Implementation Important Quotes

Suicide is a form of murder— premeditated murder. It isn’t something you do the first time you think of doing it. It takes some getting used to. And you need the means, the opportunity, the motive. A successful suicide demands good organization and a cool head, both of which are usually incompatible with the suicidal state of mind. It’s important to cultivate detachment. One way to do this is to practice imagining yourself dead, or in the process of dying. If there’s a window, you must imagine your body falling out the window. If there’s a knife, you must imagine the knife piercing your skin. If there’s a train coming, you must imagine your torso flattened under its wheels. These exercises are necessary to achieving the proper distance. The debate was wearing me out. Once you've posed that question, it won't go away. I think many people kill themselves simply to stop the debate about whether they will or they won't. Anything I thought or did was immediately drawn into the debate. Made a stupid remark—why not kill myself? Missed the bus—better put an end to it all. Even the good got in there. I liked that movie—maybe I shouldn’t kill myself. In reality, it was only part of myself I wanted to kill: the part that wanted to kill herself, that dragged me into the suicide debate and made every window, kitchen implement, and subway station a rehearsal for tragedy.

Having a great idea is simply not enough. The eventual goal is vastly more important than any idea. It is how ideas are implemented that counts in the long run

What is more important than the meal? Doesn’t the least observant man-about-town look upon the implementation and ritual progress of a meal as a liturgical prescription? Isn’t all of civilization apparent in these careful preparations, which consecrate the spirit’s triumph over a raging appetite?

Considering that our habits create our life, there is arguably no single skill that is more important for you to learn and master than controlling your habits. You must identify, implement, and maintain the habits necessary for creating the results you want in your life, while learning how to let go of any negative habits which are holding you back from achieving your true potential.

It’s important to remember that implementation plans are not for the planners; they are for the implementers. Thus, as I concluded in Motion Leadership and

Innovation and implementation are important as strategies and excellence.

implementation science is more important than decision science.

Make marketing a daily process. Create your own 1-Page Marketing Plan and most importantly implement the plan. Spend time daily doing business and building value.

[Israel's military occupation is] in gross violation of international law and has been from the outset. And that much, at least, is fully recognized, even by the United States, which has overwhelming and, as I said, unilateral responsibility for these crimes. So George Bush No. 1, when he was the U.N. ambassador, back in 1971, he officially reiterated Washington's condemnation of Israel's actions in the occupied territories. He happened to be referring specifically to occupied Jerusalem. In his words, actions in violation of the provisions of international law governing the obligations of an occupying power, namely Israel. He criticized Israel's failure "to acknowledge its obligations under the Fourth Geneva Convention as well as its actions which are contrary to the letter and spirit of this Convention." [...] However, by that time, late 1971, a divergence was developing, between official policy and practice. The fact of the matter is that by then, by late 1971, the United States was already providing the means to implement the violations that Ambassador Bush deplored. [...] on December 5th [2001], there had been an important international conference, called in Switzerland, on the 4th Geneva Convention. Switzerland is the state that's responsible for monitoring and controlling the implementation of them. The European Union all attended, even Britain, which is virtually a U.S. attack dog these days. They attended. A hundred and fourteen countries all together, the parties to the Geneva Convention. They had an official declaration, which condemned the settlements in the occupied territories as illegal, urged Israel to end its breaches of the Geneva Convention, some "grave breaches," including willful killing, torture, unlawful deportation, unlawful depriving of the rights of fair and regular trial, extensive destruction and appropriation of property not justified by military necessity and carried out unlawfully and wantonly. Grave breaches of the Geneva Convention, that's a serious term, that means serious war crimes. The United States is one of the high contracting parties to the Geneva Convention, therefore it is obligated, by its domestic law and highest commitments, to prosecute the perpetrators of grave breaches of the conventions. That includes its own leaders. Until the United States prosecutes its own leaders, it is guilty of grave breaches of the Geneva Convention, that means war crimes. And it's worth remembering the context. It is not any old convention. These are the conventions established to criminalize the practices of the Nazis, right after the Second World War. What was the U.S. reaction to the meeting in Geneva? The U.S. boycotted the meeting [..] and that has the usual consequence, it means the meeting is null and void, silence in the media.

It could be that our longing for Revolution is like our longing for perfect love, the impulse we all have for union that was for so long met by religion. However we assign these yearnings, it is difficult to ignore the obvious need for change. Some of us will ascribe it to romantic love, some to consumerism, some to utopianism. It doesn’t really matter. What is important is that for the first time in history we have the means to implement a truly representative system, the means to globally communicate it, and the conditions that require it.

. It is important that we note the weaknesses in our financial system, and work toward implementing solutions before the next crisis comes. Gordon L. Eade

Ask questions to gain awareness of what’s important to you. Then, assess how to implement and prioritize those values in your day and life.

this book. One of the core beliefs I hold is the importance of compounding. Compounding takes place when you attempt One More Try, time and time again. When you're successful in implementing a One More Try mentality, you'll create and compound more wins for yourself. Each of those wins creates an incremental advancement toward your goals. You stack them on top of each other to produce significant long‐term changes in your life.

If you’ve made it clear what your real bottom lines are and your partner’s violated them anyway, then by definition you will not be happy if you stay and you will only be happy if you leave. Quick take: The bottom line is the end of the line. You have to be fair, though, in implementing this guideline. You can’t just walk around knowing what your limits are in your own mind, while your partner simply doesn’t have a clue, and then if he crosses the line that was invisible to him, you end the relationship. If you know what your bottom lines are, you must tell your partner. This is particularly important in an iffy relationship in which things are so volatile and up in the air.

premortem. The procedure is simple: when the organization has almost come to an important decision but has not formally committed itself, Klein proposes gathering for a brief session a group of individuals who are knowledgeable about the decision. The premise of the session is a short speech: “Imagine that we are a year into the future. We implemented the plan as it now exists. The outcome was a disaster. Please take 5 to 10 minutes to write a brief history of that disaster.

John Bonavia says, Effective sales and marketing requires talent, expertise, effort, and consistency. If that doesn't exist inside your organization, then it's important that you find an outside resource that can help you develop and implement your strategy.

The Society for the Implementation of Christmas Consumption has launched a campaign to push the Destructive Gift!" (...) "The important thing (...) is that the Destructive Gift serves to destroy articles of every sort: just what's needed to speed up the pace of consumption and give the market a boost...

And people have emphasized the importance of compassion, not just because it sounds good, but because it works. People have found that when they have implemented the Golden Rule as Confucius said, "all day and every day," not just a question of doing your good deed for the day and then returning to a life of greed and egotism, but to do it all day and every day, you dethrone yourself from the center of your world, put another there, and you transcend yourself. And it brings you into the presence of what's been called God, Nirvana, Rama, Tao. Something that goes beyond what we know in our ego-bound existence.

Hidden treasure does not come at your word or by digging with your hands in the main road. Even with the proper implements and accurate knowledge of place, etc., you may just end up re-acquiring what you possessed long ago. There is a great doubt as to whether it is hidden, except by the strata65 of your experiences and atmospheres of your belief. So how does one become a genius? My reply is like the mighty germ: it is in agreement with the Universe, is simple and full of deep import, yet it is for a time extremely objectionable in terms of your ideas of good and beauty. So listen attentively, O aspirant, to my answer, for by living its meaning you shall surely become freed from the bondage of constitutional ignorance. You must live it yourself: I cannot live it for you. The chief cause of genius is the realization of ‘I’ by an emotion that allows the instant assimilation of what is perceived. This emotion could be called ‘immoral’ in that it allows the free association of knowledge without being encumbered by belief. Its condition is therefore ignorance of ‘I am’ and ‘I am not’: instead of believing, there is a kind of absentmindedness. Its most excellent state is the ‘NeitherNeither’, the free or atmospheric ‘I’.

As leaders, if we ask teachers to use their own time to do anything, what we’re really telling them is: it’s not important. The focus on compliance and implementation of programs in much of today’s professional development does not inspire teachers to be creative, nor does it foster a culture of innovation. Instead, it forces inspired educators to color outside the lines, and even break the rules, to create relevant opportunities for their students. These outliers form pockets of innovation. Their results surprise us. Their students remember them as “great teachers,” not because of the test scores they received but because their lives were touched.

Hence, what he wants—and it is openly admitted—is to implement nationalistic imperialism with methods he has borrowed from Marxism, including its technique of mass organization. But the success of this mass organization is to be ascribed to the masses and not to Hitler. It was man's authoritarian freedom-fearing structure that enabled his propaganda to take root. Hence, what is important about Hitler sociologically does not issue from his personality but from the importance attached to him by the masses. And what makes the problem all the more complex is the fact that Hitler held the masses, with whose help he wanted to carry out his imperialism, in complete contempt.

Underlying all this activity—in the customhouses, on the wharves, in every place of business—were numbers. Merchants measured out their wares and negotiated prices; customs officers calculated taxes to be levied on imports; scribes and stewards prepared ships’ manifests, recording the values in long columns using Roman numerals. They would have put their writing implements to one side and used either their fingers or a physical abacus to perform the additions, then picked up pen and parchment once again to enter the subtotals from each page on a final page at the end. With no record of the computation itself, if anyone questioned the answer, the entire process would have to be repeated.

Most modules have more users than developers, so it is better for the developers to suffer than the users. As a module developer, you should strive to make life as easy as possible for the users of your module, even if that means extra work for you. Another way of expressing this idea is that it is more important for a module to have a simple interface than a simple implementation.

He gave subordinates input into key decisions, implementing the ideas that made sense, while making it clear that he had the final authority. He wasn’t concerned with getting credit or even with being in charge; he simply assigned work to those who could perform it best. This meant delegating some of his most interesting, meaningful, and important tasks—work that other leaders would have kept for themselves.

A value-added step in a process is defined by three characteristics. First, the step must be something that the customer is willing to pay for. Second, the step must directly change the form, fit, or function of something to produce a product or service. The final characteristic of a value-added step is that it is so important that it must be done right every time to successfully produce the intended product or service.

The label “jack-of-all-trades but master of none” is normally meant to be derogatory, implying that the labelee lacks the focus to really dive into a subject and master it. But, when your online shopping application is on the fritz and you’re losing orders by the hundreds as each hour passes, it’s the jack-of-all-trades who not only knows how the application’s code works but can also do low-level UNIX debugging of your web server processes, analyze your RDBMS’s configuration for potential performance bottlenecks, and check your network’s router configuration for hard-to-find problems. And, more important, after finding the problem, the jack-of-all-trades can quickly make architecture and design decisions, implement code fixes, and deploy a new fixed system to production. In this scenario, the manufacturing scenario seems quaint at best and critically flawed at worst.

Sustainable America—A New Consensus’ does not allow for actual dissent. There can be no opportunity for failure in implementing Agenda 21. In fact the Cabinet Secretaries reported that they could implement approximately two thirds of the PCSD’s recommendations administratively. However, it is not desirable that you notice that you are not being given a choice in the most important issues of your life, so you are given the illusion that you are making decisions for yourself.

the premortem. The procedure is simple: when the organization has almost come to an important decision but has not formally committed itself, Klein proposes gathering for a brief session a group of individuals who are knowledgeable about the decision. The premise of the session is a short speech: “Imagine that we are a year into the future. We implemented the plan as it now exists. The outcome was a disaster. Please take 5 to 10 minutes to write a brief history of that disaster.

He labels his proposal the premortem. The procedure is simple: when the organization has almost come to an important decision but has not formally committed itself, Klein proposes gathering for a brief session a group of individuals who are knowledgeable about the decision. The premise of the session is a short speech: “Imagine that we are a year into the future. We implemented the plan as it now exists. The outcome was a disaster. Please take 5 to 10 minutes to write a brief history of that disaster.

One day over breakfast, a medical resident asked how Dr. Apgar would make a systematic assessment of a newborn. “That’s easy,” she replied. “You would do it like this.” Apgar jotted down five variables (heart rate, respiration, reflex, muscle tone, and color) and three scores (0, 1, or 2, depending on the robustness of each sign). Realizing that she might have made a breakthrough that any delivery room could implement, Apgar began rating infants by this rule one minute after they were born. A baby with a total score of 8 or above was likely to be pink, squirming, crying, grimacing, with a pulse of 100 or more—in good shape. A baby with a score of 4 or below was probably bluish, flaccid, passive, with a slow or weak pulse—in need of immediate intervention. Applying Apgar’s score, the staff in delivery rooms finally had consistent standards for determining which babies were in trouble, and the formula is credited for an important contribution to reducing infant mortality. The Apgar test is still used every day in every delivery room.

Hitler’s style of leadership functioned precisely because of the readiness of all his subordinates to accept his unique standing in the party, and their belief that such eccentricities of behaviour had simply to be taken on board in someone they saw as a political genius. ‘He always needs people who can translate his ideologies into reality so that they can be implemented,’ Pfeffer is reported as stating. Hitler’s way was, in fact, not to hand out streams of orders to shape important political decisions. Where possible, he avoided decisions. Rather, he laid out – often in his diffuse and opinionated fashion – his ideas at length and repeatedly. These provided the general guidelines and direction for policy-making. Others had to interpret from his comments how they thought he wanted them to act and ‘work towards’ his distant objectives. ‘If they could all work in this way,’ Hitler was reported as stating from time to time, ‘if they could all strive with firm, conscious tenacity towards a common, distant goal, then the ultimate goal must one day be achieved. That mistakes will be made is human. It is a pity. But that will be overcome if a common goal is constantly adopted as a guideline.’ This instinctive way of operating, embedded in Hitler’s social-Darwinist approach, not only unleashed ferocious competition among those in the party – later in the state – trying to reach the ‘correct’ interpretation of Hitler’s intentions. It also meant that Hitler, the unchallenged fount of ideological orthodoxy by this time, could always side with those who had come out on top in the relentless struggle going on below him, with those who had best proven that they were following the ‘right guidelines’. And since only Hitler could determine this, his power position was massively enhanced.

The doctrinal system, which produces what we call “propaganda” when discussing enemies, has two distinct targets. One target is what’s sometimes called the “political class,” the roughly 20% of the population that’s relatively educated, more or less articulate, playing some role in decision-making. Their acceptance of doctrine is crucial, because they’re in a position to design and implement policy. Then there’s the other 80% or so of the population. These are Lippmann’s “spectators of action,” whom he referred to as the “bewildered herd.” They are supposed to follow orders and keep out of the way of the important people. They’re the target of the real mass media: the tabloids, the sitcoms, the Super Bowl and so on. These sectors of the doctrinal system serve to divert the unwashed masses and reinforce the basic social values: passivity, submissiveness to authority, the overriding virtue of greed and personal gain, lack of concern for others, fear of real or imagined enemies, etc. The goal is to keep the bewildered herd bewildered. It’s unnecessary for them to trouble themselves with what’s happening in the world. In fact, it’s undesirable—if they see too much of reality they may set themselves to change it.

Perhaps the CEO’s most important operational responsibility is designing and implementing the communication architecture for her company. The architecture might include the organizational design, meetings, processes, email, yammer, and even one-on-one meetings with managers and employees. Absent a well-designed communication architecture, information and ideas will stagnate, and your company will degenerate into a bad place to work. While it is quite possible to design a great communication architecture without one-on-one meetings, in most cases one-on-ones provide an excellent mechanism for information and ideas to flow up the organization and should be part of your design.

It was a first step toward making progress in reaching broad agreement on how a W-course would be defined. Incidentally, but importantly, it was also a first step in raising awareness of the implications of the writing-intensive requirement, and in encouraging departmental conversations that would articulate values about writing that the criteria would represent. The draft criteria went out to thirty departments with questions about faculty expectations of entering and graduating students’ writing; existing or planned courses that could be designated as W-courses; resources that departments would need to assist implementation; and an invitation to comment on the draft criteria.

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.

I hope this book has inspired you, and perhaps you will come away from it planning a fresh start. Maybe you’re thinking about how to change your routines, to listen to your mind in new ways, to bring more gratitude into your life, and more. But when you wake up tomorrow, things will go wrong. You might sleep through your alarm. Something will break. An important appointment will cancel. The universe isn’t going to suddenly give you green lights all the way to work. It’s a mistake to think that when we read a book, attend a class, and implement changes that we’ll fix everything. The externals will never be perfect, and the goal isn’t perfection. Life is not going to go your way. You have to go your way and take life with you. Understanding this will help you be prepared for whatever may come.

This approach is flawed on multiple levels. First, when institutions conflate racial and gender diversity metrics with diversity of thought in their organizations, they implicitly reinforce the incorrect assumption that genetic characteristics predict something important about the way that a person thinks—the most fundamental assumption underlying racism itself. Second, this approach empowers entrenched managers to create the visible appearance of diversity in their organizations while avoiding the need to engage with true diversity of thought, including challenges to their incumbency. Third, when a narrow conception of diversity is implemented through affirmative action or other quota-based systems, that fuels racism and sexism by fostering tokenism in the workplace and animus among communities that fail to benefit from these programs.

Creators generate new ideas and original concepts. They prefer unstructured and abstract activities and thrive on innovation and unconventional practices. • Advancers communicate these new ideas and carry them forward. They relish feelings and relationships and manage the human factors. They are excellent at generating enthusiasm for work. • Refiners challenge ideas. They analyze projects for flaws, then refine them with a focus on objectivity and analysis. They love facts and theories and working with a systematic approach. • Executors can also be thought of as Implementers. They ensure that important activities are carried out and goals accomplished; they are focused on details and the bottom line. • Flexors are a combination of all four types. They can adapt their styles to fit certain needs and are able to look at a problem from a variety of perspectives.

Keeping a new church outwardly focused from the beginning is much easier than trying to refocus an inwardly concerned church. In order to plant a successful church, you have to know that you know that you are undeniably called by God. The call to start a new church plant is not the same as the call to serve in an existing church or work in a ministry-related organization. You may be the greatest preacher this side of Billy Graham but still not be called to start a church. If you think you may have allowed an improper reason, voice or emotion to lead you to the idea of starting a new church, back away now. Spend some more time with God. You don’t want to move forward on a hunch or because you feel “pretty sure” that you should be planting a church. You have to be completely certain. “You’re afraid? So what. Everybody’s afraid. Fear is the common ground of humanity. The question you must wrestle to the ground is, ‘Will I allow my fear to bind me to mediocrity?’” When you think of a people group that you might be called to reach, does your heart break for them? If so, you may want to consider whether God is specifically calling you to reach that group for His kingdom. Is your calling clear? Has your calling been confirmed by others? Are you humbled by the call? Have you acted on your call? Do you know for certain that God has called you to start a new church? Nail it down. When exactly were you called? What were the circumstances surrounding your call? How did it match up with the sources of proper calling? Do you recognize the four specific calls in your calling? How? How does your call measure up to biblical characteristics? What is the emerging vision that God is giving you with this call? As your dependence on God grows, so will your church. One of the most common mistakes that enthusiastic and well-meaning church starters make is to move to a new location and start trying to reach people without thinking through even a short-term strategy. Don’t begin until you count the cost. why would you even consider starting a church (the only institution Jesus left behind and the only one that will last forever) without first developing a God-infused, specific, winning strategy? There are two types of pain: the pain of front-end discipline and the pain of back-end regret. With the question of strategy development, you get to choose which pain you’d rather live with. Basically, a purpose, mission and vision statement provides guiding principles that describe what God has called you to do (mission), how you will do it (purpose) and what it will look like when you get it done (vision). Keep your statement simple. Be as precise as possible. Core values are the filter through which you fulfill your strategy. These are important, because your entire strategy will be created and implemented in such a way as to bring your core values to life. Your strategic aim will serve as the beacon that guides the rest of your strategy. It is the initial purpose for which you are writing your strategy. He will not send more people to you than you are ready to receive. So what can you do? The same thing Dr. Graham does. Prepare in a way that enables God to open the floodgates into your church. If you are truly ready, He will send people your way. If you do the work we’ve described in this chapter, you’ll be able to build your new church on a strong base of God-breathed preparation. You’ll know where you are, where you’re going and how you are going to get there. You’ll be standing in the rain with a huge bucket, ready to take in the deluge. However, if you don’t think through your strategy, write it down and then implement it, you’ll be like the man who stands in the rainstorm with a Dixie cup. You’ll be completely unprepared to capture what God is pouring out. The choice is yours!

As long as we do not have integral control of the world press, everything we do will be without result. At any rate we need to make sure that we can influence the world press if we are to govern and shackle the masses.” Today our elite control the mass media worldwide. They possess an enormous repertoire of instruments by which to implement its power. In their hands the press have become the principal tool with which public opinion and the thoughts of every individual are shaped. Press and literature have become the main educators! Anything that is repeated in the media often enough is nowadays considered to be true. When various people comment on a certain theme, usually there are as many opinions as there are commentators. In light of the apparent media variety, one would expect that many kinds of opinions would be expressed regarding various important issues; after all, we have a constitutional freedom of expression. However, in the areas of politics, economics, religion, education, culture and science, virtually all media speak in the same language. Dissenting opinions, which certainly exist, are ignored with shared unbreakable solidarity amongst the media outlets.

The importance of ethical governance, exemplified by the Norwegian Pension Fund, is highlighted by a deplorable UK government proposal in 2016 to set up a Shale Wealth Fund.38 The fund would receive up to 10 per cent of the revenue generated by fracking (hydraulic fracturing) for shale gas, which could amount to as much as £1 billion over twenty-five years. This would be paid out to communities hosting fracking sites, which could decide to use the money for local projects or distribute it to households in cash. It is hard to avoid the conclusion that this is a bribe to secure local approval of environmentally threatening fracking operations, to which there has been considerable public opposition. Beyond that, there are many equity questions. Why should only people who happen to live in areas with shale gas be beneficiaries? How would the recipient community be defined? Would the payments go only to those living in the designated community at the time the fracking started? Would they be paid as lump sums or on a regular basis, and how long would they last? What about future generations? Can cash payments compensate for the risk of harm to the air, water, landscape and livelihoods? All these questions cast doubt on the equity and ethics of any selective scheme. They underline the need for the principles of wealth funds and dividends from them to be established before they are implemented, and for a governance structure that is independent from government and business. But

??☎:텔레↔mak856 ??☎:카톡↔123w ☎라인【kom85】 ??☎:텔레↔mak856 ??☎:카톡↔123w ☎라인【kom85】 Background to drug precursor control The control of drug precursors is governed by Regulations of the European Parliament and the Council regarding the handling of drug precursors. These Regulations on intra- and extra-Community trade in drug precursors and their implementing Regulation are also given effect under the Finnish Narcotics Act. The Regulations are based on the 1988 Convention against Illicit Trafficking in Drugs and Psychotropic Substances to which the EU is a party. Drug precursors are scheduled substances referred to in the above-mentioned Regulations that are commonly used in illicit manufacture of drugs. Some of these substances also have legitimate uses as medicinal products. The control and licence procedures applied to drug precursors are not, however, targeted at medicinal products falling under the Directive of the European Parliament and the Council on the Community code relating to medicinal products for human use. Fimea acts as the Finnish competent authority referred to in the Regulations on intra- and extra-Community trade in drug precursors and their implementing Regulation. Fimea also grants licences to import, export and handle drug precursors and makes decisions regarding operator notifications. 마약성진통제 #오피오이드구입, #모르핀구입,#오피오이드구입,#옥시코돈구입,#하이드로코돈구입,#하이드로몰폰구입,#트라마돌구입,#메타돈구입,#펜타닐구입,,#아이알코돈구입 #오피오이드판매, #모르핀판매,#오피오이드판매,#옥시코돈판매,#하이드로코돈판매,#하이드로몰폰판매,#트라마돌판매,#메타돈판매,#펜타닐판매,#아이알코돈판매

Changing what we think is always a sticky process, especially when it comes to religion. When new information becomes available, we cringe under an orthodox mindset, particularly when we challenge ideas and beliefs that have been “set in stone” for decades. Thomas Kuhn coined the term paradigm shift to represent this often-painful transition to a new way of thinking in science. He argued that “normal science” represented a consensus of thought among scientists when certain precepts were taken as truths during a given period. He believed that when new information emerges, old ideas clash with new ones, causing a crisis. Once the basic truths are challenged, the crisis ends in either revolution (where the information provides new understanding) or dismissal (where the information is rejected as unsound). The information age that we live in today has likely surprised all of us as members of the LDS Church at one time or another as we encounter new ideas that revise or even contradict our previous understanding of various aspects of Church history and teachings. This experience is similar to that of the Copernican Revolution, which Kuhn uses as one of his primary examples to illustrate how a paradigm shift works. Using similar instruments and comparable celestial data as those before them, Copernicus and others revolutionized the heavens by describing the earth as orbiting the sun (heliocentric) rather than the sun as orbiting the earth (geocentric). Because the geocentric model was so ingrained in the popular (and scientific!) understanding, the new, heliocentric idea was almost impossible to grasp. Paradigm shifts also occur in religion and particularly within Mormonism. One major difference between Kuhn’s theory of paradigm shift and the changes that occur within Mormonism lies in the fact that Mormonism privileges personal revelation, which is something that cannot be institutionally implemented or decreed (unlike a scientific law). Regular members have varying degrees of religious experience, knowledge, and understanding dependent upon many factors (but, importantly, not “faithfulness” or “worthiness,” or so forth). When members are faced with new information, the experience of processing that information may occur only privately. As such, different members can have distinct experiences with and reactions to the new information they receive. This short preface uses the example of seer stones to examine the idea of how new information enters into the lives of average Mormons. We have all seen or know of friends or family who experience a crisis of faith upon learning new information about the Church, its members, and our history. Perhaps there are those reading who have undergone this difficult and unsettling experience. Anyone who has felt overwhelmed at the continual emergence of new information understands the gravity of these massive paradigm shifts and the potentially significant impact they can have on our lives. By looking at just one example, this preface will provide a helpful way to think about new information and how to deal with it when it arrives.

Weekly Check-Ins Instead of focusing on your anxiety all the time, try scheduling a weekly check-in session with yourself. Clients who have been coming to sessions weekly often just put that same day and time aside. Instead of meeting with me, they meet with themselves. You can do the same. Pick a time and place that will work for you to do your weekly check-in. Start a notebook (or use the note-taking app on your phone) in which you can record things you might want to address during your weekly check-in. When it comes time for your check-in, use the list as your agenda. If you have lots of issues that come up during the week and end up with a long agenda, just pick the one or two that seem most important to work through. This process will allow you to take some time to focus on any anxiety-driven issues that occurred during the week that you didn’t get a chance to deal with as they happened or where you tried something but it didn’t seem to do the trick. Remember to include behavioral traps, like overworking or avoidance coping, if these have occurred during the week. For each issue, go back to what seems like the most relevant chapter and try a solution from that chapter. For example, if you noticed yourself ruminating about a problem but didn’t take problem-solving action (meaning you didn’t move from thinking about the problem to taking a behavioral action), you might try defining your problem, generating a list of your best three to six options for moving forward with that problem, picking one option, and planning when and where you’re going to implement that solution.

Westerners, not just Lincoln Steffens. It took in the Central Intelligence Agency of the United States. It even took in the Soviet Union’s own leaders, such as Nikita Khrushchev, who famously boasted in a speech to Western diplomats in 1956 that “we will bury you [the West].” As late as 1977, a leading academic textbook by an English economist argued that Soviet-style economies were superior to capitalist ones in terms of economic growth, providing full employment and price stability and even in producing people with altruistic motivation. Poor old Western capitalism did better only at providing political freedom. Indeed, the most widely used university textbook in economics, written by Nobel Prize–winner Paul Samuelson, repeatedly predicted the coming economic dominance of the Soviet Union. In the 1961 edition, Samuelson predicted that Soviet national income would overtake that of the United States possibly by 1984, but probably by 1997. In the 1980 edition there was little change in the analysis, though the two dates were delayed to 2002 and 2012. Though the policies of Stalin and subsequent Soviet leaders could produce rapid economic growth, they could not do so in a sustained way. By the 1970s, economic growth had all but stopped. The most important lesson is that extractive institutions cannot generate sustained technological change for two reasons: the lack of economic incentives and resistance by the elites. In addition, once all the very inefficiently used resources had been reallocated to industry, there were few economic gains to be had by fiat. Then the Soviet system hit a roadblock, with lack of innovation and poor economic incentives preventing any further progress. The only area in which the Soviets did manage to sustain some innovation was through enormous efforts in military and aerospace technology. As a result they managed to put the first dog, Leika, and the first man, Yuri Gagarin, in space. They also left the world the AK-47 as one of their legacies. Gosplan was the supposedly all-powerful planning agency in charge of the central planning of the Soviet economy. One of the benefits of the sequence of five-year plans written and administered by Gosplan was supposed to have been the long time horizon necessary for rational investment and innovation. In reality, what got implemented in Soviet industry had little to do with the five-year plans, which were frequently revised and rewritten or simply ignored. The development of industry took place on the basis of commands by Stalin and the Politburo, who changed their minds frequently and often completely revised their previous decisions. All plans were labeled “draft” or “preliminary.” Only one copy of a plan labeled “final”—that for light industry in 1939—has ever come to light. Stalin himself said in 1937 that “only bureaucrats can think that planning work ends with the creation of the plan. The creation of the plan is just the beginning. The real direction of the plan develops only after the putting together of the plan.” Stalin wanted to maximize his discretion to reward people or groups who were politically loyal, and punish those who were not. As for Gosplan, its main role was to provide Stalin with information so he could better monitor his friends and enemies. It actually tried to avoid making decisions. If you made a decision that turned

Harvard’s Theodore Levitt states the case as well as anyone else: The trouble with much of the advice business gets today about the need to be more vigorously creative is that its advocates often fail to distinguish between creativity and innovation. Creativity is thinking up new things. Innovation is doing new things…. A powerful new idea can kick around unused in a company for years, not because its merits are not recognized, but because nobody has assumed the responsibility for converting it from words into action. Ideas are useless unless used. The proof of their value is only in their implementation. Until then, they are in limbo. If you talk to the people who work for you, you’ll discover that there is no shortage of creativity or creative people in American business. The shortage is of innovators. All too often, people believe that creativity automatically leads to innovation. It doesn’t. Creative people tend to pass the responsibility for getting down to brass tacks to others. They are the bottleneck. They make none of the right kind of effort to help their ideas get a hearing and a try…. The fact that you can put a dozen inexperienced people in a room and conduct a brainstorming session that produces exciting new ideas shows how little relative importance ideas themselves have…. Idea men constantly pepper everybody with proposals and memorandums that are just brief enough to get attention, to intrigue and sustain interest — but too short to include any responsible suggestions for implementation. The scarce people are the ones who have the know-how, energy, daring, and staying power to implement ideas…. Since business is a “get-things-done” institution, creativity without action-oriented follow-through is a barren form of behavior. In a sense, it is irresponsible.

if consumption by the one billion people in the developed countries declined, it is certainly nowhere close to doing so where the other six billion of us are concerned. If the rest of the world bought cars and trucks at the same per capita rate as in the United States, the world’s population of cars and trucks would be 5.5 billion. The production of global warming pollution and the consumption of oil would increase dramatically over and above today’s unsustainable levels. With the increasing population and rising living standards in developing countries, the pressure on resource constraints will continue, even as robosourcing and outsourcing reduce macroeconomic demand in developed countries. Around the same time that The Limits to Growth was published, peak oil production was passed in the United States. Years earlier, a respected geologist named M. King Hubbert collected voluminous data on oil production in the United States and calculated that an immutable peak would be reached shortly after 1970. Although his predictions were widely dismissed, peak production did occur exactly when he predicted it would. Exploration, drilling, and recovery technologies have since advanced significantly and U.S. oil production may soon edge back slightly above the 1970 peak, but the new supplies are far more expensive. The balance of geopolitical power shifted slightly after the 1970 milestone. Less than a year after peak oil production in the U.S., the Organization of Petroleum Exporting Countries (OPEC) began to flex its muscles, and two years later, in the fall of 1973, the Arab members of OPEC implemented the first oil embargo. Since those tumultuous years when peak oil was reached in the United States, energy consumption worldwide has doubled, and the growth rates in China and other emerging markets portend further significant increases. Although the use of coal is declining in the U.S., and coal-fired generating plants are being phased out in many other developed countries as well, China’s coal imports have already increased 60-fold over the past decade—and will double again by 2015. The burning of coal in much of the rest of the developing world has also continued to increase significantly. According to the International Energy Agency, developing and emerging markets will account for all of the net global increase in both coal and oil consumption through the next two decades. The prediction of global peak oil is fraught with

As I write this, I know there are countless mysteries about the future of business that we’ve yet to unravel. That’s a process that will never end. When it comes to customer success, however, I have achieved absolute clarity on four points. First, technology will never stop evolving. In the years to come, machine learning and artificial intelligence will probably make or break your business. Success will involve using these tools to understand your customers like never before so that you can deliver more intelligent, personalized experiences. The second point is this: We’ve never had a better set of tools to help meet every possible standard of success, whether it’s finding a better way to match investment opportunities with interested clients, or making customers feel thrilled about the experience of renovating their home. The third point is that customer success depends on every stakeholder. By that I mean employees who feel engaged and responsible and are growing their careers in an environment that allows them to do their best work—and this applies to all employees, from the interns to the CEO. The same goes for partners working to design and implement customer solutions, as well as our communities, which provide the schools, hospitals, parks, and other facilities to support us all. The fourth and most important point is this: The gap between what customers really want from businesses and what’s actually possible is vanishing rapidly. And that’s going to change everything. The future isn’t about learning to be better at doing what we already do, it’s about how far we can stretch the boundaries of our imagination. The ability to produce success stories that weren’t possible a few years ago, to help customers thrive in dramatic new ways—that is going to become a driver of growth for any successful company. I believe we’re entering a new age in which customers will increasingly expect miracles from you. If you don’t value putting the customer at the center of everything you do, then you are going to fall behind. Whether you make cars, solar panels, television programs, or anything else, untold opportunities exist. Every company should invest in helping its customers find new destinations, and in blazing new trails to reach them. To do so, we have to resist the urge to make quick, marginal improvements and spend more time listening deeply to what customers really want, even if they’re not fully aware of it yet. In the end, it’s a matter of accepting that your success is inextricably linked to theirs.

One of the most important of these truths—a new ethic of interaction—began to surface in various places around the globe, but ultimately found clear expression in the philosophy of the ancient Greeks. Instantly I could see the Birth Visions of hundreds of individuals born into the Greek culture, each hoping to remember this timely insight. For generations they had seen the waste and injustice of mankind’s unending violence upon itself, and knew that humans could transcend the habit of fighting and conquering others and implement a new system for the exchange and comparison of ideas, a system that protected the sovereign right of every individual to hold his unique view, regardless of physical strength—a system that was already known and followed in the Afterlife. As I watched, this new way of interaction began to emerge and take form on Earth, finally becoming known as democracy. In this method of exchanging ideas, communication between humans still often degenerated into an insecure power struggle, but at least now, for the first time ever, the process was in place to pursue the evolution of human reality at the verbal rather than the physical level. At the same time, another watershed idea, one destined to completely transform the human understanding of spiritual reality, was surfacing in the written histories of a small tribe in the Middle East. Similarly I could also see the Birth Visions of many of the proponents of this idea as well. These individuals, born into the Judaic culture, knew before birth that while we were correct to intuit a divine source, our description of this source was flawed and distorted. Our concept of many gods was merely a fragmented picture of a larger whole. In truth, they realized, there was only one God, a God, in their view, that was still demanding and threatening and patriarchal—and still existing outside of ourselves—but for the first time, personal and responsive, and the sole creator of all humans. As I continued to watch, I saw this intuition of one divine source emerging and being clarified in cultures all over the world. In China and India, long the leaders in technology, trade, and social development, Hinduism and Buddhism, along with other Eastern religions, moved the East toward a more contemplative focus. Those who created these religions intuited that God was more than a personage. God was a force, a consciousness, that could only be completely found by attaining what they described as an enlightenment experience. Rather than just pleasing God by obeying certain laws or rituals, the Eastern religions sought connection with God on the inside, as a shift in awareness, an opening up of one’s consciousness to a harmony and security that was constantly available.

Here is a summary based on the speculations of the well-known scholar of religion, Mircea Eliade:2 Once upon a time, when the economic level of human beings could only be described in terms of mere subsistence, people were highly aware of their natural environment. Among the many things that intrigued them was the splendor of the sky. They realized the sky with its brilliant light, which illuminated every part of the world, was different from anything else they encountered. They were aware of the many items that populated the universe such as trees, mountains, and rivers, as well as people and their implements. But those were all different from the sky. When the people saw a rock, they simply saw a rock; when they beheld the sky, they saw something so vast and so beyond anything that they could touch or understand that they were simultaneously fascinated and intimidated by it. In many ways they feared the sky, but they also saw the sky as friendly to them, at least most of the time. The sky brought sunshine, it brought rain, and it was their constant companion, whether they were hunting or fishing or collecting edible vegetation. The sky was always present. Sometimes the sky would be angry, and it might send thunder and lightning and possibly even downpours so harsh they resulted in harmful floods. But after the sky had worked off its temper, the rain and the cool its tantrum had produced contributed to making further life possible and bearable. The sky, people said, is great. We cannot conceive of anything greater than the sky; and, what’s more, if we pray to it, it often fulfills our desires. It knows and understands us. Because it is so great, nothing is beyond its capability. Understanding these amazing qualities of the sky, it seemed that it was more than just an object: it was a great being, who was not just a thing up there, but who in some ways resembled a human person, except that its powers exceeded anything we humans are capable of. The people began to think of the sky as the home of a super person and considered him to be “god.” They thought they could call him by his name and approach him if they were careful. Having come to think of him as a supreme god now, they recognized that he was still the Great Shining One, who is beyond our understanding, and they continued to be in total awe of him. Thus, according to Eliade, the sky had become one of the important manifestations of what is sacred in the world. He called such disclosures “hierophanies,” which means literally, “manifestations of the Holy.” The little narration above is based on his exposition of the sacredness of the sky, which he says “symbolizes transcendence, power and changelessness simply by being there. It exists because it is high, infinite, immovable, powerful.”3

Growth was so rapid that it took in generations of Westerners, not just Lincoln Steffens. It took in the Central Intelligence Agency of the United States. It even took in the Soviet Union’s own leaders, such as Nikita Khrushchev, who famously boasted in a speech to Western diplomats in 1956 that “we will bury you [the West].” As late as 1977, a leading academic textbook by an English economist argued that Soviet-style economies were superior to capitalist ones in terms of economic growth, providing full employment and price stability and even in producing people with altruistic motivation. Poor old Western capitalism did better only at providing political freedom. Indeed, the most widely used university textbook in economics, written by Nobel Prize–winner Paul Samuelson, repeatedly predicted the coming economic dominance of the Soviet Union. In the 1961 edition, Samuelson predicted that Soviet national income would overtake that of the United States possibly by 1984, but probably by 1997. In the 1980 edition there was little change in the analysis, though the two dates were delayed to 2002 and 2012. Though the policies of Stalin and subsequent Soviet leaders could produce rapid economic growth, they could not do so in a sustained way. By the 1970s, economic growth had all but stopped. The most important lesson is that extractive institutions cannot generate sustained technological change for two reasons: the lack of economic incentives and resistance by the elites. In addition, once all the very inefficiently used resources had been reallocated to industry, there were few economic gains to be had by fiat. Then the Soviet system hit a roadblock, with lack of innovation and poor economic incentives preventing any further progress. The only area in which the Soviets did manage to sustain some innovation was through enormous efforts in military and aerospace technology. As a result they managed to put the first dog, Leika, and the first man, Yuri Gagarin, in space. They also left the world the AK-47 as one of their legacies. Gosplan was the supposedly all-powerful planning agency in charge of the central planning of the Soviet economy. One of the benefits of the sequence of five-year plans written and administered by Gosplan was supposed to have been the long time horizon necessary for rational investment and innovation. In reality, what got implemented in Soviet industry had little to do with the five-year plans, which were frequently revised and rewritten or simply ignored. The development of industry took place on the basis of commands by Stalin and the Politburo, who changed their minds frequently and often completely revised their previous decisions. All plans were labeled “draft” or “preliminary.” Only one copy of a plan labeled “final”—that for light industry in 1939—has ever come to light. Stalin himself said in 1937 that “only bureaucrats can think that planning work ends with the creation of the plan. The creation of the plan is just the beginning. The real direction of the plan develops only after the putting together of the plan.” Stalin wanted to maximize his discretion to reward people or groups who were politically loyal, and punish those who were not. As for Gosplan, its main role was to provide Stalin with information so he could better monitor his friends and enemies. It actually tried to avoid making decisions. If you made a decision that turned out badly, you might get shot. Better to avoid all responsibility. An example of what could happen

Your intention is for readers to benefit from your experiences and avoid the costly and time consuming mistakes you may have made. You want to help your readers know the short cuts and what you would have avoided, and why. As you write, keep a clear sense of why writing this is important to you, but also share your why within the body of the book. Why do your readers need to take the steps you describe? Are you saving them time, money, resources? Why did you start your journey to begin with? Did you want to change the world or get from point ”A” to point “B”? Why did you keep going even when it was difficult? Was there a light at the end of the tunnel, a reward at the end? Why should they hang in there? All of these things will work magically if implemented correctly and consistently.

One persistent attempt to find a thread in the history of mankind focuses on the notion of Reason. Human history, on this view, is the unfolding of rationality. Human thought, institutions, social organization, become progressively more rational. The idea that Reason is the goal or end-point of the development of mankind can fuse with the view that it also constitutes the principal agency which impels humanity along its path. It seems natural to suppose that changes in human life spring from growth of our ideas, our ways of thought. What is conduct if not implementation of ideas? If we improve, is it not because our ideas have improved? Though somewhat suspect as the fruit of vainglorious self-congratulation by nineteenth century Europeans, the role of thought and reason still deserves some consideration. The problems and difficulties facing a reason-centred view of history are considerable. No doubt the idea is far less popular now than it was in the heady days of rationalistic optimism, which stretched, in one form or another, from the late eighteenth to the early twentieth centuries. But, in a sober and not necessarily optimistic form, it remains necessary to attempt some kind of sketch of the cognitive transformation of mankind, from the days of hunting to those of computing. The nature of our cognitive activities has not remained constant: not only have things changed, but the change has also been deep and fundamental. It is not merely a matter of more of the same. The changes that have occurred have been changes in kind. A convenient baseline or starting point for the discussion of this problem is provided by the blatant absurdity of some at least of the beliefs of primitive man. Many of us like to think that the standards of what is acceptable in matters of belief have gone up, and that the advance of reason in history is manifest in this raising of standards. We have become fastidious and shrink from the beliefs of our distant ancestors, which strike us as absurd. Perhaps, so as not to prejudge an important issue, one ought to say-it is the translations frequently offered of some of the beliefs of some primitive men which now seem so absurd. It may be—and some have indeed argued this—that the absurdity is located not in the original belief itself but in its translation, inspired by a failure to understand the original context. On this view, it is the modern translator, and not the savage, who is guilty of absurdity.

One persistent attempt to find a thread in the history of mankind focuses on the notion of Reason. Human history, on this view, is the unfolding of rationality. Human thought, institutions, social organization, become progressively more rational. The idea that Reason is the goal or end-point of the development of mankind can fuse with the view that it also constitutes the principal agency which impels humanity along its path. It seems natural to suppose that changes in human life spring from growth of our ideas, our ways of thought. What is conduct if not implementation of ideas? If we improve, is it not because our ideas have improved? Though somewhat suspect as the fruit of vainglorious self-congratulation by nineteenth century Europeans, the role of thought and reason still deserves some consideration. The problems and difficulties facing a reason-centred view of history are considerable. No doubt the idea is far less popular now than it was in the heady days of rationalistic optimism, which stretched, in one form or another, from the late eighteenth to the early twentieth centuries. But, in a sober and not necessarily optimistic form, it remains necessary to attempt some kind of sketch of the cognitive transformation of mankind, from the days of hunting to those of computing. The nature of our cognitive activities has not remained constant: not only have things changed, but the change has also been deep and fundamental. It is not merely a matter of more of the same. The changes that have occurred have been changes in kind. A convenient baseline or starting point for the discussion of this problem is provided by the blatant absurdity of some at least of the beliefs of primitive man. Many of us like to think that the standards of what is acceptable in matters of belief have gone up, and that the advance of reason in history is manifest in this raising of standards. We have become fastidious and shrink from the beliefs of our distant ancestors, which strike us as absurd. Perhaps, so as not to prejudge an important issue, one ought to say - it is the translations frequently offered of some of the beliefs of some primitive men which now seem so absurd. It may be — and some have indeed argued this — that the absurdity is located not in the original belief itself but in its translation, inspired by a failure to understand the original context. On this view, it is the modern translator, and not the savage, who is guilty of absurdity.

Architecture is important, but architectural influences come and go. Remember to prioritize correctly, placing more emphasis on the domain model, which has greater business value and will be more enduring.

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.

Here are some other tips to keep in mind as you implement your decision journal. Get beyond the obvious. Often your first thoughts aren’t your own, but are the thinking of someone else. So try to get beyond the brief and obvious insights. Handwrite in your journal. Technology is great, but writing things down in your own handwriting will keep you honest and help prevent hindsight bias. It’s easy to look at a document on your computer screen and say, “I didn’t see it that way.” It’s a lot harder to look at your own handwriting and say the same thing. Be specific and concrete. Avoid vague language. If you’re stuck in the fog of abstractions, you’re not ready to make a decision, and it will be easy to change definitions to fit any new information. Write down the probabilities as you see them. Review your journal often. I review mine quarterly. This is an important part of the process. It helps you to realize where you made mistakes, how you made them, what types of decisions you’re bad at, etc. If you share your journal with a coach, they can review it and help you identify areas for improvement. Remember it’s not just about outcomes. Maybe you made the right decision (which, in our sense, means used a good process) and still had a bad outcome. That’s called a bad break. On the other hand, maybe you discovered that you had a good outcome for the wrong reasons (i.e., despite a bad process), and a decision journal will stop you from being overly confident in using that process in the future.

product leaders are “the implementers of the company vision,” always pushing the company forward by “focusing on what is most important to the company — what do we want to accomplish as a business and what do we need to do to get there?

Research suggests that in over 90 percent of all successful new businesses, historically, the strategy that the founders had deliberately decided to pursue was not the strategy that ultimately led to the business’s success.12 Entrepreneurs rarely get their strategies exactly right the first time. The successful ones make it because they have money left over to try again after they learn that their initial strategy was flawed, whereas the failed ones typically have spent their resources implementing a deliberate strategy before its viability could be known. One of the most important roles of senior management during a venture’s early years is to learn from emergent sources what is working and what is not, and then to cycle that learning back into the process through the deliberate channel.

Some prejudices and fallacies of the human mind are understandable on a theoretical basis, but practically impossible to implement. As matters now stand, I have little choice but to recognize myself as possessing a personal state of conscious awareness and presupposing that my active state of mental awareness constitutes a personal identity. Acknowledgement of my ignorance begins with the opening admission that the concept of a self delineates the most that I will ever understand in life. Although it might be a spectacular illusion to perceive the self as the unchanging nucleus at the center of my being, from a human evolutionary standpoint and to develop and carryout strategies necessary for personal survival it is a useful illusion. Belief in a self allows a person to integrate streams of information and resolve conflicts between competing values and goals. Absence of a self-identity and devoid of the specific goal of seeking personal self-realization, would not only jeopardize human survival on a daily bases, but it would render life utterly meaningless, making a person’s ontological existence a triviality. Lacking a philosophical status of fundamental ontological event, human life would be a windowless absurdity. A person must perceive oneself as an actual entity in physical Minkowski space, not merely as a philosophical concept in order to engage in the necessary activities to perpetuate personal existence and import meaning to personal efforts. Accordingly, I elect to perceive the self as an actual entity, not as a mere abstraction, composed of a single, definite set of well-defined ontological criteria. Self-perception guides future behavioral choices, frame intellectual inquires, and the evolution of the self represents the ultimate level of personal achievement in pursuit of my goal of attaining self-realization.

He was also a more astute politician than even his admirers realized. During his rise to power, he constructed his own base as an independent candidate not beholden to the oil interests in Southern California. For party loyalty, he substituted personal connections to the state’s two most important (and quite conservative) publishers—Joe Knowland in Oakland, and Harry Chandler in Los Angeles. At the very least, these friendships helped neutralize papers that might otherwise have rejected his increasingly liberal agenda. He was a distinguished governor of California. The state was growing by as many as ten thousand new residents a week, and the pressures on the state’s schools, roads, and its water resources were enormous. Facing that challenge had made him tough-minded and pragmatic about government, its limits, and how best it could benefit ordinary people. He was both an optimist and an activist: If he did not exactly bring an ideology to the Court, then he brought the faith of someone who had seen personally what government could and should do to ameliorate the lives of ordinary people. That the great figures on the bench had so much more judicial experience—Black with sixteen years of service on the Court, Frankfurter and Douglas with fourteen each, and Jackson with twelve—did not daunt him. As he saw it, they knew more about the law, but he knew more about the consequences of the law and its effect on ordinary citizens. His law clerk, Earl Pollock, said years later that there were three things that mattered to Earl Warren: The first was the concept of equality; the second was education; and the third was the right of young people to a decent life. He had spent a lifetime refining his view of the role of government, and he came to the Court ready to implement it.

It’s important to remember, however, that the ultimate authority is now our feelings, not our genes. This means that human behavior isn’t strictly optimized for the survival of our species. In fact, since our feelings implement merely rules of thumb that aren’t appropriate in all situations, human behavior strictly speaking doesn’t have a single well-defined goal at all.

Some people mistakenly believe that we are defined by our culture—that the words we speak or what we wear, eat, and drink make us who we are. It’s important that you learn to walk the fine line between the old and the new. It is okay to share aspects of your “old” culture that will enhance the culture of your “new” country, but not every aspect of your culture should be implemented. Preserving your cultural heritage is not required for preserving your own life and identity. In fact, some of your cultural beliefs and practices may be entirely out of place in America.

Your Personal Economic Model One tool we use when discussing the best course of action to secure your financial future is the Personal Economic Model®. Just as a medical doctor would use an anatomical model to convey medical concepts, we use the following model to convey financial concepts. This model offers a visual representation of the way money flows through your hands. On the left, you will notice the Lifetime Capital Potential tank, which illustrates that the amount of money you will control during your lifetime is both large, as well as finite. Most people are shocked to see how much money can flow through their hands in their lifetime. Once earned, your money flows directly to the Tax Filter where the state and federal governments take tax dollars owed from your paycheck. The after tax dollars are then directed to either your Current Lifestyle or your Future Lifestyle. Your management of the Lifestyle Regulator determines where these dollars go. Regulating the cash flow between your current lifestyle desires and your future lifestyle requirements may be the most important financial decision you will ever make. Here’s why. Each and every dollar that is allowed to flow through to your Current Lifestyle is consumed and gone forever. The goal is to accumulate enough money in the Savings and Investment tanks so that when you retire, the dollars in those tanks can be used to pay for your future lifestyle requirements. Retirement planning seems hard for most people to do but it is not rocket science. The best position, position A, would be to have enough in the tanks so that you can live in the future like you live today adjusted for inflation and have your money last at least to your life expectancy. That’s a win, but the icing on the cake would be to accomplish that with little to no impact on your present standard of living, and that is exactly what we strive to help our clients to do. Working with us can help you with the following: Optimize the balance between your Current and Future Lifestyles Identify inefficiencies in your current personal economic model (where are you losing money) Design, implement, and execute a plan to secure your financial future Limit the impact on your Current Lifestyle dollars (maintain your current standard of living)

Diversity, Equal Opportunity, and Success are Core Principals Driving the Mission of the Green Card Organization of the United States of America The Green Card Organization is a reputable institution that provides a service for individuals who have a desire to immigrate by implementing a wide variety of services from basic to the most complex. The Green Card Organization can ensure error-free applications by assisting any individual who requires additional aid to simplify the process and guarantee a complete and accurate submission. Plenty of legal procedures are made easier, and by working with the Green Card Organization, their specialized services can fit the need of any client. The Green Card Organization provides expertise on the Diversity Visa (DV) lottery program. This program can be difficult to complete without error, as over 40% of applicants that are self-handled are disqualified due to inaccurate information. This lottery allows only one submission per year, and the Green Card Organization believes their assistance will guarantee qualification and the possibility of obtaining a Green card. “For everyone the process of receiving a Green card is different, however when that amazing moment comes that you will receive confirmation, we will be here to help. Time is of the essence when it comes to the process of a successful Green card applicant, it is important to go through the immigration process according to the timeline and correctly. Delays in the process can result in termination. Here at our organization, we will make sure that everything happens quickly and correctly for you. Our team of immigration experts will keep everything on track and assist you with all the necessary procedures. We provide personalized services and will make sure that no opportunity is missed to help each and every one of our clients achieve their goal. Your success is our success!” The Green Card Organization website provides important immigration information, such as different ways to obtain a Green card. The Green Card Organization explains that one of the most common ways to receive a Green card is through the sponsorship of a family member. The family member must be a U.S. citizen, or a Green card holder themselves. Additional details describe instances on who is permitted to apply for a Green card so the client is able to make certain they are eligible. Another way the Green Card Organization explains how to obtain a Green card is through a job, meaning their professional background and/or business dealings. An employer can petition for an employee to get a Green card, but they first must obtain a labor certification and file Form I-140, known as the Immigrant Petition for Alien Worker. Other individuals who deal in American Investments may apply for the Green card if they have sizeable assets in the United States. Any individual can self-petition and apply for a Green card without a labor certification as long as they are able to prove that they considerably contribute to the American workforce. The Green Card Organization provides a list of special jobs regarding professionals who are permitted to apply for a Green card with Form I-360, known as the Petition of Amerasian, Widow(er), or Special Immigrant.

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Hope is an important part of leadership. It is the belief that something positive is possible. When implementing change, moving toward a vision, or empowering team members, a leader must have hope that what they want to achieve is achievable.

Was opposition to the SIT so critical to the government that it was willing to sacrifice the entire credibility of the finance ministry and the law ministry in the Supreme Court? And why did government oppose the SIT so resolutely? It had certainly not opposed it in the Gujarat case, and there are several other precedents of SITs quoted in the order. Judging from the desperate behaviour of the government, the only inference that can be drawn is that this SIT had to be opposed at any cost, because important people controlling the Congresss empire were involved in the larceny. The government’s obduracy in this matter clearly reflects its growing shamelessness and brazenness about corruption. It continues to show contempt and apathy to the Supreme Court order, and instead of starting the process of implementing the order, it is focusing on how to get it reviewed, recalled or diluted, including contesting the order and seeking its recall.

The UPA government, instead of implementing the Supreme Court order—which would have been the defining indicator of its bona fides in retrieving the black money looted from the people of India— instead demanded a recall of the order. This establishes its complete mala fide, connivance and conspiracy, and confirms that it has no intention of taking any substantive steps to recover the black money stashed away abroad, or take any serious action to combat this grievous economic crime impoverishing our nation—the 21st century version of UPA imperialism. The nation should be informed that no investigation has taken place regarding the issues before it since the Supreme Court judgement, but the finance minister chose to conceal these extremely pertinent facts in his Paper. The White Paper coyly discussed the dimensions of black money stashed away abroad by quoting statistics that are more than a decade old, saying that these are being researched upon by three agencies whose report is expected in September 2012. From this it would appear that the government had no knowledge of the quantum of black money lying abroad. One wonders why the government presented the paper at this stage. Interestingly, the Paper officially disclosed a figure regarding Indian accounts held with Swiss banks, at around only US $213 billion (as against $88 billion projected by the International Monetary Fund, and $213.2 billion by GFI), down 60% between 2006 and 2010. A reasonable conclusion that can be drawn is that black money holders, in anticipation of international and national public pressure (not governmental) transferred their money to other safe havens, the safest, it is said, being India. The last two years have seen several enabling statutes and mechanisms to stealthily repatriate the ill-gotten wealth back to India. I am also given to understand that there is evidence of a huge disparity between export figures, particularly of metals quoted by the government, and actual exports through data available from independent sources. The same applies to figures regarding FIIs. The game is clear. Use every government tool and instrument available to repatriate the money to India, without disclosure, culpability or punishment. There must be ways, and ways that we can never fathom or document, but the black money holders control legislation, either through being important politicians, or big businesses, who can buy safe passage, necessary loopholes and escape routes through statute or legislation. The finance minister through his negligence and active cooperation with the criminals allowed the stolen money to be removed from the accounts in which it was held and only a small fraction now remains, which too he is determined to place beyond the reach of the people of India who are its legitimate owners.

Naturally, such an implementation is not limited to exotic cars. In practice, it might include luxury goods (the tracking of blood diamonds is a commonly cited example) or the import and export of goods across international borders. Realistically, any item that changes custody at least once would be a candidate to benefit from this transparent surveillance and scrutiny.

Maury and I spent more than one month in Pakistan, talking with AID personnel and their Pakistani counterparts and learning about the conduct of the projects over the six-year period. Most importantly, we focused on the dialogue between senior U.S. embassy and mission personnel and those in the Pakistani government responsible for economic policy formulation. One day, he and I were asked to attend a “brown bag luncheon” with the senior mission staff. The idea was to be totally informal, put our feet on the desks and just chat about our impressions. Everyone was eager to learn what Maury thought about the program. Three important things emerged for me out of that discussion. 1. The mission director explained that he had held some very successful consultations and brainstorming sessions with senior Pakistani government leaders. He said the Pakistanis were open to his ideas for needed reform, listened carefully and took extensive notes during these meetings. Although there had been little concrete action to implement these recommendations to date, he was confident they were seriously considering them. Maury smiled and responded, “Yeah. They used to jerk me around the same way when I was in your position. The Paks are masters at that game. They know how to make you feel good. I doubt that they are serious. This is a government of inaction.” The mission director was crestfallen. 2. Then the program officer asked what Maury thought about the mix of projects that had been selected by the government of Pakistan and the mission for inclusion in the program for funding. Maury responded that the projects selected were “old friends” of his. He too, had focused on the same areas i.e. agriculture, health, and power generation and supply. That said, the development problems had not gone away. He gave the new program credit for identifying the same obstacles to economic development that had existed twenty years earlier. 3. Finally, the mission director asked Maury for his impressions of any major changes he sensed had occurred in Pakistan since his departure. Maury thought about that for a while. Then he offered perhaps the most prescient observation of the entire review. He said, when he served in Pakistan in the 1960s, he had found that the educated Pakistani visualized himself and his society as being an important part of the South-Asian subcontinent. “Today” he said, “after having lost East Pakistan, they seem to perceive themselves as being the eastern anchor of the Middle-East.” One wonders whether the Indian government understands this significant shift in its neighbor’s outlook and how important it is to work to reverse that world view among the Pakistanis for India’s own security andwell-being.

Maury and I spent more than one month in Pakistan, talking with AID personnel and their Pakistani counterparts and learning about the conduct of the projects over the six-year period. Most importantly, we focused on the dialogue between senior U.S. embassy and mission personnel and those in the Pakistani government responsible for economic policy formulation. One day, he and I were asked to attend a “brown bag luncheon” with the senior mission staff. The idea was to be totally informal, put our feet on the desks and just chat about our impressions. Everyone was eager to learn what Maury thought about the program. Three important things emerged for me out of that discussion. 1. The mission director explained that he had held some very successful consultations and brainstorming sessions with senior Pakistani government leaders. He said the Pakistanis were open to his ideas for needed reform, listened carefully and took extensive notes during these meetings. Although there had been little concrete action to implement these recommendations to date, he was confident they were seriously considering them. Maury smiled and responded, “Yeah. They used to jerk me around the same way when I was in your position. The Paks are masters at that game. They know how to make you feel good. I doubt that they are serious. This is a government of inaction.” The mission director was crestfallen. 2. Then the program officer asked what Maury thought about the mix of projects that had been selected by the government of Pakistan and the mission for inclusion in the program for funding. Maury responded that the projects selected were “old friends” of his. He too, had focused on the same areas i.e. agriculture, health, and power generation and supply. That said, the development problems had not gone away. He gave the new program credit for identifying the same obstacles to economic development that had existed twenty years earlier. 3. Finally, the mission director asked Maury for his impressions of any major changes he sensed had occurred in Pakistan since his departure. Maury thought about that for a while. Then he offered perhaps the most prescient observation of the entire review. He said, when he served in Pakistan in the 1960s, he had found that the educated Pakistani visualized himself and his society as being an important part of the South-Asian subcontinent. “Today” he said, “after having lost East Pakistan, they seem to perceive themselves as being the eastern anchor of the Middle-East.” One wonders whether the Indian government understands this significant shift in its neighbor’s outlook and how important it is to work to reverse that world view among the Pakistanis for India’s own security andwell-being.

What does this charity do? How many different types of programs does it run? For each of these programs, what exactly is it that this charity does? If it runs more than one program, why is that? How cost-effective is each program area? Is the charity focused on one of the most important causes? How cost-effective does the evidence suggest the program to be? How robust is the evidence behind each program? What is the evidence behind the programs that the charity runs? Are there trials showing that the program is effective? Does the charity rigorously monitor and evaluate the success of its programs? How well is each program implemented? Do the leaders of the charity have demonstrated success in other areas? Is the charity highly transparent? Does it acknowledge mistakes that it’s made in the past? What are the alternative charities you could give to? Are there good reasons for supposing that this charity is better than others? Does the charity need additional funds? What would additional funding be used to do? Why haven’t other donors already funded the charity to the point it can’t use extra money?

Implementing Discipline 1 enables an organization to quickly turn a broad strategy into clearly defined WIGs at every level.

Take very seriously your personal biochemistry, nutrition, consumption, rest, work, athletics, and environment. Experiment gradually to find out what works for you, and implement it.   This is so obviously of paramount importance; it’s shocking how many people leave this to chance or don’t think about it. You live your whole life in your body. Being illiterate as to what your body responds to? What a disaster, what wasted potential. Make a long-term commitment to think about this stuff and experiment. Not once, but a little bit, all the time, as an ongoing thing. It more than pays for itself.   2.

Forensic DNA Expert Anil Gupta offer a variety of DNA forensic testing systems including STR, Y-STR, and mitochondrial DNA. The DNA Sample in Forensic Analysis can be collected from blood, saliva, perspiration, hair, teeth, mucus, finger nails, semon and these can be found almost anywhere at crime scence. Anil Gupta is here to help make sense of this complex scientific issue and to testify before the court on these issues when necessary. Initial Consultation is FREE – If you send us the report we will lend you our expertise to help you understand your situation. Written Reports and Affidavits Discovery Documents – free by request, all you need to obtain the entire laboratory case file Mike is a leading forensic DNA expert with considerable experience in forensic biology. He is a clear and balanced expert opinion highly qualified provider to help lawyers, attorneys and lawyers support their clients and the criminal justice system. He is a very experienced scientist, whose career has focused on developing the ability to DNA analysis, defining standards, interpreting results, explaining evidence and providing advice to help both the defense and Processing equipment. Mike has a great depth of technical knowledge. As the chief DNA scientist (head of discipline) with the former Forensic Science Service (FSS), he established technical standards for DNA analytical processes, staff competencies and training. He was head of the Specialist Unit at FSS DNA and led the creation of the first dedicated facility of ultra-clean low template DNA. He has led the validation and implementation of several important new DNA processes. Through audit and process review, it can provide an effective and risk-based quality assurance, as it has for many years to the FSS, to the National DNA Database and to the courts.

Comes a point when even the best of doctors is helpless... It makes more sense to keep metabolic diseases at bay, through prevention. And, that’s where individual involvement in implementing effective lifestyle changes assumes importance.

There are times when even the best of doctors are helpless... It, therefore, makes more sense in keeping metabolic diseases at bay, through prevention. And, that’s where individual involvement in implementing effective lifestyle changes assumes importance.

Librarians have proven over and over that the profession is capable of extraordinary collaboration. More than forty years ago, a group of major libraries in Ohio recognized the importance of shared computing resources and established a partnership called the Online Computer Library Center (OCLC), which is now referred to primarily by its acronym. OCLC calls itself “the world’s largest library collaborative.” The library data and services provided by OCLC to 70,000 libraries around the world enables libraries to avoid a great deal of redundant work.9 The OCLC partnership has reduced the need for every library to create its own catalog record for every book or item it collects, creating enormous efficiencies. OCLC’s WorldCat system, for instance, allows anyone with web access to search across the catalogs of a large number of libraries to locate books wherever they are in the country. WorldCat is simple, but it has proved that implementing even the simplest of systems can be remarkably useful to library patrons.

In December 2014, the Kidney Allocation System implemented a new rule that turned the key in the steerage lock: the waiting list date would be backdated to when the patient started dialysis rather than at the time of transplant evaluation. This was an important step toward minimizing the effect of human error on access to kidney transplantation.

A small win is defined as a “concrete, complete, implemented outcome of moderate importance.

Thus, the play is no longer to try to uncover needs, but to facilitate a conversation where the salesperson raises potential issues and their implications. This facilitation is a proactive means of accomplishing two things. On one hand, your bringing up important issues could absolutely jog the customer’s thinking and cause them to recognize key points that they might not have otherwise factored into their decisions. As well, raising important issues and implications is one of your greatest opportunities to gain credibility with potential buyers, as we will discuss in more depth when we get to the chapters on needs development. The key is preparation. When I train sales teams on-site, they leave with a list of action items that are important in terms of implementing the QBS methodology. The first action item on the list is always the same—to create a repository of decision issues and implications that could impact the customer. Notice I use the word “could,” because we’re not asking salespeople to be clairvoyant. You can’t know what’s important to a customer until you actually talk with them. But, you can absolutely make a list of potential issues and the implications of those issues, as a way to prepare yourself in advance for more productive conversations.

As CGFMFPac, Krulak was concerned about the strategic side of the war being directed from Washington. He favored stopping the flow of supplies from North Vietnam to South Vietnam because this would aid in implementing his ideas about counterinsurgency. Thus he was in favor of both mining the harbor at Haiphong and bombing the north. Such actions were external to his theater of operations but would have a direct impact on his ideas. The next-lowest level of war is the operational level, where Krulak’s ideas about counterinsurgency were most important. The third level is tactical. This is about individual battles.

As I near the end of all of that and think back on what I’ve learned, these are the ten principles that strike me as necessary to true leadership. I hope they’ll serve you as well as they’ve served me. Optimism. One of the most important qualities of a good leader is optimism, a pragmatic enthusiasm for what can be achieved. Even in the face of difficult choices and less than ideal outcomes, an optimistic leader does not yield to pessimism. Simply put, people are not motivated or energized by pessimists. Courage. The foundation of risk-taking is courage, and in ever-changing, disrupted businesses, risk-taking is essential, innovation is vital, and true innovation occurs only when people have courage. This is true of acquisitions, investments, and capital allocations, and it particularly applies to creative decisions. Fear of failure destroys creativity. Focus. Allocating time, energy, and resources to the strategies, problems, and projects that are of highest importance and value is extremely important, and it’s imperative to communicate your priorities clearly and often. Decisiveness. All decisions, no matter how difficult, can and should be made in a timely way. Leaders must encourage a diversity of opinion balanced with the need to make and implement decisions. Chronic indecision is not only inefficient and counterproductive, but it is deeply corrosive to morale. Curiosity. A deep and abiding curiosity enables the discovery of new people, places, and ideas, as well as an awareness and an understanding of the marketplace and its changing dynamics. The path to innovation begins with curiosity. Fairness. Strong leadership embodies the fair and decent treatment of people. Empathy is essential, as is accessibility. People committing honest mistakes deserve second chances, and judging people too harshly generates fear and anxiety, which discourage communication and innovation. Nothing is worse to an organization than a culture of fear. Thoughtfulness. Thoughtfulness is one of the most underrated elements of good leadership. It is the process of gaining knowledge, so an opinion rendered or decision made is more credible and more likely to be correct. It’s simply about taking the time to develop informed opinions. Authenticity. Be genuine. Be honest. Don’t fake anything. Truth and authenticity breed respect and trust. The Relentless Pursuit of Perfection. This doesn’t mean perfectionism at all costs, but it does mean a refusal to accept mediocrity or make excuses for something being “good enough.” If you believe that something can be made better, put in the effort to do it. If you’re in the business of making things, be in the business of making things great. Integrity. Nothing is more important than the quality and integrity of an organization’s people and its product. A company’s success depends on setting high ethical standards for all things, big and small. Another way of saying this is: The way you do anything is the way you do everything.

Rework Your Network As you advance in your career, the advice you need changes. Preparing yourself for a new role calls for proactively restructuring your advice-and-counsel network. Early in your career, there is a premium on cultivating good technical advisers—experts in certain aspects of marketing or finance, for instance, who can help you get your work done. As you move to higher levels, however, it becomes increasingly important to get good political counsel and personal advice. Political counselors help you understand the politics of the organization, an understanding that is especially important when you plan to implement change. Personal advisers help you keep perspective and equilibrium in times of stress. Transforming your advice-and-counsel network is never easy; your current advisers may be close friends, and you may feel comfortable with technical advisers whose domains you know well. But it is essential to step back and recognize where you need to build your networks to compensate for blind spots and gaps in your own expertise or experience.

How can students achieve if they don’t feel that they belong in our schools? More importantly, in what ways do we actively prevent students from belonging simply through our use of language?

What are your feelings from Bush to Obama? Besides being responsible for the death of half a million people, I feel like Bush dealt a huge economic and social blow to the USA, one from which we may never fully recover. He directly flushed 3 trillion dollars down the toilet on hopeless, pointlessly destructive wars in Afghanistan and Iraq …and they’re not even over! For years to come, we’ll be paying costs for all the injured veterans (over 50,000) and destabilizing three countries, because you have to look at the impact that the Afghan war has on Pakistan. Bush expanded the use of torture, and created a whole new layer of government bureaucracy (the “Department of Homeland Security”) to spy on Americans. He created Indefinite Detention (at Guantanamo and other US military bases) and expanded the use of executive-ordered assassinations using the new drone technology. On economic issues, his administration allowed corporations to run things and regulate themselves. The agency that was supposed to regulate oil drilling had lobbyist-paid prostitutes sleeping with employees while oil industry lobbyists basically ran the agency. Energy companies like Enron, and the country’s investment banks were deregulated at the end of the Clinton administration and Bush allowed them to run wild. Above all, he was incompetent and appointed some really stupid people to important positions at every level of government. Certainly, Obama has been involved in many of these same activities. A few he’s increased, such as the use of drone assassinations, but most of them he has at least tried to scale back. At the beginning of his first term, he tried to close the Guantanamo prison and have trials for many of the detainees in the United States but conservatives (including many Democrats) stirred up public resistance and blocked this from happening. He tried to get some kind of universal healthcare because over 50 million Americans don’t have health insurance. This is one of the leading causes of personal bankruptcies and foreclosures because someone gets sick in a family, loses their job, loses their health insurance (because American employers are source of most people’s healthcare) and they can’t pay their health bills or their mortgage. Or they use up all their money caring for a sick family member. So many people in the US wanted health insurance reform or single-payer, universal health care similar to what you have in the UK. Members of Obama’s own party (The Democrats) joined with Republicans to narrowly block “The public option” but they managed to pass a half-assed but not-unsubstantial reform of health insurance that would prevent insurers from denying you coverage when you’re sick or have a “preexisting condition.” The minute it was signed into law, Republicans sued in the courts (all the way to the supreme court) and fought, tooth and nail to block its implementation. Same thing with gun control, even as we’re one of the most violent industrial countries in the world. (Among industrial countries, our murder rate is second only to Russia). Obama has managed to withdraw troops from Iraq and Afghanistan over Republican opposition but, literally, everything he tries to do, they blast it in the media and fight it in Congress. So, while I have a lot of criticisms of Obama, he is many orders of magnitude less awful than Bush and many of the positive things he’s tried to do have been blocked. That said, the Democratic and Republican parties agree on more things than they disagree. Both signed off on the Afghan and Iraq wars. Both signed off on deregulation of banks, of derivatives, of mortgage regulations and of the energy and telecom business …and we’ve been living with the consequences ever since. I’m guessing it’s the same thing with Labor and Conservatives in the UK. Labor or Democrats will SAY they stand for certain “progressive” things but they end up supporting the same old crap... (2014 interview with iamhiphop)

Implementing a tour of duty with strong alignment means leaving behind the rote exchanges of template-driven performance reviews where little of import is said or done. Instead, you need to have frank, open, rigorous conversations. Both manager and employee have an explicit (albeit nonbinding) agreement with shared objectives and realistic expectations. This agreement provides the criteria for regular, mutual performance measurement and management. You provide specific feedback and guidance to the employee; just as important, the employee has a context in which to talk about his long-term career goals and whether the company is accommodating them as promised.

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.

The solution should be simple if you just S.T.O.P.: Settle. Think. Organize. Present. As a true EMS leader, when confronted with any possible, potential, or perceived difficulty: S.T.O.P. before you impose any long-term action or do any irreversible damage. Settle Let the dust settle before taking long-term action. For some reason – maybe it’s the age of instant everything – any brief pause in our action causes anxiety and consternation that we are not responding properly. Get over it. Take the time necessary and available to see each situation for the facts, not the perception. Learn the truth and get the whole story in context first. That is the only way you can actually fix any situation before you exacerbate it; it’s what will prevent you from trying to extinguish a grease fire with water. Think Take the time necessary and available to process the facts as they are, not as they are perceived to be by the public or you. Certain perceptions may be ugly in the moment, but at the end of the day (sorry for the cliché), the public will judge your operation and you on how the story ends. Organize With a clear view of the facts in context, and after careful consideration of them, take the time necessary and available to organize a plan for solving, resolving, fixing, or preventing whatever issue is at hand. Cogitate on the rationality of your response, the cause and effect of that which you are trying to manage. Does your proposed response actually answer the question, or are you simply painting over cracks to make someone else feel better? Present Take the time necessary and available to present the question in proper context, the answer in proper context, and the rationale to those who will be charged with carrying it out. Including the rationale with the conclusion is what professionals do. When you include the “why” with the “what,” you will be far more likely to see success in the implementation of progress and where there is progress, EMS takes another step closer to being professional. In the end, nothing good or productive has ever come from a knee-jerk reaction in EMS or anywhere else. As they say, “Somehow, there’s never enough time to do it right, but there’s always enough time to do it over.

It’s an important reminder: Success is a result of what we do all of the time. The highest performers in all walks of life have embraced this fact; they have taken full ownership and have chosen to create and implement positive habits. They understand that you can’t be selective when it comes to excellence. As the saying goes, how you do anything is how you do everything.

Epub file This is the industry-standard, open file format for ‘flowable’ ebooks; it uses XHTML for the content. EPUB is defined in detail at idpf.org. Version 2 of the standard is currently the most used, but version 3 is gradually being implemented. Jutoh can generate Epub 2, and some features of Epub 3. All ebook readers apart from Amazon’s Kindle can read Epub 2 files. Epub readers usually have quirks of their

Part of the greater importance of the novella owes to its treatment of Animal Farm not as an isolated entity but as part of a network of farms—an analogue to the international political arena. Orwell thus comments on Soviet Russia and the global circumstances in which it arose. But the tactics that we see the pigs utilizing here—the overworking of the laboring class, the justification of luxuries indulged in by the ruling class, the spreading of propaganda to cover up government failure or ineffectiveness—evoke strategies implemented not only by communist Russia but also by governments throughout the world needing to oppress their people in order to consolidate their power.

Here are the most important software design principles discussed in this book: Complexity is incremental: you have to sweat the small stuff (see p. 11). Working code isn’t enough (see p. 14). Make continual small investments to improve system design (see p. 15). Modules should be deep (see p. 23) Interfaces should be designed to make the most common usage as simple as possible (see p. 27). It’s more important for a module to have a simple interface than a simple implementation (see pp. 61, 74). General-purpose modules are deeper (see p. 39). Separate general-purpose and special-purpose code (see pp. 45, 68). Different layers should have different abstractions (see p. 51). Pull complexity downward (see p. 61). Define errors out of existence (see p. 81). Design it twice (see p. 91). Comments should describe things that are not obvious from the code (see p. 101). Software should be designed for ease of reading, not ease of writing (see p. 151). The increments of software development should be abstractions, not features (see p. 156). Separate what matters from what doesn’t matter and emphasize the things that matter (see p. 171

Here are a few of of the most important red flags discussed in this book. The presence of any of these symptoms in a system suggests that there is a problem with the system’s design: Shallow Module: the interface for a class or method isn’t much simpler than its implementation (see pp. 25, 110). Information Leakage: a design decision is reflected in multiple modules (see p. 31). Temporal Decomposition: the code structure is based on the order in which operations are executed, not on information hiding (see p. 32). Overexposure: An API forces callers to be aware of rarely used features in order to use commonly used features (see p. 36). Pass-Through Method: a method does almost nothing except pass its arguments to another method with a similar signature (see p. 52). Repetition: a nontrivial piece of code is repeated over and over (see p. 68). Special-General Mixture: special-purpose code is not cleanly separated from general purpose code (see p. 71). Conjoined Methods: two methods have so many dependencies that its hard to understand the implementation of one without understanding the implementation of the other (see p. 75). Comment Repeats Code: all of the information in a comment is immediately obvious from the code next to the comment (see p. 104). Implementation Documentation Contaminates Interface: an interface comment describes implementation details not needed by users of the thing being documented (see p. 114). Vague Name: the name of a variable or method is so imprecise that it doesn’t convey much useful information (see p. 123). Hard to Pick Name: it is difficult to come up with a precise and intuitive name for an entity (see p. 125). Hard to Describe: in order to be complete, the documentation for a variable or method must be long. (see p. 133). Nonobvious Code: the behavior or meaning of a piece of code cannot be understood easily. (see p. 150).

Placing and implementing black magic is a suicide that results in hell.” --- The black magic that evil-minded people of all religions practice for their ugly and inhuman motives. The modern world ignores that and does not even believe in it. However, it exists, and it works sufficiently. For many years, I edited and published these stories as an assistant editor for an evening newspaper, and as a believer, I believe that. It’s important to note that it doesn’t have any impact on everyone; otherwise, every human would be under attack from it. No one can explain or define black magic or similar practices. Today’s scientists are not capable of recognizing, diagnosing, or even denying such a phenomenon; therefore, options are open for black magic to proceed with its practices without any obstacles. By searching online websites and YouTube, one can uncover the many victims of the evil practices of evil-minded individuals in different societies. Evil power, black magic, and magic do exist and are also effective. Evil power causes physical damage and appears as diseases and psychological issues since no one can realize, trace, or prove that horror practice; it is the secret and privilege of evil-minded people that the law fails to catch and punish them for such crimes. I briefly exemplify two events, one of which was very authentic, and I suffered from it, and another of which also happened to someone who also became a victim. The first time when I arrived in the Netherlands, I assumed I was in the most secure area; however, within a year, I faced an incident that was a tradition in my family, including the involvement of my brothers and my compatriots who lived in the Netherlands. The most suspected were the evil-minded people of the Ahmadiyya movement from Surinam and possibly my ex-wife and a Pakistani couple. I had seen the evidence of the black magic that my family took upon me, but I could not trace the reality of other suspected ones that ruined my career, future, health, and even life. The second person, a Pakistani who lived in Germany for several years as an active member of the Ahmadiyya Movement, told me his story briefly during a trip to London, attending a literary gathering. Besides receiving a gold medal for his poetry work, he also worked for the Ahmadiyya TV channel. However, when he became a real Muslim, Ahmadiyya warriors turned against him. They practiced the devil’s work to punish him when they couldn’t force him back into their false group. The symptoms of magic became apparent to me after he mentioned that since I had them on my body as well. Such a possibility and chance exist that can be created by using drugs and chemicals to defeat their opponents; it needs a comprehensive investigation to save humanity. Multiple other stories reveal that the Ahmadiyya Movement may use black magic to achieve its goals. From my observation, they were involved in eliminating Muslim imams and scholars, which caused the failure of that new religion and the appearance of a false prophet claiming to be Jesus. I have been a victim of these types of practices. Their activities revolve around social media and similar websites. In Pakistan, they are deceiving the uninformed by pretending to be genuine Muslims, just like they do in Europe and other parts of the world. I tried to contact the Dutch authorities about the incident that occurred to me in 1980, but they ignored my request for cooperation; however, I still hope and look forward to any miracle that someone from somewhere gives me the courage to verify all this I want.

not be able to rationalize skipping the dinner by telling themselves “nobody will miss me.” Instead, they will feel a sense of responsibility to provide their essential ingredient for the event’s success. Keep this in mind when selling ideas: assign people specific, unique, and important roles in implementation. Inspire them to feel accountable for the entire effort by making them responsible

What is important here is not to establish the exact size of a future Israel, but rather to refocus the international debate away from how to implement an unworkable two state solution within the confines of Israel and the territories and toward a debate about the size Israel should be to be a self-sustaining, viable state.

Santhi Gems is a well-known gold buyer in Chennai that sets itself apart with exceptional services and a consistent commitment to customer loyalty. Santhi Gems has achieved a stellar reputation in the industry thanks to its straightforwardness, trustworthiness, and dependability, as well as its extensive history. This article delves into the key features that set Santhi Gems apart from other Chennai gold buyers, including its customer-focused approach, ethical practices, and extensive range of services. Research how Santhi Pearls' dedication to significance and genuineness go with it a leaned toward choice for those wanting to sell or credit against their gold assets in Chennai. 1. Introduction to Santhi Adornments' History and Foundation Santhi Gems, headquartered in Chennai, has been a trusted name in the gold purchasing industry for more than two decades. Santhi Gems has established a reputation for unwavering quality and authenticity thanks to a solid foundation built on trustworthiness and customer loyalty. Santhi Gems' mission and values are to provide customers with a straightforward and fair gold purchasing experience. Each partnership is guided by their genuine sincerity regarding the benefits, trust, and customer-centricity, ensuring that customers are treated with respect and consideration throughout the selling cycle. 2. Direct Assessing and Appraisal Communication Clear Valuation Procedures Selling Gold Jewelry Santhi Adornments provides a consistent and straightforward cycle for selling gold items, whether you want to branch out from your existing collection or update it. Their capable staff ensures that clients get fair motivator for their important effects. Gold Advance Offices Santhi Adornments offers gold advance offices in addition to buying gold gems, allowing customers to use their gold resources for financial assistance. They make it advantageous and secure to access reserves thanks to their flexible terms and competitive rates. 6. By placing an emphasis on client instruction, Santhi Adornments moves beyond value-based connections. They encourage customers to make educated decisions regarding their gold resources by providing experiences into the patterns of the gold market as well as advice on how to care for and maintain gold. Direction on Patterns in the Gold Market When managing valuable metals, it is essential to remain informed about the gold market. Santhi Gems ensures that customers are up to date on market trends, allowing them to make crucial decisions regarding gold investments or transactions. Tips for Taking Care of Gold Gems Proper care and attention can have a significant impact on their value and lifespan. Santhi Diamonds outfits clients with central hints on endlessly protecting their gold things, ensuring that they hold their greatness and shimmer for a seriously significant time-frame into what's in store. 7. Obligation to Follow Moral Principles The activities of Santhi Adornments are centered on following moral principles and being capable of doing so. They keep the advantages of uprightness and social responsibility in the gold business by focusing on fair exchange gold acquiring and implementing earth-manageable practices.

application phase of the thinking process, land your ideas first with… Yourself: Landing an idea with yourself will give you integrity. People will buy into an idea only after they buy into the leader who communicates it. Before teaching any lesson, I ask myself three questions: “Do I believe it? Do I live it? Do I believe others should live it?” If I can’t answer yes to all three questions, then I haven’t landed it. Key Players: Let’s face it, no idea will fly if the influencers don’t embrace it. After all, they are the people who carry thoughts from idea to implementation. Those Most Affected: Landing thoughts with the people on the firing line will give you great insight. Those closest to changes that occur as a result of a new idea can give you a “reality read.” And that’s important, because sometimes even when you’ve diligently completed the process of creating a thought, shaping it, and stretching it with other good thinkers, you can still miss the mark.