Importance Of Implementation 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

implementation science is more important than decision science.

Innovation and implementation are important as strategies and excellence.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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

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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.

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

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.

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.

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

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The future of the labor market as we know it is contingent on many different things. It is by and large an iterative process in which we may only know the true outcome by repeated evaluations and followups of each implemented change and/or innovation. Therefore, securing a system of necessary checks-and-balances will be of paramount importance to ensure a successful digital transformation.

One of the most important elements of software design is determining who needs to know what, and when. When the details are important, it is better to make them explicit and as obvious as possible, such as the revised implementation of the backspace operation. Hiding this information behind an interface just creates obscurity.

Another way of expressing this idea is that it is more important for a module to have a simple interface than a simple implementation.

...SQL is very far from being the “perfect” relational language—it suffers from numerous sins of both omission and commission. ...the overriding issue is simply that SQL fails in all too many ways to support the relational model properly. As a consequence, it is not at all clear that today's SQL products really deserve to be called “relational” at all! Indeed, as far as this writer is aware, there is no product on the market today that supports the relational model in its entirety. This is not to say that some parts of the model are unimportant; on the contrary, every detail of the model is important, and important, moreover, for genuinely practical reasons. Indeed, the point cannot be stressed too strongly that the purpose of relational theory is not just “theory for its own sake”; rather, the purpose is to provide a base on which to build systems that are 100 percent practical. But the sad fact is that the vendors have not yet really stepped up to the challenge of implementing the theory in its entirety. As a consequence, the “relational” products of today regrettably all fail, in one way or another, to deliver on the full promise of relational technology.

Three important impediments to a unified European market were a plethora of rules and regulations that differed across countries, impediments to the movement of firms and labor across countries, and currency fluctuation. In a series of negotiated agreements, starting with the Single European Act in 1986, the Maastricht Treaty in 1991, and the Treaty of Amsterdam in 1997, much of Europe agreed to merge into a Union which would implement the four freedoms—the freedom of movement of goods, services, people, and capital across the borders of the signatories. They agreed to a common European citizenship, over and above national citizenship. In addition, a subset of the countries decided to adopt a common currency, the euro.

Bitcoin is not a smart network. Bitcoin is a dumb network. It really is a dumb network. It is a dumb transaction-processing network. It’s a dumb network for verifying a very simple scripting language. It doesn’t offer a complete range of financial services and products. It doesn’t have automation and incredible features built in. Bitcoin is simply a dumb network, and that is one of its strongest and most important features. When you design networks, when you architect network systems, one of the most fundamental choices is this: do you make a dumb network that supports smart devices, or do you make a smart network that supports dumb devices? 5.1.1. The Smart Network - Phones The phone network was a very smart network. The telephone at the end of that network was a very dumb device. If you had a pulse-dialing phone, that thing had maybe four electronic components inside it. It was basically a switch on a wire with a speaker attached to it. You could dial by flicking the hook up and down fast enough. 
The phone was a dumb device; it had no intelligence whatsoever. Everything the phone network did was in the network. Caller ID was a network feature. Call waiting was a network feature. And if you wanted to make the experience better, you had to upgrade the network but you didn’t need to upgrade the device. That was a critical design decision because, at that time, the belief was that smart networks were better because you could deliver these incredible services just by upgrading the network for everyone. There is one small disadvantage with smart networks. They have to be upgraded from the center out. And that means innovation occurs at the center, by one player, and requires permission. As a result of smart network design, innovation only happens when a feature is needed by all of the subscribers of the network, when it is compelling enough to disrupt the function of the entire network to upgrade it. 5.1.2. The Dumb Network - Internet The internet is a dumb network. It’s dumb as rocks. All it can do is move data from point A to point B. It doesn’t know what that data is. It can’t tell the difference between a Skype call and a web page. It doesn’t know if the device on the end is a desktop computer or a mobile phone, a vacuum cleaner, a refrigerator, or a car. It doesn’t know if that device is powerful or not. If it can do multimedia or not. It doesn’t know, it doesn’t care. In order to run a new application or innovate on a dumb network, all you have to do is add innovation at the edge. Because a dumb network can support smart devices, you don’t need to change anything in the network. If you push intelligence to the edge of the network, an application that only has five users can be implemented so long as those five users upgrade their devices to implement that application. The dumb network will transport their data because it doesn’t know the difference and it doesn’t care. 5.1.3. Bitcoin’s Dumb Network Bitcoin is a dumb network supporting really smart devices, and that is an incredibly powerful concept because bitcoin pushes all of the intelligence to the edge. It doesn’t care if the bitcoin address is the address of a multimillionaire, the address of a central bank, the address of a smart contract, the address of a device, or the address of a human. It doesn’t know. It doesn’t care if the transaction is carrying lots of money or not much money at all. It doesn’t care if the address is in Kuala Lumpur or downtown New York. It doesn’t know, it doesn’t care. It moves money from one address to another based on a simple locking script. And that means that if you want to build a new application on top of bitcoin, you can upgrade the

yet it’s so simple. A conscious leader needs to be actively appreciative. We can be tough leaders at times, we can and should be strong, but at the end of the day, human beings respond best to care and appreciation. It’s important to remember that in business, everything we accomplish is ultimately done with and through other people. That is what conscious leaders do—we inspire, motivate, develop, and lead others. To be appreciative of the gifts that other people share with us and with our teams is uplifting and creates a rewarding feeling of fulfillment. Appreciations are easy for leaders and organizations to implement, as we have done at Whole Foods, and they have very powerful reverberations. They unite people, create camaraderie, and help build trust. Conscious leaders should consider ways to institutionalize a culture of appreciation—their teams will thank them for it. Let me end this section on appreciation with a personal note. I have always felt so grateful for the truly amazing people I have worked with over the past forty-plus years at Whole Foods. Without them, the company never would have amounted to much of anything, and neither would I. Every day I work with people who I know are incredibly smart, talented, caring, and passionate

Think big, start small, and scale fast”: Initiate the transformation with the definition of a multi-year, company-wide vision, roadmap, and business case. These plans need to be flexible and adaptable. Then, “start small” with the implementation of a pilot, and take the time to learn from this first experience. Finally, implement the broader scope in stages to manage the risks. Gradually increase the speed and scale of the transformation, and as a result, generate high impact. “IA is a business transformation, not a technology project”: The perspective of business benefits should guide the transformation. This transformation involves not only technology, but more importantly, people – with change management, and retraining – and processes – with redesigns. “IA is a journey, not a destination”: IA is not a one-off exercise; it is a never-ending transformation journey. It continually brings additional benefits to the organization by applying evolving concepts, methods, and technologies. Hence, building teams with the right skills to guide the company in this transformation is critical. “Infusing IA into the culture of the company”: Implementing IA with siloed, isolated teams does not work. Automation needs to be infused into the company. Change management, education, empowerment, and incentivization of everyone in the company is vital. Every employee should know what IA is and what its benefits are, and be empowered and incentivized to identify use cases and build automation.

I felt super-frustrated. We’d hired all these talented people and were spending tons of money, but we weren’t going any faster. Things came to a head over a top-priority marketing OKR for personalized emails with targeted content. The objective was well constructed: We wanted to drive a certain minimum number of monthly active users to our blog. One important key result was to increase our click-through rate from emails. The catch was that no one in marketing had thought to inform engineering, which had already set its own priorities that quarter. Without buy-in from the engineers, the OKR was doomed before it started. Even worse, Albert and I didn’t find out it was doomed until our quarterly postmortem. (The project got done a quarter late.) That was our wake-up call, when we saw the need for more alignment between teams. Our OKRs were well crafted, but implementation fell short. When departments counted on one another for crucial support, we failed to make the dependency explicit. Coordination was hit-and-miss, with deadlines blown on a regular basis. We had no shortage of objectives, but our teams kept wandering away from one another. The following year, we tried to fix the problem with periodic integration meetings for the executive team. Each quarter our department heads presented their goals and identified dependencies. No one left the room until we’d answered some basic questions: Are we meeting everyone’s needs for buy-in? Is a team overstretched? If so, how can we make their objectives more realistic?

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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.

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.

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

The first step in documenting abstractions is to separate interface comments from implementation comments. Interface comments provide information that someone needs to know in order to use a class or method; they define the abstraction. Implementation comments describe how a class or method works internally in order to implement the abstraction. It’s important to separate these two kinds of comments, so that users of an interface are not exposed to implementation details.

There is this delay of the full implementation of adulthood at the beginning of the life cycle, but there is also an extension at the end...The proportion of the population living to 80 or 90 is continuing to go up, so adulthood is shrinking at the younger ages, but extending at the older ages. It's a way I don't hear expressed very often, but if you didn't start adulthood until you were in your thirties, you would still have as many years of adulthood now as you would have in the 1950s or 60s. It's not just a delay, but it's a shift, too. The delay is the more important part of the story, but it's also an upward shift in the life cycle.

I learned that when people came up with an idea, it was important to allow that idea to grow and be implemented. As long as an idea didn’t take us backward or cause harm, the organization benefited more when the team members were allowed to implement their idea and discover how it could be improved than when I just tried to get them to implement my idea. I was constantly surprised by how many times I discovered that others’ ideas turned out to be much better than mine and by the increased energy people brought to their work when they were empowered to implement their own ideas.

The great thing about the method described is not that it produces the best implementation but that it always produces an implementation that works. The important conclusion to draw is that it is possible to combine And, Or, and Invert blocks to implement any binary function—that is, any function that can be specified by an input/output table of 0’s and 1’s.

Most important, these switches can be wired either in series or in parallel. For instance, we can put two switches together in series to make a light that works only when both switches are closed. This circuit implements one of the basic switching functions of the computer—the “logic block” known as the And function, so called because the bulb lights only when the first and the second switches are closed. Switches connected in parallel form the Or function, which connects the circuit (and thus lights the bulb) whenever either or both of the switches are closed (see Figure 2

There are multiple ways to implement CBT in your daily life outside of an in-depth subconscious reprogram. Recall that the purpose of CBT is to uproot beliefs that no longer serve you in a positive way. Therefore, to implement CBT daily, look for techniques that allow you to reflect on yourself and your experiences more objectively. Here are some examples: • Journaling. Writing things down not only ensures that memories are accurately recorded for future reflection, but also helps us to evaluate emotions that we experienced in certain situations. From there, we can look for patterns experienced in different areas of life and core wounds that may need to be addressed. • Meditation. Meditation is a wonderful tool that can be an aid to objectively reflect upon ourselves. It helps clear out biases and brings us back to the present. It is incredibly powerful and significantly improves our ability to find contradictory proof throughout the day. • Open Communication. Discuss what you felt throughout the day with your friends, partners, or family. By doing this, you have a sounding board to help you assess the validity of the stories you tell yourself. For example, if you interpreted a friend’s reaction in one way, your partner may be able to give you a new way to look at the situation. Talking through challenges with someone who can be open and unbiased often helps to remove the untrue stories we are telling ourselves. There are a variety of ways to implement certain aspects of CBT in our daily lives, but it is essential to step back and do a deep dive when you feel strongly triggered about something. Generally, the more meaning assigned to a situation and the more pain caused by it, the deeper the trigger and the more important it is to address. By following these steps, fundamental change can be seen in all areas of your life.

which a drawing imported into a text document can no longer be altered, but must be changed in the original graphics program and reintroduced into the text document.) Out of the box the Star was multilingual, offering typefaces and keyboard configurations that could be implemented in the blink of an eye for writing in Russian, French, Spanish, and Swedish through the use of “virtual keyboards”—graphic representations of keyboards that appeared on screen to show the user where to find the unique characters in whatever language he or she was using. In 1982 an internal library of 6,000 Japanese kanji characters was added; eventually Star users were able to draft documents in almost every modern language, from Arabic and Bengali to Amharic and Cambodian. As the term implied, the user’s view of the screen resembled the surface of a desk. Thumbnail-sized icons representing documents were lined up on one side of the screen and those representing peripheral devices—printers, file servers, e-mail boxes—on the other. The display image could be infinitely personalized to be tidy or cluttered, obsessively organized or hopelessly confused, alphabetized or random, as dictated by the user’s personality and taste. The icons themselves had been painstakingly drafted and redrafted so they would be instantaneously recognized by the user as document pages (with a distinctive dog-eared upper right corner), file folders, in and out baskets, a clock, and a wastebasket. Thanks to the system’s object-oriented software, the Star’s user could launch any application simply by clicking on the pertinent icon; the machine automatically “knew” that a text document required it to launch a text editor or a drawing to launch a graphics program. No system has ever equaled the consistency of the Star’s set of generic commands, in which “move,” “copy,” and “delete” performed similar operations across the entire spectrum of software applications. The Star was the epitome of PARC’s user-friendly machine. No secretary had to learn about programming or code to use the machine, any more than she had to understand the servomechanism driving the dancing golf ball to type on an IBM Selectric typewriter. Changing a font, or a margin, or the space between typed lines in most cases required a keystroke or two or a couple of intuitive mouse clicks. The user understood what was happening entirely from watching the icons or documents move or change on the screen. This was no accident: “When everything in a computer system is visible on the screen,” wrote David Smith, a designer of the Star interface, “the display becomes reality. Objects and actions can be understood purely in terms of their effects on the display.

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?

The president was right to focus his attention on trying to get schools opened for a host of reasons, and principally the important role that in-class instruction plays for children. But the White House had failed to hone in on a root cause for why many districts remained shut. The CDC’s guidelines were the single greatest obstacle. I was speaking to the White House over this time period, and some officials there didn’t fully appreciate how much impact the six-foot requirement was having on efforts to reopen schools in the fall. They didn’t connect the lines between their policy goals, the parts of the pandemic plan that impacted those objectives, and the actions of the CDC that frustrated these outcomes. It was a breakdown in policymaking, and the way the pandemic playbook was implemented, that would plague other aspects of our response.

From "The Prisoner's Cross". This excerpt is from the author's father's real WW2 Japanese POW journal, and recounts a miracle the author's father experienced there. "It was as gray day, and after I had shoveled the iron scrap out of the last drum, I rested on my shovel.Of-course I checked if any guard was doing the rounds. I had crossed paths with remarkable Christians in the camps. Their insights often offered me just the message I needed at a particular-time, and had nurtured not only my faith, but my understanding of how to live it. Still an anger was welling up in me. The winter was coming; we had now been away some two and half years from our family. We never heard anything after their last visit to the Jaarmarkt. There was an anger about the lostness of years, of being 27 and having already spent three birthdays in concentration camps. Suddenly in a mood of utter anger I kicked the heap of iron pieces which flew back at me and landed on the tip of my boot. My kick, at least, had released the tension, and I was ready to start work again, when I noticed the piece of iron on my boot. It startled me. All the pieces had different forms, leftovers, and cutoffs, waste material, less useful than anything else except to get the dirt and rust off the iron cast tools. I slowly bent over and let the iron scrap rest in my hand. It was in the form of a cross four inches long. I kept staring at it, forgetting all about the guard who might come along at any time. I never speculated how it got in the heap, how just this piece hit-the-door, when I kicked the heap apart, how it landed on my boot. There are a million accidental events that happen on any given day. Somehow, this seemed like a message and an answer to my self-questioning a short time back; what in God’s name am I doing in this God forsaken place? It had been in the same mass of scrap iron for days. I had shoveled the scrap in the rotating drum over and over, to glance off the big implements, and remove the rust. The cross in my mind had always been a big question mark. How could a man on a cross, 2000 years back have any usefulness in our time? Slowly I began to perceive that the event might have a purpose now. Jesus of Nazareth was put on a cross by people who absolutely rejected the unconditional love of God expressed in that cross, and then shared by Christians with others. People came and lived and died by that cross, and the strange power of that cross went on in human beings generation after generation unexplainably. People died for it in fierce confession of their faith, in giving their lives for others. The cross was never totally gone from this world, whatever happened outside Jerusalem in 33 A.D.. Now it had jumped on my boot. I let it roll back and forth in my hand. This little insignificant piece of iron scrap had cleaned far more important pieces of iron, it was only an implement. When I opened the drum several times a day, the big pieces came out clear and well. Maybe being a Christian was doing the same thing.

I told him that the framework he had proposed in his tour of Europe was fine, with an important exception: I could support neither his proposal to give the Serbs a wider corridor of land at Posavina nor the suggestion that we abandon Gorazde. Both of these ideas had been part of an attempt to create “more viable borders” for the Federation by trading Muslim enclaves for Serb concessions elsewhere. The Pentagon insisted it would not defend enclaves and slivers of land if called upon later to implement a peace agreement. Nonetheless, I told Tony that the United States could not be party to such a proposal. “This would create another forty thousand or more refugees,” I said, “and we cannot be a party to that, especially after Srebrenica.” Tony asked if it was not true that Izetbegovic had once told me he knew that all three eastern enclaves were not viable and would have to be given up. Izetbegovic had, in fact, made such a statement to me in Sarajevo in January, but that was long before the loss and horrors of Srebrenica and Zepa. “A trade is no longer possible,” I said. “After Srebrenica, we cannot propose such a thing.

the containment of the coronavirus pandemic will necessitate a global surveillance network capable of identifying new outbreaks as soon as they arise, laboratories in multiple locations around the world that can rapidly analyse new viral strains and develop effective treatments, large IT infrastructures so that communities can prepare and react effectively, appropriate and coordinated policy mechanisms to efficiently implement the decisions once they are made, and so on. The important point is this: each separate activity by itself is necessary to address the pandemic but is insufficient if not considered in conjunction with the others. It follows that this complex adaptive system is greater than the sum of its parts. Its effectiveness depends on how well it works as a whole, and it is only as strong as its weakest link.

Health Done well, fundraising should be an intense experience. You're putting yourself and your company out there, showing up with extreme energy at every meeting, and staying up late to take care of both follow-ups and your existing business. In light of that, it’s important to invest in your health. I suggest implementing the following habits prior to and during your fundraising process: Before: ● Spend considerable time getting healthy and getting your mind and body right. ● If you've stopped exercising, start. ● If you've slipped on your healthy diet, start to get in the flow again. By initiating these habits before you begin fundraising, you’ll make it easier to maintain them during fundraising. Meanwhile, the knock-on effects of a good diet and regular exercise will make fundraising easier as you'll have extra energy.

Unveiling London E-commerce Triumph: Decoding Data with WooCommerce Analytics In the bustling realm of London e-commerce, navigating the digital landscape requires not just intuition but informed decision-making backed by data. This is where the marriage of WooCommerce and analytics becomes a game-changer. In this exploration, we delve into the nuances of leveraging WooCommerce Analytics for e-commerce success in London. As we embark on this journey, the expertise of a dedicated woocommerce development in london adds a unique perspective, unraveling the potential of data decoding in the heart of the e-commerce landscape. Understanding the London E-commerce Scene This section emphasizes the importance of understanding the unique characteristics of the London e-commerce landscape. It underscores the need for businesses to be attuned to local market trends, consumer preferences, and the digital sophistication of the London audience to effectively leverage WooCommerce Analytics. The Role of WooCommerce Agency in London E-commerce Analytics 1. Proactive Data Strategy: Setting the Foundation This point explains the proactive role of a WooCommerce agency in London in establishing a robust data strategy. It involves setting up analytics tools, defining KPIs, and aligning data collection with the specific goals of London e-commerce businesses. 2. Tailoring Analytics to London Market Trends Here, the focus is on tailoring analytics solutions to capture and interpret data that is directly relevant to the ever-evolving market trends of London. A WooCommerce agency in London customizes analytics approaches to provide actionable insights for businesses in the local market. Key Metrics and KPIs for London E-commerce Success 3. Conversion Rate Optimization (CRO): Turning Clicks into Transactions This point explores the pivotal role of Conversion Rate Optimization (CRO) in London e-commerce. It delves into how a WooCommerce agency in London optimizes the conversion rate by refining the checkout process, analyzing user journeys, and enhancing the overall user experience to maximize sales. 4. Customer Lifetime Value (CLV): Fostering Long-Term Relationships The focus here is on the importance of Customer Lifetime Value (CLV) analytics. It explains how a WooCommerce agency in London helps businesses identify high-value customers, tailor marketing strategies, and foster long-term relationships for sustained success. WooCommerce Analytics Tools and Implementations 5. Google Analytics Integration for Comprehensive Insights This point delves into the integration of Google Analytics with WooCommerce. It explains how a WooCommerce agency in London guides businesses through the integration process, utilizing Google Analytics to gain comprehensive insights into user behavior, traffic sources, and website performance. 6. Custom Reports and Dashboards: Tailoring Insights for London Businesses Here, the emphasis is on the creation of custom reports and dashboards by a WooCommerce agency in London. These tailored insights provide businesses with specific information relevant to their products, target audience, and market trends, enhancing decision-making accuracy. Analyzing User Behavior for Enhanced User Experience 7. Heatmaps and User Flow Analysis: Optimizing the Customer Journey This point explores the use of heatmaps and user flow analysis to optimize the customer journey in London e-commerce. A WooCommerce agency in London employs these tools to uncover patterns, identify bottlenecks, and make strategic adjustments for a seamless user experience. 8. Abandoned Cart Analysis: Recovering Lost Opportunities This section discusses the significance of abandoned cart analysis. It explains how a WooCommerce agency in London utilizes analytics to understand the reasons behind cart abandonment and implements targeted strategies to recover potentially lost sales through personalized retargeting campaigns.

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.

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).

Touch it once. Make daily lists of the six most important tasks to accomplish. Plan how long each task will take. Assign time slots for accomplishing each task. Focus on the difficult projects first. Ask yourself, “Will it hurt me to throw this away?” Master these six steps and you won’t believe the difference. Implement them companywide and you will be operating at maximum productivity before you know it.

Important Note This may feel contrary to the notion of centralizing business validations on the backend. While this may be a noble attempt at implementing the Don’t Repeat Yourself (DRY) principle, in reality, it poses a lot of practical problems. Distributed systems expert Udi Dahan has a very interesting take on why this may not be such a virtuous thing to pursue. Ted Neward also talks about this in his blog, entitled The Fallacies of Enterprise Computing.

However, second, all of our policies relating to the monitoring and movement of and restrictions on returning health-care workers should be based on sound scientific principles and scientific evidence. A person who was without symptoms did not transmit Ebola, and one must come into direct contact with the body fluids of an acutely ill person to become infected. Returning health-care workers were well instructed to report symptoms and self-isolate the way Craig Spencer correctly did. Importantly, if a twenty-one-day quarantine was implemented across the board for all health-care workers who volunteered to care for Ebola patients, then I was certain, as were Tom Frieden and several of my colleagues who had volunteered or who were considering volunteering, that we would soon run out of people willing to care for these patients. A quarantine would mean that those of us, including myself, who were caring for Ebola patients in the United States would automatically be putting ourselves out of action for twenty-one days after taking care of even a single person.

2. Eye Contact: Maintain eye contact—not a hard gaze, which can be threatening, but look people in the eye. Avoid averting your gaze, which can be interpreted as an expression of fear, lack of interest, disregard, or rejection. 3. Facial Expression: Keep a relaxed face and a composed expression. A calm, attentive expression reduces hostility. Conversely, looking bored or disapproving could increase hostility. 4. Voice: Correct use of tone, inflection, and volume is essential to convey the right message of confidence or assertiveness as needed. Verbal Tactics When we interact with a friend or family member, we usually know their background and personal mannerisms and, therefore, we’re generally familiar with how they’ll respond in a given situation. When dealing with strangers, however, we don’t have this knowledge, so we never know when or why someone may turn on us. This is where the tactical use of our voice is necessary. By recognizing your situation and implementing the correct combination of your voice (TIV), words, and body language, the appropriate response can be communicated. It’s important to be able to set verbal boundaries to protect yourself. Be sure you’re sending the same message with all of your tools. For example, you’re approached by a coworker who asks you out to dinner. You respond by selecting all of the correct words, telling him that you’re very flattered but do not date people within your work environment. Y

Out of the myriad events that take place during a typical day, we select information to remember based on its emotional intensity. During sleep, this information is both consolidated into long-term memory and integrated into existent memory, while the emotionality attached to the memory is assimilated and fades over time. It is as if a major purpose of emotion is to tag an event as something important for us to remember, and once this purpose is served, the emotion can attenuate.

Good decision makers Know when a decision is necessary Know that the most important part of decision making is to make sure that the decision is about the right problem Know how to define the problem Don’t even think about what is acceptable until they have thought through what the right decision is Know that, in all likelihood, they will have to make compromises in the end Know that they haven’t made a decision until they build its implementation and effectiveness into it ACTION POINT: Take a predicament you are facing right now. What is the problem? Do not take any steps toward making a decision until you are sure that you have diagnosed the problem completely and correctly.

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.

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

Early in the interaction, practitioners should obtain information from clients about their perception of the problem, needs, and goals. The implementation of a client-centered approach requires the use of a top-down approach37,49 in which clients identify what they perceive to be the important issues causing them difficulty in carrying out their daily activities in work, self-maintenance, leisure, and rest.7 A client-centered approach requires practitioners to view clients in the contexts of their lives and help them not only to acquire the skills to handle the immediate issues influencing their health but to also learn strategies and link with community resources that promote, protect, and improve their health over the long term. This approach extends from the agency or institution into the community, requiring the practitioner to take an active role in advocating for

Gradle distinguishes two types of plugins: script plugins and object plugins. A script plugin is nothing more than a regular Gradle build script that can be imported into other build scripts. With script plugins, you can do everything you’ve learned so far. Object plugins need to implement the interface org.gradle.api.Plugin.

I have noticed that if a good foundation is not laid among those who join a new church early on, there will be a corresponding weakness in the church that is built. These are some of the things I have noticed: • Sometimes when a new church is planted in a nation where there are already many churches, some of those who join early on may be existing Christians dissatisfied with the church they previously belonged to. Often such people come with particular agendas or ‘pet doctrines’, and it is very important that the foundational values of the new church are clearly stated and implemented early on to avoid confusion and division, and to ensure that the church is built on agreed positive values, rather than negative ones of discontent and dissension.

It is important that IT recognize that the only customers are those people who provide funds to the company, and refer to colleagues as, well, colleagues or perhaps as partners.

when it comes to making decisions, you can’t just focus on making the right one. The process by which you reach the decision, the timing of when you reach it, and the way it is implemented are just as important as the decision itself.

Creating a value-oriented IT mission is particularly important in those scenarios in which the IT department does not have much guidance from the rest of the organization, does not yet have a strong IT strategy per se, or both. It is a great first point of orientation for the IT department. That said, it is also highly effective to continue to keep in place for the IT team in general to learn, almost like a mantra.

Without consistent and strong leadership from top to bottom, even this inspirational vision will find its way to a dusty shelf. Without forceful expectations for immediate and continuous implementation, expect people, even good people, to quickly fall back into their old routines. It is job #1 for each and every leader throughout the system to help their reports understand the important role they personally play in making this vision a reality.