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.

[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.

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.

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.

. 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

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.

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.

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.

Some latent infections (parasites in particular) appear to stymie many people in the management of their autoimmune disease, even after fully adopting the recommendations in The Paleo Approach. This means that these infections cannot be outwitted by diet and lifestyle modifications alone. While this is addressed more in chapter 8, it is important to mention now that diet and lifestyle modifications will need to be implemented in conjunction with treatment for infections in order to see substantial results.

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.

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.

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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.

While once focused on written and oral communications, the N.S.A. now considers facial images, fingerprints and other identifiers just as important to its mission of tracking suspected terrorists and other intelligence targets, the documents show. “It’s not just the traditional communications we’re after: It’s taking a full-arsenal approach that digitally exploits the clues a target leaves behind in their regular activities on the net to compile biographic and biometric information” that can help “implement precision targeting,” noted a 2010 document.

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

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

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

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

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

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

Liberal democracy and capitalism remain the essential, indeed the only, framework for the political and economic organization of modern societies. Rapid economic modernization is closing the gap between many former Third World countries and the industrialized North. With European integration and North American free trade, the web of economic ties within each region will thicken, and sharp cultural boundaries will become increasingly fuzzy. Implementation of the free trade regime of the Uruguay Round of the General Agreement on Tariffs and Trade (GATT) will further erode interregional boundaries. Increased global competition has forced companies across cultural boundaries to try to adopt “best-practice” techniques like lean manufacturing from whatever source they come from. The worldwide recession of the 1990s has put great pressure on Japanese and German companies to scale back their culturally distinctive and paternalistic labor policies in favor of a more purely liberal model. The modern communications revolution abets this convergence by facilitating economic globalization and by propagating the spread of ideas at enormous speed. But in our age, there can be substantial pressures for cultural differentiation even as the world homogenizes in other respects. Modern liberal political and economic institutions not only coexist with religion and other traditional elements of culture but many actually work better in conjunction with them. If many of the most important remaining social problems are essentially cultural in nature and if the chief differences among societies are not political, ideological, or even institutional but rather cultural, it stands to reason that societies will hang on to these areas of cultural distinctiveness and that the latter will become all the more salient and important in the years to come. Awareness of cultural difference will be abetted, paradoxically, by the same communications technology that has made the global village possible. There is a strong liberal faith that people around the world are basically similar under the surface and that greater communications will bring deeper understanding and cooperation. In many instances, unfortunately, that familiarity breeds contempt rather than sympathy. Something like this process has been going on between the United States and Asia in the past decade. Americans have come to realize that Japan is not simply a fellow capitalist democracy but has rather different ways of practicing both capitalism and democracy. One result, among others, is sthe emergence of the revisionist school among specialists on Japan, who are less sympathetic to Tokyo and argue for tougher trade policies. And Asians are made vividly aware through the media of crime, drugs, family breakdown, and other American social problems, and many have decided that the United States is not such an attractive model after all. Lee Kwan Yew, former prime minister of Singapore, has emerged as a spokesman for a kind of Asian revisionism on the United States, which argues that liberal democracy is not an appropriate political model for the Confucian societies.10 The very convergence of major institutions makes peoples all the more intent on preserving those elements of distinctiveness they continue to possess.

The new GST: A halfway house In spite of all the favourable features of the GST, it introduces the anomaly of having an origin-based tax on interstate trade he proposed GST would be a single levy. 1141 words From a roadblock during the UPA regime, the incessant efforts of the BJP government have finally paved way for the introduction of the goods and services tax (GST). This would, no doubt, be a major reform in the existing indirect tax system of the country. With a view to introducing the GST, Union finance minister Arun Jaitley has introduced the Constitution (122nd Amendment) Bill 2014 in Parliament. The new tax would be implemented from April 1, 2016. Both the government and the taxpayers will have enough time to understand the implications of the new tax and its administrative nuances. Unlike the 119th Amendment Bill, which lapsed with the dissolution of the previous Lok Sabha, the new Bill will hopefully see the light of the day as it takes into account the objections of the state governments regarding buoyancy of the tax and the autonomy of the states. It proposes setting up of the GST Council, which will be a joint forum of the Centre and the states. This council would function under the chairmanship of the Union finance minister with all the state finance ministers as its members. It will make recommendations to the Union and the states on the taxes, cesses and surcharges levied by the Union, the states and the local bodies, which may be subsumed in the GST; the rates including floor rates with bands of goods and services tax; any special rate or rates for a specified period to raise additional resources during any natural calamity or disaster etc. However, all the recommendations will have to be supported by not less than three-fourth of the weighted votes—the Centre having one-third votes and the states having two-third votes. Thus, no change can be implemented without the consent of both the Centre and the states. The proposed GST would be a single levy. It would aim at creating an integrated national market for goods and services by replacing the plethora of indirect taxes levied by the Centre and the states. While central taxes to be subsumed include central excise duty (CenVAT), additional excise duties, service tax, additional customs duty (CVD) and special additional duty of customs (SAD), the state taxes that fall in this category include VAT/sales tax, entertainment tax, octroi, entry tax, purchase tax and luxury tax. Therefore, all taxes on goods and services, except alcoholic liquor for human consumption, will be brought under the purview of the GST. Irrespective of whether we currently levy GST on these items or not, it is important to bring these items under the Constitution Amendment Bill because the exclusion of these items from the GST does not provide any flexibility to levy GST on these items in the future. Any change in the future would then require another Constitutional Amendment. From a futuristic approach, it is prudent not to confine the scope of the tax under the bindings of the Constitution. The Constitution should demarcate the broad areas of taxing powers as has been the case with sales tax and Union excise duty in the past. Currently, the rationale of exclusion of these commodities from the purview of the GST is solely based on revenue considerations. No other considerations of tax policy or tax administration have gone into excluding petroleum products from the purview of the GST. However, the long-term perspective of a rational tax policy for the GST shows that, at present, these taxes constitute more than half of the retail prices of motor fuel. In a scenario where motor fuel prices are deregulated, the taxation policy would have to be flexible and linked to the global crude oil prices to ensure that prices are held stable and less pressure exerted on the economy during the increasing price trends. The trend of taxation of motor fuel all over the world suggests that these items

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.

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.

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.

The answer lies in understanding that 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. Blow any of these, and the outcome will likely be negative.

If you are determined to be an effective shield, start by working on yourself. Great bosses avoid burdening their people. They invent, borrow, and implement ways to reduce the mental and emotional load they heap on followers. In particular, meetings are notorious time and energy suckers. Yes, some are necessary, but too many bosses run them in ways that disrespect people’s time and dignity – especially self-absorbed bosses bent on self-glorification. If you want to grab power and don’t care much about your people, make sure you arrive a little late to most meetings. Plus, every now and then, show up very late, or – better yet – send word after everyone has gathered that, alas, you must cancel the meeting because something more pressing has come up. After all, if you are a very important person, the little people need to accept their inferior social standing. Sound familiar? Using arrival times to display and grab power is an ancient trick. This move was used by elders, or ‘Big Men’, in primitive tribes to gain and reinforce status. An ethnography of the Merina tribe in Madagascar found that jostling for status among elders meant that gatherings routinely started three or four hours late. Elders used young boys to spy on each other and played a waiting game that dragged on for hours. Each elder worked to maximize the impression that the moment he arrived, the meeting started. If he arrived early and the meeting didn’t start right away, it signaled that he wasn’t the alpha male. If he arrived late and the meeting had started without him, it also signaled that he wasn’t the most prestigious elder. I’ve seen similar power plays in academia. I was once on a committee led by a prestigious faculty member who always arrived at least ten minutes late, often twenty minutes. He also cancelled two meetings after the rest of the five-person committee had gathered. I tracked the time I wasted waiting for this jerk, which totaled over a half day during a six-month stretch.

package com.example.helloworld.actions; import org.eclipse.jface.action.IAction; import org.eclipse.jface.viewers.ISelection; import org.eclipse.ui.IWorkbenchWindow; import org.eclipse.ui.IWorkbenchWindowActionDelegate; import org.eclipse.jface.dialogs.MessageDialog; public class ExampleAction implements IWorkbenchWindowActionDelegate {     private IWorkbenchWindow window;     public ExampleAction() {     }     public void run(IAction action) {         MessageDialog.openInformation(             window.getShell(),             "org.eclipse.helloworld",             "Hello, Eclipse architecture world");     }     public void selectionChanged(IAction action, ISelection selection) {     }     public void dispose() {     }     public void init(IWorkbenchWindow window) {         this.window = window;     } }

More important, while you’re double-tweaking your plan somebody else may be out there implementing something close to your idea, and they’ll pivot into your target market before you even get of the ground.

Perhaps the CEO’s most important operational responsibility is designing and implementing the communication architecture for her company.

Names A name is a letter optionally followed by one or more letters, digits, or underbars. A name cannot be one of these reserved words: abstract boolean break byte case catch char class const continue debugger default delete do double else enum export extends false final finally float for function goto if implements import in instanceof int interface long native new null package private protected public return short static super switch synchronized this throw throws transient true try typeof var volatile void while with Most of the reserved words in this list are not used in the language. The list does not include some words that should have been reserved but were not, such as undefined, NaN, and Infinity. It is not permitted to name a variable or parameter with a reserved word. Worse, it is not permitted to use a reserved word as the name of an object property in an object literal or following a dot in a refinement. Names are used for statements, variables, parameters, property names, operators, and labels.

JESUS TAUGHT ABOUT ANGELS Jesus prophesied about the abundance of angelic ministry in our day. This prophecy was given over 2,000 years ago. We are entering into the season when this prophetic word will begin to manifest in the lives of ordinary people. Jesus told Nathanael, “Most assuredly, I say to you, hereafter you shall see heaven open, and the angels of God ascending and descending upon the Son of Man” (John 1:51). This is a clear picture of God’s preordained plan for humankind. We have entered that kairos time today. Jesus prophesied that the heavens would open. This was one of Christ’s most important objectives of His earthly ministry. Jesus came to restore the open heavens back over mankind, and thereby reunite the Creator to the creature, mankind. Today the heavens are open, and the angels of God are becoming very active in the realms of earth. God created a spiritual realm or dwelling place, and He also created a temporal, earthly realm. This is the nature of creation and is further illustrated in Genesis 1. The Lord divided the heavens or spiritual realm from the terrestrial or temporal realm. Genesis 2:4 also illustrates the separation of the earthly realm and the spiritual realm. The passage in Genesis 2 also refers to several heavens, but for the sake of this study we will only speak in terms of the heavens and the earth, although some theologians believe there could be as many as 21 levels of heaven, hence the terms, third heaven and seventh heaven. The angels of God are becoming very active in the lives of ordinary people who are friends of God. What a time to be alive! Jesus has given us a very clear pattern to follow; He modeled how to implement angelic ministry. In John 5:19-20, Jesus tells us that obedience is crucial: “…Most assuredly, I say to you, the Son can do nothing of Himself, but what He sees the Father do; for whatever He does, the Son also does in like manner. For the Father loves the Son….” Jesus only sought to implement those things on earth that He “saw” His Father doing. Jesus was a seer. The Lord was obedient, and lived His life out of the total obedience or unction of the Holy Spirit. Jesus is now releasing the seer anointing to people throughout the earth. Jesus instructed us to pray according to the will of His Father and “loose” in Heaven and “bind on earth.” We see this illustrated for us in Matthew 16:19: “And I will give you the keys of the kingdom of heaven, and whatever you bind on earth will be bound in heaven, and whatever you loose on earth will be loosed in heaven.” We have been given authority to “loose angelic ministry.” We have also been

Emissions of carbon dioxide reasonable commercial For those who do not know each other with the phrase "carbon footprint" and its consequences or is questionable, which is headed "reasonable conversion" is a fast lens here. Statements are described by the British coal climatic believe. "..The GC installed (fuel emissions) The issue has directly or indirectly affected by a company or work activities, products," only in relation to the application, especially to introduce a special procedure for the efforts of B. fight against carbon crank function What is important? Carbon dioxide ", uh, (on screen), the main fuel emissions" and the main result of global warming, improve a process that determines the atmosphere in the air in the heat as greenhouse gases greenhouse, carbon dioxide is reduced by the environment, methane, nitrous oxide and chlorofluorocarbons (CFCs more typically classified as). The consequences are disastrous in the sense of life on the planet. The exchange is described at a reasonable price in Wikipedia as "...geared a social movement and market-based procedures, especially the objectives of the development of international guidelines and improve local sustainability." The activity is for the price "reasonable effort" as well as social and environmental criteria as part of the same in the direction of production. It focuses exclusively on exports under the auspices of the acquisition of the world's nations to coffee most international destinations, cocoa, sugar, tea, vegetables, wine, specially designed, refreshing fruits, bananas, chocolate and simple. In 2007 trade, the conversion of skilled gross sales serious enough alone suffered due the supermarket was in the direction of approximately US $ 3.62 billion to improve (2.39 million), rich environment and 47% within 12 months of the calendar year. Fair trade is often providing 1-20% of gross sales in their classification of medicines in Europe and North America, the United States. ..Properly Faith in the plan ... cursed interventions towards closing in failure "vice president Cato Industries, appointed to inquire into the meaning of fair trade Brink Lindsey 2003 '. "Sensible changes direction Lindsay inaccurate provides guidance to the market in a heart that continues to change a design style and price of the unit complies without success. It is based very difficult, and you must deliver or later although costs Rule implementation and reduces the cost if you have a little time in the mirror. You'll be able to afford the really wide range plan alternatives to products and expenditures price to pay here. With the efficient configuration package offered in the interpretation question fraction "which is a collaboration with the Carbon Fund worldwide, and acceptable substitute?" In the statement, which tend to be small, and more? They allow you to search for carbon dioxide transport and delivery. All vehicles are responsible dioxide pollution, but they are the worst offenders? Aviation. Quota of the EU said that the greenhouse gas jet fuel greenhouse on the basis of 87% since 1990 years Boeing Company, Boeing said more than 5 747 liters of fuel burns kilometer. Paul Charles, spokesman for Virgin Atlantic, said flight CO² gas burned in different periods of rule. For example: (. The United Kingdom) Jorge Chavez airport to fly only in the vast world of Peru to London Heathrow with British Family Islands 6.314 miles (10162 km) works with about 31,570 liters of kerosene, which produces changes in only 358 for the incredible carbon. Delivery. John Vidal, Environment Editor parents argue that research on the oil company BP and researchers from the Department of Physics and the environment in Germany Wising said that about once a year before the transport height of 600 to 800 million tons. This is simply nothing more than twice in Colombia and more than all African nations spend together.

Consumers want the predictable and consistent, with an occasional positive twist or added value thrown in. Psychologists who study happiness (the correct psychological/research term is subjective well-being) often talk about the importance of predictability for safety and security (the caramelized popcorn, if you will), mixed with small increments of variety to offset boredom (the prize). Unfortunately, many companies focus too much on the basic ingredients and not enough on adding that extra something that differentiates them from their competition and builds brand loyalty. Starbucks leaders, however, have made a firm commitment to creating an experience of Surprise and Delight in many areas of their business. Starbucks management seeks ways to implement subjective well-being for customers and staff—which, in turn, has a profound effect on loyalty, community, and profit.

Whether they are implemented manually or by using code contracts, if a precondition, postcondition, or invariant fails, clients should not catch the exception. Catching an exception is an action that indicates that the client can recover from this situation, which is seldom likely or perhaps even possible when a contract is broken. The ideal is that all contract violations will happen during functional testing and that the offending code will be fixed before shipping. This is why it is so important to unit test contracts. If a contract violation is not fixed before shipping and an end user is unfortunate enough to trigger an exception, it is most likely the best course of action to force the application to close. It is advisable to allow the application to fail because it is now in a potentially invalid state

4DX says easy, does hard. First, the disciplines will sound deceptively simple, but they take sustained work to implement.

Specifically, they reference the work of Argyris and Schon on distinguishing between single and double-loop learning in both papers.72 Naot, Lipshitz, and Popper state that double loop learning is, “considered to be of higher quality because effective solution of some problems requires the examination of sensitive undiscussable issues, and the reframing of assumptions, values and goals.”73 Whereas single loop learning is more interested in a quick fix, double loop considers the larger context and works to shift organizational culture (values, beliefs, assumptions, etc.) when necessary to truly implement a lesson, and more importantly, change individual and organizational behavior. For example, Moynihan states, “The creation of the ICS can be considered an example of intercrisis double-loop learning, as it shows practitioners and policy makers questioning basic approaches to crisis response, and developing a new framework for future responses.”74

Three themes surface repeatedly in the book. The first theme centers on the importance of taking actions within the context of an analytically rigorous framework, implemented with discipline and under-girded with thorough analysis of specific opportunities.

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

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

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

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

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

Eric was listening to the managers, who were doing their old-school best to control the flow of information upward (the regurgitation and parsing technique works both ways, as any red-blooded middle manager worth his weight in plausible deniability knows full well). But Larry was listening to the engineers—not directly but via a smart little tool he had implemented called “snippets.” Snippets are like weekly status reports that cover a person’s most important activities for a week, but in a short, pithy format, so they can be written in just a few minutes or compiled (in a doc or draft email) as the week goes on. There is no set format, but a good set of snippets includes the most important activities and achievements of the week and quickly conveys what the person is working on right now, from cryptic (“SMB Framework,” “10% list”) to mundane (“completed quarterly performance reviews,” “started family vacation”). Like OKRs, they are shared with everyone. Snippets are posted on Moma, where anyone can see anyone else’s, and for years Larry received a weekly compendium of the snippets from engineering and product leads. That way he always could get at the truth.

The MVVM pattern helps you to cleanly separate your UI from your presentation and business logic and data, so implementing the right code in the right class is an important first step in using the MVVM pattern effectively.

Before investing in devices, it is important to first define the educational vision and goals for digital learning.

Don’t preach and hope for ownership; implement mechanisms that actually give ownership. Eliminating the tickler did that for us. Eliminating top-down monitoring systems will do it for you. I’m not talking about eliminating data collection and measuring processes that simply report conditions without judgment. Those are important as they “make the invisible visible.” What you want to avoid are the systems whereby senior personnel are determining what junior personnel should be doing.

Just a simple premise, back in San Diego DUI Lawyer arrested for drunk Style, this time in the direction of DUI and DWI generally unwanted, then little effect of alcohol is considered a leading progressive life. Americans in the second half of the US states, the sin just because the rules and stricter drunk driving laws more quickly hold. In addition, the results of all DUI lawyers in reality very difficult drive under the influence towards an unattainable production, to begin in San Diego that idea. The crime of DUI evaluation Provide always stops short of energy, but in reality because of traffic law enforcement to detect beautiful website, or you attack affects themselves can take to throw noted "checkpoints drinking water.” In some cases, the federal government said, but if you can do it in your own direction. Perhaps many car hit the rear part of the food as a result, the impact is recorded, your visit to show you the direction of your wine. Sometimes, someone reported an unstable support. Testing and observation around the federal government s decision in the same direction, it is not possible because most almost certainly to predict a jump back in their element. One or suspected poisoning at an affordable price set is designed to bring cases, their own rules and objectives, and with violation of traffic rules and the management style of the design more I can do for others the problem of selection that. They probably own the actual direction of their own drug, think about the purpose of the implementation of a user, then the friendly and with respect to speed, self-revealed the reason behind the purple party, appreciate it is also possible to DUI . San Diego right outcome for prison several internal unique opportunity, California expert is passed on to its customers and the code of .08% blood only a small car in California 23 152 (B) to answer good article Content (BAC) Assumption. Some of the inspiration for a special person for a month was necessary direction behind a person s mood, depends on you in the direction 23 § 152, may continue to be withheld because (). But in general, if not more, the sales people and just keep moving to stay DUI by police and they are removed direction or enough I began to feel, "personal involvement" is more than if under strict bail. Own all presentation of their work is to show. It s just maybe you just conditions, it is deposited in jail until eventually show itself may not be able to move allows. Expenses and income are affected by lead you affects costs, which child to leave behind, if not more than 0.08 per cent BAC does. Orientation, under the influence of the value of his research, the car broke into the possibility that some 23 152 have been found still proof (s). This is a normal move, and then the authority to suspend the system 6 is due to the fact that - 10 weeks, including perceived importance. Speaking of the court will have to apply for leave to the invention apparently drunk over in his address. Need him inside, a number of situations, the judge called a good time without alcohol can be. It is a matter, as long as the direction before the costly DUI do not experience a period of several weeks is legal. Worse, if there is only a repeat show that only a lawyer in San Diego drunk orientation. Too many of the legal rights of citizens under such guidelines as privatization and arms, vote. You own run for the benefit of all to make the removal of the time, which likely cost drivers behind the repeat drink. It is strong enough to get to San Diego recommends a good DUI is for that reason that the domestic legal experts. Obviously, the motivation many cases immediately, in simplest terms, is not swallowed. Self re direction is not the same thing, so you really recommended maximum future problem is to apply to yourself. This is a perfect example of the court had been found.

The toddler who has experienced healthy symbiosis with a previous caregiver and has moved into differentiation (recognizing himself as a separate being) needs to transfer the trust or bond to the new caregiver(s). If he is in the early stage of differentiation, he will probably experience intense separation anxiety. It is thus extremely important that the transition strategies discussed in Chapter 4 be implemented if at all possible to ease the transfer. The previous caregiver must give the child permission to transfer his trust and love. It is important to allow the expected and entirely normal grief process to occur and support it without abandoning the child to his grief.

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?

This section starts with a discussion of a company’s board and wraps up with segregation of duties, which may be the most important set of controls that a business implements.

As a Buddhist monk, I believe that there is a next life. The Buddhist practice of tantra, in particular, contains many unique preparations for death and it is very important for practitioners to familiarize ourselves with them so that we can actualize these practices when we die. Therefore, in my daily practice, I meditate on my own death and rebirth repeatedly. This is supposed to prepare me for death, but I’m still not sure whether or not I’ll be equipped to handle it when it actually comes. Sometimes I feel that when it does, I might start getting excited about whether or not I’ll be able to implement these practices effectively.

When both introducing and sustaining change, leadership matters. The organization needs to see that you, personally, are taking this seriously. As we rolled out HOS, I talked about its importance for our business at every opportunity. I held regular meetings to make sure we were actually implementing it and that we were getting the results—something I didn’t do for Six Sigma, and a reason it underdelivered.

Search Engine Optimization is a term that simply means optimizing your web pages for organic, or naturally, paid, traffic from search engines. To do this, major search engines will crawl through or read, various web pages to better know what the page is all about. If the page is interesting and contains important keywords, then it is likely to show up in a search. The search engines look for certain things when reading a webpage, including the title, meta tag, and even the keyword density in the HTML. Search Engine Optimization can be used to increase your traffic, ranking, and ultimately profits, with a great deal of success. There are many benefits of SEO, however. SEO can be a great way to increase your traffic, sales, page rank, and profits, especially when done right. When you implement Search Engine Optimization into your business, you are making yourself more visible to the search engines.

The use of pronouns by a counterpart can also help give you a feel for their actual importance in the decision and implementation chains on the other side of the table. The more in love they are with “I,” “me,” and “my” the less important they are.

...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.

The Very Difference Between Game Design & 3D Game Development You Always Want to Know Getting into the gaming industry is a dream for many people. In addition to the fact that this area is always relevant, dynamic, alive and impenetrable for problems inherent in other areas, it will become a real paradise for those who love games. Turning your hobby into work is probably the best thing that can happen in your career. What is Game Designing? A 3D Game Designer is a creative person who dreams up the overall design of a video game. Game design is a large field, drawing from the fields of computer science/programming, creative writing, and graphic design. Game designers take the creative lead in imagining and bringing to life video game worlds. Game designers discuss the following issues: • the target audience; • genre; • main plot; • alternative scenarios; • maps; • levels; • characters; • game process; • user interface; • rules and restrictions; • the primary and secondary goals, etc Without this information, further work on the game is impossible. Once the concept has been chosen, the game designers work closely with the artists and developers to ensure that the overall picture of the game is harmonized and that the implementation is in line with the original ideas. As such, the skills of a game designer are drawn from the fields of computer science and programming, creative writing and graphic design. Game designers take the creative lead in imagining and bringing to life video game stories, characters, gameplay, rules, interfaces, dialogue and environments. A game designer's role on a game development outsourcing team differs from the specialized roles of graphic designers and programmers. Graphic designers and game programmers have specific tasks to accomplish in the division of labor that goes into creating a video game, international students can major in those specific disciplines if desired. The game designer generates ideas and concepts for games. They define the layout and overall functionality of the Game Animation Studio. In short, they are responsible for creating the vision for the game. These geniuses produce innovative ideas for games. Game designers should have a knack for extraordinary and creative vision so that their game may survive in the competitive market. The field of game design is always in need of artists of all types who may be drawn to multiple art forms, original game design and computer animation. The game designer is the artist who uses his/her talents to bring the characters and plot to life. Who is a Game Development? Games developers use their creative talent and skills to create the games that keep us glued to the screen for hours and even days or make us play them by erasing every other thought from our minds. They are responsible for turning the vision into a reality, i.e., they convert the ideas or design into the actual game. Thus, they convert all the layouts and sketches into the actual product. It may involve concept generation, design, build, test and release. While you create a game, it is important to think about the game mechanics, rewards, player engagement and level design. 3D Game development involves bringing these ideas to life. Developers take games from the conceptual phase, through *development*, and into reality. The Game Development Services side of games typically involves the programming, coding, rendering, engineering, and testing of the game (and all of its elements: sound, levels, characters, and other assets, etc.). Here are the following stages of 3D Game Development Service, and the best ways of learning game development (step by step). • High Concept • Pitch • Concept • Game Design Document • Prototype • Production • Design • Level Creation • Programming

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.