Installation Team Quotes

[T]his readiness to assume the guilt for the threats to our environment is deceptively reassuring: We like to be guilty since, if we are guilty, it all depends on us. We pull the strings of the catastrophe, so we can also save ourselves simply by changing our lives. What is really hard for us (at least in the West) to accept is that we are reduced to the role of a passive observer who sits and watches what our fate will be. To avoid this impotence, we engage in frantic, obsessive activities. We recycle old paper, we buy organic food, we install long-lasting light bulbs—whatever—just so we can be sure that we are doing something. We make our individual contribution like the soccer fan who supports his team in front of a TV screen at home, shouting and jumping from his seat, in the belief that this will somehow influence the game's outcome.

If the finest genius studies at one of our colleges, and is not installed in an office within one year afterwards in the cities or suburbs of Boston or New York, it seems to his friends and to himself that he is right in being disheartened, and in complaining the rest of his life. A sturdy lad from New Hampshire or Vermont, who in turn tries all the professions, who teams it, farms it, peddles, keeps a school, preaches, edits a newspaper, goes to Congress, buys a township, and so forth, in successive years, and always, like a cat, falls on his feet, is worth a hundred of these city dolls. He walks abreast with his days, and feels no shame in not 'studying a profession,' for he does not postpone his life, but lives already.

I found it odd that the transport was less interested in Sanctuary Moon, which took place on a colony, than Worldhoppers, which was about the crew of a large exploration ship. You’d think it would be too much like work—I avoided serials about survey teams and mining installations—but maybe familiar things were easier for

Several years ago, researchers at the University of Minnesota identified 568 men and women over the age of seventy who were living independently but were at high risk of becoming disabled because of chronic health problems, recent illness, or cognitive changes. With their permission, the researchers randomly assigned half of them to see a team of geriatric nurses and doctors—a team dedicated to the art and science of managing old age. The others were asked to see their usual physician, who was notified of their high-risk status. Within eighteen months, 10 percent of the patients in both groups had died. But the patients who had seen a geriatrics team were a quarter less likely to become disabled and half as likely to develop depression. They were 40 percent less likely to require home health services. These were stunning results. If scientists came up with a device—call it an automatic defrailer—that wouldn’t extend your life but would slash the likelihood you’d end up in a nursing home or miserable with depression, we’d be clamoring for it. We wouldn’t care if doctors had to open up your chest and plug the thing into your heart. We’d have pink-ribbon campaigns to get one for every person over seventy-five. Congress would be holding hearings demanding to know why forty-year-olds couldn’t get them installed. Medical students would be jockeying to become defrailulation specialists, and Wall Street would be bidding up company stock prices. Instead, it was just geriatrics. The geriatric teams weren’t doing lung biopsies or back surgery or insertion of automatic defrailers. What they did was to simplify medications. They saw that arthritis was controlled. They made sure toenails were trimmed and meals were square. They looked for worrisome signs of isolation and had a social worker check that the patient’s home was safe. How do we reward this kind of work? Chad Boult, the geriatrician who was the lead investigator of the University of Minnesota study, can tell you. A few months after he published the results, demonstrating how much better people’s lives were with specialized geriatric care, the university closed the division of geriatrics.

All technical managers must have hands-on experience. For example, managers of software teams must spend at least 20% of their time coding. Solar roof managers must spend time on the roofs doing installations. Otherwise, they are like a cavalry leader who can’t ride a horse or a general who can’t use a sword.

The caravans had once been pickup trucks, but now they were pulled by teams of horses on wheels of steel and wood. All of the pieces rendered useless by the end of gasoline had been removed—the engine, the fuel-supply system, all the other components that no one under the age of twenty had ever seen in operation—and a bench had been installed on top of each cab for the drivers.

Every change that is made to an application’s configuration, source code, environment, or data, triggers the creation of a new instance of the pipeline. One of the first steps in the pipeline is to create binaries and installers. The rest of the pipeline runs a series of tests on the binaries to prove that they can be released. Each test that the release candidate passes gives us more confidence that this particular combination of binary code, configuration information, environment, and data will work. If the release candidate passes all the tests, it can be released. The deployment pipeline has its foundations in the process of continuous integration and is in essence the principle of continuous integration taken to its logical conclusion. The aim of the deployment pipeline is threefold. First, it makes every part of the process of building, deploying, testing, and releasing software visible to everybody involved, aiding collaboration. Second, it improves feedback so that problems are identified, and so resolved, as early in the process as possible. Finally, it enables teams to deploy and release any version of their software to any environment at will through a fully automated process.

Suddenly life was good, even glamorous. We were poor but didn’t know it, or maybe we did know, but we didn’t care, because my mother had stopped disappearing into her bedroom. Our apartment building was surrounded by empty lots, which were all that separated us from the ocean. Within a couple of decades, those stretches of undeveloped land – prime coastline real estate –would be built upon, with upscale apartment complexes and million-dollar houses with ocean views. But in 1967, those barren lots were our magnificent private playground. I had a tomboy streak and recruited neighborhood boys onto an ad hoc softball team. Dieter and my mother installed a tetherball pole, which acted as a magnet for kids in the neighborhood. For the first time in years, we were enjoying what felt like a normal, quasi-suburban existence, with us at the center of everything–the popular kids with the endless playground.

The algorithm was sometimes accompanied by a few corollaries, among them: All technical managers must have hands-on experience. For example, managers of software teams must spend at least 20% of their time coding. Solar roof managers must spend time on the roofs doing installations. Otherwise, they are like a cavalry leader who can’t ride a horse or a general who can’t use a sword. Comradery is dangerous. It makes it hard for people to challenge each other’s work. There is a tendency to not want to throw a colleague under the bus. That needs to be avoided.

Hackers could even install brain spyware into the apps and devices you are using. A research team led by UC Berkeley computer science professor Dawn Song tried this on gamers who were using neural interface to control a video game. As they played, the researchers inserted subliminal images into the game and probed the players’ unconscious brains for reaction to stimuli—like postal addresses, bank details, or human faces. Unbeknownst to the gamers, the researchers were able to steal information from their brains by measuring their unconscious brain responses that signaled recognition to stimuli, including a PIN code for one gamer’s credit card and their home address.

If the finest genius studies at one of our colleges, and is not installed in an office within one year afterwards in the cities or suburbs of Boston or New York, it seems to his friends and to himself that he is right in being disheartened, and in complaining the rest of his life. A sturdy lad from New Hampshire or Vermont, who in turn tries all the professions, who teams it, farms it, [225] peddles, keeps a school, preaches, edits a newspaper, goes to Congress, buys a township, and so forth, in successive years, and always, like a cat, falls on his feet, is worth a hundred of these city dolls. He walks abreast with his days, and feels no shame in not "studying a profession," for he does not postpone his life, but lives already. He has not one chance, but a hundred chances.

1. Question every requirement. Each should come with the name of the person who made it. You should never accept that a requirement came from a department, such as from “the legal department” or “the safety department.” You need to know the name of the real person who made that requirement. Then you should question it, no matter how smart that person is. Requirements from smart people are the most dangerous, because people are less likely to question them. Always do so, even if the requirement came from me. Then make the requirements less dumb. 2. Delete any part or process you can. You may have to add them back later. In fact, if you do not end up adding back at least 10% of them, then you didn’t delete enough. 3. Simplify and optimize. This should come after step two. A common mistake is to simplify and optimize a part or a process that should not exist. 4. Accelerate cycle time. Every process can be speeded up. But only do this after you have followed the first three steps. In the Tesla factory, I mistakenly spent a lot of time accelerating processes that I later realized should have been deleted. 5. Automate. That comes last. The big mistake in Nevada and at Fremont was that I began by trying to automate every step. We should have waited until all the requirements had been questioned, parts and processes deleted, and the bugs were shaken out. The algorithm was sometimes accompanied by a few corollaries, among them: All technical managers must have hands-on experience. For example, managers of software teams must spend at least 20% of their time coding. Solar roof managers must spend time on the roofs doing installations. Otherwise, they are like a cavalry leader who can’t ride a horse or a general who can’t use a sword. Comradery is dangerous. It makes it hard for people to challenge each other’s work. There is a tendency to not want to throw a colleague under the bus. That needs to be avoided. It’s OK to be wrong. Just don’t be confident and wrong. Never ask your troops to do something you’re not willing to do. Whenever there are problems to solve, don’t just meet with your managers. Do a skip level, where you meet with the level right below your managers. When hiring, look for people with the right attitude. Skills can be taught. Attitude changes require a brain transplant. A maniacal sense of urgency is our operating principle. The only rules are the ones dictated by the laws of physics. Everything else is a recommendation

All technical managers must have hands-on experience. For example, managers of software teams must spend at least 20% of their time coding. Solar roof managers must spend time on the roofs doing installations. Otherwise, they are like a cavalry leader who can’t ride a horse or a general who can’t use a sword. Comradery is dangerous. It makes it hard for people to challenge each other’s work. There is a tendency to not want to throw a colleague under the bus. That needs to be avoided. It’s OK to be wrong. Just don’t be confident and wrong. Never ask your troops to do something you’re not willing to do. Whenever there are problems to solve, don’t just meet with your managers. Do a skip level, where you meet with the level right below your managers. When hiring, look for people with the right attitude. Skills can be taught. Attitude changes require a brain transplant. A maniacal sense of urgency is our operating principle. The only rules are the ones dictated by the laws of physics. Everything else is a recommendation.

The algorithm was sometimes accompanied by a few corollaries, among them: All technical managers must have hands-on experience. For example, managers of software teams must spend at least 20% of their time coding. Solar roof managers must spend time on the roofs doing installations. Otherwise, they are like a cavalry leader who can’t ride a horse or a general who can’t use a sword. Comradery is dangerous. It makes it hard for people to challenge each other’s work. There is a tendency to not want to throw a colleague under the bus. That needs to be avoided. It’s OK to be wrong. Just don’t be confident and wrong. Never ask your troops to do something you’re not willing to do. Whenever there are problems to solve, don’t just meet with your managers. Do a skip level, where you meet with the level right below your managers. When hiring, look for people with the right attitude. Skills can be taught. Attitude changes require a brain transplant. A maniacal sense of urgency is our operating principle. The only rules are the ones dictated by the laws of physics. Everything else is a recommendation. On the assembly line

If our young men miscarry in their first enterprises, they lose all heart. If the young merchant fails, men say he is ruined. If the finest genius studies at one of our colleges, and is not installed in an office within one year afterwards in the cities or suburbs of Boston or New York, it seems to his friends and to himself that he is right in being disheartened, and in complaining the rest of his life. A sturdy lad from New Hampshire or Vermont, who in turn tries all the professions, who  teams it, farms it, peddles, keeps a school, preaches, edits  a newspaper, goes to Congress, buys a township, and so forth, in successive years, and always, like a cat, falls on his feet, is worth a hundred of these city dolls. He walks abreast with his days, and feels no shame in not ‘studying a profession,’ for he does not postpone his life, but lives already. He has not one chance, but a hundred chances. Let a Stoic open the resources of man, and tell men they are not leaning willows, but can and must detach themselves; that with the exercise of self-trust, new powers shall appear; that a man is the word made flesh, born to shed healing to the nations, that he should  be ashamed of our compassion, and that the moment he acts from himself, tossing the laws, the books, idolatries, and customs out of the window, we pity him no more, but thank and revere him, — and that teacher shall restore the life of man to splendor, and make his name dear to all history.

1. Connect with Your Why Start by identifying your key motivations. Why do you want to reach your goal in the first place? Why is it important personally? Get a notebook or pad of paper and list all the key motivations. But don’t just list them, prioritize them. You want the best reasons at the top of your list. Finally, connect with these motivations both intellectually and emotionally. 2. Master Your Motivation There are four key ways to stay motivated as you reach for your goals: Identify your reward and begin to anticipate it. Eventually, the task itself can become its own reward this way. Recognize that installing a new habit will probably take longer than a few weeks. It might even take five or six months. Set your expectations accordingly. Gamify the process with a habit app or calendar chain. As Dan Sullivan taught me, measure the gains, not the gap. Recognize the value of incremental wins. 3. Build Your Team It’s almost always easier to reach a goal if you have friends on the journey. Intentional relationships provide four ingredients essential for success: learning, encouragement, accountability, and competition. There are at least seven kinds of intentional relationships that can help you grow and reach your goals: ​‣ ​Online communities ​‣ ​Running and exercise groups ​‣ ​Masterminds ​‣ ​Coaching and mentoring circles ​‣ ​Reading and study groups ​‣ ​Accountability groups ​‣ ​Close friendships If you can’t find a group you need, don’t wait. Start your own.

Easy Plans Of FIFA Mobile Hack Simplified Typically the most popular game on earth is football. Now individuals can enjoy their as an online game. FIFA Mobile online game was created so that football enthusiasts and football games can play with online. The online game FIFA Mobile is as tough as the actual football game. While playing FIFA Mobile no matter how skilled one is in other online games, he can have a difficult time. It is so tough that some people get stuck at a certain stage of the game. FIFA Mobile coin generator can be used by them if folks desire to make the game simpler. Among the numerous games, FIFA Mobile is one of the most famous games among players of various ages. Nevertheless, users should collect lots of coins to be able to get players of their choice. And getting the coins is definitely not simple whatsoever. For FIFA Mobile, Cheats in such a situation can be of great use. The program is offered by several websites at no cost as mentioned before. Users are just needed to find the perfect site to download the cheats. Once players have their teams or once they choose real life players, they have been great to go players can win distinct sort of rewards when they score goals or overcome opposite teams the benefits are in the form of coins or points users can attempt to accumulate as many coins as they can but if it is not that potential to collect the coins, they could simply use the FIFA Mobile Soccer Hack mentioned previously. The help can come in the form of FIFA Mobile Cheats. It may be said that cheats can be quite useful in games anytime. They can help users in gathering things and also help in winning games or crossing periods that are difficult. There are now plenty of cheats available online. There are various sources from where one can learn more about the FIFA Mobile coin generator software. One must see a reliable site. Because cost will be different in different sites it's also very vital to find the cost of the coin generator software out. It will not take time to install the coin generator software in the computer.

What exogenous causes are shifting the allocation of moral intuitions away from community, authority, and purity and toward fairness, autonomy, and rationality? One obvious force is geographic and social mobility. People are no longer confined to the small worlds of family, village, and tribe, in which conformity and solidarity are essential to daily life, and ostracism and exile are a form of social death. They can seek their fortunes in other circles, which expose them to alternative worldviews and lead them into a more ecumenical morality, which gravitates to the rights of individuals rather than chauvinistic veneration of the group. By the same token, open societies, where talent, ambition, or luck can dislodge people from the station in which they were born, are less likely to see an Authority Ranking as an inviolable law of nature, and more likely to see it as a historical artifact or a legacy of injustice. When diverse individuals mingle, engage in commerce, and find themselves on professional or social teams that cooperate to attain a superordinate goal, their intuitions of purity can be diluted. One example, mentioned in chapter 7, is the greater tolerance of homosexuality among people who personally know homosexuals. Haidt observes that when one zooms in on an electoral map of the United States, from the coarse division into red and blue states to a finer-grained division into red and blue counties, one finds that the blue counties, representing the regions that voted for the more liberal presidential candidate, cluster along the coasts and major waterways. Before the advent of jet airplanes and interstate highways, these were the places where people and their ideas most easily mixed. That early advantage installed them as hubs of transportation, commerce, media, research, and education, and they continue to be pluralistic—and liberal—zones today. Though American political liberalism is by no means the same as classical liberalism, the two overlap in their weighting of the moral spheres. The micro-geography of liberalism suggests that the moral trend away from community, authority, and purity is indeed an effect of mobility and cosmopolitanism.202

five commandments: 1. Question every requirement. Each should come with the name of the person who made it. You should never accept that a requirement came from a department, such as from “the legal department” or “the safety department.” You need to know the name of the real person who made that requirement. Then you should question it, no matter how smart that person is. Requirements from smart people are the most dangerous, because people are less likely to question them. Always do so, even if the requirement came from me. Then make the requirements less dumb. 2. Delete any part or process you can. You may have to add them back later. In fact, if you do not end up adding back at least 10% of them, then you didn’t delete enough. 3. Simplify and optimize. This should come after step two. A common mistake is to simplify and optimize a part or a process that should not exist. 4. Accelerate cycle time. Every process can be speeded up. But only do this after you have followed the first three steps. In the Tesla factory, I mistakenly spent a lot of time accelerating processes that I later realized should have been deleted. 5. Automate. That comes last. The big mistake in Nevada and at Fremont was that I began by trying to automate every step. We should have waited until all the requirements had been questioned, parts and processes deleted, and the bugs were shaken out. The algorithm was sometimes accompanied by a few corollaries, among them: All technical managers must have hands-on experience. For example, managers of software teams must spend at least 20% of their time coding. Solar roof managers must spend time on the roofs doing installations. Otherwise, they are like a cavalry leader who can’t ride a horse or a general who can’t use a sword. Comradery is dangerous. It makes it hard for people to challenge each other’s work. There is a tendency to not want to throw a colleague under the bus. That needs to be avoided. It’s OK to be wrong. Just don’t be confident and wrong. Never ask your troops to do something you’re not willing to do. Whenever there are problems to solve, don’t just meet with your managers. Do a skip level, where you meet with the level right below your managers. When hiring, look for people with the right attitude. Skills can be taught. Attitude changes require a brain transplant. A maniacal sense of urgency is our operating principle.

Question every requirement. Each should come with the name of the person who made it. You should never accept that a requirement came from a department, such as from “the legal department” or “the safety department.” You need to know the name of the real person who made that requirement. Then you should question it, no matter how smart that person is. Requirements from smart people are the most dangerous, because people are less likely to question them. Always do so, even if the requirement came from me. Then make the requirements less dumb. 2. Delete any part or process you can. You may have to add them back later. In fact, if you do not end up adding back at least 10% of them, then you didn’t delete enough. 3. Simplify and optimize. This should come after step two. A common mistake is to simplify and optimize a part or a process that should not exist. 4. Accelerate cycle time. Every process can be speeded up. But only do this after you have followed the first three steps. In the Tesla factory, I mistakenly spent a lot of time accelerating processes that I later realized should have been deleted. 5. Automate. That comes last. The big mistake in Nevada and at Fremont was that I began by trying to automate every step. We should have waited until all the requirements had been questioned, parts and processes deleted, and the bugs were shaken out. The algorithm was sometimes accompanied by a few corollaries, among them: All technical managers must have hands-on experience. For example, managers of software teams must spend at least 20% of their time coding. Solar roof managers must spend time on the roofs doing installations. Otherwise, they are like a cavalry leader who can’t ride a horse or a general who can’t use a sword. Comradery is dangerous. It makes it hard for people to challenge each other’s work. There is a tendency to not want to throw a colleague under the bus. That needs to be avoided. It’s OK to be wrong. Just don’t be confident and wrong. Never ask your troops to do something you’re not willing to do. Whenever there are problems to solve, don’t just meet with your managers. Do a skip level, where you meet with the level right below your managers. When hiring, look for people with the right attitude. Skills can be taught. Attitude changes require a brain transplant. A maniacal sense of urgency is our operating principle. The only rules are the ones dictated by the laws of physics.

Question every requirement. Each should come with the name of the person who made it. You should never accept that a requirement came from a department, such as from “the legal department” or “the safety department.” You need to know the name of the real person who made that requirement. Then you should question it, no matter how smart that person is. Requirements from smart people are the most dangerous, because people are less likely to question them. Always do so, even if the requirement came from me. Then make the requirements less dumb. 2. Delete any part or process you can. You may have to add them back later. In fact, if you do not end up adding back at least 10% of them, then you didn’t delete enough. 3. Simplify and optimize. This should come after step two. A common mistake is to simplify and optimize a part or a process that should not exist. 4. Accelerate cycle time. Every process can be speeded up. But only do this after you have followed the first three steps. In the Tesla factory, I mistakenly spent a lot of time accelerating processes that I later realized should have been deleted. 5. Automate. That comes last. The big mistake in Nevada and at Fremont was that I began by trying to automate every step. We should have waited until all the requirements had been questioned, parts and processes deleted, and the bugs were shaken out. The algorithm was sometimes accompanied by a few corollaries, among them: All technical managers must have hands-on experience. For example, managers of software teams must spend at least 20% of their time coding. Solar roof managers must spend time on the roofs doing installations. Otherwise, they are like a cavalry leader who can’t ride a horse or a general who can’t use a sword. Comradery is dangerous. It makes it hard for people to challenge each other’s work. There is a tendency to not want to throw a colleague under the bus. That needs to be avoided. It’s OK to be wrong. Just don’t be confident and wrong. Never ask your troops to do something you’re not willing to do. Whenever there are problems to solve, don’t just meet with your managers. Do a skip level, where you meet with the level right below your managers. When hiring, look for people with the right attitude. Skills can be taught. Attitude changes require a brain transplant. A maniacal sense of urgency is our operating principle. The only rules are the ones dictated by the laws of physics. Everything else is a recommendation.

Our team’s vision for the facility was a cross between a shooting range and a country club for special forces personnel. Clients would be able to schedule all manner of training courses in advance, and the gear and support personnel would be waiting when they arrived. There’d be seven shooting ranges with high gravel berms to cut down noise and absorb bullets, and we’d carve a grass airstrip, and have a special driving track to practice high-speed chases and real “defensive driving”—the stuff that happens when your convoy is ambushed. There would be a bunkhouse to sleep seventy. And nearby, the main headquarters would have the feel of a hunting lodge, with timber framing and high stone walls, with a large central fireplace where people could gather after a day on the ranges. This was the community I enjoyed; we never intended to send anyone oversees. This chunk of the Tar Heel State was my “Field of Dreams.” I bought thirty-one hundred acres—roughly five square miles of land, plenty of territory to catch even the most wayward bullets—for $900,000. We broke ground in June 1997, and immediately began learning about do-it-yourself entrepreneurship. That land was ugly: Logging the previous year had left a moonscape of tree stumps and tangled roots lorded over by mosquitoes and poisonous creatures. I killed a snake the first twelve times I went to the property. The heat was miserable. While a local construction company carved the shooting ranges and the lake, our small team installed the culverts and forged new roads and planted the Southern pine utility poles to support the electrical wiring. The basic site work was done in about ninety days—and then we had to figure out what to call the place. The leading contender, “Hampton Roads Tactical Shooting Center,” was professional, but pretty uptight. “Tidewater Institute for Tactical Shooting” had legs, but the acronym wouldn’t have helped us much. But then, as we slogged across the property and excavated ditches, an incessant charcoal mud covered our boots and machinery, and we watched as each new hole was swallowed by that relentless peat-stained black water. Blackwater, we agreed, was a name. Meanwhile, within days of being installed, the Southern pine poles had been slashed by massive black bears marking their territory, as the animals had done there since long before the Europeans settled the New World. We were part of this land now, and from that heritage we took our original logo: a bear paw surrounded by the stylized crosshairs of a rifle scope.

I became a broken record on the algorithm,” Musk says. “But I think it’s helpful to say it to an annoying degree.” It had five commandments: 1. Question every requirement. Each should come with the name of the person who made it. You should never accept that a requirement came from a department, such as from “the legal department” or “the safety department.” You need to know the name of the real person who made that requirement. Then you should question it, no matter how smart that person is. Requirements from smart people are the most dangerous, because people are less likely to question them. Always do so, even if the requirement came from me. Then make the requirements less dumb. 2. Delete any part or process you can. You may have to add them back later. In fact, if you do not end up adding back at least 10% of them, then you didn’t delete enough. 3. Simplify and optimize. This should come after step two. A common mistake is to simplify and optimize a part or a process that should not exist. 4. Accelerate cycle time. Every process can be speeded up. But only do this after you have followed the first three steps. In the Tesla factory, I mistakenly spent a lot of time accelerating processes that I later realized should have been deleted. 5. Automate. That comes last. The big mistake in Nevada and at Fremont was that I began by trying to automate every step. We should have waited until all the requirements had been questioned, parts and processes deleted, and the bugs were shaken out. The algorithm was sometimes accompanied by a few corollaries, among them: All technical managers must have hands-on experience. For example, managers of software teams must spend at least 20% of their time coding. Solar roof managers must spend time on the roofs doing installations. Otherwise, they are like a cavalry leader who can’t ride a horse or a general who can’t use a sword. Comradery is dangerous. It makes it hard for people to challenge each other’s work. There is a tendency to not want to throw a colleague under the bus. That needs to be avoided. It’s OK to be wrong. Just don’t be confident and wrong. Never ask your troops to do something you’re not willing to do. Whenever there are problems to solve, don’t just meet with your managers. Do a skip level, where you meet with the level right below your managers. When hiring, look for people with the right attitude. Skills can be taught. Attitude changes require a brain transplant. A maniacal sense of urgency is our operating principle. The only rules are the ones dictated by the laws of physics. Everything else is a recommendation.

contained a designer virus engineered to access NCTC's computer network. The virus would install a backdoor into the system for the waiting cyber-ops team, while covering its own tracks with the latest generation rootkit software. Once the team had access to the system, they would download a more sophisticated and robust kernel-mode rootkit to conceal their direct access to the operating system. Since kernel-mode rootkits operated at the same security level as the operating system itself, they were difficult to detect and nearly impossible to remove without rebooting the entire system.

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Platinum Flooring Company’s certified and skilled installers are trained to install hardwood products for any give art form, which would not only make your new floor look great, but last long for years to come. The Platinum Flooring Company’s specialist would not only help you select the perfect laminate flooring for your home that would suit your home décor as well as budget, but would also install your new laminate flooring for a fast, worry-free installation experience. Platinum Flooring Company is a full service, Hayward based flooring and installation firm specializing in classic design with a global influence. Whether designing residential or commercial spaces, Platinum Flooring has built a reputation on achieving highly individual results for a discerning clientele across the state of California and Beyond. At Platinum Floor Company, we have a separate team of stair installers headed by a stair specialist, having intense knowledge of different wood species, latest technology tools and in-depth knowledge of angular complexities. “Wooden floor, especially hardwood is good as it can take a lot of abuse and has a greater life expectancy compared to laminate or engineered floors.”, says Alex Vongsouthi – Founder, Platinum Flooring Company. But there are several reasons which can make your wood floor crack or separate between boards, cup, crown, etc. some being high traffic on the floor, spillages, sunlight and high percentage of moisture content in the room. With this it can be difficult to know whether floors need to be replaced or can be fixed. Platinum Flooring is renowned for its high standards and uncompromising service quality, with the expertise of a high-end retailer in Hardwood, Engineered wood and Laminate flooring.

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by installing Bannon, Conway, and later Bossie, Trump was handing the reins of a half-billion-dollar political enterprise to a seasoned team of professional anti-Clinton operatives. These

by installing Bannon, Conway, and later Bossie, Trump was handing the reins of a half-billion-dollar political enterprise to a seasoned team of professional anti-Clinton operatives. These three figures from the Republican fringe, and the menagerie of characters they brought with them, were suddenly in charge of running a major-party presidential campaign—against an opponent, Hillary Clinton, whom they’d been plotting to tear apart for the better part of twenty-five years.

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When interviewing new scientists for his team, he would pose a challenge: “You are about to land at dead of night in a rubber raft on a German-held coast. Your mission is to destroy a vital enemy wireless installation that is defended by armed guards, dogs, and searchlights. You can have with you any weapon you can imagine. Describe that weapon.” Scientists got the message. Being practical was a matter of life or death.

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Suraj solar and allied industries, Wework galaxy, 43, Residency Road, Bangalore-560025. Mobile number : +91 808 850 7979 ### Embracing Solar Rooftop in Bangalore: A Sustainable Solution for Your Home Are you keen on reducing your monthly power bills while contributing to a cleaner and more sustainable environment? Investing in solar rooftops could be the answer you’ve been looking for, especially if you're living in Bangalore, a city blessed with abundant sunlight throughout the year. #### The Benefits of Solar Rooftops 1. **Cutting Down Electricity Bills**: One of the most immediate advantages of installing a solar rooftop system is the significant reduction in electricity bills. Solar panels harness sunlight and convert it into electricity for your home. By generating your own power, you can lower your dependence on grid electricity, which often comes with high charges, especially during peak hours. 2. **Environmental Impact**: Transitioning to solar energy is not just about personal savings. It’s a step toward a cleaner, greener environment. By choosing solar panels, you’re reducing your carbon footprint and contributing to the fight against climate change. Each kilowatt-hour of solar energy produced helps to eliminate emissions associated with traditional fossil fuel energy sources. 3. **Incentives and Subsidies**: The government of India and various state governments, including Karnataka, offer attractive incentives, rebates, and subsidies for solar panel installations. These financial benefits make the initial investment more manageable, allowing you to reap future savings sooner than later. 4. **Low Maintenance Costs**: Solar rooftops are designed to be durable and require minimal maintenance. Generally, a good quality solar panel can last 25 years or more, with little upkeep beyond occasional cleaning to remove dust and debris. This longevity ensures that the system remains efficient for years to come. 5. **Increase in Property Value**: Homes equipped with solar rooftop systems often experience an increase in property value. As more homebuyers become environmentally conscious, a solar installation can be a selling point, making your property more attractive in a competitive housing market. #### Sunease Solar: Your Partner in Going Solar Sunease Solar is paving the way for Solar Rooftop in Bangalore. Specializing in solar rooftop installations, Sunease Solar offers tailor-made solutions that cater specifically to your energy needs. With a team of experienced professionals, they guide you through every step— from assessing your energy requirements to designing a system that maximizes efficiency while fitting within your budget. #### How to Get Started The journey to going solar begins with a thorough assessment of your roof and energy consumption. Sunease Solar provides free consultations, allowing you to explore the viability of solar energy in your home. Once you decide to move forward, they will oversee the installation process from start to finish, ensuring that everything complies with local regulations. After the installation, Sunease Solar offers ongoing support, helping to monitor the system’s performance and addressing any concerns you may have. Their commitment to customer satisfaction and sustainable energy solutions makes them a leading choice for solar rooftops in Bangalore. #### Conclusion If you’re ready to reduce your monthly power bills and contribute to a sustainable future, consider investing in a solar rooftop system. With the right partner like Sunease Solar, making the switch to solar can be seamless and beneficial for both your wallet and the planet. It's time to harness the power of the sun and embrace a greener lifestyle—are you ready to take the plunge?

Suraj solar and allied industries, Wework galaxy, 43, Residency Road, Bangalore-560025. Mobile number : +91 808 850 7979 Solar Rooftop in Bangalore – Sunease Solar Bangalore, India's Silicon Valley, is known for more than just its booming tech sector. It is also becoming more and more aware of sustainable energy options. The move toward renewable energy, particularly solar power, has gained tremendous momentum as demand for energy rises and prices rise. Sunease Solar, which focuses on Solar Rooftop in Bangalore, has emerged as a leading name among the many businesses in the city. Why Bangalore's Solar Rooftop? Due to its location, Bangalore is an ideal location for harnessing solar energy. The city has a lot of sunshine all year, so it has a lot of potential for making solar power. Solar roofs give homeowners, businesses, and industries access to this renewable resource, lowering their reliance on conventional sources of electricity and contributing to a more environmentally friendly future. Under net metering policies, putting in a solar rooftop system not only helps cut down on electricity costs, but it also gives you a chance to make more money by selling excess power back to the grid. Furthermore, now is the ideal time to switch to solar energy in Bangalore due to the state government of Karnataka's push for its adoption through subsidies and incentives. Sunease Solar is a leading player in the solar energy industry, providing individualized solar rooftop installations for Bangalore's residential, commercial, and industrial properties. Sunease Solar has established a reputation for dependability, expertise, and outstanding customer service thanks to its dedication to providing solar solutions that are both effective and of high quality. Why should I pick Sunease Solar? Individualized Solar Solutions: Sunease Solar offers individualized solutions to meet each client's unique energy needs. Their team assesses your energy requirements and designs a solar rooftop system that maximizes efficiency and savings for a home, office, or industrial unit. High-Quality Materials: The quality of a solar rooftop system's components determines its efficiency and longevity. Sunease Solar only makes use of the best solar panels, inverters, and mounting structures available. This makes sure that the systems will last, work well, and be able to handle the weather in Bangalore. Complete Service: Sunease Solar offers a complete service, from consultation and site evaluation to system design, installation, and upkeep. Their group of specialists handles every one of the specialized and calculated parts of the establishment cycle, making it consistent and bother free for the client. Government incentives and subsidies: Sunease Solar ensures that customers can take full advantage of the financial support for Solar Rooftop in Bangalore by guiding them through the complicated application process for government subsidies and incentives. Cost-effective and friendly to the environment: You will not only save money on your electricity bills but also reduce your carbon footprint when you choose Sunease Solar. Solar energy is a renewable, clean resource that contributes to a more sustainable environment by lowering emissions of greenhouse gases. Benefits of rooftop solar: Lower utility bills: By generating power directly from the sun, a solar rooftop system can significantly reduce electricity costs. In a city like Bangalore, where energy costs are rising, this is especially beneficial. Independence on Energy: You become less reliant on conventional energy sources and their fluctuating costs with solar power. In the long run, a solar roof installation gives you energy independence and security. Gain in Property Value: Solar rooftop systems make buildings and homes more appealing to prospective buyers and renters. Solar installations are regarded as an important addition that frequently raise property values.

■ Poor labor efficiency due to lack of job costing ■ Sales team focus on revenue rather than margin (discounting quotes, making concessions, and so on) ■ A lack of emphasis on service sales (rather than product sales), which were generally more profitable ■ Excessive punch list items requiring follow-up work without the ability to invoice ■ Errors in order entry: finish, fabric, pricing, and so on ■ Installation damage and concealed damage on receipt of product ■ Excessive nonbillable overtime ■ High average collection days ■ Small-tool loss and damage

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In universities and pharmaceutical labs around the world, computer scientists and computational biologists are designing algorithms to sift through billions of gene sequences, looking for links between certain genetic markers and diseases. The goal is to help us sidestep the diseases we're most likely to contract and to provide each one of us with a cabinet of personalized medicines. Each one should include just the right dosage and the ideal mix of molecules for our bodies. Between these two branches of research, genetic and behavioral, we're being parsed, inside and out. Even the language of the two fields is similar. In a nod to geneticists, Dishman and his team are working to catalog what they call our "behavioral markers." The math is also about the same. Whether they're scrutinizing our strands of DNA or our nightly trips to the bathroom, statisticians are searching for norms, correlations, and anomalies. Dishman prefers his behavioral approach, in part because the market's less crowded. "There are a zillion people looking at biology," he says, "and too few looking at behavior." His gadgets also have an edge because they can provide basic alerts from day one. The technology indicating whether a person gets out of bed, for example, isn't much more complicated than the sensor that automatically opens a supermarket door. But that nugget of information is valuable. Once we start installing these sensors, and the electronics companies get their foot in the door, the experts can start refining the analysis from simple alerts to sophisticated predictions-perhaps preparing us for the onset of Parkinson's disease or Alzheimer's.

In universities and pharmaceutical labs around the world, computer scientists and computational biologists are designing algorithms to sift through billions of gene sequences, looking for links between certain genetic markers and diseases. The goal is to help us sidestep the diseases we're most likely to contract and to provide each one of us with a cabinet of personalized medicines. Each one should include just the right dosage and the ideal mix of molecules for our bodies. Between these two branches of research, genetic and behavioral, we're being parsed, inside and out. Even the language of the two fields is similar. In a nod to geneticists, Dishman and his team are working to catalog what they call our "behavioral markers." The math is also about the same. Whether they're scrutinizing our strands of DNA or our nightly trips to the bathroom, statisticians are searching for norms, correlations, and anomalies. Dishman prefers his behavioral approach, in part because the market's less crowded. "There are a zillion people looking at biology," he says, "and too few looking at behavior." His gadgets also have an edge because they can provide basic alerts from day one. The technology indicating whether a person gets out of bed, for example, isn't much more complicated than the sensor that automatically opens a supermarket door. But that nugget of information is valuable. Once we start installing these sensors, and the electronics companies get their foot in the door, the experts can start refining the analysis from simple alerts to sophisticated predictions-perhaps preparing us for the onset of Parkinson's disease or Alzheimer's.

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Indeed, a truly predatory type of investor - sometimes referred to as a vulture capitalist - looks to use the chasm period of struggle and failure as a means to discredit the current management, thereby driving down the equity value in the company, so that in the next round of funding, he or she has an opportunity to secure dominant control of the company, install a new management team, and, worst case, become the owner of the major technology asset, dirt cheap. This is an incredibly destructive exercise during which not only the baby and the bathwater but all human values and winning opportunities are thrown out the window. Nonetheless, it happens.

That she made a point to eat only the gristliest chicken bits, the burned biscuits, the mealiest potatoes, while she complained that his children were, variously, weak-minded, hysterical or sickly, and seemed to imply that such afflictions were the result of the lack of a good piece of steak or a new bonnet, was only circumstance; were she installed on a throne at a twelve-course banquet table teaming with all of God's creatures brought from both air and field, trussed and roasted and swimming in their own succulent juices, she would heap her plate with the most exquisite victuals and lament that his feeble offspring were the way they were because they had it too well and what they really needed was a vat of cold porridge and a tureen full of dirt.

One of the most ambitious men to exploit the timber trade was Hugh F. McDanield, a railroad builder and tie contractor who had come to Fayetteville along with the Frisco. He bought thousands of acres of land within hauling distance of the railroad and sent out teams of men to cut the timber. By the mid-1880s, after a frenzy of cutting in south Washington County, he turned his gaze to the untapped fortune of timber on the steep hillsides of southeast Washington County and southern Madison County, territory most readily accessed along a wide valley long since leveled by the east fork of White River. Mr. McDanield gathered a group of backers and the state granted a charter September 4, 1886, giving authority to issue capital stock valued at $1.5 million, which was the estimated cost to build a rail line through St. Paul and on to Lewisburg, which was a riverboat town on the Arkansas River near Morrilton. McDanield began surveys while local businessman J. F. Mayes worked with property owners to secure rights of way. “On December 4, 1886, a switch was installed in the Frisco main line about a mile south of Fayetteville, and the spot was named Fayette Junction.” Within six months, 25 miles of track had been laid east by southeast through Baldwin, Harris, Elkins, Durham, Thompson, Crosses, Delaney, Patrick, Combs, and finally St. Paul. Soon after, in 1887, the Frisco bought the so-called “Fayetteville and Little Rock” line from McDanield. It was estimated that in the first year McDanield and partners shipped out more than $2,000,000 worth of hand-hacked white oak railroad ties at an approximate value of twenty-five cents each. Mills ran day and night as people arrived “by train, wagon, on horseback, even afoot” to get a piece of the action along the new track, commonly referred to as the “St. Paul line.” Saloons, hotels, banks, stores, and services from smithing to tailoring sprang up in rail stop communities.

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Therefore, if anyone is in Christ, the new creation has come: The old has gone, the new is here! —2 Corinthians 5:17 (NIV) It’s amazing what a few gallons of butter-yellow paint can do for your soul. As I stepped out of a difficult year that included financial hardship and a painful divorce, I wanted my home to reflect not only my survival, but also my hope and renewed joy. I got rid of every painting and hung up blank white canvases waiting for colors and inspiration. Old photos were taken down and new ones were framed. My dingy linoleum floors were covered by bright laminate wood, and the dining room chairs were newly dressed in dark, childproof upholstery. As my home was undergoing its slow rebirth, I asked advice from carpenters who had come to my church on a missions trip from North Carolina. “I’m thinking of building a loft bed for my boys,” I said. I wanted them to have space for all their toys. “Is it safe to use my old bed frame to build it?” “Why don’t you wait till we get back to New York City next month?” they responded. I waited and painted my sons’ walls the color of sunny skies, and when the team finally returned they had a surprise waiting for me: the loft bed! I was overwhelmed by their generosity and love. As they installed the bed, I could feel God’s hand in it. He’d done so much to transform me on the inside and now He was helping me transform everything else. Lord, thank You for the gift of renewal. —Karen Valentin Digging Deeper: Rom 12:2; 1 Pt 1:13

M113 Family of Vehicles Mission Provide a highly mobile, survivable, and reliable tracked-vehicle platform that is able to keep pace with Abrams- and Bradley-equipped units and that is adaptable to a wide range of current and future battlefield tasks through the integration of specialised mission modules at minimum operational and support cost. Entered Army Service 1960 Description and Specifications After more than four decades, the M113 family of vehicles (FOV) is still in service in the U.S. Army (and in many foreign armies). The original M113 Armoured Personnel Carrier (APC) helped to revolutionise mobile military operations. These vehicles carried 11 soldiers plus a driver and track commander under armour protection across hostile battlefield environments. More importantly, these vehicles were air transportable, air-droppable, and swimmable, allowing planners to incorporate APCs in a much wider range of combat situations, including many "rapid deployment" scenarios. The M113s were so successful that they were quickly identified as the foundation for a family of vehicles. Early derivatives included both command post (M577) and mortar carrier (M106) configurations. Over the years, the M113 FOV has undergone numerous upgrades. In 1964, the M113A1 package replaced the original gasoline engine with a 212 horsepower diesel package, significantly improving survivability by eliminating the possibility of catastrophic loss from fuel tank explosions. Several new derivatives were produced, some based on the armoured M113 chassis (e.g., the M125A1 mortar carrier and M741 "Vulcan" air defence vehicle) and some based on the unarmoured version of the chassis (e.g., the M548 cargo carrier, M667 "Lance" missile carrier, and M730 "Chaparral" missile carrier). In 1979, the A2 package of suspension and cooling enhancements was introduced. Today's M113 fleet includes a mix of these A2 variants, together with other derivatives equipped with the most recent A3 RISE (Reliability Improvements for Selected Equipment) package. The standard RISE package includes an upgraded propulsion system (turbocharged engine and new transmission), greatly improved driver controls (new power brakes and conventional steering controls), external fuel tanks, and 200-amp alternator with four batteries. Additional A3 improvements include incorporation of spall liners and provisions for mounting external armour. The future M113A3 fleet will include a number of vehicles that will have high speed digital networks and data transfer systems. The M113A3 digitisation program includes applying hardware, software, and installation kits and hosting them in the M113 FOV. Current variants: Mechanised Smoke Obscurant System M548A1/A3 Cargo Carrier M577A2/A3 Command Post Carrier M901A1 Improved TOW Vehicle M981 Fire Support Team Vehicle M1059/A3 Smoke Generator Carrier M1064/A3 Mortar Carrier M1068/A3 Standard Integrated Command Post System Carrier OPFOR Surrogate Vehicle (OSV) Manufacturer Anniston Army Depot (Anniston, AL) United Defense, L.P. (Anniston, AL)

Then, one night, while daughter Margaret played the piano upstairs, the floor indeed gave way and the piano crashed through, sending plaster and rotted wood onto the executive mansion’s first floor below. The subsequent extensive and high-profile restoration provided the perfect cover to install a secret bomb shelter. On August 1, 1950, Truman’s naval aide, Robert Dennison, wrote a memo to the renovation team, explaining, “The President has authorized certain protective measures which include alterations at basement level in and adjacent to the wings of the White House.” The renovation had originally called for two basement levels of various utility and storage rooms. Instead, Dennison, aide David Stowe, and the project architect sketched out a large, heavily fortified facility

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When we put our foot down, I think they got a little bit nervous,” Solo says. “They said, Okay, what will it take to get you guys at all the NWSL games this weekend?” In the end, the federation treated it as an appearance fee of sorts. The players would get $10,000 each to attend their NWSL games, and they would be flown first-class, a distinct upgrade from their usual travel. It was a relatively small victory, but it set the stage for the players to stand up for themselves more assertively. The women of the national team proved they were the best in the world, they captured the country’s attention, and now they had leverage. “It was really the first time where we were like, Okay, we are worth something to the federation and we know it, so now we have to keep this going,” Solo says. “That’s what really empowered us. All of a sudden, we got a $10,000 fee, first-class tickets to fly to our NWSL games, and it was right before we were going to negotiate our new contract.” But things didn’t get better just because the federation paid the players a $10,000 fee. In less than a month, the players had to set out on the road again for a 10-game victory tour as World Cup champions and, as it turned out, the venues weren’t exactly befitting of a World Cup–winning national team. Eight of the 10 victory-tour games in 2015 were scheduled on artificial turf. Over the course of that year, U.S. Soccer scheduled the women to play 57 percent of their home games on artificial turf but scheduled zero of the men’s games on artificial turf. In fact, the men played at five venues that had artificial-turf surfaces, and in all five cases, the federation paid to have temporary grass installed.

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I saw Clinton again during the signing of the peace treaty with Jordan in Israel’s Arava Valley in 1995. That year, I also sent him my third book on terrorism, Fighting Terrorism, and he sent me back a cordial letter. Notwithstanding his civility, I knew his administration would do anything to defeat me. In fact they did. Totally committed to the idea of a fully independent Palestine, they were not aware that Rabin himself had been opposed to such a state. Clinton sent his number one campaign strategist, James Carville, his pollster Stan Greenberg and his top team of experts to Israel to help tip the scales in Peres’s favor. Special envoy Dennis Ross would later say, “We did everything we could to help Peres,” and Clinton’s national security advisor, Sandy Berger, would also later admit, “If there was ever a time that we tried to influence an Israeli election, it was Peres vs. Netanyahu.”23 Normally such an outrageous and systemic interference in another democracy’s elections would elicit outcries of protest from the press in America and Israel alike. No such protests were heard. Totally supportive of Peres, the press in both Israel and the United States was silent. Though the odds were stacked against us, we weren’t fazed. “About Carville,” Arthur said, “we can beat him.” Clinton and Peres organized an international peace conference in Sharm el-Sheikh a few weeks before the elections. Peres, Clinton, President Hosni Mubarak of Egypt, King Hussein of Jordan, and Arafat all showed up and danced the dance. Yet a few months earlier, soon after Peres was installed without an election as replacement prime minister following Rabin’s assassination, King Hussein had sent me a message through his brother Crown Prince Hassan, asking: Would I meet Hassan secretly in London? In a London flat the crown prince and I hit it off immediately. I liked Hassan. Straightforward, with a humorous streak, he didn’t even attempt to hide his concern about a Peres victory. Though they wouldn’t admit it publicly, he and many Jordanian officials I met over the years were concerned that an armed Palestinian state could destroy the Hashemite regime and take over Jordan.

Wealthy is the man who spends his time around people with rough hands and smooth character. Pops was always good about dropping some dime of wisdom on us about that. Turn the wrench, add another part to the Shelby, and install some knowledge into me. Man, I can almost smell the grease and metal of our garage and all them tools. I used to level my Pops’s line on my guys when I first became a team leader. I’d tell them rough hands were busy hands and less likely to get in trouble. And smooth character? You know what’s up. You’ve been reading smooth this whole time.

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Nokia and our team worked day and night; sites were selected, even churches, masts were built, and equipment was installed. We were heading for launch. Dead tired but things moved forward. Richard’s wife was screaming and shouting on the phone, where the f… he was, she would divorce him. It was early evening after our Christmas party, the offices deserted. Very cold outside, big snowflakes falling. Richard and I were looking out of the big 6th floor windows of our new office in Pest. Silently we stood together. We had grown close that year. He said sadly, ‘You see those people there Ineke? They have a life and we will improve it when they get cheap mobile phones. And we?’ I said nothing, I just watched people pass by and felt like him; lone wolves we had become.

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In 1962, the San Francisco Giants were preparing to host the LA Dodgers for a crucial three-game series, late in the season. The Dodgers, led by master base stealer Maury Wills, were five and a half games ahead of the Giants. Before the series began, the Giants manager approached Matty Schwab, the team’s head groundskeeper, and asked if anything could be done—wink wink—to slow down Wills. “Dad and I were out at Candlestick before dawn the day the series was to begin,” said Jerry Schwab, Matty’s son, as quoted by Noel Hynd in Sports Illustrated. “We were installing a speed trap.” Hynd continues: Working by torchlight, the Schwabs dug up and removed the topsoil where Wills would take his lead off first base. Down in its place went a squishy swamp of sand, peat moss and water. Then they covered their chicanery with an inch of normal infield soil, making the 5- by 15-foot quagmire visually indistinguishable from the rest of the base path. The Dodgers were not fooled. When the team began batting practice, the players and coaches noticed the quicksand, and so did the umpire, who ordered it removed. Schwab and the grounds crew came out with wheelbarrows, shoveled up the mixture, and returned soon after with reloaded wheelbarrows. It was the same bog. They’d just mixed in some new dirt, which made it even looser. Somehow the umpires were satisfied. Then Matty Schwab ordered his son to water the infield. Generously. By the time the game started, there was basically a swamp between first and second base. (“They found two abalone under second base,” wrote an irritated Los Angeles sports columnist.) Maury Wills, en route to an MVP season, stole no bases, and neither did his teammates, and the Giants won, 11–2. Pleased, the Schwab father-son team continued to conjure more marshy conditions, and the Giants swept the Dodgers—and went on to leapfrog them to win the National League pennant. There’s something admirably mischievous about this story. I mean, it’s cheating, let’s be clear, but it’s cheeky cheating. It’s fun to think that the father-son groundskeeping team pulled one over on the National League’s MVP. The underdogs won one—they tilted the odds in favor of their home team.

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Suppose that the perpetrators of the crime planned to, and did, impose a military dictatorship that killed thousands and tortured tens of thousands. Suppose the new dictatorship established, with the support of the criminals, an international terror center that helped install similar torture-and-terror states elsewhere, and, as the icing on the cake, brought in a team of economists—call them “the Kandahar Boys”—who quickly drove the economy into one of the worst depressions in its history. That, plainly, would have been a lot worse than 9/11. As we all should know, this is not a thought experiment. It happened. I am, of course, referring to what in Latin America is often called “the first 9/11”: September 11, 1973,

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Salman was the sixth brother of the Sudairi Seven and the last survivor of the team that King Faisal had installed in the early 1960s. He was generally regarded as one of King Abdulaziz’s most intelligent and experienced sons.

King Salman appears to have engineered a peaceful handover of power from the sons of King Abdulaziz to his grandsons. Third-generation princes now serve not only as crown prince but in nearly all provincial governor, deputy governor, and royal cabinet positions. Like the young team of brothers that King Faisal assembled in the 1960s, the grandsons of King Abdulaziz installed by King Salman and MBS expect to govern Saudi Arabia into the foreseeable future.

Having abandoned the free princes, dismissed the liberal technocrats, frightened the ulama, alienated merchants, and cooled relations with the United States, King Saud had few friends left. In October 1962, the Al Saud family and the ulama again pressured him into accepting the return of Crown Prince Faisal as prime minister. Faisal immediately removed Saud’s sons from the cabinet and installed the team of brothers and half-brothers that would govern Saudi Arabia for the next fifty years.

For Phoenix, it takes us three or four weeks for new developers to get builds running on their machine, because we’ve never assembled the complete list of the gazillion things you need installed in order for it to compile and run. But now all we have to do is check out the virtual machine that Brent and team built, and they’re all ready to go.

I felt the weight of that responsibility even more now that I had seen firsthand what life here had been like. I took the donuts and juice to a little table we had set up in the Blue Room. I opened the box and set out some paper cups. Matthews was the first to arrive at the table. “Thank you, Carrie Jo.” “My pleasure. Have you heard anything from C. M. Lowell on those mantelpieces? I know it’s only been a few weeks, but TD is going to need to install them before they cut the molding for the rest of the room.” “Right. I’ll put a call in to them this morning. I’d forgotten about that. I’ve got some leads on paintings for the two main parlors. One is pretty incredible; I emailed you photos of both of them. Don’t forget, we’ve got boxes of paintings in the attic. And good news—we have air up there now, too. If you can’t find what you want, there is plenty of room in the budget, but many of the local families are willing to allow us to use their pieces. With all credits, of course.” I couldn’t figure Hollis Matthews out: one minute he was cold and distant, and the next he was kind and friendly. One thing I knew for sure—he was always a man with a plan. “Great. I’ll check out those pictures and let you know. I’ve got some plans ready for the ladies’ parlor, including a significant display of Augusta Evans books. I’ll have those to you by the end of next week.” With a nod of his salt-and-pepper head, he walked away, probably off to call about those mantelpieces. I invited the interns to have a donut and took a few minutes to get to know them. There were two Rachels, Rachel Kowalski and Rachel McGhee, and James Pittman. All of them were excellent archaeological students who had earned their spots on our team. I’d Skyped with them individually before I came to Mobile, but this was the first time we’d met in person. “Well, guys, are you ready for the grand tour? It’s the same one visitors will take once the museum is open.” We started in the ladies’ parlor, continued on to the men’s parlor and the Blue Room, and then went up the opposite side of the hall to the servants’ waiting area, the music room and the ballroom. There were of course a myriad of

Indeed, a truly predatory type of investor—sometimes referred to as a vulture capitalist—looks to use the chasm period of struggle and failure as a means to discredit the current management, thereby driving down the equity value in the company, so that in the next round of funding, he or she has an opportunity to secure dominant control of the company, install a new management team, and, worst case, become the owner of a major technology asset, dirt cheap. This is an incredibly destructive exercise during which not only the baby and the bathwater but all human values and winning opportunities are thrown out the window. Nonetheless, it happens.

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The entire astronomical observatory team were installing a mercury argon spectral lamp (HgAr) during a training session when one of the workers smashed the mercury filled spectral lamp. We continued the training session with a new mercury spectral lamp from stock. A week later I was at the doctors complaining of a variety of health conditions that were classic mercury poisoning.

Culture is like a garden,” said Tom O’Neill. “You can plant the flowers you want and nurture the garden. But it grows organically. You can’t install culture. You have to let it evolve over time. Sometimes weeds will crop up, but if your team sees the garden as their own, then they’ll help get rid of them. By planting a garden, you’re assuming a level of surprise—you can’t manage everything. Sometimes weeds will grow, but sometimes a plant will attract butterflies, adding to the beauty of the garden.

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First of all, I want to say a huge thank you for choosing to read Twisted Lies, the fourteenth instalment of the Kim Stone series, and to many of you for sticking with Kim Stone and her team since the very beginning.