Inspirational Data Quotes

Things get done only if the data we gather can inform and inspire those in a position to make difference.

We often hesitate to follow our intuition out of fear. Most usually, we are afraid of the changes in our own life that our actions will bring. Intuitive guidance, however, is all about change. It is energetic data ripe with the potential to influence the rest of the world. To fear change but to crave intuitive clarity is like fearing the cold, dark night while pouring water on the fire that lights your cave. An insight the size of a mustard seed is powerful enough to bring down a mountain-sized illusion that may be holding our lives together. Truth strikes without mercy. We fear our intuitions because we fear the transformational power within our revelations.

Faith doesn't rely on odds or statistical data. God only requires that we have faith; the rest is up to him.

In the business people with expertise, experience and evidence will make more profitable decisions than people with instinct, intuition and imagination.

Market research gives you enough time to learn from your competitors’ mistakes, take inspiration from their strengths, and exploit their weaknesses.

Interviews are a qualitative form of collecting data. The reason it generates good responses is because it’s way more personal than other forms of data gathering techniques.

Data that comes subliminally and is acted upon will look like luck or inspiration.

It's not man versus machine; it's man with machine versus man without. Data and intuition are like horse and rider, and you don't try to outrun a horse; you ride it.

We need data and we need discernment.

To save wildlife and wild places the traction has to come not from the regurgitation of bad-news data but from the poets, prophets, preachers, professors, and presidents who have always dared to inspire.

Ratios matter in Data Science. Dreams should be big and worries small.

If we knew what is already there, there will be no need for research.

Data has no ego and makes an excellent co-pilot.

Data may disappoint, but it never lies.

If you want to know how a manager is performing ask to see their data, really want to know... ask those that report to them.

You can’t manage what you can’t measure” is a maxim that is taught and believed by many in both the business and education sectors. But in fact, the phrase is ridiculous—something said by people who are unaware of how much is hidden. A large portion of what we manage can’t be measured, and not realizing this has unintended consequences. The problem comes when people think that data paints a full picture, leading them to ignore what they can’t see. Here’s my approach: Measure what you can, evaluate what you measure, and appreciate that you cannot measure the vast majority of what you do. And at least every once in a while, make time to take a step back and think about what you are doing.

Anthropological data clearly showed that cultures practicing religions historically had outlived nonreligious cultures. Fear of being judged by an omniscient deity always helps inspire benevolent behavior.

Historically, pandemics have forced humans to break with the past and imagine their world anew. This one is no different. It is a portal, a gateway between one world and the next. We can choose to walk through it, dragging the carcasses of our prejudice and hatred, our avarice, our data banks and dead ideas, our dead rivers and smoky skies behind us. Or we can walk through lightly, with little luggage, ready to imagine another world. And ready to fight for it.

It’s only because the data force us into corners that we are inspired to create the highly counterintuitive structures that form the basis for modern physics.

Sometimes, it is not you who finds good ideas when you are seeking them. Instead, good ideas find you in the most unexpected circumstances.

It is in the combination of words and visuals that the magic of understanding often happens.

The platforms designed to accommodate and harvest infinite data inspired infinite scroll...people were saying nothing and saying it all the time.

Recognizing that two points of data are connected is not enough. The System must ask why one point affects another.

In Data Science if you want to help individuals, be empathetic and ask questions; that way, you can begin to understand their journey, too.

There were no laptops or handheld devices in class. Ilgauskas didn't exclude them; we did, sort of, unspokenly. Some of us could barely complete a thought without touch pads or scroll buttons, but we understood that high-speed data systems did not belong here. They were an assault on the environment, which was defined by length, width, and depth, with time drawn out, computed in heartbeats.

Tu stii ca nu-i nici o fericire sa vezi ce-i inlauntrul omului, pentru ca nici acolo, nici in afara lui lucrurile nu sunt asezate o data pentru totdeauna si se schimba pana sa apuci sa spui ce si cum.

Every day your mind will receive data both good and bad. You have the power to keep the good and delete the bad. Get rid of the negative thoughts in your mind and you will rid yourself of the negativity in you.

To summarize, these are the four critical contributions you need to bring to your team: deep knowledge (1) of your customer, (2) of the data, (3) of your business and its stakeholders, and (4) of your market and industry.

When you’re trying to communicate a big, audacious concept, it’s helpful to remember that where data falls short, a story might close the gap, and where story alone is not persuasive enough, data can make up the difference.

De fiecare data, imi aparea tot mai clar ca unicul lucru pe care doream sa-l fac in viata era sa devin scriitor si astfel mi se intarea convingerea ca singura cale pentru a reusi este aceea de a te darui, trup si suflet, numai literaturii.

they didn't examine the problem and accumulate data to figure out the best solution - they engineered the outcome they wanted from the beginning. if they didn't achieve their desired outcome, they understood it was because of a decision they made at the start of a process

These examples should be models for communication, precisely because they inspire curiosity. “How does money influence politics?” is not an especially engaging question, but “If I were running for president, how would I raise lots of money with few conditions and no scrutiny?” is much more intriguing.

In the name of speed, Morse and Vail had realized that they could save strokes by reserving the shorter sequences of dots and dashes for the most common letters. But which letters would be used most often? Little was known about the alphabet’s statistics. In search of data on the letters’ relative frequencies, Vail was inspired to visit the local newspaper office in Morristown, New Jersey, and look over the type cases. He found a stock of twelve thousand E’s, nine thousand T’s, and only two hundred Z’s. He and Morse rearranged the alphabet accordingly. They had originally used dash-dash-dot to represent T, the second most common letter; now they promoted T to a single dash, thus saving telegraph operators uncountable billions of key taps in the world to come. Long afterward, information theorists calculated that they had come within 15 percent of an optimal arrangement for telegraphing English text.

Good teams get their inspiration and product ideas from their vision and objectives, from observing customers' struggle, from analyzing the data customers generate from using their product, and from constantly seeking to apply new technology to solve real problems. Bad teams gather requirements from sales and customers.

I eventually realized that to make a difference I had to step outside, into creation, and refocus on the roots of my passion. If an ounce of soil, a sparrow, or an acre of forest is to remain then we must all push things forward. To save wildlife and wild places the traction has to come not from the regurgitation of bad-news data but from the poets, prophets, preachers, professors, and presidents who have always dared to inspire. Heart and mind cannot be exclusive of one another in the fight to save anything. To help others understand nature is to make it breathe like some giant: a revolving, evolving, celestial being with ecosystems acting as organs and the living things within those places -- humans included -- as cells vital to its survival.

Habit Testing.” It is a process inspired by the build-measure-learn methodology championed by the lean startup movement. Habit Testing offers insights and actionable data to inform the design of habit-forming products. It helps clarify who your devotees are, what parts of your product are habit-forming (if any), and why those aspects of your product are changing user behavior.

Millions of people across the world live in a state of acute environmental crises caused by the lack of access to safe and usable water resources, because of natural disasters, socio-economic conditions, wars and conflicts. At Green the Gene, we are developing extremely simple yet highly technology and data intensive solutions tailored to address extremely specific problems faced by communities.

More often than not, at the end of the day (or a month, or a year), you realize that your initial idea was wrong, and you have to try something else. These are the moments of frustration and despair. You feel that you have wasted an enormous amount of time, with nothing to show for it. This is hard to stomach. But you can never give up. You go back to the drawing board, you analyze more data, you learn from your previous mistakes, you try to come up with a better idea. And every once in a while, suddenly, your idea starts to work. It's as if you had spent a fruitless day surfing, when you finally catch a wave: you try to hold on to it and ride it for as long as possible. At moments like this, you have to free your imagination and let the wave take you as far as it can. Even if the idea sounds totally crazy at first.

To understand this first event, you need to know that we rely on Unix and Linux machines to store the thousands of computer files that comprise all the shots of any given film. And on those machines, there is a command—/bin/rm -r -f *—that removes everything on the file system as fast as it can. Hearing that, you can probably anticipate what’s coming: Somehow, by accident, someone used this command on the drives where the Toy Story 2 files were kept. Not just some of the files, either. All of the data that made up the pictures, from objects to backgrounds, from lighting to shading, was dumped out of the system. First, Woody’s hat disappeared. Then his boots. Then he disappeared entirely. One by one, the other characters began to vanish, too: Buzz, Mr. Potato Head, Hamm, Rex. Whole sequences—poof!—were deleted from the drive. Oren

In the name of speed, Morse and Vail had realized that they could save strokes by reserving the shorter sequences of dots and dashes for the most common letters. But which letters would be used most often? Little was known about the alphabet’s statistics. In search of data on the letters’ relative frequencies, Vail was inspired to visit the local newspaper office in Morristown, New Jersey, and look over the type cases.

I like to ensure that I have music and art all around me. My personal favorite is old maps. What I love about old maps is that they are both beautiful and imperfect. These imperfections represent that some of the most talented in history were still very wrong (early cartography was very difficult). As the majority of my work is analysis and advisory, I find it a valuable reminder that my knowledge is limited. No matter how much data or insight I have, I can never fully “map out” any business. Yet, despite the incompleteness of these early cartographers, so much was learned of the world. So much done and accomplished. Therefore, these maps, or art pieces, serve as something to inspire both humility and achievement. This simple environmental factor helps my productivity and the overall quality of my work. Again, it’s like adding positive dice to my hand that are rolled each day.

High-quality and transparent data, clearly documented, timely rendered, and publicly available are the sine qua non of competent public health management. During a pandemic, reliable and comprehensive data are critical for determining the behavior of the pathogen, identifying vulnerable populations, rapidly measuring the effectiveness of interventions, mobilizing the medical community around cutting-edge disease management, and inspiring cooperation from the public. The shockingly low quality of virtually all relevant data pertinent to COVID-19, and the quackery, the obfuscation, the cherrypicking and blatant perversion would have scandalized, offended, and humiliated every prior generation of American public health officials. Too often, Dr. Fauci was at the center of these systemic deceptions. The “mistakes” were always in the same direction—inflating the risks of coronavirus and the safety and efficacy of vaccines in

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.

Google had a built-in disadvantage in the social networking sweepstakes. It was happy to gather information about the intricate web of personal and professional connections known as the “social graph” (a term favored by Facebook’s Mark Zuckerberg) and integrate that data as signals in its search engine. But the basic premise of social networking—that a personal recommendation from a friend was more valuable than all of human wisdom, as represented by Google Search—was viewed with horror at Google. Page and Brin had started Google on the premise that the algorithm would provide the only answer. Yet there was evidence to the contrary. One day a Googler, Joe Kraus, was looking for an anniversary gift for his wife. He typed “Sixth Wedding Anniversary Gift Ideas” into Google, but beyond learning that the traditional gift involved either candy or iron, he didn’t see anything creative or inspired. So he decided to change his status message on Google Talk, a line of text seen by his contacts who used Gmail, to “Need ideas for sixth anniversary gift—candy ideas anyone?” Within a few hours, he got several amazing suggestions, including one from a colleague in Europe who pointed him to an artist and baker whose medium was cake and candy. (It turned out that Marissa Mayer was an investor in the company.) It was a sobering revelation for Kraus that sometimes your friends could trump algorithmic search.

The platforms, designed to accommodate and harvest infinite data, inspired an infinite scroll. They encouraged a cultural impulse to fill all spare time with someone else’s thoughts. The internet was a collective howl, an outlet for everyone to prove that they mattered. The full spectrum of human emotion infused social platforms. Grief, joy, anxiety, mundanity flowed. People were saying nothing, and saying it all the time. Strangers swapped confidences with other strangers in return for unaccredited psychological advice. They shared stories of private infidelities and public incontinence; photos of their bedroom interiors; photos, faded and cherished, of long-dead family members; photos of their miscarriages. People were giving themselves away at every opportunity.

Trump doesn’t happen in a country where things are going well. People give in to their baser instincts when they lose faith in the future. The pessimism and anger necessary for this situation has been building for a generation, and not all on one side. A significant number of Trump voters voted for Obama eight years ago. A lot of those were in rust-belt states that proved critical to his election. What happened there? Trump also polled 2–1 among veterans, despite his own horrific record of deferments and his insulting of every vet from John McCain to Humayun Khan. Was it possible that his rhetoric about ending “our current policy of regime change” resonated with recently returned vets? The data said yes. It may not have been decisive, but it likely was one of many factors. It was also common sense, because this was one of his main themes on the campaign trail—Trump clearly smelled those veteran votes. The Trump phenomenon was also about a political and media taboo: class. When the liberal arts grads who mostly populate the media think about class, we tend to think in terms of the heroic worker, or whatever Marx-inspired cliché they taught us in college. Because of this, most pundits scoff at class, because when they look at Trump crowds, they don’t see Norma Rae or Matewan. Instead, they see Married with Children, a bunch of tacky mall-goers who gobble up crap movies and, incidentally, hate the noble political press. Our take on Trump voters was closer to Orwell than Marx: “In reality very little was known about the proles. It was not necessary to know much.” Beyond the utility that calling everything racism had for both party establishments, it was good for that other sector, the news media.

G. Stanley Hall, a creature of his times, believed strongly that adolescence was determined – a fixed feature of human development that could be explained and accounted for in scientific fashion. To make his case, he relied on Haeckel's faulty recapitulation idea, Lombroso's faulty phrenology-inspired theories of crime, a plethora of anecdotes and one-sided interpretations of data. Given the issues, theories, standards and data-handling methods of his day, he did a superb job. But when you take away the shoddy theories, put the anecdotes in their place, and look for alternate explanations of the data, the bronze statue tumbles hard. I have no doubt that many of the street teens of Hall's time were suffering or insufferable, but it's a serious mistake to develop a timeless, universal theory of human nature around the peculiarities of the people of one's own time and place.

If Bezos took one leadership principle most to heart—which would also come to define the next half decade at Amazon—it was principal #8, “think big”: Thinking small is a self-fulfilling prophecy. Leaders create and communicate a bold direction that inspires results. They think differently and look around corners for ways to serve customers. In 2010, Amazon was a successful online retailer, a nascent cloud provider, and a pioneer in digital reading. But Bezos envisioned it as much more. His shareholder letter that year was a paean to the esoteric computer science disciplines of artificial intelligence and machine learning that Amazon was just beginning to explore. It opened by citing a list of impossibly obscure terms such as “naïve Bayesian estimators,” “gossip protocols,” and “data sharding.” Bezos wrote: “Invention is in our DNA and technology is the fundamental tool we wield to evolve and improve every aspect of the experience we provide our customers.

[THE DAILY BREATH] Blaise Pascal, the famous mathematician, once said: "To those who wish to see, God gives them sufficient light. To those who doesn't wish to see, God gives them sufficient darkness." Seeing the Truth is a choice. Listening to my words is a choice. Healing is a choice. If want scientific evidence about the existence of God, there is a wealth of data to support it. Dr. Jeffrey Long, M.D. used the best scientific techniques available today to study more than 4,000 people who had near-death experiences and found themselves face to face with our Heavenly Father. Read the book "God and the Afterlife" and you will find it. If you want scientific evidence about Jesus being the Son of God, Lee Strobel, an atheist investigative journalist discovered it. Read the book "The Case for Christ" and you will find it. If you want scientific evidence about Jesus still healing today, study the ministries of Dr. Charles Ndifon, T.L. Osborn, Kathryn Kuhlman among others, and you will find it. But most importantly, if you want to fill the emptiness within you, and experience the perfect love, mercy and forgiveness, if you want to live in the peace of our Heavenly Father, give your body, your mind and your heart to Christ. Give your life to Jesus. The empty place you feel in your heart is reserved only for the spirit of Christ and nothing from this world will fill it. Look up to heaven, behold Jesus and Live.

Your story isn’t powerful enough if all it does is lead the horse to water; it has to inspire the horse to drink, too. On social media, the only story that can achieve that goal is one told with native content. Native content amps up your story’s power. It is crafted to mimic everything that makes a platform attractive and valuable to a consumer—the aesthetics, the design, and the tone. It also offers the same value as the other content that people come to the platform to consume. Email marketing was a form of native content. It worked well during the 1990s because people were already on email; if you told your story natively and provided consumers with something they valued on that platform, you got their attention. And if you jabbed enough to put them in a purchasing mind-set, you converted. The rules are the same now that people spend their time on social media. It can’t tell you what story to tell, but it can inform you how your consumer wants to hear it, when he wants to hear it, and what will most make him want to buy from you. For example, supermarkets or fast-casual restaurants know from radio data that one of the ideal times to run an ad on the radio is around 5:00 P.M., when moms are picking up the kids and deciding what to make for dinner, and even whether they have the energy to cook. Social gives you the same kind of insight. Maybe the data tells you that you should post on Facebook early in the morning before people settle

The motor activities we take for granted—getting out of a chair and walking across a room, picking up a cup and drinking coffee,and so on—require integration of all the muscles and sensory organs working smoothly together to produce coordinated movements that we don't even have to think about. No one has ever explained how the simple code of impulses can do all that. Even more troublesome are the higher processes, such as sight—in which somehow we interpret a constantly changing scene made of innumerable bits of visual data—or the speech patterns, symbol recognition, and grammar of our languages.Heading the list of riddles is the "mind-brain problem" of consciousness, with its recognition, "I am real; I think; I am something special." Then there are abstract thought, memory, personality,creativity, and dreams. The story goes that Otto Loewi had wrestled with the problem of the synapse for a long time without result, when one night he had a dream in which the entire frog-heart experiment was revealed to him. When he awoke, he knew he'd had the dream, but he'd forgotten the details. The next night he had the same dream. This time he remembered the procedure, went to his lab in the morning, did the experiment, and solved the problem. The inspiration that seemed to banish neural electricity forever can't be explained by the theory it supported! How do you convert simple digital messages into these complex phenomena? Latter-day mechanists have simply postulated brain circuitry so intricate that we will probably never figure it out, but some scientists have said there must be other factors.

Well before the end of the 20th century however print had lost its former dominance. This resulted in, among other things, a different kind of person getting elected as leader. One who can present himself and his programs in a polished way, as Lee Quan Yu you observed in 2000, adding, “Satellite television has allowed me to follow the American presidential campaign. I am amazed at the way media professionals can give a candidate a new image and transform him, at least superficially, into a different personality. Winning an election becomes, in large measure, a contest in packaging and advertising. Just as the benefits of the printed era were inextricable from its costs, so it is with the visual age. With screens in every home entertainment is omnipresent and boredom a rarity. More substantively, injustice visualized is more visceral than injustice described. Television played a crucial role in the American Civil rights movement, yet the costs of television are substantial, privileging emotional display over self-command, changing the kinds of people and arguments that are taken seriously in public life. The shift from print to visual culture continues with the contemporary entrenchment of the Internet and social media, which bring with them four biases that make it more difficult for leaders to develop their capabilities than in the age of print. These are immediacy, intensity, polarity, and conformity. Although the Internet makes news and data more immediately accessible than ever, this surfeit of information has hardly made us individually more knowledgeable, let alone wiser, as the cost of accessing information becomes negligible, as with the Internet, the incentives to remember it seem to weaken. While forgetting anyone fact may not matter, the systematic failure to internalize information brings about a change in perception, and a weakening of analytical ability. Facts are rarely self-explanatory; their significance and interpretation depend on context and relevance. For information to be transmuted into something approaching wisdom it must be placed within a broader context of history and experience. As a general rule, images speak at a more emotional register of intensity than do words. Television and social media rely on images that inflamed the passions, threatening to overwhelm leadership with the combination of personal and mass emotion. Social media, in particular, have encouraged users to become image conscious spin doctors. All this engenders a more populist politics that celebrates utterances perceived to be authentic over the polished sound bites of the television era, not to mention the more analytical output of print. The architects of the Internet thought of their invention as an ingenious means of connecting the world. In reality, it has also yielded a new way to divide humanity into warring tribes. Polarity and conformity rely upon, and reinforce, each other. One is shunted into a group, and then the group polices once thinking. Small wonder that on many contemporary social media platforms, users are divided into followers and influencers. There are no leaders. What are the consequences for leadership? In our present circumstances, Lee's gloomy assessment of visual media's effects is relevant. From such a process, I doubt if a Churchill or Roosevelt or a de Gaulle can emerge. It is not that changes in communications technology have made inspired leadership and deep thinking about world order impossible, but that in an age dominated by television and the Internet, thoughtful leaders must struggle against the tide.

We need to be humble enough to recognize that unforeseen things can and do happen that are nobody’s fault. A good example of this occurred during the making of Toy Story 2. Earlier, when I described the evolution of that movie, I explained that our decision to overhaul the film so late in the game led to a meltdown of our workforce. This meltdown was the big unexpected event, and our response to it became part of our mythology. But about ten months before the reboot was ordered, in the winter of 1998, we’d been hit with a series of three smaller, random events—the first of which would threaten the future of Pixar. To understand this first event, you need to know that we rely on Unix and Linux machines to store the thousands of computer files that comprise all the shots of any given film. And on those machines, there is a command—/bin/rm -r -f *—that removes everything on the file system as fast as it can. Hearing that, you can probably anticipate what’s coming: Somehow, by accident, someone used this command on the drives where the Toy Story 2 files were kept. Not just some of the files, either. All of the data that made up the pictures, from objects to backgrounds, from lighting to shading, was dumped out of the system. First, Woody’s hat disappeared. Then his boots. Then he disappeared entirely. One by one, the other characters began to vanish, too: Buzz, Mr. Potato Head, Hamm, Rex. Whole sequences—poof!—were deleted from the drive. Oren Jacobs, one of the lead technical directors on the movie, remembers watching this occur in real time. At first, he couldn’t believe what he was seeing. Then, he was frantically dialing the phone to reach systems. “Pull out the plug on the Toy Story 2 master machine!” he screamed. When the guy on the other end asked, sensibly, why, Oren screamed louder: “Please, God, just pull it out as fast as you can!” The systems guy moved quickly, but still, two years of work—90 percent of the film—had been erased in a matter of seconds. An hour later, Oren and his boss, Galyn Susman, were in my office, trying to figure out what we would do next. “Don’t worry,” we all reassured each other. “We’ll restore the data from the backup system tonight. We’ll only lose half a day of work.” But then came random event number two: The backup system, we discovered, hadn’t been working correctly. The mechanism we had in place specifically to help us recover from data failures had itself failed. Toy Story 2 was gone and, at this point, the urge to panic was quite real. To reassemble the film would have taken thirty people a solid year. I remember the meeting when, as this devastating reality began to sink in, the company’s leaders gathered in a conference room to discuss our options—of which there seemed to be none. Then, about an hour into our discussion, Galyn Susman, the movie’s supervising technical director, remembered something: “Wait,” she said. “I might have a backup on my home computer.” About six months before, Galyn had had her second baby, which required that she spend more of her time working from home. To make that process more convenient, she’d set up a system that copied the entire film database to her home computer, automatically, once a week. This—our third random event—would be our salvation. Within a minute of her epiphany, Galyn and Oren were in her Volvo, speeding to her home in San Anselmo. They got her computer, wrapped it in blankets, and placed it carefully in the backseat. Then they drove in the slow lane all the way back to the office, where the machine was, as Oren describes it, “carried into Pixar like an Egyptian pharaoh.” Thanks to Galyn’s files, Woody was back—along with the rest of the movie.

Humans do inspiration; machines do validation.

Life is not meant to be an interstate highway. It's a winding mountain road with hills and dips, stop signs and school zones. Let friends and family be the data for your GPS satellite feed, and never forget that sometimes an unexpected detour leads to a hidden miracle.

Scientists fail all the time. We just brand it differently. We call it data.

WHILE I THINK the reasons for postmortems are compelling, I know that most people still resist them. So I want to share some techniques that can help managers get the most out of them. First of all, vary the way you conduct them. By definition, postmortems are supposed to be about lessons learned, so if you repeat the same format, you tend to uncover the same lessons, which isn’t much help to anyone. Even if you come up with a format that works well in one instance, people will know what to expect the next time, and they will game the process. I’ve noticed what might be called a “law of subverting successful approaches,” by which I mean once you’ve hit on something that works, don’t expect it to work again, because attendees will know how to manipulate it the second time around. So try “mid-mortems” or narrow the focus of your postmortem to special topics. At Pixar, we have had groups give courses to others on their approaches. We have occasionally formed task forces to address problems that span several films. Our first task force dramatically altered the way we thought about scheduling. The second one was an utter fiasco. The third one led to a profound change at Pixar, which I’ll discuss in the final chapter. Next, remain aware that, no matter how much you urge them otherwise, your people will be afraid to be critical in such an overt manner. One technique I’ve used to soften the process is to ask everyone in the room to make two lists: the top five things that they would do again and the top five things that they wouldn’t do again. People find it easier to be candid if they balance the negative with the positive, and a good facilitator can make it easier for that balance to be struck. Finally, make use of data. Because we’re a creative organization, people tend to assume that much of what we do can’t be measured or analyzed. That’s wrong. Many of our processes involve activities and deliverables that can be quantified. We keep track of the rates at which things happen, how often something has to be reworked, how long something actually took versus how long we estimated it would take, whether a piece of work was completely finished or not when it was sent to another department, and so on. I like data because it is neutral—there are no value judgments, only facts. That allows people to discuss the issues raised by data less emotionally than they might an anecdotal experience.

The core functions of an FIU call for objectivity in decision making, the timely processing of incoming information, and strict protection of confidential data. As the exchange of information between FIUs is based in large part on trust, building an FIU that inspires trust from its counterparts is key to effective cooperation.

first of which would threaten the future of Pixar. To understand this first event, you need to know that we rely on Unix and Linux machines to store the thousands of computer files that comprise all the shots of any given film. And on those machines, there is a command—/bin/rm -r -f *—that removes everything on the file system as fast as it can. Hearing that, you can probably anticipate what’s coming: Somehow, by accident, someone used this command on the drives where the Toy Story 2 files were kept. Not just some of the files, either. All of the data that made up the pictures, from objects to backgrounds, from lighting to shading, was dumped out of the system. First, Woody’s hat disappeared. Then his boots. Then he disappeared entirely. One by one, the other characters began to vanish, too: Buzz, Mr. Potato Head, Hamm, Rex. Whole sequences—poof!—were deleted from the drive.

But then came random event number two: The backup system, we discovered, hadn’t been working correctly. The mechanism we had in place specifically to help us recover from data failures had itself failed. Toy Story 2 was gone and, at this point, the urge to panic was quite real.

Passage Five: From Business Manager to Group Manager This is another leadership passage that at first glance doesn’t seem overly arduous. The assumption is that if you can run one business successfully, you can do the same with two or more businesses. The flaw in this reasoning begins with what is valued at each leadership level. A business manager values the success of his own business. A group manager values the success of other people’s businesses. This is a critical distinction because some people only derive satisfaction when they’re the ones receiving the lion’s share of the credit. As you might imagine, a group manager who doesn’t value the success of others will fail to inspire and support the performance of the business managers who report to him. Or his actions might be dictated by his frustration; he’s convinced he could operate the various businesses better than any of his managers and wishes he could be doing so. In either instance, the leadership pipeline becomes clogged with business managers who aren’t operating at peak capacity because they’re not being properly supported or their authority is being usurped. This level also requires a critical shift in four skill sets. First, group managers must become proficient at evaluating strategy for capital allocation and deployment purposes. This is a sophisticated business skill that involves learning to ask the right questions, analyze the right data, and apply the right corporate perspective to understand which strategy has the greatest probability of success and therefore should be funded. The second skill cluster involves development of business managers. As part of this development, group managers need to know which of the function managers are ready to become business managers. Coaching new business managers is also an important role for this level. The third skill set has to do with portfolio strategy. This is quite different from business strategy and demands a perceptual shift. This is the first time managers have to ask these questions: Do I have the right collection of businesses? What businesses should be added, subtracted, or changed to position us properly and ensure current and future earnings? Fourth, group managers must become astute about assessing whether they have the right core capabilities. This means avoiding wishful thinking and instead taking a hard, objective look at their range of resources and making a judgment based on analysis and experience. Leadership becomes more holistic at this level. People may master the required skills, but they won’t perform at full leadership capacity if they don’t begin to see themselves as broad-gauged executives. By broad-gauged, we mean that managers need to factor in the complexities of running multiple businesses, thinking in terms of community, industry, government,

For the hardest problems—the ones we really want to solve but haven’t been able to, like curing cancer—pure nature-inspired approaches are probably too uninformed to succeed, even given massive amounts of data. We can in principle learn a complete model of a cell’s metabolic networks by a combination of structure search, with or without crossover, and parameter learning via backpropagation, but there are too many bad local optima to get stuck in. We need to reason with larger chunks, assembling and reassembling them as needed and using inverse deduction to fill in the gaps. And we need our learning to be guided by the goal of optimally diagnosing cancer and finding the best drugs to cure it. Optimal learning is the Bayesians’ central goal, and they are in no doubt that they’ve figured out how to reach it. This way, please …

I teach not by feeding the mind with data but by kindling the mind.

Divine revelation through the inspired Scriptures offers data which lie altogether outside of and above the power of the mind to discover. The mind can make its deductions after it has received these data by faith, but it cannot find them by itself.

The first thing most people do , when they wake up. They check their mobile to see if they are missing something. They try to be updated and to catch on what is happening in the world. Sometimes choose to log of from your social media and try to catch up with your reality. Catch up on your goals and dreams. Catch up with your family, friends and colleagues. Catch up with people around you. No matter how addictive social media is. Your on Wi-FI or how many data you have. You should never lose touch with the real world .

One additional bizarre Trump-inspired change to reporting that took place in 2016 involved polls: we increasingly ignored data favorable to Trump and pushed surveys suggesting a Clinton landslide. The Times ran a piece in October pronouncing the race essentially over, telling us to expect a “sweeping victory at every level” for Clinton.

Back in the late nineties, Ellen Galinsky, the president and co-founder of the Families and Work Institute, had an inspired idea. Rather than blithely speculating about how children experience their parents’ efforts to balance work and home, she decided to ask them directly. Her organization did a detailed, comprehensive survey of over 1,023 kids, ages eight to eighteen, and in 1999 she published and analyzed the results in Ask the Children: What America’s Children Really Think About Working Parents. The data were quite clear: 85 percent of Americans may believe that parents don’t spend enough time with their kids, but just 10 percent of the kids in Galinsky’s survey wanted more time with their mothers, and just 16 percent wanted more time with their dads. A full 34 percent, however, wished their mothers would be “less stressed.

The present is all we have for action, for living. Everything else is either historical or hypothetical. Immutable data and uncertain potentialities that can be learned from and planned for, but only in the present.

A designer is an emerging synthesis of artist, inventor, mechanic, objective economist, and evolutionary strategist.” Buckminster Fuller

We hope that data shown well will convince audiences to sprint to the side of reason. [...] Our best efforts sometimes fail to persuade. People are often numb to evidence.

Things we have done and said and experienced, or things that have been said and done to us, those are recorded. Facsimiles of a bygone present. It’s data, more or less. What we do with that data, with that information, has impact on how we feel and what we choose to do in the now.

The powerful thinkers are those who make connections, think logically, and use space, data, and numbers creatively.

These higher-order capabilities are the products of passion, of a commitment to something that inspires us, something outside ourselves that needs and deserves the best of who we are. Initiative, creativity, and valor can’t be commanded. They are gifts. Every employee gets to decide, “Do I bring these gifts to work today, or not?” and as the Gallup data suggests, the answer is usually “no” and, sometimes, “hell, no.

We are an intricate species whose faults are well documented, but whose many inspired gifts and evergreen qualities are yet to be tapped

There are five ways technology can boost marketing practices: Make more informed decisions based on big data. The greatest side product of digitalization is big data. In the digital context, every customer touchpoint—transaction, call center inquiry, and email exchange—is recorded. Moreover, customers leave footprints every time they browse the Internet and post something on social media. Privacy concerns aside, those are mountains of insights to extract. With such a rich source of information, marketers can now profile the customers at a granular and individual level, allowing one-to-one marketing at scale. Predict outcomes of marketing strategies and tactics. No marketing investment is a sure bet. But the idea of calculating the return on every marketing action makes marketing more accountable. With artificial intelligence–powered analytics, it is now possible for marketers to predict the outcome before launching new products or releasing new campaigns. The predictive model aims to discover patterns from previous marketing endeavors and understand what works, and based on the learning, recommend the optimized design for future campaigns. It allows marketers to stay ahead of the curve without jeopardizing the brands from possible failures. Bring the contextual digital experience to the physical world. The tracking of Internet users enables digital marketers to provide highly contextual experiences, such as personalized landing pages, relevant ads, and custom-made content. It gives digital-native companies a significant advantage over their brick-and-mortar counterparts. Today, the connected devices and sensors—the Internet of Things—empowers businesses to bring contextual touchpoints to the physical space, leveling the playing field while facilitating seamless omnichannel experience. Sensors enable marketers to identify who is coming to the stores and provide personalized treatment. Augment frontline marketers’ capacity to deliver value. Instead of being drawn into the machine-versus-human debate, marketers can focus on building an optimized symbiosis between themselves and digital technologies. AI, along with NLP, can improve the productivity of customer-facing operations by taking over lower-value tasks and empowering frontline personnel to tailor their approach. Chatbots can handle simple, high-volume conversations with an instant response. AR and VR help companies deliver engaging products with minimum human involvement. Thus, frontline marketers can concentrate on delivering highly coveted social interactions only when they need to. Speed up marketing execution. The preferences of always-on customers constantly change, putting pressure on businesses to profit from a shorter window of opportunity. To cope with such a challenge, companies can draw inspiration from the agile practices of lean startups. These startups rely heavily on technology to perform rapid market experiments and real-time validation.

To be data centric, is to be person centric.

I am a drifting sailor on oceans of data plugged to ports of USB.

Just as YouTube started with manual curation, most networked products can start with manual efforts. This means exercising editorial judgment, or allowing users to curate content themselves. The App Store has millions of apps, so when Apple releases a list of “Apps of the Year” in the App Store, it aids discovery for consumers but also inspires app developers to invest in the design and quality of their products. Or platforms can leverage user-generated content, where content is organized by the ever-popular hashtag—one example is Amazon’s wish lists, which are driven primarily by users without editors. Similarly, using implicit data—whether that’s attributes of the content or grouping the originator by their company or college email domain name—can bring people together with data from the network. Twitter uses a hybrid approach—the team analyzes activity on the network to identify trending events, which are then editorialized into stories.

If you do succeed in persuading them, you’ve only done so on an intellectual basis. That’s not good enough, because people are not inspired to act by reason alone

We’re swimming in an ocean of information like none of our ancestors before us. And this access to abundant sources of data presents a mixed blessing. There is so much competing information, both trivial and significant.

If you have an idea worth spreading, you don’t need permission from anybody to spread it. If you have an idea worth spreading, the reliable research, data and definitions can be added later. If you have an idea worth spreading, you can sound it out with some loyal friends and let them remind you how much hard-won experience you’ve racked up—how many thousands of hours in deliberate practice.

Ears and eyes are the avenues of data and information Information is absorbed and never used carefully Carefully organize, replace, and change your data Data must be up to date for current use Use what you have learned along ago and today Today you must learn and collect new information Information and data helps to clear eyes and hear well Well, you may hear and see your Happiness Happiness Exist

For me, Universe is an Infinite Storage Drive: No one having the access to fetch or restore the data from it. But Science is trying its best - so let it be." - T∆Nv€€π /*|*\

Mobile phone apps – 2012 Before building a QuickBooks app, I decided to try iPhone and Android apps. This my first experience entering an app store. Unfortunately, the apps failed for many reasons: User base too small: There are millions of mobile phone users, but that does not translate to millions of users for your software. There is a subsection of a user base that matters most. Too many competitors: The app stores were oversaturated. There were over a million apps, literally. There was no way to stand out from the rest. My apps became me-too apps. The Intuit app stores were just getting started at the time and there were far fewer apps. Difficult to gain entry: I tried game development, and good games are expensive to produce. You need a soundtrack and graphic designers. The cost of making an exceptional game is outrageous. There was no way I could afford it. Failed to show value: Since most apps were free, users refused to pay me. I tried in-app purchases, but most users were uninterested. I learned that businesses were a better target because I could show them how to save time. Failed to solve a problem: In my eyes, app stores were the only way to advertise my game. I failed to tap into my potential user base. Businesses have a clear data entry problem that I can fix, but consumers were too difficult to sell to. Technical issues: I submitted one app to the Windows Marketplace, and it failed 15 times. I had to wait for Apple to publish updates to my app weekly. I learned that my next plugin must receive updates in a few hours, instead of a few days. Users simply cannot wait this long for an issue to get fixed. This was the most important lesson that I learned, and it inspired me to make a cloud-based system. Different devices:

Facebook was an infinite player that now seems to be moving down a more finite path. Founded in 2004, Facebook came to life with a well-articulated Cause to “give people the power to build community and bring the world closer together.” Today, however, it finds itself embroiled in scandals that do anything but “bring the world closer together.” Facebook has been accused of violating their users’ privacy, tracking our habits online (even when we’re not on Facebook), failing to adequately police fake accounts or fake news disseminated across their service, then using all the data they collect either to sell or to maximize the dollars they can earn from selling advertising. I doubt this is what Mark Zuckerberg meant by “giving people power.” Has Facebook veered from their once inspiring infinite path because of the overwhelming pressure their leaders feel to answer to Wall Street’s finite expectations? Is it because they are doubling down on a business model driven by selling advertising instead of making an Existential Flex to reshape the entire company? Is it because their leaders have lost connection with their Just Cause and who they need to be primarily serving in order to keep the game in play? Is it hubris? Today, when Facebook does right by the people, it is too often a result of public pressure or scandal and rarely a proactive decision made to protect those they serve and advance their Cause. Facebook reacted to the scandal that erupted around Cambridge Analytica, for example, only after there was a scandal, even though they were aware of Cambridge Analytica’s unethical practices before we found out about

Inspired by the tangled webs of neurons in our brains, deep learning constructs software layers of artificial neural networks with input and output layers. Data is fed into the input layer of the network, and a result emerges from the output layer of the network. In between the input and output layers may be up to thousands of other layers, hence the name “deep” learning.

As you’ll read in these stories, almost to a person these subjects were highly intelligent and educated people of science. But it wasn’t until after their NDE experience did they fully begin to understand the power of the super-conscious mind and its existence outside the human brain. The super-conscious mind is the source of all pure creativity. It is the super-conscious mind that is functioning at the creation of anything that is completely new in the universe. The super-conscious mind is tapped into and used by all the great inventors, writers, artists and composers of history on a regular basis, right up to the present day. Every great work of art or creativity is infused with super-conscious energy. Your super-conscious mind can access every piece of information stored in your conscious and subconscious minds. It can also access data and ideas outside your own experience, because it actually lies outside your human mind. This is why it is called a form of universal intelligence. You will often get ideas that come to you from far beyond you. It is not unusual for two people separated by thousands of miles of distance to come up with the same idea at the same time. When you are well-attuned to another person, such as your spouse or mate, you will often have thoughts identical to him or her at the same time during the day, and you will only find out that you had reached the same conclusion when you compare notes hours later. This is an example of your super-conscious mind at work. Sometimes when you are with other positive, goal-oriented people, your combined super-conscious minds will form a higher mind that you can all tap into. This is why, when you are involved in a conversation or listening to a lecture, ideas and inspirations will often leap into your mind that have no direct connection to what is being discussed. But those ideas and inspirations may be exactly what you need at that moment to move you forward on your journey. Because of your super-conscious powers, virtually anything that you can hold in your mind on a continuing basis, you can have. Emerson wrote, “A man becomes what he thinks about, most of the time.” Earl Nightingale wrote, “You become what you think about.” In the Bible it says that, “Whatsoever a man soweth, that also shall he reap.” And this law of sowing and reaping refers to mental states; to your thoughts. Of course, there is a potential danger in the use of your super-conscious mind. It is like fire - a wonderful servant, but a terrible master. If you use it improperly, and think negative, fearful thoughts, your super-conscious mind will accept your thoughts as a command and go to work to materialize them into your reality.

Above all, there was a belief in the revolution and the future, a feeling of having suddenly emerged into an era of equality and freedom. This is what we’re after. This is worth giving up the rooting-tooting boots for: belief, togetherness, equality. This is why people get obsessed with festivals, or clubs, or drugs, or football, or other temporal approximations of togetherness; these distilled vials of the elixir are craved by our starved souls. I’m as materialistic as the next man, probably more, given that the next man is George Orwell, and I am prepared to relinquish my trinkets for a shot at living in that ramshackle paradise. Human beings were trying to behave as human beings and not as cogs in the capitalist machine. Orwell wrote this in the mid-thirties. Consider how radically capitalism has advanced since then. In his great dystopian fiction 1984, Orwell described a totalitarian regime where humans were constantly observed, scrutinized, and manipulated, where freedom had been entirely eroded, omnipotent institutions dominated, and every home glowed with the mandatory TV screen streaming state-sponsored data. Well, he was spot on, aside from a bit of glitter and the fact that we voluntarily install our own screens. Orwell saw this brief period in Spanish history as a potential template for an alternative future. Ordinary workers took over their businesses and factories and ran them democratically. Naturally, they were brutally massacred by a multitude of enemies—the fascists, communists, and liberal democracies all coiled about them in a terrified asphyxiating clench. I’d never heard of this Revolution. The reason for this is, of course, that it’s so fucking inspiring. The Revolutions that we’re taught about are ones that wind neatly back to repression of one flavor or another and convey the bleak, despairing narrative that makes the forms of impoverishment we live with now, whether financial or spiritual, seem preferable. No one, absolutely no one, will tell you that an alternative is possible, and the ways and means are strewn all about us. A lot of other political struggles and social uprisings labeled “Revolutions” are, in my mind, unworthy of the term, in that they were simply a hegemonic exchange. Whether it’s the Russian Revolution, which led to Stalinism, or the American Revolution, which led to corporate oligarchy. The Revolution we advocate ought to have two irrefutable components: 1) nonviolence, and 2) the radical improvement of the quality of life for ordinary people.

As studies have shown, there’s a difference between data, information, and knowledge. Always assess what you're gaining.

There is objective and subjective data in your story. It’s possible to identify, compile, and process that data to gain insight on how you can apply the science of quality management to your career.

Jon Freach, director of design research at frog design, gave me three reasons why the externalization of data is critical for successful innovations: “First, the physicality of a dedicated room gives the project team a common space to work together in. Second, the room says to the organization, ‘this is important work’ and through its structure conveys an evolving narrative about what the team is learning and making. At any point in time, stakeholders can ‘read the room’ and walk away informed or inspired. The third, and possibly most useful function of a room filled with externalized data, is that it enables forced comparison of information and team dialogue to occur—two critical and often overlooked tools in a designer’s toolbox, both of which are essential to the act of sensemaking.

GPL Left Copy PAISX(PiphiAiSortXor) By: JRM Bacheloriate IST Project Incepted from June 14, 2017 to Mar. 3rd, 2023 9th XYZ StarGate = (Itemizer+Abstracter)[11].(Circlet + Ring + Diadem)[0110].PIRANDOM[1].ROMAN[1000] It randomizes stem objects, prefixes and sorts them alphabetically Inna standard normal distribution inspired by Diablo, and Data As A Service. The randomizer system creates blockchain objects, coins and/or envelopes the 5 pointed star for a two-way P2P hashing scheme, interprets and/or suffixes results.

When does this happen! What about your conscious mind, your brain, which shows you the truth at its own whims, ignores the data of the senses as it wants, and interprets it as it wants, enslaves you, colonizes you, marginalizes yourself and your truth, to survive in the body and enjoy. -How does he do it? Do you need me to tell you? After we agreed, my friend, that physical and psychological torment makes you imagine things that do not exist, contrary to the truth, and who is the one who controls the transmission of nerve signals for pain? Who controls the hormones and secretion of those that control your psychological state? Who is capable of subjecting you to the worst kinds of physical and psychological torment, to make you think that the bird is a leaf, who has the full power to do this to you? If I had a description then, it would not be more accurate than the weapon of your subconscious mind, with which it fights that devil in your head, its way to answer, find me, arrange my whole life, so that it can transcend your brain’s control over you.

What is the truth, but a disguised lie! His slogan, which he has always worked with; as it has no meaning in this world, rather it does not exist, everything is relative, so what is for me an irrefutable truth may be for others just an illusion. Each sees from his angle and according to the amount of data that his mind receives from the surrounding environment, and the result that the mentality deduced from linking and analyzing these data, is the truth then. What if we have the ability to manipulate the data? Then the truth becomes in our hands as a piece of dough, we shape it as we like, and sometimes, out of the perfection of the lie, when the truth appears, no one believes it. If the truth suits the desires and orientations of the mind, then it becomes your help to its owner, a loyal and obedient soldier in your hands, and whenever you whip it with many details, it decides to ignore them, and under pressure it will fill the gaps with the invented story on his own occurred. Good suspicion, misunderstanding, complicated matter, forgetfulness, trust, are all tools and justifications to bridge these gaps, then it realizes that its salvation from this torment is by believing the generalities of what it sees, and the conclusion, the final, is the truth. But before confronting Satan with its greatest weapon, you must first whip your mind, have it at your command, then you will be able to weave the greatest truth, not subject to criticism, nor denial from the angle that the victim sees.

-Do you know the difference between intellectual telepathy and emotional reincarnation? -Yes, telepathy is reading thoughts, and reading feelings and sensations. -Did it ever occur to you that someone is telepathy to you against your will? -Some people have this talent, or so they claim. Baibars: It is not a talent, but a knowledge. Physiognomy was never a talent, but rather an experience. People who travel a lot, social people, who have an appetite for information, and details, are the owners of physiognomy, who acquire it as a result of their experiences, all of which are stored in their subconscious mind, and the latter gives them results. In the form of emphatic feelings, we call it physiognomy, or talent. And basically, it’s based on data: we do not hear or know about anyone who has insight, who has earned this talent while sitting at home, but who is a frequent traveler. The more data you have, the more precise you are able to telepath with your target, and now telepathy is happening at every moment. With the technical revolution and the development and diversity of the means of all information, in many ways, social networking sites are not the first and will not be the last. With the development of computers, and their ability to process huge amounts of data, in a relatively acceptable time, and with the development of artificial intelligence software, and self-learning software, our privacy has become violated by many parties around the world, not only the intelligence services, but even studies and research centers, and decision-making institutions. They all collect an awful lot of data every day, and everyone in this world has a share of it. These software and computers will stand powerless if you strip them from their database, which must be constantly updated. Telepathy became available, easy, and possible, as never before. Physiognomy became electronic in the literal sense of the word. However, our feelings, and our emotions, remain our impenetrable fortress. If you decide to make your entire electronic life a made-up story, contrary to the reality of what you feel, such as expressing joy when you feel sad, this software will expect you from you other than what you really feel, it will fail. The more you are cunning, and deceitful in reincarnation, the more helpless it stands in knowing the truth of your feelings that no one else knows. All that is required of you is to express the opposite of what you feel. The randomness of humans, their spontaneity, and those they think are their free decisions, have been programmed by a package of factors surrounding them, which were imposed on them, including society, environment, conditions, and education. The challenge is to act neither spontaneously nor randomly, and here lies the meaning of the real free will. Can you imagine that? Your spontaneity is pre-programmed, and your random decisions that you think are absolutely free, are in fact not free, and until you are able to imagine this and believe in it, you will remain a slave to the system. To be free you must first overcome it, you must rebel against what you think is your free self. He was silent for a moment, took a breath from his cigarette, and what he was about to say now almost made him inevitable madness, a few years ago… -But, did it occur to you, Robert, that there is someone who can know the truth about your feelings, no matter how hard you try to fake them! And even knows it before you even feel it! A long moment of silence…

If you don’t have data, then all you have is an opinion.

Zhang is her brand’s face, design inspiration, marketing department, and much more. She and other web celebs find their customers on social media. The companies that run the back end are small, often no more than one or two hundred people, supporting over a dozen brands like LIN’s. They only sell online; they keep little to no inventory and own no factories. Yet they do a rousing business. In the first four months of 2015, LIN had 80 million RMB in sales (about US$11 million), keeping nearly 30 percent as pure profit.8 LIN and other web-celeb companies have evolved quickly since 2015 and can show readers from traditional industries a new approach to operations, marketing, and data-driven strategy.

Analytics can’t replace Judgment! Let judgement, personal involvement, learning, gut instinct, and inspiration be your guides, not simply numbers.

AI can process data, but the leader possesses the heart to empathize, the ethics to judge, the spark to inspire, the intuition to innovate, and the warmth to connect.

The platforms, designed to accommodate and harvest infinite data, inspired an infinite scroll. They encouraged a cultural impulse to fill all spare time with someone else’s thoughts. The internet was a collective howl, an outlet for everyone to prove that they mattered. The full spectrum of human emotion infused social platforms. Grief, joy, anxiety, mundanity flowed. People were saying nothing, and saying it all the time.