How To Implement Block Quotes

What Ibarra calls the “ plan-and-implement” model—the idea that we should first make a long-term plan and execute without deviation, as opposed to the “ test-and-learn” model—is entrenched in depictions of geniuses. Popular lore holds that the sculptor Michelangelo would see a full figure in a block of marble before he ever touched it, and simply chip away the excess stone to free the figure inside. It is an exquisitely beautiful image.

While abortion is commonly understood as the issue that began to unite evangelicals in the 1970s, I give that dubious honor to the issue of race. Race hatred played the fundamental role in, first, pushing evangelicals towards a "color-blind gospel," which would provide cover for their racially motivated organizing against the federal government, and, second, their push to block implementation of the hard-won gains of the civil rights movement. This color-blind gospel is how evangelicals used biblical scripture to affirm that everyone, no matter what race, is equal and that race does not matter. The reality of the term ‘color-blind,’ however, was more about making Black and other ethnic evangelicals conform to whiteness and accept white leadership as the norm both religiously and socially. It is the equivalent of today's oft-quoted phrase "I don't see color." Saying that means white is the default color.

To determine our essentials, we need to start with this foundational question because, without it, we will continue living our lives by default. We can implement the Time-Blocking Method all we want, but without a sense of purpose and intentionality, we will only be achieving productivity for productivity’s sake. Not only that, but the sheer ability to get a lot of stuff done is not ultimately going to provide you with the motivation you need to keep moving forward. You need to answer the question for yourself, “Why am I even doing any of this?” so that at the end of your productivity journey, you can look back and see that it was all for something bigger than yourself. I recognize this is no small question, and for those who have never pondered it before, I wouldn’t expect you to have an answer now; but I hope you will start on a journey to learn your purpose. Often connected with this larger question, is the question of, What are the things that you value most? Right now, most of us could easily articulate that we value things like family, relationships, creativity, hard work, making money, self-care, God, religion, giving back, or enjoying life. But these concepts, unfortunately, are way too vague, and ultimately, unhelpful to provide any real direction in your life. These so-called “values” could be applied to anyone and everyone. They are not specific enough to you. For instance, if you say you value relationships, what do you mean? Relationships with whom? Everyone you meet on the street? Your coworkers? Your spouse? All of your Facebook friends? Your best friend? The truth is you don’t actually value all relationships. My guess is, when you say you value relationships, you have a select few people in mind. You know that trying to build a friendship with everyone you meet would be unrealistic. For the most outgoing person, it would be impossible, even if you tried. That’s because if you invested an equal amount of energy into every person you know, then all of your relationships—especially your closest ones—would suffer. By making every relationship in your life important, you make none of them important. So, you have to get specific about the thing in which you value. Again, you most likely already know, but I would encourage you take a moment to articulate those specifics and write them down. But let’s take it a step deeper. You may say that you value your relationship with your spouse or significant other. That’s great! But if you never go on dates with them, buy them gifts, or say nice things to them, one might question how much you really value that relationship.

When bitcoin was created by Satoshi Nakamoto, the software was actually completed before the whitepaper reproduced in Appendix A was written. Satoshi wanted to make sure it worked before writing about it. That first implementation, then simply known as “Bitcoin” or “Satoshi client,” has been heavily modified and improved. It has evolved into what is known as Bitcoin Core, to differentiate it from other compatible implementations. Bitcoin Core is the reference implementation of the bitcoin system, meaning that it is the authoritative reference on how each part of the technology should be implemented. Bitcoin Core implements all aspects of bitcoin, including wallets, a transaction and block validation engine, and a full network node in the peer-to-peer bitcoin network.

Eight months [after 9/11], after the most intensive international investigation in history, the head of the Federal Bureau of Investigation informed the press that they still didn't know who did it. He said they had suspicions. The suspicions were that the plot was hatched in Afghanistan but implemented in Germany and the United Arab Emirates, and, of course, in the United States. After 9/11, Bush II essentially ordered the Taliban to hand over Osama bin Laden, and they temporized. They might have handed him over, actually. They asked for evidence that he was involved in the attacks of 9/11. And, of course, the government, first of all, couldn't given them any evidence because they didn't have any. But secondly, they reacted with total contempt. How can you ask us for evidence if we want you to hand somebody over? What lèse-majesté is this? So Bush simply informed the people of Afghanistan that we're going to bomb you until the Taliban hand over Osama bin Laden. He said nothing about overthrowing the Taliban. That came three weeks later, when British admiral Michael Boyce, the head of the British Defense Staff, announced to the Afghans that we're going to continue bombing you until you overthrow your government. This fits the definition of terrorism exactly, but it's much worse. It's aggression. How did the Afghans feel about it? We actually don't know. There were leading Afghan anti-Taliban activists who were bitterly opposed to the bombing. In fact, a couple of weeks after the bombing started, the U.S. favorite, Abdul Haq, considered a great martyr in Afghanistan, was interviewed about this. He said that the Americans are carrying out the bombing only because they want to show their muscle. They're undermining our efforts to overthrow the Taliban from within, which we can do. If, instead of killing innocent Afghans, they help us, that's what will happen. Soon after that, there was a meeting in Peshawar in Pakistan of a thousand tribal leaders, some from Afghanistan who trekked across the border, some from Pakistan. They disagreed on a lot of things, but they were unanimous on one thing: stop the bombing. That was after about a month. Could the Taliban have been overthrown from within? It's very likely. There were strong anti-Taliban forces. But the United States didn't want that. It wanted to invade and conquer Afghanistan and impose its own rule. ...There are geostrategic reasons. They're not small. How dominant they are in the thinking of planners we can only speculate. But there is a reason why everybody has been invading Afghanistan since Alexander the Great. The country is in a highly strategic position relative to Central Asian, South Asia, and the Middle East. There are specific reasons in the present case having to do with pipeline projects, which are in the background. We don't know how important these considerations are, but since the 1990s the United States has been trying hard to establish the Trans-Afghanistan Pipeline (TAPI)from Turkmenistan, which has a huge amount of natural gas, to India. It has to go through Kandahar, in fact. So Turkmenistan, Afghanistan, Pakistan, and India are all involved. The United States wants the pipeline for two reasons. One reason is to try to prevent Russia from having control of natural gas. That's the new "great game": Who controls Central Asian resources? The other reason has to do with isolating Iran. The natural way to get the energy resources India needs is from Iran, a pipeline right from Iran to Pakistan to India. The United States wants to block this from happening in the worst way. It's a complicated business. Pakistan has just agreed to let the pipeline run from Iran to Pakistan. The question is whether India will try to join in. The TAPI pipeline would be a good weapon to try to undercut that.

Senator Warren questions SEC chair on broker reforms 525 words By Sarah N. Lynch WASHINGTON (Reuters) - Senator Elizabeth Warren said Friday that the Labor Department should press ahead with brokerage industry reforms, and not be deterred by the Securities and Exchange Commission's plans to adopt its own separate rules.    President Barack Obama, with frequent Wall Street critic Warren at his side, last month called on the Labor Department to quickly move forward to tighten brokerage standards on retirement advice, lending new momentum to a long-running effort to implement reforms aimed at reducing conflicts of interest and "hidden fees." But that effort could be complicated by a parallel track of reforms by the SEC, whose Chair Mary Jo White on Tuesday said she supported moving ahead with a similar effort to hold retail brokers to a higher "fiduciary" standard. "I want to see the Department of Labor go forward now," Warren told Reuters in an interview Friday. "There is no reason to wait for the SEC. There is no question that the Department of Labor has the authority to act to ensure that retirement advisers are serving the best interest of their clients." Warren said that while she has no concerns with the SEC moving forward to write its own rules, she fears its involvement may give Wall Street a hook to try to delay or water down a separate ongoing Labor Department effort to craft tough new rules governing how brokers dole out retirement advice. She also raised questions about White's decision to unveil her position at a conference hosted by the Securities Industry and Financial Markets Association (SIFMA), a trade group representing the interests of securities brokerage firms. Not only is the SEC the lead regulator for brokers, but unlike the Labor Department, it is also bound by law to preserve brokers' commission-based compensation in any new fiduciary rule.     "I was surprised that (Chair) White announced the rule at a conference hosted by an industry trade group that spent several years and millions of dollars lobbying members of Congress to block real action to fix the problem," Warren said. Warren, a Massachusetts Democrat who frequently challenges market regulators as too cozy with industry, stopped short of directly criticizing White. The SEC and SIFMA both declined to comment on Warren's comments. SIFMA has strongly opposed the Labor Department's efforts, fearing its rule will contain draconian measures that would cut broker profits, and in turn, force brokers to pull back from offering accounts and advice to American retirees. It has long advocated for the SEC to take the lead on a rule that would create a new uniform standard of care for brokers and advisers. The SEC has said it has been coordinating with the Labor Department on the rule-writing effort, but on Tuesday White also acknowledged that the two can still act independently of one another because they operate under different laws. The industry and reform advocates have been waiting now for years to see whether the SEC would move to tighten standards.     Warren expressed some skepticism on Friday about whether the SEC will ever in fact actually adopt a rule, saying that for years the agency has talked about taking action, but has not delivered. (Reporting by Sarah N. Lynch; Editing by Christian Plumb)

What Ibarra calls the “plan-and-implement” model—the idea that we should first make a long-term plan and execute without deviation, as opposed to the “test-and-learn” model—is entrenched in depictions of geniuses. Popular lore holds that the sculptor Michelangelo would see a full figure in a block of marble before he ever touched it, and simply chip away the excess stone to free the figure inside. It is an exquisitely beautiful image. It just isn’t true. Art historian William Wallace showed that Michelangelo was actually a test-and-learn all-star. He constantly changed his mind and altered his sculptural plans as he worked. He left three-fifths of his sculptures unfinished, each time moving on to something more promising. The first line of Wallace’s analysis: “Michelangelo did not expound a theory of art.” He tried, then went from there. He was a sculptor, painter, master architect, and made engineering designs for fortifications in Florence. In his late twenties he even pushed visual art aside to spend time writing poems (including one about how much he grew to dislike painting), half of which he left unfinished. Like anyone eager to raise their match quality prospects, Michelangelo learned who he was—and whom he was carving—in practice, not in theory. He started with an idea, tested it, changed it, and readily abandoned it for a better project fit. Michelangelo might have fit well in Silicon Valley; he was a relentless iterator. He worked according to Ibarra’s new aphorism: “I know who I am when I see what I do.

The precision in these artifacts is irrefutable. Even if we ignore the question of how they were produced, we are still faced with the question of why such precision was needed. Revelation of new data invariably raises new questions. In this case it is understandable for skeptics to ask, "Where are the machines?" But machines are tools, and the question should be applied universally and can be asked of anyone who believes other methods may have been used. The truth is that no tools have been found to explain any theory on how the pyramids were built or the granite boxes were cut. More than eighty pyramids have been discovered in Egypt, and the tools that built them have never been found. Even if we accepted the notion that copper tools are capable of producing these incredible artifacts, the few copper implements that have been uncovered do not represent the number of such tools that would have been used if every stonemason who is supposed to have worked on the pyramids at just the Giza site owned one or two. In the Great Pyramid alone there are an estimated 2,300,000 blocks of stone, both limestone and granite, weighing between two-and-one-half tons and seventy tons each. That is a mountain of evidence, and there are no tools surviving to explain even this one pyramid's creation.

Ramadan, the faithful are known to block streets, driveways, and fire-hydrants with their parked cars, and trample across neighborhood yards while approaching the mosque on foot. If, as apologists maintain, jihad really is the internal struggle to become a better person, one wonders why manners seem to degrade as Muslim numbers increase. But wait—if jihad is actually about struggling to implement sharia as the necessary precondition to Islamicizing a society, it all makes perfect sense. The overflow parking situation became intolerable in Falls Church, and to ease it somewhat, neighboring churches offered the use of their lots in an overture of Christian charity. Predictably, Abdul-Malik accepted the ecumenical gesture as a concession. “If Islam really catches on in the area,” he smirked to Sperry, “maybe the neighborhood churches will come over lock, stock, and barrel, and we can all share our parking lots.”8 Islamists are happy to expand Islam’s American enclaves one

Specific Architectural Topics Is the overall organization of the program clear, including a good architectural overview and justification? Are major building blocks well defined, including their areas of responsibility and their interfaces to other building blocks? Are all the functions listed in the requirements covered sensibly, by neither too many nor too few building blocks? Are the most critical classes described and justified? Is the data design described and justified? Is the database organization and content specified? Are all key business rules identified and their impact on the system described? Is a strategy for the user interface design described? Is the user interface modularized so that changes in it won’t affect the rest of the program? Is a strategy for handling I/O described and justified? Are resource-use estimates and a strategy for resource management described and justified for scarce resources like threads, database connections, handles, network bandwidth, and so on? Are the architecture’s security requirements described? Does the architecture set space and speed budgets for each class, subsystem, or functionality area? Does the architecture describe how scalability will be achieved? Does the architecture address interoperability? Is a strategy for internationalization/localization described? Is a coherent error-handling strategy provided? Is the approach to fault tolerance defined (if any is needed)? Has technical feasibility of all parts of the system been established? Is an approach to overengineering specified? Are necessary buy-vs.-build decisions included? Does the architecture describe how reused code will be made to conform to other architectural objectives? Is the architecture designed to accommodate likely changes? General Architectural Quality Does the architecture account for all the requirements? Is any part overarchitected or underarchitected? Are expectations in this area set out explicitly? Does the whole architecture hang together conceptually? Is the top-level design independent of the machine and language that will be used to implement it? Are the motivations for all major decisions provided? Are you, as a programmer who will implement the system, comfortable with the architecture?

SUMMARY We get procrastination wrong. All too often, we approach procrastination by treating the symptoms rather than the underlying causes. And all too often, those causes relate to our mood: when we feel bad, we achieve less. So the unblock method is about establishing what’s really blocking your good mood – and finding a way to eliminate it. The first emotional barrier is the simplest: uncertainty. The solution? To gain clarity about what you’re actually doing. That involves asking ‘why?’ and then using this to figure out your ‘how’. Next, ask ‘what?’. That means an alternative approach to goal-setting. Forget SMART goals. What you need are goals that feel NICE (near-term, input-based, controllable and energising). Last, ask ‘when?’. If you don’t know when you’re going to do something, chances are you won’t do it. One solution is to use implementation intentions – where your common daily habits become triggers for the things you intend to work on: for example, if I brush my teeth, then I’ll stretch my hamstring.

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