two people. Maybe reality is constantly fluctuating around us, but our senses aren’t equipped to detect those quantum variations. Maybe that’s what our senses are, an ungainly organic sieve through which the chaos of existence is filtered into something manageable enough that you can get out of bed in the morning . Maybe the totality of what we perceive with our senses is as clumsy a portrait of reality as a child’s chalk drawing on a sidewalk compared to the face of the woman you’re already falling in love with lying next to you in a mess of sheets and blankets, her lips still pursed as they pull away from your mouth.

There’s a long tradition that says women gossip, when in fact women are the memory of the world. We keep the family trees and the baby books. We manage the milk teeth. We keep the census of diseases, the records of divorces, battles, and medals. We witness the wills. We wash the weddings out of the bedsheets. We know everything there is to know, and we keep it rolled into the newel posts, stuffed into the mattresses, smuggled inside our vaginas if it comes to that. Women’s clothing is made without pockets, but we come into the world equipped.

Perhaps they saw what their minds were instructed to see, because the human brain is not equipped to see War, Famine, Pollution, and Death when they don’t want to be seen, and has got so good at not seeing that it often manages not to see them even when they abound on every side.

Imagine that you're an extremely modern car, equipped with a greater number of options and functions than most cars. You're faster and higher performance. You're very lucky. But it's not easy. Because no one knows exactly the number of options you have or what they enable you to do. Only you can know. And speed can be dangerous. Like when you're eight, you don't know how to drive. There are many things you have to learn: how to drive when it's wet, when it's snowy, to look out for other cars and respect them, to rest when you've been driving for too long. That's what it means to be a grown up.' I'm thirteen and I can see that I'm not managing to grow up in the right way: I can't understand the road signs, I'm not in control of my vehicle, I keep taking the wrong turnings and most of the time I feel like I'm stuck on the dodgems rather than on a race track.

Perhaps they saw nothing at all. Perhaps they saw what their minds were instructed to see, because the human brain is not equipped to see War, Famine, Pollution, and Death when they don’t want to be seen, and has got so good at not seeing that it often manages not to see them even when they abound on every side.

So the best defense against porn, for every member of our family, is a full life--the kind of life that technology cannot provide on its own. This is why the most important things we will do to prevent porn from taking over our own lives and our children's lives have nothing to do with sex. A home where wisdom and courage come first; where our central spaces are full of satisfying, demanding opportunities for creativity; where we have regular breaks from technology and opportunities for deep rest and refreshment (where devices "sleep" somewhere other than our bedrooms and where both adults and children experience the satisfactions of learning in thick, embodied ways rather than thin, technological ways); where we've learned to manage boredom and where even our car trips are occasions for deep and meaningful conversation--this is the kind of home that can equip all of us with an immune system strong enough to resist pornography's foolishness.

Moreover, I recognized that managers who do not understand people’s different thinking styles cannot understand how the people working for them will handle different situations, which is like a foreman not understanding how his equipment will behave. That insight led us to explore psychometric testing as a way of learning how people think differently.

To re-create the entrepreneurial atmosphere of the sort we’d had at Chouinard Equipment, we broke the line into eight categories and hired eight product czars to manage them. Each was responsible for his or her own product development, marketing, inventory, quality control, and coordination with the three sales channels—wholesale, mail order, and retail.

It was history’s first co-operative international scientific venture, and almost everywhere it ran into problems. Many observers were waylaid by war, sickness or shipwreck. Others made their destinations but opened their crates to find equipment broken or warped by tropical heat. Once again the French seemed fated to provide the most memorably unlucky participants. Jean Chappe spent months travelling to Siberia by coach, boat and sleigh, nursing his delicate instruments over every perilous bump, only to find the last vital stretch blocked by swollen rivers, the result of unusually heavy spring rains, which the locals were swift to blame on him after they saw him pointing strange instruments at the sky. Chappe managed to escape with his life, but with no useful measurements. Unluckier

Daisuke was of course equipped with conversation that, even if they went further, would allow him to retreat as if nothing had happened. He had always wondered at the conversations recorded in Western novels, for to him they were too bald, too self indulgent, and moreover, too unsubtly rich. However they read in the original, he thought they reflected a taste that could not be translated into Japanese. Therefore, he had not the slightest intention of using imported phrases to develop his relationship with Michiyo. Between the two of them at least, ordinary words sufficed perfectly well. But the danger was of slipping from point A to point B without realizing it. Daisuke managed to stand his ground only by a hair's breadth. When he left, Michiyo saw him to the entranceway and said, "Do come again, please? It's so lonely.

It’s a different situation,” he said finally. “The attack on Celtica was more of a raid than an invasion. He wouldn’t have needed more than five hundred men for that and they could travel light. To attack Araluen, he’ll need an army—and he wouldn’t get an army down those cliffs and across with a few ladders and rope bridges.” Will regarded him with interest. This was a side of Horace that was new to him. Apparently, Horace’s learning curve in the past seven or eight months had gone beyond his mere skill with the sword. “But surely, if he had enough time…?” he began, but Horace shook his head again, more decisively this time. “Men, yes, or Wargals in this case. Given enough time, you could get them down and across. It would take months, but you could manage it. Although the longer it took, the more chance word would get out about what you were doing. “But an army needs equipment—heavy weapons, supply wagons, provisions, tents, spare weapons and blacksmith’s equipment to repair them. Horses and oxen to pull the wagons. You’d never get all that down cliffs like those. And even if you did, how would you get it across? It’s just not feasible. Sir Karel used to say that…” He realized the others were regarding him curiously and he flushed. “Didn’t mean to go on and on,” he mumbled, and urged his horse forward again.

1. Recruit the smallest group of people who can accomplish what must be done quickly and with high quality. Comparative Advantage means that some people will be better than others at accomplishing certain tasks, so it pays to invest time and resources in recruiting the best team for the job. Don’t make that team too large, however—Communication Overhead makes each additional team member beyond a core of three to eight people a drag on performance. Small, elite teams are best. 2. Clearly communicate the desired End Result, who is responsible for what, and the current status. Everyone on the team must know the Commander’s Intent of the project, the Reason Why it’s important, and must clearly know the specific parts of the project they’re individually responsible for completing—otherwise, you’re risking Bystander Apathy. 3. Treat people with respect. Consistently using the Golden Trifecta—appreciation, courtesy, and respect—is the best way to make the individuals on your team feel Important and is also the best way to ensure that they respect you as a leader and manager. The more your team works together under mutually supportive conditions, the more Clanning will naturally occur, and the more cohesive the team will become. 4. Create an Environment where everyone can be as productive as possible, then let people do their work. The best working Environment takes full advantage of Guiding Structure—provide the best equipment and tools possible and ensure that the Environment reinforces the work the team is doing. To avoid having energy sapped by the Cognitive Switching Penalty, shield your team from as many distractions as possible, which includes nonessential bureaucracy and meetings. 5. Refrain from having unrealistic expectations regarding certainty and prediction. Create an aggressive plan to complete the project, but be aware in advance that Uncertainty and the Planning Fallacy mean your initial plan will almost certainly be incomplete or inaccurate in a few important respects. Update your plan as you go along, using what you learn along the way, and continually reapply Parkinson’s Law to find the shortest feasible path to completion that works, given the necessary Trade-offs required by the work. 6. Measure to see if what you’re doing is working—if not, try another approach. One of the primary fallacies of effective Management is that it makes learning unnecessary. This mind-set assumes your initial plan should be 100 percent perfect and followed to the letter. The exact opposite is true: effective Management means planning for learning, which requires constant adjustments along the way. Constantly Measure your performance across a small set of Key Performance Indicators (discussed later)—if what you’re doing doesn’t appear to be working, Experiment with another approach.

You’ll get all dusty.” He made a sound deep in his throat. “You can brush me off.” She grinned wickedly. “Now that’s what I call incentive!” He chuckled. “Cut it out. We’ve got a serious and sensitive situation here.” “So you intimated on the phone.” She glanced around the airport. “Where’s baggage claim? I brought some tools and electronic equipment, too.” “How about clothes?” She stared at him blankly. “What do I need with a lot of clothes cluttering up my equipment case? These are wash-and-wear.” He made another sound. “You can’t expect to go to a restaurant in that!” “Why not? And who’s taking me to any restaurant?” she demanded. “You never do.” He shrugged. “I’m going to do penance while we’re out here.” Her eyes sparkled. “Great! Your bed or mine?” He laughed in spite of himself. She was the only person in his life who’d ever been able to make him feel carefree, even briefly. She lit fires inside him, although he was careful not to let them show too much. “You never give up, do you?” “Someday you’ll weaken,” she assured him. “And I’m prepared. I have a week’s supply of Trojans in my fanny pack…” He managed to look shocked. “Cecily!” She shrugged. “Women have to think about these things. I’m twenty-three, you know.” She added, “You came into my life at a formative time and rescued me from something terrible. Can I help it if you make other potential lovers look like fried sea bass by comparison?” “I didn’t bring you out here to discuss your lack of lovers,” he pointed out. “And here I hoped you were offering yourself up as an educational experience,” she sighed. He glared down at her as they walked toward baggage claim. “Okay,” she said glumly. “I’ll give up, for now.

Measuring the strength of a workplace can be simplified to twelve questions. These twelve questions don’t capture everything you may want to know about your workplace, but they do capture the most information and the most important information. They measure the core elements needed to attract, focus, and keep the most talented employees. Here they are: Do I know what is expected of me at work? Do I have the materials and equipment I need to do my work right? At work, do I have the opportunity to do what I do best every day? In the last seven days, have I received recognition or praise for doing good work? Does my supervisor, or someone at work, seem to care about me as a person? Is there someone at work who encourages my development? At work, do my opinions seem to count? Does the mission/purpose of my company make me feel my job is important? Are my co-workers committed to doing quality work? Do I have a best friend at work? In the last six months, has someone at work talked to me about my progress? This last year, have I had opportunities at work to learn and grow? These twelve questions are the simplest and most accurate way to measure the strength of a workplace.

This is often the primary difference between him and so many of those of us who follow him. When we encounter the many ills of the world, we find ourselves growing more and more callous toward people, more and more judgmental, less and less hopeful. Rather than seeing the hurting humanity we encounter every day as an opportunity to be the very loving presence of Jesus, we see them as reason to withdraw from it all. Faith becomes about retreating from the world when it should be about moving toward it. As we walk deeper into organized religion, we run the risk of eventually becoming fully blind to the tangible suffering around us, less concerned about mending wounds or changing systems, and more preoccupied with saving or condemning souls. In this way, the spiritual eyes through which we see the world change everything. If our default lens is sin, we tend to look ahead to the afterlife, but if we focus on suffering, we’ll lean toward presently transforming the planet in real time—and we’ll create community accordingly. The former seeks to help people escape the encroaching moral decay by getting them into heaven; the latter takes seriously the prayer Jesus teaches his disciples, that they would make the kingdom come—that through lives resembling Christ and work that perpetuates his work, we would actually bring heaven down. Practically speaking, sin management seems easier because essentially all that is required of us is to preach, to call out people’s errors and invite them to repentance, and to feel we’ve been faithful. But seeing suffering requires us to step into the broken, jagged chaos of people’s lives to be agents of healing and change. It’s far more time consuming and much more difficult to do as a faith community. It is a lot easier to train preachers to lead people in a Sinner’s Prayer than it is to equip them to address the systematic injustices around them.

One article on reproductive strategies was titled "Sneaky Fuckers." Kya laughed. As is well known, the article began, in nature, usually the males with the most prominent secondary sexual characteristics, such as the biggest antlers, deepest voices, broadest chests, and superior knowledge secure the best territories because they have fended off weaker males. The females choose to mate with these imposing alphas and are thereby inseminated with the best DNA around, which is passed on to the female's offspring- one of the most powerful phenomena in the adaptation and continuance of life. Plus, the females get the best territory for their young. However, some stunted males, not strong, adorned, or smart enough to hold good territories, possess bags of tricks to fool the females. They parade their smaller forms around in pumped-up postures or shout frequently- even if in shrill voices. By relying on pretense and false signals, they manage to grab a copulation here or there. Pint-sized male bullfrogs, the author wrote, hunker down in the grass and hide near an alpha male who is croaking with great gusto to call in mates. When several females are attracted to his strong vocals at the same time, and the alpha is busy copulating with one, the weaker male leaps in and mates one of the others. The imposter males were referred to as "sneaky fuckers." Kya remembered, those many years ago, Ma warning her older sisters about young men who overrevved their rusted-out pickups or drove jalopies around with radios blaring. "Unworthy boys make a lot of noise," Ma had said. She read a consolation for females. Nature is audacious enough to ensure that the males who send out dishonest signals or go from one female to the next almost always end up alone. Another article delved into the wild rivalries between sperm. Across most life-forms, males compete to inseminate females. Male lions occasionally fight to the death; rival bull elephants lock tusks and demolish the ground beneath their feet as they tear at each other's flesh. Though very ritualized, the conflicts can still end in mutilations. To avoid such injuries, inseminators of some species compete in less violent, more creative methods. Insects, the most imaginative. The penis of the male damselfly is equipped with a small scoop, which removes sperm ejected by a previous opponent before he supplies his own. Kya dropped the journal on her lap, her mind drifting with the clouds. Some female insects eat their mates, overstressed mammal mothers abandon their young, many males design risky or shifty ways to outsperm their competitors. Nothing seemed too indecorous as long as the tick and the tock of life carried on. She knew this was not a dark side to Nature, just inventive ways to endure against all odds. Surely for humans there was more.

Many speak of the legendary and gigantic starship Titanic, a majestic and luxurious cruise liner launched from the great shipbuilding asteroid complexes of Artrifactovol some hundreds of years ago now, and with good reason. It was sensationally beautiful, staggeringly huge and more pleasantly equipped than any ship in what now remains of history (see page 113 [on the Campaign for Real Time]) but it had the misfortune to be built in the very earliest days of Improbability Physics, long before this difficult and cussed branch of knowledge was fully, or at all, understood. The designers and engineers decided, in their innocence, to build a prototype Improbability Field into it, which was meant, supposedly, to ensure that it was Infinitely Improbable that anything would ever go wrong with any pan of the ship. They did not realize that because of the quasi-reciprocal and circular nature of all Improbability calculations, anything that was Infinitely Improbable was actually very likely to happen almost immediately. The starship Titanic was a monstrously pretty sight as it lay beached like a silver Arcturan Megavoidwhale among the laserlit tracery of its construction gantries, a brilliant cloud of pins and needles of light against the deep interstellar blackness; but when launched, it did not even manage to complete its very first radio message—an SOS—before undergoing a sudden and gratuitous total existence failure.

Language is a social energy, and our capacity for articulate speech is the key factor that makes us different from other species. We are not as fast as cheetahs – or even as horses. Nor are we as strong as bulls or as adaptable as bacteria. But our brains are equipped with the facility to produce and process speech, and we are capable of abstract thought. A bee may dance to show other bees the location of a source of food, a green monkey may deliver sophisticated vocal signals, and a sparrow may manage as many as thirteen different types of song, but an animal's system of communication has a limited repertoire; ours, on the other hand, is 'open', and its mechanisms permit a potentially infinite variety of utterances.

Why don't you make everybody an Alpha Double Plus while you're about it?" Mustapha Mond laughed. "Because we have no wish to have our throats cut," he answered. "We believe in happiness and stability. A society of Alphas couldn't fail to be unstable and miserable. Imagine a factory staffed by Alphas–that is to say by separate and unrelated individuals of good heredity and conditioned so as to be capable (within limits) of making a free choice and assuming responsibilities. Imagine it!" he repeated. The Savage tried to imagine it, not very successfully. "It's an absurdity. An Alpha-decanted, Alpha-conditioned man would go mad if he had to do Epsilon Semi-Moron work–go mad, or start smashing things up. Alphas can be completely socialized–but only on condition that you make them do Alpha work. Only an Epsilon can be expected to make Epsilon sacrifices, for the good reason that for him they aren't sacrifices; they're the line of least resistance. His conditioning has laid down rails along which he's got to run. He can't help himself; he's foredoomed. Even after decanting, he's still inside a bottle–an invisible bottle of infantile and embryonic fixations. Each one of us, of course," the Controller meditatively continued, "goes through life inside a bottle. But if we happen to be Alphas, our bottles are, relatively speaking, enormous. We should suffer acutely if we were confined in a narrower space. You cannot pour upper-caste champagne-surrogate into lower-caste bottles. It's obvious theoretically. But it has also been proved in actual practice. The result of the Cyprus experiment was convincing." "What was that?" asked the Savage. Mustapha Mond smiled. "Well, you can call it an experiment in rebottling if you like. It began in A.F. 473. The Controllers had the island of Cyprus cleared of all its existing inhabitants and re-colonized with a specially prepared batch of twenty-two thousand Alphas. All agricultural and industrial equipment was handed over to them and they were left to manage their own affairs. The result exactly fulfilled all the theoretical predictions. The land wasn't properly worked; there were strikes in all the factories; the laws were set at naught, orders disobeyed; all the people detailed for a spell of low-grade work were perpetually intriguing for high-grade jobs, and all the people with high-grade jobs were counter-intriguing at all costs to stay where they were. Within six years they were having a first-class civil war. When nineteen out of the twenty-two thousand had been killed, the survivors unanimously petitioned the World Controllers to resume the government of the island. Which they did. And that was the end of the only society of Alphas that the world has ever seen." The Savage sighed, profoundly. "The optimum population," said Mustapha Mond, "is modelled on the iceberg–eight-ninths below the water line, one-ninth above." "And they're happy below the water line?" "Happier than above it.

If you could have a gigantic billboard anywhere with anything on it, what would it say and why? “Discipline equals freedom.” Everyone wants freedom. We want to be physically free and mentally free. We want to be financially free and we want more free time. But where does that freedom come from? How do we get it? The answer is the opposite of freedom. The answer is discipline. You want more free time? Follow a more disciplined time-management system. You want financial freedom? Implement long-term financial discipline in your life. Do you want to be physically free to move how you want, and to be free from many health issues caused by poor lifestyle choices? Then you have to have the discipline to eat healthy food and consistently work out. We all want freedom. Discipline is the only way to get it. What is one of the best or most worthwhile investments you’ve ever made? Ever since I have had a home with a garage, I have had a gym in my garage. It is one of the most important factors in allowing me to work out every day regardless of the chaos and mayhem life delivers. The convenience of being able to work out any time, without packing a gym bag, driving, parking, changing, then waiting for equipment . . . The home gym is there for you. No driving. No parking. No little locker to cram your gear into. In your home gym, you never wait for equipment. It is waiting for you. Always. And, perhaps most important: You can listen to whatever music you want, as loud as you want. GET SOME.

Ambiguous tasks are a good place to observe how personality traits bubble to the surface. Although few of us are elite soldiers, we’ve all experienced the kind of psychological distress these trainees encounter on their training run: managing unclear expectations, struggling with self-motivation, and balancing the use of social support with private reflection. These issues are endemic not only to the workplace, but also to relationships, health, and every aspect of life in which we seek to thrive and succeed. Not surprisingly, the leading predictor of success in elite military training programs is the same quality that distinguishes those best equipped to resolve marital conflict, to achieve favorable deal terms in business negotiations, and to bestow the gifts of good parenting on their children: the ability to tolerate psychological discomfort.

We have no need of external weapons, nature has equipped us sufficiently by giving us reason. She has bestowed this weapon upon us, which is strong, imperishable, and obedient to our will, not uncertain or capable of being turned against its master. Reason suffices by itself not merely to take thought for the future, but to manage our affairs: what, then, can be more foolish than for reason to beg anger for protection, that is, for what is certain to beg of what is uncertain? what is trustworthy of what is faithless? what is whole of what is sick? What, indeed? since reason is far more powerful by itself even in performing those operations in which the help of anger seems especially needful: for when reason has decided that a particular thing should be done, she perseveres in doing it; not being able to find anything better than herself to exchange with.

Put your glasses on mate ….. Come down from there, you’re gonna kill yourself …. Well, what does your Method Statement say? …. Right, let’s get you re-inducted. You need a reminder of site rules ….. Where are your outriggers, mate? ….. Put your glasses on ….. Put your glasses on …. Put your glasses on …. Oh, they steam up, do they? I’ve never heard that one before …. Where’s your mask? If you breathe this shit in you’re going to kill yourself. Silicosis is incurable ….. Right STOP! Do not reverse another inch without a banksman ….. Don’t put your glasses on just because you see me walk around the corner. They won’t protect MY eyes …. Hook yourself on, what’s the matter with you? Are all you scaffolders superhuman or something? ….. Put your glasses on ….. Oi! What stops me walking right in there? Where’s your barriers and signage? ….. Oi! I’m getting showered in fucking sparks here. And so is that can of petrol ….. Put your glasses on …. Where’s the flashback arrestor on this bottle of propane? ….. Hey, pal, stop welding until you’ve sheeted up ….. What are you doing climbing up there? Where’s your supervisor? What did he say about access in this morning’s Safe Start briefing? Nothing? Right, he can sit through another induction tomorrow ….. Where are the retaining pins to the joint clamps in this concrete pump line? SEAMUS! Fucking deal with this, will you? ….Put your glasses on …. Hey! Hey! Come here! Why have you got a nail instead of an ‘R’ clip to the quick-hitch system on your excavator bucket? NO! IT WON’T DO! WHAT THE FUCK IS WRONG WITH YOU? If that bucket falls on someone they’re not going to get up again. And you trust a fucking nail to hold it in position! Take this machine out of service immediately until you’ve got the proper ‘R’ clip! ….. Put your glasses on …. Where’s the edge protection. Who removed the edge protection? Right, let me phone for a scaffolder ….. Put your glasses on ….. Oi! Get out from under there! Never, ever stand underneath a suspended load. Even if all the equipment’s been inspected, which it obviously has, you can never trust the crane driver. He can be taken ill suddenly ….. Come here, mate, let’s have a little chat. Why are you working on Fall Arrest? You’re supposed to be working on Fall Restraint (FR ‘restrains’ you going near the perimeter edge of the building, FA ‘arrests’ your fall if, well, if you fall. If you’re hanging off a building we’ve got less than ten minutes to reach you before you start going into toxic shock brought on by suspension trauma. In other words, we need a Rescue Plan, which is why we’d prefer people work on Fall Restraint)

There is a classic observation that rings true across all of biology. The observation concerns whether organisms learn and take instruction from the environment or whether the reactions that organisms have to environmental stimuli are managed by systems already built into the organism. The “selection versus instruction” debate has raged for years and has especially caught the limelight in the field of immunology. Put simply, when something foreign enters the body and there is an immune response to it, are the antibodies formed then and there around the foreign body, and do they then multiply (instruction)? Or does the antibody already exist, and is the immune response time the time it takes to find the preexisting antibody (selection) and jerk it into action? In the previous century, biology learned it is the latter situation, a finding that illustrates that a whole lot of stuff comes with the package—standard equipment for our bodies and brains.

THE STORY GOES THAT I sucked too avidly at my mother’s breast, and caused an abscess to bloom in the tender flesh of her left nipple. My grandmother, less kind in those days than afterward, disapproved strongly when at seventeen my mother had married, and managed to instill her daughter with a powerful sense of ill-equipment for the task of mothering me; the failure of her breast to bear up to the ardor of my infant lips filled my mother with shame. She didn’t go to the doctor as quickly as she ought to have. By the time my father found her, collapsed across the keys of the hotel’s piano, and got her into the county hospital, a staph infection had already taken hold of her blood. She died on February 18, 1951, five weeks after giving birth, and thus, naturally, I’ve no memory of her. I can, however, manage to recall a few things about my father, George Tripp, called Little George to distinguish him from my paternal grandfather, his namesake, from whom I’m supposed to

There was one obligation that the Romans imposed on all those who came under their control: namely, to provide troops for the Roman armies. In fact, for most of those who were defeated by Rome and forced, or welcomed, into some form of ‘alliance’, the only long-term obligation seems to have been the provision and upkeep of soldiers. These peoples were not taken over by Rome in any other way; they had no Roman occupying forces or Roman-imposed government. Why this form of control was chosen is impossible to know. But it is unlikely that any particularly sophisticated, strategic calculation was involved. It was an imposition that conveniently demonstrated Roman dominance while requiring few Roman administrative structures or spare manpower to manage. The troops that the allies contributed were raised, equipped and in part commanded by the locals. Taxation in any other form would have been much more labour-intensive for the Romans; direct control of those they had defeated would have been even more so.

..:One can lose his job, his car, his house, his savings, his/her wife/husband and so for. And one can still manage to be able to start all over again. To overcome. But its dangerous and catastrophic when one loses his/her faith, hope and mind. When one enters into deep depression. For it could really destroy a person completely or it may take him/her twice as much work to get back up. This is why we are to constantly be renewing our minds. To keep putting oil to our fading lamps. Watering our drying lands. Repositioning ourselves now and then. And specially, helping each other out. It's not good for men to be alone. Two are better than one. For if one falls, the other will help him out. Before bad times come, prepare yourself. Equip yourself. Renew yourself so you could use the circumstances as wind beneath your wings and so you could see circumstances as what they are. Not what they may seem. Someone once said, "Circumstances and trials are just events." They are not people nor your final destination:..

Starting with a Statement •What a beautiful day.What’s your favorite season of the year? •I was truly touched by that movie.How did you like it? Why? •This is a wonderful restaurant.What is your favorite restaurant? Why? •What a great conference! Tell me about the sessions you attended. •I was absent last week.What did I miss? •That was an interesting program after lunch.What did you think? •Presidential campaigns seem to start immediately after the inauguration.What do you think of the campaign process? •I am so frustrated with getting this business off the ground.Do you have any ideas? •I am excited about our new mayor.How do you think her administration will be different from her predecessor’s? •Your lawn always looks so green.What is your secret? •We’ve been working together for months now.I’d like to get to know you better.Tell me about some of your outside interests. •You worked pretty hard on that stair stepper.What other equipment do you use? •You always wear such attractive clothes.What are your favorite stores? •What a beautiful home.How do you manage to run a house with four children? •I read in the newspaper that our governor has taken another trip overseas.What do you think of all his travel?

Yet Laudan’s mother had no choice about whether to be a good cook or not. It was simply what was expected of her, and of every other farmer’s wife in England at that time. She did not cook because she ‘loved’ cooking but because this was the role that life had allotted her. There was nothing unusual in the way that Laudan’s mother cooked. If anything, her life in the kitchen was easy by the standards of the day. At least a farmer’s wife had access to plentiful meat and vegetables, whereas city cooks in early twentieth-century Britain were expected to produce the same quantity of meals but with meagre ingredients and limited equipment, often in single-room dwellings where there was no kitchen and no escape from cooking. We idealise the homespun meals of the past, imagining rosy-cheeked women laying down picturesque bottles of peaches and plums. But much of the art of ‘cooking’ in pre-modern times was a harried mother slinging what she could in a pot and engaging in a daily smoke-filled battle to keep a fire alive and under control, on top of all the other chores she had to manage. Before we offer too many lamentations for the cookery of the past, we should remember how hard it was – and still is, for millions of people – to cook when you have no choice in the matter.

I must say a word about fear. It is life’s only true opponent. Only fear can defeat life. It is a clever, treacherous adversary, how well I know him. It has no decency, respects no law of convention, shows no mercy. It goes for your weakest spot, which it finds with unerring ease. It begins in your mind, always. One moment you are feeling calm, self-possessed, happy. Then fear, disguised in the garb of mild-mannered doubt, slips into your mind like a spy. Doubt meets disbelief and disbelief tries to push it out. But disbelief is a poorly armed foot soldier. Doubt does away with it with little trouble. You become anxious. Reason comes to do battle for you. You are reassured. Reason is fully equipped with the latest weapons technology. But, to your amazement, despite superior tactics and a number of undeniable victories, reason is laid low. You feel yourself weakening, wavering. Your anxiety becomes dread. … Quickly you make rash decisions. You dismiss your last allies hope and trust. There, you’ve defeated yourself. Fear, which is but an impression, has triumphed over you. The matter is difficult to put into words. For fear, real fear, such as shakes you to your foundation, such as you feel when you are brought face to face with your mortal end, nestles in your memory like a gangrene: it seeks to rot everything, even the words with which to speak of it. So you must fight hard to express it. Because if you don’t, if your fear becomes a wordless darkness that you avoid, perhaps even manage to forget, you open yourself to further attacks of fear because you never truly fought the opponent who defeated you.

Professional Bio of Shahin Shardi, P.Eng. Materials Engineer Welding and Pressure Equipment Inspector, QA/QC Specialist Shahin Shardi is a Materials Engineer with experience in integrity management, inspection of pressure equipment, quality control/assurance of large scale oil and gas projects and welding inspection. He stared his career in trades which helped him understand fundamentals of operation of a construction site and execution of large scale projects. This invaluable experience provided him with boots on the ground perspective of requirements of running a successful project and job site. After obtaining an engineering degree from university of British Columbia, he started a career in asset integrity management for oil and gas facilities and inspection of pressure equipment in Alberta, Canada. He has been involved with numerus maintenance shutdowns at various facilities providing engineering support to the maintenance, operations and project personnel regarding selection, repair, maintenance, troubleshooting and long term reliability of equipment. In addition he has extensive experience in area of quality control and assurance of new construction activities in oil and gas industry. He has performed Owner’s Inspector and welding inspector roles in this area. Shahin has extensively applied industry codes of constructions such as ASME Pressure Vessel Code (ASME VIII), Welding (ASME IX), Process Piping (ASME B31.3), Pipe Flanges (ASME B16.5) and various pressure equipment codes and standards. Familiarity with NDT techniques like magnetic particle, liquid penetrant, eddy current, ultrasonic and digital radiography is another valuable knowledge base gained during various projects. Some of his industry certificates are CWB Level 2 Certified Welding Inspector, API 510 Pressure Vessel Inspector, Alberta ABSA In-Service Pressure Vessel Inspector and Saskatchewan TSASK Pressure Equipment Inspector. Shahin is a professional member of Association of Professional Engineers and Geoscientists of Alberta.

I must say a word about fear. It is life’s only true opponent. Only fear can defeat life. It is a clever, treacherous adversary, how well I know. It has no decency, respects no law or convention, show no mercy. It goes for your weakest spot, which it finds with unerring ease. It begins in your mind, always. One moment you are feeling calm, self-possessed, happy. Then fear, disguised in the garb of mild-mannered doubt, slips into your mind like a spy. Doubt meets disbelief and disbelief tries to push it out. But disbelief is a poorly armed foot soldier. Doubt does away with it with little trouble. You become anxious. Reason comes to do battle for you. You are reassured. Reason is fully equipped with the latest weapons technology. But, to your amazement, despite superior tactics and a number of undeniable victories, reason is laid low. You feel yourself weakening, wavering. Your anxiety becomes dread. Fear next turns fully to your body, which is already aware that something terribly wrong is going on. Already your lungs have flown away like a bird and your guts have slithered away like a snake. Now your tongue drops dear like an opossum, while your jaw begins to gallop on the spot. Your ears go deaf. Your muscles begin to shiver as if they had malaria and your knees to shake as though they were dancing. Your heart strains too hard, while your sphincter relaxes too much. And so with the rest of your body. Every part of you, in the manner most suited to it, falls apart. Only your eyes work well. They always pay proper attention to fear. Quickly you make rash decisions. You dismiss your allies: hope and trust. There, you’ve defeated yourself. Fear, which is but an impression, has triumphed over you. The matter is difficult to put into words. For fear, real fear, such as shakes you to your foundation, such as you feel when you are brought face to face with your mortal end, nestles in your memory like gangrene: it seeks to rot everything, even the words with which to speak of it. So you must fight hard to express it. You must fight hard to shine the light of words upon it. Because if you don’t, if fear becomes a wordless darkness that you avoid, perhaps even manage to forget, your open yourself to further attacks of fear because you never truly fought the opponent who defeated you.

I must say a word about fear. It is life’s only true opponent. Only fear can defeat life. It is a clever, treacherous adversary, how well I know. It has no decency, respects no law or convention, shows no mercy. It goes for your weakest spot, which it finds with unerring ease. It begins in your mind, always. One moment you are feeling calm, self-possessed, happy. Then fear, disguised in the garb of mild-mannered doubt, slips into your mind like a spy. Doubt meets disbelief and disbelief tries to push it out. But disbelief is a poorly armed foot soldier. Doubt does away with it with little trouble. You become anxious. Reason comes to do battle for you. You are reassured. Reason is fully equipped with the latest weapons technology. But, to your amazement, despite superior tactics and a number of undeniable victories, reason is laid low. You feel yourself weakening, wavering. Your anxiety becomes dread. Fear next turns fully to your body, which is already aware that something terribly wrong is going on. Already your lungs have flown away like a bird and your guts have slithered away like a snake. Now your tongue drops dead like an opossum, while your jaw begins to gallop on the spot. Your ears go deaf. Your muscles begin to shiver as if they had malaria and your knees to shake as though they were dancing. Your heart strains too hard, while your sphincter relaxes too much. And so with the rest of your body. Every part of you, in the manner most suited to it, falls apart. Only your eyes work well. They always pay proper attention to fear. Quickly you make rash decisions. You dismiss your last allies: hope and trust. There, you’ve defeated yourself. Fear, which is but an impression, has triumphed over you. The matter is difficult to put into words. For fear, real fear, such as shakes you to your foundation, such as you feel when you are brought face to face with your mortal end, nestles in your memory like a gangrene: it seeks to rot everything, even the words with which to speak of it. So you must fight hard to express it. You must fight hard to shine the light of words upon it. Because if you don’t, if your fear becomes a wordless darkness that you avoid, perhaps even manage to forget, you open yourself to further attacks of fear because you never truly fought the opponent who defeated you.

How I Turned a Troubled Company into a Personal Fortune. How to ________ This is a simple, straightforward headline structure that works with any desirable benefit. “How to” are two of the most powerful words you can use in a headline. Examples: How to Collect from Social Security at Any Age. How to Win Friends and Influence People. How to Improve Telemarketers' Productivity — for Just $19.95. Secrets Of ________ The word secrets works well in headlines. Examples: Secrets of a Madison Ave. Maverick — “Contrarian Advertising.” Secrets of Four Champion Golfers. Thousands (Hundreds, Millions) Now ________ Even Though They ________ This is a “plural” version of the very first structure demonstrated in this collection of winning headlines. Examples: Thousands Now Play Even Though They Have “Clumsy Fingers.” Two Million People Owe Their Health to This Idea Even Though They Laughed at It. 138,000 Members of Your Profession Receive a Check from Us Every Month Even Though They Once Threw This Letter into the Wastebasket Warning: ________ Warning is a powerful, attention-getting word and can usually work for a headline tied to any sales letter using a problem-solution copy theme. Examples: Warning: Two-Thirds of the Middle Managers in Your Industry Will Lose Their Jobs in the Next 36 Months. Warning: Your “Corporate Shield” May Be Made of Tissue Paper — 9 Ways You Can Be Held Personally Liable for Your Business's Debts, Losses, or Lawsuits Give Me ________ and I'll ________ This structure simplifies the gist of any sales message: a promise. It truly telegraphs your offer, and if your offer is clear and good, this may be your best strategy. Examples: Give Me 5 Days and I'll Give You a Magnetic Personality. Give Me Just 1 Hour a Day and I'll Have You Speaking French Like “Pierre” in 1 Month. Give Me a Chance to Ask Seven Questions and I'll Prove You Are Wasting a Small Fortune on Your Advertising. ________ ways to ________ This is just the “how to” headline enhanced with an intriguing specific number. Examples: 101 Ways to Increase New Patient Flow. 17 Ways to Slash Your Equipment Maintenance Costs. Many of these example headlines are classics from very successful books, advertisements, sales letters, and brochures, obtained from a number of research sources. Some are from my own sales letters. Some were created for this book.

MY OWN BUSINESS . . . M. O. B. MOB assumes the right of every individual to possess his inner space, to do what interests him with people he wants to see. In some areas this right was more respected a hundred years ago than it is in the permissive society. 'Which is it this time, Holmes? Cocaine or morphine?' asks a disapproving Watson. But Holmes won’t have fink hounds sniffing through his Baker Street digs. If he accepts an American assignment 8 narks won’t beat his door in with sledge hammers, rush in waving their guns “WHATZAT YOU’RE SMOKING?” jerk the pipe out of his mouth and strip him naked. We will make the MOB stand on criminals and crim­inal communes clear. A criminal is someone who commits crimes against property and crimes against persons. We feel that criminals are not minding their own business. Someone who steals your typewriter, starts barroom fights, kicks an old bum to death, is not minding his own business at all. The Thuggees of India, the Mafia, the Ku Klux Klan are examples of criminal communes. Strangling someone and stealing his money, throwing acid in his face, lynching beating and burn­ ing people to death is not minding one’s own business. On one side we have MOBS dedicated to minding their own business without interference. On the other side we have the enemies of MOB dedicated to interference. Equipped with new techniques of computerized thought control the enemies of MOB could inflict a permanent defeat. MOB want to know just where everybody stands. Wouldn’t advise you to try sitting on that fence. It’s electric. Your enemies then are the enemies of MOB. You can do more to destroy these enemies with tape recorders and video cameras than you can with machine guns. Video tape puts any number of machine guns into your hands. However, it is difficult to convince a revolutionary that this weapon is actually more potent than gelignite or guns. What do revolu­tionaries want? Vengeance, or a real change? Both perhaps. It is difficult for those who have suffered outrageous brutal­ity and oppression to forget about vengeance, which is why I postulated the wholesome catharsis of MA, the Mass Assassination of enemy word and image. And this brings us to a basic question that every revolutionary must ask himself. Can I live without enemies? Can any human being live without enemies? No human being has ever done so yet. If the present revolutionary movement is to amount to more than a change of management, presenting the same old good-guy, bad-guy movie, a basic change of conscious­ ness must take place.

Speech to the German Folk January 30, 1944 Without January 30, 1933, and without the National Socialist revolution, without the tremendous domestic cleansing and construction efforts, there would be no factor today that could oppose the Bolshevik colossus. After all, Germany was itself so ill at the time, so weakened by the spreading Jewish infection, that it could hardly think of overcoming the Bolshevik danger at home, not to mention abroad. The economic ruin brought about by the Jews as in other countries, the unemployment of millions of Germans, the destruction of peasantry, trade, and industry only prepared the way for the planned internal collapse. This was furthered by support for the continued existence of a senseless state of classes, which could only serve to transform the reason of the masses into hatred in order to make them the willing instrument of the Bolshevik revolution. By mobilizing the proletarian slaves, the Jews hoped that, following the destruction of the national intelligentsia, they could all the more reduce them for good to coolies. But even if this process of the Bolshevik revolt in the interior of Germany had not led to complete success, the state with its democratic Weimar constitution would have been reduced to something ridiculously helpless in view of the great tasks of current world politics. In order to be armed for this confrontation, not only the problems of political power but also the social and economic problems had to be resolved. When National Socialism undertook the realization of its program eleven years ago, it managed just in time to build up a state that did not only have the strength at home but also the power abroad to fulfill the same European mission which first Greece fulfilled in antiquity by opposing the Persians, then Rome [by opposing] the Carthaginians, and the Occident in later centuries by opposing the invasions from the east. Therefore, in the year 1933, we set ourselves four great tasks among many others. On their resolution depended not only the future of the Reich but also the rescue of Europe, perhaps even of the entire human civilization: 1. The Reich had to regain the internal social peace that it had lost by resolving the social questions. That meant that the elements of a division into classes bourgeoisie and proletariat-had to be eliminated in their various manifestations and be replaced by a Volksgemeinschaft. The appeal to reason had to be supplemented by the merciless eradication of the base elements of resistance in all camps. 2. The social and political unification of the nation had to be supplemented by a national, political one. This meant that the body of the Reich, which was not only politically, but also governmentally divided, had to be replaced by a unified National Socialist state, the construction and leadership of which were suited to oppose and withstand even the heaviest attacks and severest tests of the future. 3. The nationally and politically coherent centralized state had the mission of immediately creating a Wehrmacht, whose ideology, moral attitude, numerical strength, and material equipment could serve as an instrument of self-assertion. After the outside world had rejected all German offers for a limitation of armament, the Reich had to fashion its own armament accordingly. 4. In order to secure its continued existence in Europe with the prospect of actual success, it was necessary to integrate all those countries which were inhabited by Germans, or were areas which had belonged to the German Reich for over a thousand years and which, in terms of their national substance and economy, were indispensable to the preservation of the Reich, that is, for its political and military defense. Only the resolution of all these tasks could result in the creation of that state which was capable, at home and abroad, of waging the fight for its defense and for the preservation of the European family of nations.

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Q01. I know what is expected of me at work. Q02. I have the materials and equipment I need to do my work right. Q03. At work, I have the opportunity to do what I do best every day. Q04. In the last seven days, I have received recognition or praise for doing good work. Q05. My supervisor, or someone at work, seems to care about me as a person. Q06. There is someone at work who encourages my development. Q07. At work, my opinions seem to count. Q08. The mission or purpose of my company makes me feel my job is important. Q09. My associates or fellow employees are committed to doing quality work. Q10. I have a best friend at work. Q11. In the last six months, someone at work has talked to me about my progress. Q12. This last year, I have had opportunities at work to learn and grow.

As nervous systems developed, they acquired an elaborate network of peripheral probes—the peripheral nerves that are distributed to every parcel of the body’s interior and to its entire surface, as well as to specialized sensory devices that enable seeing, hearing, touching, smelling, and tasting. Nervous systems also acquired an elaborate collection of aggregated central processors in the central nervous system, conventionally called the brain.10 The latter includes (1) the spinal cord; (2) the brain stem and the closely related hypothalamus; (3) the cerebellum; (4) a number of large nuclei located above brain-stem level—in the thalamus, basal ganglia, and basal forebrain; and (5) the cerebral cortex, the most modern and sophisticated component of the system. These central processors manage learning and memory storage of signals of every possible sort and also manage the integration of these signals; they coordinate the execution of complex responses to inner states and incoming stimuli—a critical operation that includes drives, motivations, and emotions proper; and they manage the process of image manipulation that we otherwise know as thinking, imagining, reasoning, and decision making. Last, they manage the conversion of images and of their sequences into symbols and eventually into languages—coded sounds and gestures whose combinations can signify any object, quality, or action, and whose linkage is governed by a set of rules called grammar. Equipped with language, organisms can generate continuous translations of nonverbal to verbal items and build dual-track narratives of such items.

Equip others for their own journeys and tackle constraints they cannot.

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Mobile Virtual Network Operators (MVNOs) have been around in the telecom world since the dawn of the 21st century. However, since their inception, their role has kept on changing. From broadly voice-based service providers to 3G purveyors, MVNOs have evolved in their services with time. Nowadays, in this world of intense competition, the success of MVNO completely depends on their ability to think out of the box. It is their ingenuity in creating customer-driven plans that decides their fate in today’s heavily saturated telecom market. The present-day MVNO subscribers are finicky, moody and disloyal. It is an MVNO’s task to inspire confidence in them, attract them towards their services and ensure that they stay loyal. The Challenge Faced by Different MVNOs Evoking customer trust and then ensuring that it is maintained is probably the toughest challenge faced by an MVNO in telecom. Especially in the competitive world of today that demands a differentiation in service along with an attractive pricing model. Based on their infrastructural capabilities, MVNOs can be divided into: 1. Skinny MVNOs: Equipped with their own voice mail, content applications, SMSC, prepaid and VAS. 2. Thin MVNOs: Apart from the infrastructure above, they also have AUC, EIR, HLR, and IN. 3. Thick MVNOs: Along with infrastructure of a thin MVNO, thick MVNOs also have a VLR and MSC. Regardless of the kind of MVNO that you are running, there are some major challenges that you need to overcome. While a skinny MVNO does not have to worry too much about the infrastructure, he cannot scale his operations as well as a thin or thick MVNO. On the other hand, a thick MVNO may be able to scale his operations well, but he might get too involved in managing the infrastructure with very little time for branding and marketing. The Importance of MVNE/MVNA Partnership for Overcoming Challenges As MVNOs are considerably smaller than a full-fledged MNO (Mobile Network Operator), they need support from MVNEs (Mobile Virtual Network Enablers) to get their job done. A capable MVNE with a comprehensive MVNO software solution like Telgoo5 can provide the following benefits to an MVNO: 1. Better billing – Billing is probably the toughest task for an MVNO to undertake all by itself. Any mistake or inefficiency in billing tasks can have a major bearing on MVNO subscribers. But when you partner with an MVNE like Vcare, you get access to a cutting-edge MVNO billing software solution. With a convergent billing solution by your side, you can create itemized bills with details of all types of services used by your subscribers. 2. Profitable deals with MNOs – Partnership with a competent MVNE/MVNA can help you get better-priced deals with an MNO. This will allow you to deliver the services at a lower rate to your MVNO subscribers while still making a profit. 3. Avoid red tape – Running a successful MVNO operation requires you to get into contracts with different carriers and vendors. By partnering with a competent MVNE like Vcare (who already has fully-licensed platforms and contracts with vendors), you are able to bypass the process of signing new deals, thereby saving considerable time and effort.

I remember driving there in the afternoon, and I remember getting there and loading the gear in. I don’t remember the sound check. We had one, I think, but we had no idea what to do because we’d never done one before. No one had the foggiest. Not knowing what to do made it exciting, though. Like, now, everybody’s got a stage manager and a sound guy, lights, and so on. The bands know all about sound checks and levels, equipment and all that. Now they even have music schools to teach you that kind of stuff. Back then you knew fuck-all. You didn’t have anyone professional, just your mates, who, like you, were clueless; you had a disco PA and a sleepy barmaid. It’s something I find quite sad about groups today, funnily enough, the careerism of it all. I saw this program once, a “battle of the bands” sort of thing. It had Alex James from Blur on it and Lauren Laverne and some twat from a record company, and they’d sit there saying what they thought of the band: “Your bass player’s shit and your image needs work; lose the harmonica player.” All the bands just stood there and took it, going, “Cheers, man, we’ll go off and do that.” I couldn’t believe it. I joined a band to tell everyone to fuck off, and if somebody said to me, “Your image is shit,” I’d have gone, “Fuck off, knob head!” And if someone had said, “Your music’s shit,” I would have nutted them. That to me is what’s lacking in groups. They’ve missed out that growing-up stage of being bloody-minded and fucking clueless. You have to have ultimate self-belief. You have to believe right from the word go that you’re great and that the rest of the world has to catch up with you. Of us lot, Ian was the best at that. He believed in Joy Division completely. If any of us got downhearted it was always him who would cheer us up and get us going again. He’d put you back on track.

Many marriages would have succeeded today but many of the individuals didn't have the equipment; the knowledge to use to fix the situation. No marriage is irreparable but most most people are just too tired to fix it. This why it is important for you to get understanding. In all your getting don't get love....get understanding first. Understand what it means to be a woman. Understand what it means to be with a woman. You need to understand the complexancy in a woman and the uniqueness in a man. Understand communication skills, understand how to manage emotions and how to handle anger, you have to understand the dynamics of disagreement , you have to understand how to handle unfaithfulness; broken trust, if you do not understand all these things, you will always be stocked in life.

factory automation services Our company majorly dedicated to serving clients having biodiesel plants. Our company has more than 60 engineers who are highly experienced and proficient. Moreover, all our professionals are expertise in different niche such as electrical, process, application, project, mechanical, chemical, civil, structural and controls too. Our professionals do the best possible job to ensure a favorable outcome. For factory automation services, we build and maintain the biodiesel plant. In this context, our experts follow the biodiesel plant construction standards that include plant size determination, selecting an appropriate site, permitting, biodiesel plant engineering, determining your equipment needs, assistance which plant installation, quality and BQ-9000 considerations, plant start up and training, plant management and planning for the future.

The nuclear family is said to be the basic unit of society but is itself under extreme pressure. Divorce rates have soared. Divorce is a double whammy for kids because it creates competing attachments as well as attachment voids. Children naturally like all their working attachments to be under one roof. The togetherness of the parents enables them to satisfy their desire of closeness and contact with both simultaneously. Furthermore, many children are attached to their parents as a couple. When parents divorce, it becomes impossible to be close to both simultaneously, at least physically. Children who are more mature and have more fully developed attachments with their parents are better equipped to keep close to both even when they, the parents, are apart — to belong to both simultaneously, to love both simultaneously, and to be known by both simultaneously. But many children, even older ones, cannot manage this. Parents who compete with the other parent or treat the other parent as persona non grata place the child (or, more precisely, the child's attachment brain) in an impossible situation: to be close to one, the child must separate from the other, both physically and psychologically. Owing to the marital conflict that precedes divorce, attachment voids may develop long before the divorce happens. When parents lose each other's emotional support or become preoccupied with their relationship to each other, they become less accessible to their children. Deprived of emotional contact with adults, children turn to their peers. Also, under stressed circumstances, it is tempting for parents themselves to seek some relief from caregiving responsibility. One of the easiest ways of doing so is to encourage peer interaction. When children are with each other, they make fewer demands on us.

These guidelines will help put you in the right frame of mind to begin practicing relaxation techniques: 1. Give yourself permission to relax. You must nurture yourself. Even if it has been difficult for you to relax in the past, now is a new beginning. It may not be easy at first, but in time, and with practice, relaxation is possible for everyone. 2. Create the right environment. This means no distractions: no TV, no telephone, no music, no food. This is a time for you to be at peace with yourself. Wear comfortable clothing and allow yourself to focus only on the present. Allow yourself to let go, to relax emotionally as well as physically. Be careful not to think of letting go as losing control. The opposite—holding on—is what causes heightened anxiety. To really control anxiety, you have to let go of it, become familiar with it, and then find a new way to lessen its intensity. The process of letting go and achieving relaxation can sometimes feel uncomfortable. But it is this uncomfortable feeling that has to be worked through to achieve success. 3. Learn diaphragmatic breathing. Diaphragmatic breathing is the basis of all relaxation and internal self-regulation. Often, breathing exercises of this type are in and of themselves a good means of stress management. Start breathing deeply to slow your body and mind down in preparation for relaxation. Conscious breathing is an essential part of this exercise. Inhale through nose, draw slowly into stomach (diaphragmatic region) and exhale through your mouth. This process should be done slowly and rhythmically. 4. Learn muscle relaxation. This is fairly easy to learn. The first step is to become aware of the difference between tense muscles and relaxed muscles. Then, learn to make your muscles feel limp and heavy. 5. Cultivate warm, dry hands. As you relax, your blood vessels dilate and the peripheral blood flow (at the skin’s surface) increases, resulting in warm hands. Anxiety is related to the fight-or-flight response. When confronted with stress, the body naturally sends blood away from extremities toward the torso in preparation for escape. While normal body temperature is 98.6 degrees, hand temperature is slightly cooler, and varies considerably depending on the degree of stress or relaxation. Don’t confuse the two—extremities are always cooler. Remember the mood rings of the 1970s? True, they were a gimmick, but they relied on stress-related surface temperature changes to create the desired effect. Bio-dots and stress cards available today work the same way, and can be a useful tool in learning to bring yourself down from an anxiety state. Still, you may not need a machine or other equipment to tell you how cold your hands are. If your hands feel cold to you, they are responding to stress. If your hands are warm and dry, you’ve achieved relaxation.

No one ever mentions this in stories about time travel. You identify and locate your destination, defy the laws of physics to get there, somehow manage to avoid as many as possible of the huge number of hazards History has littered around the place, manage not to lose or break your very expensive equipment, you’re poised to record the History-changing event of your choice, and then you find you can’t bloody get in. On

charge nurse”: a bedside RN who functions as a manager for that particular shift. Charge nurses—also called resource nurses at some hospitals—assign patients to staff, troubleshoot, and perform set administrative tasks, such as making sure the crash cart (a toolbox of equipment and drugs we need in an emergency) is ready to go.

Product creators are the true talent of any corporation, especially one claiming to bet on innovation. The other roles don't create products and should be there to serve those who do. A classic betrayal of this idea is when the IT department dictates to creatives what equipment they can use. If one group has to be inefficient, it should be the support group, not the creatives. If the supporting roles, including management, dominate, the quality of products can only suffer.

AR confesses that 1989 was a turning point in his life. ‘I had my studio at last,’ he says. ‘The only problem was that the room was an empty shell. I would sit in it and look around at the empty space and wonder if I could ever afford to buy any equipment to fill it.’1 Kareema Begum took yet another bold decision at that point. She sold all the gold jewellery she had saved for the marriage of her two younger daughters, Fathima and Ishrath. ‘We had to take loans too,’ recalls Fathima. ‘But Amma was very firm about it. I used to go with her to get a loan for the generator and so on.’ With all this money his mother managed to raise, AR got his first Fostex 16-track mixer-recorder. ‘Sitting in the music studio that night and staring at my new recorder, I felt like a king,’ says AR. ‘The new me was born . . .’2

38. No One Cares How Much You Know Until They Know How Much You Care My SAS patrol sergeant Chris Carter was the living embodiment of this advice, and if you are ever in a position of leading a team or managing people, following his selfless example will help you become a better leader and enable your team to achieve more. Can you imagine how I felt after Chris had let me drink his last drops of water? Gratitude doesn’t come close. One of the regiment’s toughest, most hardened of soldiers was showing that he was looking out for me way beyond the call of duty. And once I had been shown how much he cared, I knew that, in return, I would never let him, or the regiment, down. That simple act of kindness, of caring, is always at the heart of great brotherhoods. Call it what you will: camaraderie, shared purpose. The end product was that here was a man I would work my guts out for. And that made us all stronger. Ditto, on a mountain: the most important bit of kit or resource on any expedition is always the human asset. When valued and empowered, humans have proved they can truly overcome the impossible and scale the unconquerable. But first we have to be valued and empowered. The real value of a team is never in the flash hi-tech equipment or branded sponsors. It’s the people and the relationships between them. As a leader, in whatever field, it is one thing for your team to see how much you know, but that knowledge isn’t what will make your team great. What makes the critical difference is how you use that knowledge. Do you use it to empower and support those around you? Do you value others above yourself? Is your ego small enough, and your backbone strong enough, to raise others up high on your shoulders? If you let people know, through your words and actions, that they really matter, that their work matters, that their wellbeing matters to you, then they will go to the ends of the Earth for you. Why? Because they know they can trust you to use all your knowledge, skills and power to support and encourage them. You see, no one cares how much you know until they know how much you care.

It was clear the USA government had mishandled the COVID-19 pandemic. President Trump had spent weeks misinforming the USA masses about the seriousness of the global pandemic and the government and hospitals had not procured enough supplies to handle COVID-19. Personal Protective Equipment (PPE) was running out and was being rationed by hospital managers. The result was doctors and nurses became infected in large numbers and some were dying.

if you are not equipped to manage distraction, your brain will be manipulated by time-wasting diversions.

electrification technology does not yet exist that can manage the high power-to-size requirements for either heavy equipment or long-range oceanic shipping. There simply is neither an existing technology nor an imminent technological revolution that can replace oil and natural gas in the agricultural sector.

Paul Turovsky’s prolific experience in real estate has equipped him as an expert trainer for superintendents and agents. He understands the mechanics of property management and is well-versed in conflict resolution and tenant education. Mr. Turovsky brings over 15 years of experience to muti-level project management and has led accomplished teams of real estate professionals. He is people-oriented and has a proven track record of excellence.

It’s ironic that most companies spend so much of their money on people’s salaries, and yet they spend only a small fraction of their budget to develop people. In fact, most companies spend more time and money on maintaining their buildings, technology, and equipment than they do on developing people.

One major mistake Schneider had seen was how companies confused supporting roles, like legal, human resources, and information technology, with product creation roles like design and development. Product creators are the true talent of any corporation, especially one claiming to bet on innovation. The other roles don't create products and should be there to serve those who do. A classic betrayal of this idea is when the IT department dictates to creatives what equipment they can use. If one group has to be inefficient, it should be the support group, not the creatives. If the supporting roles, including management, dominate, the quality of products can only suffer.

You don’t just get to leap from bright moment to bright moment. How you manage yourself between those bright moments, when things aren’t going so great, is a measure of how devoted you are to your vocation, and how equipped you are for the weird demands of creative living. Holding yourself together through all the phases of creation is where the real work lies.

Transforming Challenges into Opportunities: Enhancing Problem-Solving Skills through Critical Thinking In today's fast-paced and competitive business world, the ability to think critically and solve problems effectively is crucial for success. Whether you are a seasoned entrepreneur or a budding startup owner, developing strong problem-solving skills can give you a significant edge in the market. By harnessing the power of critical thinking, you can transform challenges into opportunities and propel your business towards success. As a coach for business start-ups and a catalyst for innovation, I understand the importance of equipping entrepreneurs with the necessary tools to overcome obstacles and thrive in the face of adversity. In this blog post, I will explore how honing your critical thinking skills can help you navigate the challenges of starting and growing a business. 1. Identifying the Problem: Critical thinking involves the ability to accurately identify and define the problem at hand. As a coach for business start-up ideas, I can help you analyze your unique challenges and break them down into manageable parts. By clarifying the problem, you can focus your efforts on finding the most effective solution. 2. Analyzing Different Perspectives: One of the key aspects of critical thinking is considering different perspectives and viewpoints. When faced with a problem, it is important to step back and evaluate the situation from various angles. This allows you to gain valuable insights and uncover opportunities that may not be immediately apparent. As a coach, I can guide you through this process, helping you see the bigger picture and explore alternative solutions. 3. Developing Creative Solutions: Critical thinking encourages out-of-the-box thinking and the ability to generate creative solutions. By breaking away from conventional thought patterns, you can discover innovative approaches to solving problems. As your coach, I can help you tap into your creative potential and unlock new possibilities for your business. 4. Evaluating Risks and Benefits: Effective problem-solving requires a thorough analysis of the risks and benefits associated with different solutions. Through critical thinking, you can weigh the pros and cons, assess potential outcomes, and make informed decisions. As your coach, I can guide you in evaluating the risks and benefits of various options, enabling you to make strategic choices that align with your business goals. 5. Adapting to Change: In today's rapidly evolving business landscape, adaptability is crucial. Critical thinking allows you to embrace change and adapt your strategies as needed. By honing your problem-solving skills, you can navigate unexpected challenges with ease and turn them into opportunities for growth. As your coach, I can provide you with the tools and techniques to foster adaptability and resilience in the face of change. In conclusion, developing strong problem-solving skills through critical thinking is essential for entrepreneurs and business start-ups. By working with a coach who specializes in business start-up ideas, you can enhance your problem-solving abilities, uncover new opportunities, and position your business for long-term success. So, why wait? Invest in your critical thinking skills today and unlock the potential within your business. If you are looking for a coach to guide you in transforming challenges into opportunities, I am here to help. Contact me to explore how we can work together to enhance your problem-solving skills and achieve your business goals. Keywords: coach startup ideas, coach for business start-up, problem-solving skills, critical thinking, challenges, opportunities, entrepreneurs, innovation, analyze, creative solutions, risks, benefits, adaptability.

Aren’t we supposed to hold hands?” asks Compton. “Shut up,” Sanford says and we all laugh. “Come on, asshole. Hold my hand or something,” he replies, holding out a hand towards our equipment manager. “Hold his hand or I will,” Novy shouts to more laughter.

Of all organizations, it was oddly enough Wal-Mart that best recognized the complex nature of the circumstances, according to a case study from Harvard’s Kennedy School of Government. Briefed on what was developing, the giant discount retailer’s chief executive officer, Lee Scott, issued a simple edict. “This company will respond to the level of this disaster,” he was remembered to have said in a meeting with his upper management. “A lot of you are going to have to make decisions above your level. Make the best decision that you can with the information that’s available to you at the time, and, above all, do the right thing.” As one of the officers at the meeting later recalled, “That was it.” The edict was passed down to store managers and set the tone for how people were expected to react. On the most immediate level, Wal-Mart had 126 stores closed due to damage and power outages. Twenty thousand employees and their family members were displaced. The initial focus was on helping them. And within forty-eight hours, more than half of the damaged stores were up and running again. But according to one executive on the scene, as word of the disaster’s impact on the city’s population began filtering in from Wal-Mart employees on the ground, the priority shifted from reopening stores to “Oh, my God, what can we do to help these people?” Acting on their own authority, Wal-Mart’s store managers began distributing diapers, water, baby formula, and ice to residents. Where FEMA still hadn’t figured out how to requisition supplies, the managers fashioned crude paper-slip credit systems for first responders, providing them with food, sleeping bags, toiletries, and also, where available, rescue equipment like hatchets, ropes, and boots. The assistant manager of a Wal-Mart store engulfed by a thirty-foot storm surge ran a bulldozer through the store, loaded it with any items she could salvage, and gave them all away in the parking lot. When a local hospital told her it was running short of drugs, she went back in and broke into the store’s pharmacy—and was lauded by upper management for it.

Senior Wal-Mart officials concentrated on setting goals, measuring progress, and maintaining communication lines with employees at the front lines and with official agencies when they could. In other words, to handle this complex situation, they did not issue instructions. Conditions were too unpredictable and constantly changing. They worked on making sure people talked. Wal-Mart’s emergency operations team even included a member of the Red Cross. (The federal government declined Wal-Mart’s invitation to participate.) The team also opened a twenty-four-hour call center for employees, which started with eight operators but rapidly expanded to eighty to cope with the load. Along the way, the team discovered that, given common goals to do what they could to help and to coordinate with one another, Wal-Mart’s employees were able to fashion some extraordinary solutions. They set up three temporary mobile pharmacies in the city and adopted a plan to provide medications for free at all of their stores for evacuees with emergency needs—even without a prescription. They set up free check cashing for payroll and other checks in disaster-area stores. They opened temporary clinics to provide emergency personnel with inoculations against flood-borne illnesses. And most prominently, within just two days of Katrina’s landfall, the company’s logistics teams managed to contrive ways to get tractor trailers with food, water, and emergency equipment past roadblocks and into the dying city. They were able to supply water and food to refugees and even to the National Guard a day before the government appeared on the scene. By the end Wal-Mart had sent in a total of 2,498 trailer loads of emergency supplies and donated $3.5 million in merchandise to area shelters and command centers. “If the American government had responded like Wal-Mart has responded, we wouldn’t be in this crisis,” Jefferson Parish’s top official, Aaron Broussard, said in a network television interview at the time.

Enhancing Diabetes Management: The Role of Blood Glucose Monitors from Med Supply US Introduction In the modern landscape of diabetes care, continuous monitoring of blood glucose levels has become an invaluable tool for individuals striving to manage their condition effectively. Among the pioneering names in this field is Med Supply US, a brand that has been making waves in New York, Miami, and Florida by offering state-of-the-art Continuous Glucose Monitoring (CGM) services. Let's delve into how these Blood Glucose Monitors are revolutionizing diabetes management. Continuous Glucose Monitoring: A Game-Changer Gone are the days of frequent finger pricks and sporadic glucose checks. Med Supply US is at the forefront of empowering individuals with diabetes to monitor their blood glucose levels seamlessly and gain insights in real-time. CGMs have ushered in a new era of convenience, accuracy, and comprehensive data analysis, allowing for a more proactive approach to diabetes care. Benefits of CGMs by Med Supply US Med Supply US has carved a niche for itself in the diabetes management landscape, offering a range of benefits that set it apart: Accurate Monitoring: CGMs provide continuous readings throughout the day and night, eliminating the guesswork associated with traditional glucose monitoring methods. This accuracy is pivotal for making informed decisions about diet, medication, and activity levels. Real-time Data: With CGMs, individuals receive real-time data on their glucose levels. This not only keeps them informed but also enables prompt action in response to fluctuations, reducing the risk of extreme highs and lows. Trend Analysis: Med Supply US's CGMs offer comprehensive data analysis, highlighting trends and patterns in glucose levels over time. This aids in identifying factors that impact blood sugar, thus facilitating better management strategies. Alerts and Notifications: CGMs from Med Supply US come equipped with customizable alerts and notifications. This feature helps users stay vigilant about their glucose levels, especially during critical moments.

Naval Warfare: For surface vessels and even submarines there was much continuity between the First and Second World Wars. The battleships, cruisers, destroyers, and submarines of the 1939-45 period were generally bigger, faster, and better armed than their 1914-18 predecessors but not fundamentally different. Indeed, they had not changed much since the Russo-Japanese War of 1905. Yet naval warfare was nevertheless transformed by the introduction of aviation. Fleets that were once built around battleships came to be built around aircraft carriers instead. Aircraft proved superior not just to conventional surface ships but also, in the Battle of the Atlantic, to submarines as well. German U-boats preying on Allied shipping were foiled through a variety of means including convoying of merchants ships and the use of radar and sonar. But the weapon that proved most effective was an aircraft dropping depth charges. The dispatch of long-range B-24s equipped with the latest radar to patrol the North Atlantic in 1943 helped to turn the tide against the U-boats. The proliferation of small escort carriers also allowed air cover for convoys even in the middle of the ocean. Submarines proved more effective in teh Pacific, where the vast distances precluded effective patrolling by aircraft and where the Japanese did not devleop the types of advanced antisubmarine techniques employed by the Allies in the Atlantic. U.S. submarines took a heavy toll on Japanese merchantmen and warships alike once they managed to fix the problems that bedeviled their Mark 14 torpedo early in the war. "A force comprising less than 2 percent of U.S. Navy personnel," naval historian Ronald Spector would write of U.S. submariners, "had accounted for 55 percent of Japan's losses at sea." The torpedo, whether launched by submarines, surface ships, or airplanes, proved the biggest ship-killer of the war.

VC Fred Wilson estimates that a typical startup will turn over its management team three times between its inception and when it achieves significant scale. Wilson emphasizes that turning over a team is not the same as firing someone for poor performance. Still, it can be tough to create new roles for senior managers who can’t handle the evolving demands of their current positions, and terminating them can be demoralizing for colleagues who’ve worked with them since the beginning—especially if those individuals are torchbearers for the startup’s mission and values. Wilson notes that serial entrepreneurs, having seen these patterns before, are better equipped to manage executive churn. He also advises founders to be open with new hires, letting them know that “they may not make it to the finish line, but they will be handsomely compensated with equity.

Depreciation is the method accountants use to allocate the cost of equipment and other assets to the total cost of products and services as shown on the income statement. It is based on the same idea as accruals: we want to match as closely as possible the costs of our products and services with what was sold. Most capital investments other than land are depreciated. Accountants attempt to spread the cost of the expenditure over the useful life of the item. There’s more about depreciation in parts 2 and 3.

The Emergency First Aid at Work Course is a specialised training programme offered by various first aid training providers. This course is designed to equip individuals with the essential skills and knowledge needed to perform emergency first aid in a workplace setting. The training typically covers a range of critical topics, such as managing an unresponsive casualty, CPR (Cardiopulmonary Resuscitation), dealing with bleeding and shock, and handling specific workplace hazards.

The SSSTS (Site Supervisors' Safety Training Scheme) Course is a widely recognised training programme specifically designed for individuals taking on supervisory roles in the construction industry. Its primary aim is to equip site supervisors with essential knowledge and skills to understand and confidently manage health, safety, welfare, and environmental issues on construction sites.

Which company is best for using construction Project work? The Shree Siva Balaaji Steels project is a significant endeavor that encompasses the establishment and operation of a modern and advanced steel manufacturing facility. This project represents a fusion of innovation, cutting-edge technology, and industrial expertise, aimed at delivering high-quality steel products to meet the growing demands of various sectors. Key Features: State-of-the-Art Manufacturing Plant: The project involves the construction and operation of a state-of-the-art manufacturing plant equipped with the latest machinery, automation systems, and environmentally friendly processes. This allows for efficient production and reduced environmental impact. Diverse Product Range: Shree Siva Balaaji Steels aims to offer a diverse range of steel products to cater to different industries such as construction, automotive, infrastructure, and manufacturing. This versatility enables the company to meet the varying needs of clients and partners. Quality Assurance: A cornerstone of the project is its commitment to delivering high-quality steel products. The facility adheres to strict quality control measures and follows international standards to ensure that the end products are durable, reliable, and meet or exceed industry specifications. Sustainability Focus: The project places a strong emphasis on sustainability and environmentally conscious practices. Energy-efficient processes, recycling initiatives, and waste reduction strategies are integrated into the manufacturing process to minimize the ecological footprint. Employment Opportunities: Shree Siva Balaaji Steels contributes to local economies by creating employment opportunities across various skill levels, from skilled labor to technical experts. This helps stimulate economic growth in the region surrounding the manufacturing facility. Collaboration and Partnerships: The project fosters collaborations with suppliers, distributors, and clients, establishing strong relationships within the steel industry. This network facilitates efficient supply chain management and enables the company to provide tailored solutions to its customers. Innovation and Research: The project invests in research and development to constantly improve manufacturing processes, product quality, and the development of new steel products. This dedication to innovation positions the company at the forefront of the steel industry. Community Engagement: Shree Siva Balaaji Steels is committed to engaging with local communities and implementing corporate social responsibility initiatives. These efforts include supporting education, healthcare, and other community-centric projects, fostering goodwill and positive impact. Vision: The Shree Siva Balaaji Steels project envisions becoming a leading name in the steel manufacturing sector, renowned for its exceptional quality, technological innovation, and sustainability practices. By adhering to its core values of integrity, excellence, and environmental responsibility, the project strives to contribute positively to the industry and the communities it operates within.

Capital Expenditures A capital expenditure is the purchase of an item that’s considered a long-term investment, such as computer systems and equipment. Most companies follow the rule that any purchase over a certain dollar amount counts as a capital expenditure, while anything less is an operating expense. Operating expenses show up on the income statement, and thus reduce profit. Capital expenditures show up on the balance sheet; only the depreciation of a piece of capital equipment appears on the income statement. More on this in chapters 5 and 11