Input Value Quotes

In nature, there is no such thing as waste. Every output is upcycled into new inputs of equal or greater value. This creates a cycle of productive utility, continuous growth and continuous expansion. I like to invest in companies that follow nature’s example.

Ultimately, incentive structures and systems drive ESG investing, which can be disingenuous. Structurally, public market investors continue to focus on the incentives which maximize their financial returns, even while taking certain ESG inputs into account in their portfolio allocations. Only by regulating and incentivizing the actual outcomes might investors alter their investment strategies towards new rewards based on ESG outputs.

In a Permaculture Economy, there is functionally no waste because the waste from every one is a resource for another. All of every ones output provides value to others input. All that is produced is consumed.

This is what the bourgeois political economists have done: they have treated value as a fact of nature, not a social construction arising out of a particular mode of production. What Marx is interested in is a revolutionary transformation of society, and that means an overthrow of the capitalist value-form, the construction of an alternative value-structure, an alternative value-system that does not have the specific character of that achieved under capitalism. I cannot overemphasize this point, because the value theory in Marx is frequently interpreted as a universal norm with which we should comply. I have lost count of the number of times I have heard people complain that the problem with Marx is that he believes the only valid notion of value derives from labor inputs. It is not that at all; it is a historical social product. The problem, therefore, for socialist, communist, revolutionary, anarchist or whatever, is to find an alternative value-form that will work in terms of the social reproduction of society in a different image. By introducing the concept of fetishism, Marx shows how the naturalized value of classical political economy dictates a norm; we foreclose on revolutionary possibilities if we blindly follow that norm and replicate commodity fetishism. Our task is to question it.

An organization’s capabilities reside in two places. The first is in its processes—the methods by which people have learned to transform inputs of labor, energy, materials, information, cash, and technology into outputs of higher value. The second is in the organization’s values, which are the criteria that managers and employees in the organization use when making prioritization decisions.

If you keep experiencing the same things, your mind keeps its same patterns. Same inputs, same responses. Your brain, which was once curious and growing, gets fixed into deep habits. Your values and opinions harden and resist change. You really learn only when you’re surprised. If you’re not surprised, then everything is fitting into your existing thought patterns. So to get smarter, you need to get surprised, think in new ways, and deeply understand different perspectives. With effort, you could do this from the comfort of home. But the most effective way to shake things up is to move across the world. Pick a place that’s most unlike what you know, and go. This keeps you in a learning mindset. Previously mindless habits, like buying groceries, now keep your mind open, alert, and noticing new things. New arrivals in a culture often notice what the locals don’t. (Fish don’t know they’re in water.)

The laws of thermodynamics tell us something quite different. Economic activity is merely borrowing low-entropy energy inputs from the environment and transforming them into temporary products and services of value. In the transformation process, often more energy is expended and lost to the environment than is embedded in the particular good or service being produced.

For all my days, I have been making up to the world for how challenging I am, how questioning I am, how strong and smart and passionate I am, how unwilling I am to accept systems and processes and values just because that's the way it's been done and been seen, considered especially challenging as a female, especially in a somewhat younger time (a/k/a less open to challenges)-- when I, too, was younger (a/k/a what does she know?). There I was, challenging, questioning, but also trying to make up to the world for it, always to be--show--prove that I'm not didactic, intransigent, inflexible, that my passion is not dogma, but a malleable creative force informed by sensory, intellectual, and emotional input... For all my days, I have been making up to the world for how challenging I am. But that has been as good for me as it has thwarted me, it has grown me, shaped me, honed me

data became a raw material of business, a vital economic input, used to create a new form of economic value.

Input is much more certain than outcome. When it comes to living the life you want, making sure you allocate time to living your values is the only thing you should focus on.

He said sometimes when you're young you have to think about things, because you're forming your value-sets and you keep coming up with Data Insufficient and finding holes in your programs. So you keep trying to do a fix on your sets. And the more powerful your mind is and the more intense your concentration is, the worse damage you can do to yourself, which is why, Justin says, Alphas always have trouble and some of them go way off and out-there, and why almost all Alphas are eccentric. But he says the best thing you can do if you're too bright for your own good is what the Testers do, be aware where you got which idea, keep a tab on everything, know how your ideas link up with each other and with your deep-sets and value-sets, so when you're forty or fifty or a hundred forty and you find something that doesn't work, you can still find all the threads and pull them. But that's not real easy unless you know what your value-sets are, and most CITs don't. CITs have a trouble with not wanting to know that kind of thing. Because some of them are real eetee once you get to thinking about how they link. Especially about sex and ego-nets. Justin says inflexibility is a trap and most Alpha types are inward-turned because they process so fast they're gone and thinking before a Gamma gets a sentence out. Then they get in the habit of thinking they thought of everything, but they don't remember everything stems from input. You may have a new idea, but it stems from input somebody gave you, and that could be wrong or your senses could have been lying to you. He says it can be an equipment-quality problem or a program-quality problem, but once an Alpha takes a falsehood for true, it's a personal problem.

Reason is the champion of the emotional underdog, enabling what Hume called “calm passions” to win out over “violent passions.” Reasoning frees us from the tyranny of our immediate impulses by allowing us to serve values that are not automatically activated by what’s in front of us. And yet, at the same time, reason cannot produce good decisions without some kind of emotional input, however indirect.

The basic training procedure for the perceptron, as well as its many contemporary progeny, has a technical-sounding name—“stochastic gradient descent”—but the principle is utterly straightforward. Pick one of the training data at random (“stochastic”) and input it to the model. If the output is exactly what you want, do nothing. If there is a difference between what you wanted and what you got, then figure out in which direction (“gradient”) to adjust each weight—whether by literal turning of physical knobs or simply the changing of numbers in software—to lower the error for this particular example. Move each of them a little bit in the appropriate direction (“descent”). Pick a new example at random, and start again. Repeat as many times as necessary.

When developing the Core Idea, we must take into consideration a variety of factors, including target insights, industry trends, current activities in the market and particularly among competitors, and the true nature of the brand’s value. Figure 4.4 illustrates these inputs.

In other words, the consensus sale isn’t something you should be fighting—it’s something you should be actively pursuing. You can’t just elevate the conversation and cut everyone else out because it’s exactly that team input that the decision maker values most when it comes to loyalty.

wasn’t him who thought he was worthless; it was that little demon on this shoulder. The little demon was a smart one, though. It used all the horrible things that were said to him over the years against him. But he could override it. He had the power to say “Thank you for your input but I’m not going there anymore. I know my real value!

general trend is toward products that use fewer atoms. We might not notice this because, while individual items use less material, we use more items as the economy expands and we thus accumulate more stuff in total. However, the total amount of material we use per GDP dollar is going down, which means we use less material for greater value. The ratio of mass needed to generate a unit of GDP has been falling for 150 years, declining even faster in the last two decades. In 1870 it took 4 kilograms of stuff to generate one unit of the U.S.’s GDP. In 1930 it took only one kilogram. Recently the value of GDP per kilogram of inputs rose from $1.64 in 1977 to $3.58 in 2000—a doubling of dematerialization in 23 years.

There is a cause for every effect, AA, but not all causes are responsible for all effects. To trace all causes and all effects is to end up in a twisted web with no end. No single person can make decisions independently; every choice is the result of changes and inputs from everyone else. Viewed from a higher vantage point, Cheng Xin was chosen by all of humanity to be the Swordholder, and her choice was humanity’s choice, her values humanity’s values. Viewed from specifics, Cheng Xin made her choice because you woke her; you woke her because of me; I was sent into space by Cheng Xin; Cheng Xin went into hibernation because of me … and the one who started it all was Wade, who wanted to kill Cheng Xin. It’s a tangled mess.

Choosing to own our vulnerability and do it consciously means learning how to rumble with this emotion and understand how it drives our thinking and behavior so we can stay aligned with our values and live in our integrity. Pretending that we don’t do vulnerability means letting fear drive our thinking and behavior without our input or even awareness, which almost always leads to acting out or shutting down.

Richard Lewontin observes . . . In Cladocera, small fresh-water arthropods, reproduction remains asexual as long as conditions of temperature, oxygen dissolved in the water, food availability, and degree of crowding remain constant. Then, if a sudden change in these conditions occurs . . . the Cladocera switch to sexual reproduction. . . . The organisms are detecting a rate of change of an input, not its absolute value. They are performing mathematical differentiation.22

it was Böhm-Bawerk who defeated them so effectively with economic theories and critiques such that Marxism did not take root in economics to the degree that it has in other professions, such as sociology and history.10 Using impeccable logic, Böhm-Bawerk showed that the workers who are employed by the entrepreneur are paid immediately for the “full value” of their labor, so long as that value is correctly calculated by including the time element. After all, in most production processes the input of labor hours doesn’t immediately yield a finished good.

For example, the value of fertilizer for a farmer is likely to be higher if other inputs (seeds, irrigation, farming practices, etc.) are available. The value of a blackboard in a school will depend on the availability of other school inputs (such as chalk, teachers, classrooms, etc.). In economics terms, the situations described above exhibit positive cross-partial derivatives.[80] In fact, when Richard teaches this maxim to his students, he refers to it as “capitalize on positive cross partial derivatives,” a much more technical formulation intended to be playful and memorable.

tip for applying this learning: To get people to “fall in love” with your ideas, don’t solely rely on numbers and data. People can tune out this type of input relatively easily. But if you communicate with a story or experience, you create an emotion. Start your next meeting with a story instead of a spreadsheet. Make your audience feel as well as think. Connect emotionally with them by telling a personal anecdote that reinforces the point of your presentation. Or draw upon a nostalgic shared memory. Once you inspire emotion, your listener will be less likely to disengage, and more likely to remember and respond to your message.

Instead of focusing on getting more resources, tipping point leaders concentrate on multiplying the value of the resources they have. When it comes to scarce resources, there are three factors of disproportionate influence that executives can leverage to dramatically free resources, on the one hand, and multiply the value of resources, on the other. These are hot spots, cold spots, and horse trading. Hot spots are activities that have low resource input but high potential performance gains. In contrast, cold spots are activities that have high resource input but low performance impact. In every organization, hot spots and cold spots typically abound. Horse trading involves trading your unit’s excess resources in one area for another unit’s excess resources to fill remaining resource gaps. By learning to use their current resources right, companies often find they can tip the resource hurdle outright. What

Societies to be integrated politically through an ideology are typically planned with a concern for the “output” of specifíc, politically desirable effects. For example, planning takes place with an eye to the goals of pow er politics or today especially with an eye to the goals of economic development. Such societies favor goal programs. Goal programs can be meaningful and successful only if the input of the political system can be varied and selected in conformity with the desired results— that is, only if the political system is relatively free to determine what kinds of information will influence it. The social expectations, demands, and conditions of political support must then be regulated ideologically, as soon as they are loosened from the unchanging bonds of tradition through the process of civilization and freed for a greater mobility. “Public Opinión” must be regulated in such a way that the dominance of ideological values and goals is not put into question and that there is only a technical and instrumental discussion about the best means by which to realize them.

1. Value my ability to see the world from a unique perspective. (Find ways to appreciate and make the most of my strengths, even when I annoy you). 2. Remember, we need compelling problems to solve, not just chores to do. (Don't be the "big boss." I'll respect your authority more when you tell me the point). 3. Ask for my input; keep me in the informational loop. (Give me some ownership in the process and the outcome). 4. Protect our relationship - you won't get much from me without one. (Respect and value who I am, and I'll cooperate with you most of the time). 5. Smile at me more often. (Keep your sense of humor and try to smile, even when you don't like me). 6. Don't let me push you around, but don't push me around either. (Don't be afraid to stand up to me; just don't run over me). 7. Speak to me respectfully, but firmly. (Use your voice wisely; it's a powerful resource). 8. Choose your battles - don't sweat the small stuff. (Decide what's really worth it). 9. Give me some control over my own life and circumstances. (Allow me to share control with our surrendering your authority). 10. Remind me how much you love me. (Find subtle ways to keep reminding me your love will always be there).

The myriad activities that go into creating, producing, selling, and delivering a product or service are the basic units of competitive advantage. Operational effectiveness means performing these activities better—that is, faster, or with fewer inputs and defects—than rivals. Companies can reap enormous advantages from operational effectiveness, as Japanese firms demonstrated in the 1970s and 1980s with such practices as total quality management and continuous improvement. But from a competitive standpoint, the problem with operational effectiveness is that best practices are easily emulated. As all competitors in an industry adopt them, the productivity frontier—the maximum value a company can deliver at a given cost, given the best available technology, skills, and management techniques—shifts outward, lowering costs and improving value at the same time. Such competition produces absolute improvement in operational effectiveness, but relative improvement for no one. And the more benchmarking that companies do, the more competitive convergence you have—that is, the more indistinguishable companies are from one another. Strategic positioning attempts to achieve sustainable competitive advantage by preserving what is distinctive about a company. It means performing different activities from rivals, or performing similar activities in different ways.

Rule 1, by dictating how a quantum system changes in time, plays the same essential role in the theory that Newton’s laws of motion played in pre-quantum physics. Like Newton’s laws, Rule 1 is deterministic. It takes an input state and evolves it to a definite output state at a later time. This means it takes input states which are constructed as superpositions to output states which are similarly constructed from superpositions. Probability plays no role. But measurements, as described by Rule 2, do not evolve superpositions to other superpositions. When you measure some quantity, like pet preference or position, you get a definite value. And afterward the state is the one corresponding to that definite value. So even if the input state is a superposition of states with definite values of some observable quantity, the output state is not, as it corresponds to just one value. Rule 2 does not tell you what the definite value is; it only predicts probabilities for the different possible outcomes to occur. But these probabilities are not spurious; they are part of what quantum mechanics predicts. Rule 2 is essential, because that is how probabilities enter quantum mechanics. And probabilities are essential in many cases; they are what experimentalists measure. However, quantum mechanics requires that Rule 1 and Rule 2 never be applied to the same process, because the two rules contradict each other. This means we must always distinguish measurements from other processes in nature.

If an input’s value is greater than the desired payment amount, that is not a problem; transactions allow multiple recipients, so the owner can send a portion of the input’s value back to one of their own addresses as change.

Cards on a wall is a way of practicing transparency, valuing and respecting the input of each team member. The project manager has the task of translating the cards into whatever format is expected by the rest of the organization.

When it does come time to decide, the decision maker wants to know he’s got the strong backing of his team. In other words, the consensus sale isn’t something you should be fighting—it’s something you should be actively pursuing. You can’t just elevate the conversation and cut everyone else out because it’s exactly that team input that the decision maker values most when it comes to loyalty.

An organization’s capabilities reside in two places. The first is in its processes—the methods by which people have learned to transform inputs of labor, energy, materials, information, cash, and technology into outputs of higher value. The second is in the organization’s values, which are the criteria that managers and employees in the organization use when making prioritization decisions. People are quite flexible, in that they can be trained to succeed at quite different things. An employee of IBM, for example, can quite readily change the way he or she works, in order to work successfully in a small start-up company. But processes and values are not flexible. A process that is effective at managing the design of a minicomputer, for example, would be ineffective at managing the design of a desktop personal computer. Similarly, values that cause employees to prioritize projects to develop high-margin products, cannot simultaneously accord priority to low-margin products. The very processes and values that constitute an organization’s capabilities in one context, define its disabilities in another context.

Sabrina says, “In your essays, explaining why something is important to you is often more important than what you actually did and how you did it because the “why” reveals more about your values, beliefs, character, or motivations. Write reflectively about what matters to you. Allocate lots of time for brainstorming, drafting, and revising dozens of long and short personal essays (plus short-takes), and your résumé. Without devoting sufficient time to these tasks, your essays will not be of high quality and you will regret it. Ask for input from friends, teachers, mentors, and parents (but remember to keep your authentic ‘voice’ intact)! You will learn a lot about yourself and maybe even

CUSTOM_HASH Function create or replace function custom_hash (p_username in varchar2, p_password in varchar2) return varchar2 is l_password varchar2(4000); l_salt varchar2(4000) := 'XV1MH24EC1IHDCQHSS6XQ6QTJSANT3'; begin -- This function should be wrapped, as the hash algorithm is exposed here.  You can change the value of l_salt or the --method of which to call the DBMS_OBFUSCATOIN toolkit, but you must reset all of your passwords if you choose to do --this. l_password := utl_raw.cast_to_raw(dbms_obfuscation_toolkit.md5 (input_string => p_password || substr(l_salt,10,13) || p_username || substr(l_salt, 4,10))); return l_password; end;   CUSTOM_AUTH Function create or replace function custom_auth (p_username in VARCHAR2, p_password in VARCHAR2) return BOOLEAN is l_password varchar2(4000); l_stored_password varchar2(4000); l_expires_on date; l_count number; begin -- First, check to see if the user is in the user table select count(*) into l_count from demo_users where user_name = p_username; if l_count > 0 then -- Fetch the stored hashed password & expire date select password, expires_on into l_stored_password, l_expires_on from demo_users where user_name = p_username; -- Next, check whether the user's account is expired. If it isn’t, execute the next statement, else return FALSE if l_expires_on > sysdate or l_expires_on is null then -- If the account is not expired, apply the custom hash function to the password l_password := custom_hash(p_username, p_password); -- Finally, compare them to see if they are the same and return either TRUE or FALSE if l_password = l_stored_password then return true; else return false; end if; else return false; end if; else -- The username provided is not in the DEMO_USERS table return false; end if; end;

Central Excise 2.3 Central Excise Duty is levied by the Central Government under the Central Excise Act, 1944. The levy is on all goods manufactured and produced in India, which are specified in the schedule to the Central Excise Tariff Act subject to certain exemptions. The effective rate may vary from product to product though most goods are subject to excise duty at 10% (without education cess). As manufacturer, credit is allowed on excise duty and countervailing duty paid on inputs and capital goods and the service tax paid on input service. The credit is allowed as a setoff against the excise duty payable on the output. Cross credit utilisation between credit of service tax and excise duty has been enabled w.e.f.10.9.2004. Service tax 2.4 Service tax is levied by the Central Government under Chapter V and Chapter VA of Finance Act, 1994. Service tax is levied on specified services, referred to as taxable services, when rendered by a service provider. Service tax is presently taxed at 10% (without education cess).Ordinarily, service tax is payable by the service provider, except in specified cases. As service provider, credit is allowed on excise duty and countervailing duty paid on inputs and capital goods and the service tax paid on input service. The credit is allowed as a set-off against the service tax payable on taxable services. VAT & CST 2.5 Value Added Tax (VAT) is levied by the State Governments on transfer of property in goods from one person to another, when such transfer is for cash, deferred payment or other valuable consideration. VAT is also payable on certain transactions that are deemed to be sale such as transfer of right to use goods, hire purchase and sale by instalments, works contract and sale of food and drink as a part of rendering of any service. 2.6 Local VAT is payable when goods are sold within the State and Central Sales Tax (CST) is payable when sale occasions the movement of goods 4

Agile project management is a style of project management that focuses on early delivery of business value, continuous improvement of the project’s product and processes, scope flexibility, team input, and delivering well-tested products that reflect customer needs.

The ability of a business to scale is determined by its ability to aggregate the inputs to business – labor and resources – and coordinate them efficiently toward value creation and delivery.

Real options analysis assumes that the future is uncertain and that management has the right to make midcourse corrections when these uncertainties become resolved or risks become known; the analysis is usually done ahead of time and thus, ahead of such uncertainty and risks. Therefore, when these risks become known, the analysis should be revisited to incorporate the decisions made or revising any input assumptions. Sometimes,

People with input feel valued when they are given the opportunity to have stream-of-consciousness conversations.

When the demand for goods increases relative to the supply, there can be “demand-pull” inflation. When inputs to production such as labor and raw materials increase in price, there can be “cost-push” inflation. Finally, when the value of an importing country’s currency declines relative to that of an exporting country, the cost of the exporter’s goods can rise in the importing country.

Public disclosure supports an organization’s values and strengthens the organization itself. An organization should consider making personnel decisions more public. When people are dismissed or specifically not promoted because of bad behavior, it should be more public. There is a value to having public signals when behavior is not acceptable. Conversely, culture carriers, those that represent the values, even if they may not be the firm’s biggest revenue producers, must be promoted as a signal of what’s important.11 Generating dissonance or perplexing situations that provoke innovative inquiry can create competitive advantages and improve performance. Having some sort of interdependence should help create an environment that supports discussion and debate. Complementing this debate is balance between groups. Getting the input of leaders from different areas or regions, who have worked together and have good working relationships, is also important in encouraging dissonance. At the board level, in many situations, an independent lead director or independent chairman can add to dissonance. A sense of higher purpose, beyond making money in a materialistic society, can help people make sense of their roles. A firm needs to give employees a clear understanding of its values, its social purpose, and its sense of responsibility. However, leaders need to be conscious of not using the good works of their employees or of the firm to rationalize behavior that is inconsistent with its principles. An organization’s culture is transmitted from one generation to the next as new group members become acculturated or socialized. It is crucial to recruit people who have the same values and socialize them into the firm’s culture. Even if this restricts growth in the short run, it is important not to undervalue recruiting, interviewing, training, mentoring, and socializing. This is also very important in international

Instead of manually setting the value of the bias term, it is preferable to allow a neuron to learn the appropriate bias. The simplest way to do this is to treat the bias term as a weight and allow the neuron to learn the bias term at the same time that it is learning the rest of the weights for its inputs. All that is required to achieve this is to augment all the input vectors the neuron receives with an extra input that is always set to 1. By convention, this input is input 0 (), and, consequently, the bias term is specified by weight 0

the total amount of material we use per GDP dollar is going down, which means we use less material for greater value. The ratio of mass needed to generate a unit of GDP has been falling for 150 years, declining even faster in the last two decades. In 1870 it took 4 kilograms of stuff to generate one unit of the U.S.’s GDP. In 1930 it took only one kilogram. Recently the value of GDP per kilogram of inputs rose from $1.64 in 1977 to $3.58 in 2000—a doubling of dematerialization in 23 years.

of you . Not being more financially responsible about saving money for our future . Quitting my jobs without sitting down and valuing your input . Not recognizing you are my wise council. Not realizing that the majority of times, your decisions would have been right and mine were wrong. Never being able to say I was wrong for so many years. Forcing you to take diving lessons for my pleasure, not yours . Me being more interested in the baseball game than the birth of our daughter . The "Me Tarzan, you Jane" mentality I had for the majority of our marriage . Taking your clothes and giving them to goodwill when I got mad at you . Not giving you the dream marriage you had hoped for . Not being the man you thought I'd be and the one I fooled you into thinking I was . I am sorry that I ever stopped buying you jewelry to show off your beauty . Thinking I could read your mind . Thinking that I always knew what was best for you . Not bringing God into our marriage and becoming a godly man . Treating you terribly most of the time.

For most of my adult life, I have been driven by an almost fanatical work ethic. I gave nearly all my time and energy to my job, leaving very little for family or friends. My sense of self-worth was derived from my achievements at work, from my ability to create economic value and to expand my own influence in the world. I had spent my research career working to build ever more powerful artificial intelligence algorithms. In doing this, I came to view my own life as a kind of optimization algorithm with a clear goals: maximize personal influence and minimize anything that doesn’t contribute to that goal. I sought to quantify everything in my life, balancing these “inputs” and fine-tuning the algorithm.

Privilege has been used to silence people for so long, that you will need to put out the effort to let people know that you will value and respect their input. Don’t expect that trust to form immediately with your intentions.

Angling, in essence, is about converting something very insignificant (the bait, with negligible or even zero food value, maybe a worm that has been dug up or a few colorful but inedible fibers) into something very substantial: a fish big enough to feed a family. It could even be expressed as a mathematical equation: energy input (measured in calories or joules) + x = energy output. And the magic catalyst x that makes this apparent alchemy possible, this creation of something from nothing, is… human inventiveness and ingenuity. This is something we all have, baked into our DNA and yearning for expression, and it’s the part of our nature that should always be engaged when we are on the water, constantly interrogating the particular problem that we are trying to solve. Even

Shock is the body's defense system when the input we are receiving would otherwise blow our minds.

To help you find the right inputs, recall the UCD framework and why companies fail: You don’t understand your value. You aren’t communicating your value well enough. You aren’t delivering on your value fast enough.

Though computers are deterministic machines—they always react the same way if given the same input—it is possible to have them produce numbers that appear random. To do that, the machine keeps some hidden value, and whenever you ask for a new random number, it performs complicated computations on this hidden value to create a new value.

Reason, then, goes to work only after it has been supplied with a suitable set of inputs, or premises. If reason is to be applied to discovering and choosing courses of action, then those inputs include, at the least, a set of should's, or values to be achieved, and a set of is's, or facts about the world in which the action is to be taken. Any attempt to justify these should's and is's by logic will simply lead to a regress to new should's and is's that are similarly postulated.

There is a very important lesson for human evolution hidden in figures 9.3 and 12.1. At the cortical level, the three levels of processing are special to the human. Rolls has discussed the evidence that rodents do not have these successive levels; in fact, they have only a tiny area equivalent to the OFC for Level 2 processing. Experiments have reported that in the rodent, sensory identification and reward evaluation are combined and occur even before reaching the cortex. This means that the cortical processing of independent streams of sensory input at successive levels of behavioral analysis is a primate, and perhaps most highly developed human, invention. It is of adaptive value in enabling humans to carry out a more detailed analysis of food and drink flavors. Humans thereby are able to differentiate themselves to a greater degree in terms of flavor preferences. It supports the proposal in Neurogastronomy that humans are more adapted for flavor perception than are other species. It also supports our hypothesis that wine tasting takes advantage of this ability, developed for survival in selecting foods, and uses it to discriminate and enjoy the flavors of wine.

Quality How can higher-quality input be received by each process in the value stream (to improve the %C&A metric)? Is there an opportunity to standardize and error proof work?

For example, a good software engineer, just by writing the right little piece of code and creating the right little application, can literally create half a billion dollars’ worth of value for a company. But ten engineers working ten times as hard, just because they choose the wrong model, the wrong product, wrote it the wrong way, or put in the wrong viral loop, have basically wasted their time. Inputs don’t match outputs, especially for leveraged workers.

Commitment requires shared dreams, connections, mutual respect, earned relationships, valued input, and allowing unique participation. Compliance is "do what I say do" - a dictator.

let’s turn to the formula, talking about accumulation: M C C’ M’. M, money, C, input commodities, one cycle; M prime, more money. What happens in this process to allow M to become M prime, which is the whole point? You wouldn’t go through all of this if you ended up at the end with the same money as you started out with at the beginning. M just came out as M. The whole point is to get from M to M prime. To understand this, we have to examine this peculiar commodity of labor power. As an analysis of how more money emerges from the production process than goes in, Marx first rules out any possibilities of cheating or unfairness. In his analysis of the capitalist system, Marx is in a conversation with, and often in argumentation with, the economists, and political economists who came before them, principally the classical political economists. People like David Ricardo, Adam Smith, and a number of others. He wanted to make his analysis within their frame of rules, which presents capital in its best light. So that if in fact he shows it not to produce the advantages that they claim, he will have done it on their terms. One of the things he does is to rule out things like cheating, like buying low and selling high, which is a sort of principal character of mercantilism. The reason he rules this out is, he says, that on balance in society, this doesn’t produce any additional surplus value or wealth. It simply redistributes what value or wealth already exists. That it all averages out; if you cheat somebody, you may have gotten something, but they lost something. It’s a kind of zero-sum thing. He rules that out. Everything in the process as Marx analyzes it trades at its true value. The means of production cannot be the source of the additional value. Remember, he’s trying to figure out in his process how we get from M to M prime. One of the things that capitalists do is buy means of production. He says, those cannot be the source of additional value. The reasons are this. They either transfer part of their value to the new products, or, for example, you depreciate machinery over time. You can calculate how much of the value goes into a production in each cycle of production. Or the means of production actually end up incorporated into the new product itself, but there is no new value there. So, if you make something, if you make bread out of wheat, it becomes incorporated in the bread, but there is no new value there. It’s necessary for the capitalists to find on the market the commodity that produces more value than it itself costs. That’s the trick. This unique commodity is labor power, and is the only element in the process that produces surplus value, which is the source of profit.

Structured data includes simple data inputs like numerical values, dates, currencies, or addresses. Unstructured data includes data types that are more complicated to analyze, such as text, images, and video.

The robot is equipped with an embedded computer (Fig. 1.12). The precise specification of the computer is not important but we do assume certain capabilities. The computer can read the values of the sensors and set the power of the motors. There is a way of displaying information on a small screen or using colored lights. Signals and data can be input to the computer using buttons, a keypad or a remote control.

search of the literature fails to reveal any studies in which clinical judgment has been shown to be superior to statistical prediction when both are based on the same codable input variables

Delaying a decision until there is more data. Even when I remind teams that choosing a target opportunity is a two-way door decision and that, if all of the opportunities on your tree emerged from customer interviews, there are no wrong decisions, some teams still get bogged down in the data. They want to look into one more thing. Wait for one more data report. Ask one more person for input. The intent is good. We do want to be data-informed. But we also want to move forward. We’ll learn more from testing our decisions than we will from trying to make perfect decisions.

Let us look at the correlation between temperature, humidity and wind speed and all other features. Since the data also contains categorical features, we cannot only use the Pearson correlation coefficient, which only works if both features are numerical. Instead, I train a linear model to predict, for example, temperature based on one of the other features as input. Then I measure how much variance the other feature in the linear model explains and take the square root. If the other feature was numerical, then the result is equal to the absolute value of the standard Pearson correlation coefficient. But this model-based approach of “variance-explained” (also called ANOVA, which stands for ANalysis Of VAriance) works even if the other feature is categorical. The “variance-explained” measure lies always between 0 (no association) and 1 (temperature can be perfectly predicted from the other feature). We calculate the explained variance of temperature, humidity and wind speed with all the other features. The higher the explained variance (correlation), the more (potential) problems with PD plots. The following figure visualizes how strongly the weather features are correlated with other features.

6The report showed that while ‘intangible assets’ were growing on US and UK company balance sheets at nearly three times the rate of tangible assets, the actual size of the digital sector in the GDP figures had remained static. So something is broken in the logic we use to value the most important thing in the modern economy. However, by any measure, it is clear that the mix of inputs has altered. An airliner looks like old technology. But from the atomic structure of the fan blades, to the compressed design cycle, to the stream of data it is firing back to its fleet HQ, it is ‘alive’ with information.

Creating different versions of a drawing of story can encourage kids the value of revising their ideas. Getting input from others can also help them to continue evolving their standards. They might learn to embrace confusion and stop expecting perfection on the first try.

here are some things that help build trust and pave the way for effective and intimate communication between spouses: Consistently saying and doing the right things Keeping promises Being faithful and sexually pure Taking responsibility for your behavior and not transferring blame Being sensitive to your spouse and meeting their needs Validating your spouse’s feelings even when you don’t understand or agree Treating your spouse as an equal and valuing their input Protecting your spouse from children, in-laws, or others who are saying or doing things that are negative or harmful Being truthful in a loving manner Keeping confidences and not divulging private matters to others Saying you are sorry and asking for forgiveness Being forgiving and gracious Being positive and faith-filled

Observed values of the dependent variable are the values of the dependent variable that you record during your study or experiment along with the values of the independent variables. These values are denoted using Y. Fitted values are the values that the model predicts for the dependent variable using the independent variables. If you input values for the independent variables into the regression equation, you obtain the fitted value. Predicted values and fitted values are synonyms.

Work is another prominent word in the vernacular of bitcoin mining, in this case conveying the sense that the currency’s underlying value isn’t based on nothingness but on labor, and hard labor at that. In fact, computational difficulty is its defining feature. The harder it gets, the more real-world resources get spent performing the task, mostly in the form of electricity. Some crypto-economists argue that these inputs are what give bitcoins real value. Just as important, the amount of work—the computing equivalent of man-hours—gives legitimacy to the ledger, in that it represents a significant collective investment in assuring its integrity.

Some examples of chips that you can give and/or receive at work include: • Encouraging words, including authentic praise and the specifics of what was done well. • Supportive words, including genuine empathy for difficult situations. • Small talk, including asking personal (but not private) questions about family members, pets, recent personal events, etc. • Sincere compliments on clothing, professional skills, or business sense. • Sharing personal (but not private) details from your own life. • Asking for the other person’s input, opinion, advice. • Little gifts, like a cup of coffee. • Thank-you notes. [...] everyone with whom you interact keeps a chip bankbook on you. All day long you are gaining and losing chips with your direct reports, peers, and higher-ups. They know where you stand with them at any given moment, and you know where they stand with you. . . . One of the most important rules . . . is that we always make it equal in the end— that is, if someone tries to take away our chips, we will find a way to even the score. [...] To manage your relationships in a savvy manner at work, find out who values what kind of chips, and then stockpile those particular types of chips with others who can help you be more productive and successful.

Feedback is truly fuel for your career if you are big enough to seek it out and accept the value it can create for you. Make it a habit in your early career to seek input from others. It shows you want to learn. It prevents you from developing bad habits. It demonstrates an attitude of lifelong learning. It only leads to good, even if people tell you that you have a ton of problems to iron out. It might even put you in a bad mood if people pile on. But think about it: What if people had that kind of input and didn’t share it?!

According to many experts the majority of the people won't be needed anymore for the coming society. Almost everything will be done by artificial intelligence, including self-driving cars and trucks, which already exist anyway. Some even mentioned that AI is making universities obsolete by how fast it can produce information. However, In my view, the AI has limitations that the many can't see, because on a brain to brain comparison, the AI always wins, yet the AI can only compute with programmable data. In other words, the AI can think like a human but can't imagine or create a future. The AI is always codependent on the imagination of its user. So the limitations of the AI are in fact determined by humans. It is not bad that we have AI but that people have no idea of how to use it apart from replacing their mental faculties and being lazy. This is actually why education has always been a scam. The AI will simply remove that from the way. But knowledge will still require analysis and input of information, so the AI doesn't really replace the necessary individuals of the academic world, but merely the many useless ones that keep copying and plagiarizing old ideas to justify and validate a worth they don't truly possess. Being afraid and paranoid about these transitions doesn't make sense because evolution can't be stopped, only delayed. The problem at the moment has more to do with those who want to keep themselves in power by force and profiting from the transitions. The level of consciousness of humanity is too low for what is happening, which is why people are easily deceived. Consequently, there will be more anger, fear, and frustration, because for the mind that is fixed on itself, change is perceived as chaos. The suffering is then caused by emotional attachments, stubbornness and the paranoid fixation on using outdated systems and not knowing how to adapt properly. In essence, AI is a problem for the selfish mind - rooted in cognitive rationalizations -, but an opportunity of great value for the self-reflective mind - capable of a metacognitive analysis. And the reason why nobody seems to understand this is precisely because, until now, everyone separated the mind from the spirit, while not knowing how a spiritual ascension actually goes through the mind. And this realization, obviously, will turn all religions obsolete too. Some have already come to this conclusion, and they are the ones who are ready.

PART 2: MAKE TIME FOR TRACTION •​Chapter 9: Turn your values into time. Timebox your day by creating a schedule template. •​Chapter 10: Schedule time for yourself. Plan the inputs and the outcome will follow. •​Chapter 11: Schedule time for important relationships. Include household responsibilities as well as time for people you love. Put regular time on your schedule for friends. •​Chapter 12: Sync your schedule with stakeholders.

For operant conditioning rewards, there are only a few categories we will find practical: (l) Food value in calories or other inputs; (2) Flavor, texture, and aroma acting as stimuli to consumption under neural reprogramming of man through Darwinian natural selection; (3) Stimulus, as by sugar or caffeine; (4) Cooling effect when man is too hot or warming effect when man is too cool. Wanting a lollapalooza result, we will naturally include rewards in all the categories. To start out, it is easy to decide to design our beverage for consumption cold. There is much less opportunity, without ingesting beverage, to counteract excessive heat compared with excessive cold.Moreover, with excessive heat, much liquid must be consumed, and the reverse is not true.

The goal becomes fixed even as all the inputs that led to choosing that particular goal evolve. The conditions in the world change. Our knowledge changes. The weights we attach to the benefits and costs change. Our preferences and values change.

Can you create that value without incurring commensurate costs? Buyer value can arise throughout the value chain. It can come from product design, for example, as it does for Whirlwind Wheelchair. It can come from choices in the inputs used or the production process itself, both of which are key to the success of In-N-Out Burger, a chain of over 230 hamburger restaurants that uses only the freshest ingredients and prepares its limited menu on-site. It can be created by the selling experience, as any visitor to an Apple Store will tell you. Or, it can arise from after-sales support activities. Every Apple Store, for example, has a Genius Bar where customers can go for free help with technical questions.

In the traditional (biologically inspired) setup each neuron effectively has a certain set of “incoming connections” from the neurons on the previous layer, with each connection being assigned a certain “weight” (which can be a positive or negative number). The value of a given neuron is determined by multiplying the values of “previous neurons” by their corresponding weights, then adding these up and adding a constant—and finally applying a “thresholding” (or “activation”) function. In mathematical terms, if a neuron has inputs x = {x1, x2 ...} then we compute f[w . x + b], where the weights w and constant b are generally chosen differently for each neuron in the network; the function f is usually the same. Computing w . x + b is just a matter of matrix multiplication and addition. The “activation function” f introduces nonlinearity (and ultimately is what leads to nontrivial behavior). Various activation functions commonly get used; here we’ll just use Ramp (or ReLU):

To be free requires that we are not marionettes whose strings are pulled by physical law. Whether the laws are deterministic (as in classical physics) or probabilistic (as in quantum physics) is of deep significance to how reality evolves and to the kinds of predictions science can make. But for assessing free will, the distinction is irrelevant. If the fundamental laws can continually churn, never grinding to a halt for lack of human input and applying all the same even if particles happen to inhabit bodies and brains, then there is no place for free will. Indeed, as is affirmed by every scientific experiment and observation ever conducted, long before we humans came on the scene the laws ruled without interruption; after we arrived, they continued to rule without interruption. To sum up: We are physical beings made of large collections of particles governed by nature’s laws. Everything we do and everything we think amounts to motions of those particles. Shake my hand and particles constituting your hand push up and down against those constituting mine. Say hello, and particles constituting your vocal cords jostle particles of air in your throat, setting off a chain reaction of colliding particles that ripples through the air, knocking into the particles constituting my eardrums, setting off a surge of yet other particles in my head, which is how I manage to hear what you’re saying. Particles in my brain respond to the stimuli, yielding the thought that’s a strong grip, and sending signals carried by other particles to those in my arm, which drive my hand to move in tandem with yours. And since all observations, experiments, and valid theories confirm that particle motion is fully controlled by mathematical rules, we can no more intercede in this lawful progression of particles than we can change the value of pi. Our choices seem free because we do not witness nature’s laws acting in their most fundamental guise; our senses do not reveal the operation of nature’s laws in the world of particles. Our senses and our reasoning focus on everyday human scales and actions: we think about the future, compare courses of action, and weigh possibilities. As a result, when our particles do act, it seems to us that their collective behaviors emerge from our autonomous choices. However, if we had the superhuman vision invoked earlier and were able to analyze everyday reality at the level of its fundamental constituents, we would recognize that our thoughts and behaviors amount to complex processes of shifting particles that yield a powerful sense of free will but are fully governed by physical law.

Performance, Porter argues, must be defined in terms that reflect the economic purpose every organization shares: to produce goods or services whose value exceeds the sum of the costs of all the inputs. In other words, organizations are supposed to use resources effectively. The financial measure that best captures this idea is return on invested capital (ROIC).

... as corporations have been able to place themselves in the role arbiter of their own products and value, it has meant that democratic input into the process of deciding technologies are safe, useful, or worthwhile has been short-circuited.

Authentic leaders share the information needed to make decisions, accept others’ inputs, and disclose their personal values,

The quality of the input will eventually be understood in the value of the results.

Now we do not flinch to hear men and women referred to as “units” as if they were as uniform and interchangeable as machine parts. It is common, and considered acceptable, to refer to the mind as a computer: one’s thoughts are “inputs”; other people’s responses are “feedback.” And the body is thought of as a machine; it is said, for instance, to use food as “fuel”; and the best workers and athletes are praised by being compared to machines. Work is judged almost exclusively now by its “efficiency,” which, as used, is a mechanical standard, or by its profitability, which is our only trusted index of mechanical efficiency. One’s country is no longer loved familially and intimately as a “motherland,” but rather priced according to its “productivity” of “raw materials” and “natural resources” —valued, that is, strictly according to its ability to keep the machines running. And recently R. Buckminster Fuller asserted that “the universe physically is itself the most incredible technology”—the necessary implication being that God is not father, shepherd, or bridegroom, but a mechanic, operating by principles which, according to Fuller, “can only be expressed mathematically.

Service Assets are assets of any type used by the Service Provider in the delivery of the Services to the business customer.  These assets are broken down into Resources and Capabilities.  Combined, they are the basis for value creation. Resources are the direct inputs required for production and are easier to acquire than capabilities

Note that this differs from type=text input elements in this way: in type=text input elements, the value attribute sets the default value of the form, but in type=checkbox elements, the value attribute controls what value is sent if the checkbox is turned on when the form is submitted.

Product teams make decisions every day. Our goal with continuous discovery is to infuse those daily decisions with as much customer input as possible. If

Another facet of autonomy is influence—inviting developers to key decisions shows you trust them and value their input, which I think you should!

By now, though, it had been a steep learning curve, he was fairly well versed on the basics of how clearing worked: When a customer bought shares in a stock on Robinhood — say, GameStop — at a specific price, the order was first sent to Robinhood's in-house clearing brokerage, who in turn bundled the trade to a market maker for execution. The trade was then brought to a clearinghouse, who oversaw the trade all the way to the settlement. During this time period, the trade itself needed to be 'insured' against anything that might go wrong, such as some sort of systemic collapse or a default by either party — although in reality, in regulated markets, this seemed extremely unlikely. While the customer's money was temporarily put aside, essentially in an untouchable safe, for the two days it took for the clearing agency to verify that both parties were able to provide what they had agreed upon — the brokerage house, Robinhood — had to insure the deal with a deposit; money of its own, separate from the money that the customer had provided, that could be used to guarantee the value of the trade. In financial parlance, this 'collateral' was known as VAR — or value at risk. For a single trade of a simple asset, it would have been relatively easy to know how much the brokerage would need to deposit to insure the situation; the risk of something going wrong would be small, and the total value would be simple to calculate. If GME was trading at $400 a share and a customer wanted ten shares, there was $4000 at risk, plus or minus some nominal amount due to minute vagaries in market fluctuations during the two-day period before settlement. In such a simple situation, Robinhood might be asked to put up $4000 and change — in addition to the $4000 of the customer's buy order, which remained locked in the safe. The deposit requirement calculation grew more complicated as layers were added onto the trading situation. A single trade had low inherent risk; multiplied to millions of trades, the risk profile began to change. The more volatile the stock — in price and/or volume — the riskier a buy or sell became. Of course, the NSCC did not make these calculations by hand; they used sophisticated algorithms to digest the numerous inputs coming in from the trade — type of equity, volume, current volatility, where it fit into a brokerage's portfolio as a whole — and spit out a 'recommendation' of what sort of deposit would protect the trade. And this process was entirely automated; the brokerage house would continually run its trading activity through the federal clearing system and would receive its updated deposit requirements as often as every fifteen minutes while the market was open. Premarket during a trading week, that number would come in at 5:11 a.m. East Coast time, usually right as Jim, in Orlando, was finishing his morning coffee. Robinhood would then have until 10:00 a.m. to satisfy the deposit requirement for the upcoming day of trading — or risk being in default, which could lead to an immediate shutdown of all operations. Usually, the deposit requirement was tied closely to the actual dollars being 'spent' on the trades; a near equal number of buys and sells in a brokerage house's trading profile lowered its overall risk, and though volatility was common, especially in the past half-decade, even a two-day settlement period came with an acceptable level of confidence that nobody would fail to deliver on their trades.

Yet published research studies suggest that patients and family members want to be given information about life expectancy, even if prognosis is poor. Others have shown that those engaged in shared (as in with input from their doctor), informed decision-making are more likely to make decisions about dialysis and end-of-life care consistent with their personal values—often resulting in preferences for less aggressive care and more conservative management.

The second main idea of functional programming is that the operations of a program should map input values to output values rather than change data in place.

Equality is everybody getting the same thing regardless of their input or relative value. Fairness is everybody having the opportunity to get results commensurate to the relative quality or value of their inputs.

While there are certainly variants of the abstract capitalist model, one persistent and typical tendency is to assess the planet as either storehouse (of needed resource inputs, including energy resources) and/or sink (for waste products of all kinds, due in large measure to a continually sought novelty, and the concomitant obsolescence of the old). As a consequence of this orientation, nature, as both inherent worth and utilitarian guarantor of sustainable life, must be subjected to the ruthless calculus of costs and benefits. In such evaluations anything that fails to maximize profits or minimize losses must be discounted, ideally to a value of zero. In combination with an intensifying focus on shorter and shorter time frames for a maximum return on investment, a competition-driven imperative to externalize all costs that do not contribute to the bottom line has produced the by-now exhaustive litany of environmental woes, including the climate catastrophe that now threatens life on the planet as we have known it.

This is where mistakes are made, and our perceptions are colored by our fears, attachments, experience or lack thereof, and our cultural inputs and values. This is where incestuous amplification takes place.

Each operation contributes to AES’s security in a specific way: * Without KeyExpansion, all rounds would use the same key, K, and AES would be vulnerable to slide attacks. * Without AddRoundKey, encryption wouldn’t depend on the key; hence, anyone could decrypt any ciphertext without the key. * SubBytes brings nonlinear operations, which add cryptographic strength. Without it, AES would just be a large system of linear equations that is solvable using high-school algebra. * Without ShiftRows, changes in a given column would never affect the other columns, meaning you could break AES by building four 232 element codebooks for each column. (Remember that in a secure block cipher, flipping a bit in the input should affect all the output bits.) * Without MixColumns, changes in a byte would not affect any other bytes of the state. A chosen-plaintext attacker could then decrypt any ciphertext after storing 16 lookup tables of 256 bytes each that hold the encrypted values of each possible value of a byte.

Philippa had never met a man quite like Dawson. He interacted with her as if he valued what she had to say, as if her future was important, and as if he truly thought she had some input into it.

A learning curve—measured as the percentage unit cost reduction realized with each doubling of cumulative production volume—is typically steepest when labor and machinery add significant value in the production process, as with aircraft assembly or semiconductor manufacturing. Value-added refers to the difference between a product’s final cost and the cost of raw material inputs; this difference consists mostly of labor and equipment costs. Learning-by-doing—for example, finding a way to cut setup times for a new production run—often yields labor and equipment cost savings.

The major problem entrepreneurs face is that the value of production effort is not known until it is completed. It is only when the finished good is sold that the entrepreneur learns if the investment was worth-while—if consumers want the good. In contrast, costs are known and incurred long before the good is completed and offered for sale. Note that these costs are not merely the inputs that make the output, such as the flour, yeast, and water that are turned into bread, but also the capital needed: the oven, the bakery, etc. Even in those cases when an entrepreneur takes orders and is paid before producing the actual good, some costs are incurred as part of the not-yet-produced good. Those costs include such things as setting up the business, experimenting with capital, figuring out how to make an oven, developing a recipe or blueprint for production. Investments must be made to produce the good, which can then be sold.

1.1M    ./scripts 58M     ./cloud9 74M     . You can also use tee to write the output to several files at the same time, as shown in this example: root@beaglebone:/opt# du ‐d1 ‐h | tee /tmp/1.txt /tmp/2.txt /tmp/3.txt Filter Commands (from sort to xargs) There are filtering commands, each of which provides a useful function: sort: This command has several options, including (‐r) sorts in reverse; (‐f) ignores case; (‐d) uses dictionary sorting, ignoring punctuation; (‐n) numeric sort; (‐b) ignores blank space; (‐i) ignores control characters; (‐u) displays duplicate lines only once; and (‐m) merges multiple inputs into a single output. wc (word count): This can be used to calculate the number of words, lines, or characters in a stream. For example: root@beaglebone:/tmp# wc < animals.txt  4  4 18 This has returned that there are 4 lines, 4 words, and 18 characters. You can select the values independently by using (‐l) for line count; (‐w) for word count; (‐m) for character count; and (‐c) for the byte count (which would also be 18 in this case). head: Displays the first lines of the input. This is useful if you have a very long file or stream of information and you want to examine only the first few lines. By default it will display the first 10 lines. You can specify the number of lines using the ‐n option. For example, to get the first five lines of output of the dmesg command (display message or driver message), which displays the message buffer of the kernel, you can use the following: root@beaglebone:/tmp# dmesg | head ‐n5   [    0.000000] Booting Linux on physical CPU 0x0   [    0.000000] Initializing cgroup subsys cpuset   [    0.000000] Initializing cgroup subsys cpu   [    0.000000] Initializing cgroup subsys cpuacct   [    0.000000] Linux version 3.13.4-bone5(root@imx6q-sabrelite-1gb-0) tail: This is just like head except that it displays the last lines of a file or stream. Using it in combination with dmesg provides useful output, as shown here: root@beaglebone:/tmp# dmesg | tail ‐n2   [   36.123251] libphy: 4a101000.mdio:00 - Link is Up - 100/Full   [   36.123421] IPv6:ADDRCONF(NETDEV_CHANGE): eth0:link becomes ready grep: A very powerful filter command that can parse lines using text and regular expressions. You can use this command to filter output with options, including (‐i) ignore case; (‐m 5) stop after five matches; (‐q) silent, will exit with return status 0 if any matches are found; (‐e) specify a pattern; (‐c) print a count of matches; (‐o) print only the matching text; and (‐l) list the filename of the file containing the match. For example, the following examines the dmesg output for the first three occurrences of the string “usb,” using ‐i to ignore case: root@beaglebone:/tmp# dmesg |grep ‐i ‐m3 usb   [    1.948582] usbcore: registered new interface driver usbfs   [    1.948637] usbcore: registered new interface driver hub   [    1.948795] usbcore: registered new device driver usb You can combine pipes together. For example, you get the exact same output by using head and displaying only the first three lines of the grep output: root@beaglebone:/tmp# dmesg |grep ‐i usb |head ‐n3   [    1.948582] usbcore: registered new interface driver usbfs   [    1.948637] usbcore: registered new interface driver hub   [    1.948795] usbcore: registered new device driver usb xargs: This is a very powerful filter command that enables you to construct an argument list that you use to call another command or tool. In the following example, a text file args.txt that contains three strings is used to create three new files. The output of cat is piped to xargs, where it passes the three strings as arguments to the touch command, creating three new files a.txt, b.txt,

The premium private label strategy is only possible when manufacturers have allowed a quality–value gap to open. This happens when manufacturers’ either price their brands too high or reduce input costs too much. Both give scope to a retailer to develop an offering of superior value: either same quality at a lower price or higher quality at the same price.

Give that your one life your best input so that it could yield the best output in the form of products that will impact your world positively.

The point of this team is not to dictate how the members of a team work together to build the product but, instead, to create the criteria for inputs and outputs of the work. For example, they are not creating the product roadmap for the teams. They are creating a system and template for teams to input their goals, themes, progress, and details that can then be shared around the organization. They are not dictating whether a team can talk to users. They are creating systems that help teams figure out which users to target for their experimentation.

The 50-inch TCL Roku TV balances picture quality and value for money. And this is also what happens when America’s top TV brand and the world’s most popular streaming services content instantly and from one single place. You have everything on the Roku from live TV to game console or if you wish choose from over 1500 streaming channels. This is also the widest selection any smart TV has ever had. Find that perfect movie or TV show easily across top streaming channels by title, actor or director with the acclaimed Roku ‘Search’ feature. On the Roku, you will find more than 200,000 streaming movies and shows that you can choose from. The Remote is simple and puts control into the users’ hands and lets you instantly choose your preferred content from anywhere. Use the Roku Mobile app on your smartphone or tablet to control your Roku TV. Cast your personal media, videos and photos and even music to the big screen. With a 120 Hz refresh rate, the TV displays images at 1080p. It has a built-in wireless and not one, but three HDMI ports that provide a high definition multimedia interface. Wired calls the TCL Roku TV ‘The First Smart TV worth using’. The TCL TV has a Roku box built into it. It is a smart TV that includes the Roku operating system, which is also the favorite OS for most users. The OS is considered as one of the best compared to all the other products and definitely better than any other smart TVs. Recently, the Roku TV was displayed at the prestigious CES 2018 with a brand new OS. We all know a lot about Roku and there are lots of Roku fans across the United States. The recently released series of Roku OS 8 comes with some new and improved features. All Roku TVs have a ‘Tuner’ input that enables you to plug into an antenna and look for channels. In the new Roku TV, the ‘Tuner’ input is available on the Home screen itself; which makes it very easy to navigate to it without fumbling Once you select the ‘Tuner’ input it takes you to the last tuned channel You will also get a preview of what is playing right now The Roku OS 8 also comes with a Smart Guide where you will get a 14-day preview of what is available on all the channels that the Roku TV has scanned for Scroll through the Smart Guide to find out your next programming on the list The experience is fluid with no judder or lag; users will be able to scan through the Smart Guide very easily All you have to do is use the HD antenna and the Roku TV will pop up all the entertainment information In addition to the Smart Guide, there is also a new feature called ‘More Ways to Watch’ Anytime Roku identifies a content that is on the Smart Guide, which is also available on other Roku channels it is marked with a ‘*’. This indicates that there are more ways to watch a single programming content You also don’t have to wait to watch your favorite programming Wherever you see the ‘*’at any time on the Smart Guide, hit the ‘Ok’ button on your remote and watch it on another Roku channel instantly The pricing for the channel or programming is also displayed If you have a Roku set top box that is connected to a different TV (other than the Roku), there is a new feature in the ‘Search’ where Roku will tell you the channel on which a particular programming is available with the precise timing. The Roku OS 8 has already been pushed out to all the players and TVs. The same OS 8 version is available for Roku Set top boxes as well. If any problem in Roku setup, please call us @+1-877-302-5260

One who is shame-based often has difficulties asking for help, for to do so might risk being seen as imperfect, incapable or needy. They will struggle endlessly rather than request input or assistance so as to not risk having their “imperfections” seen. When observed from this perspective, it is not really pride, but shame. This inability to receive in relationships helps foster cycles of co-dependency since they believe they are of value only when they are needed. However, over time this can sow feelings of resentment and anger since they come to resent the endless unrequited sacrifice.