Learn And Implement Quotes

Training looks like a financial loss to many but when your employees learn something new and implement the same for your company, they improve efficiency of your business process which gives you a competitive edge.

Karl Marx said, “The task is not just to understand the world but to change it.” A variant to keep in mind is that if you want to change the world you’d better try to understand it. That doesn’t mean listening to a talk or reading a book, though that’s helpful sometimes. You learn from participating. You learn from others. You learn from the people you’re trying to organize. We all have to gain the understanding and the experience to formulate and implement ideas.

Who do I really want to become?,” their work indicated that it is better to be a scientist of yourself, asking smaller questions that can actually be tested—“Which among my various possible selves should I start to explore now? How can I do that?” Be a flirt with your possible selves.* Rather than a grand plan, find experiments that can be undertaken quickly. “Test-and-learn,” Ibarra told me, “not plan-and-implement.

I'll make a book on learning how to be a complete moron someday, and I'm sure no one will buy it, because everyone will have mastered that already by the time I gather enough moronism to process it into digestible upgrade instructions for your average village cyborg-idiot.

Considering that our habits create our life, there is arguably no single skill that is more important for you to learn and master than controlling your habits. You must identify, implement, and maintain the habits necessary for creating the results you want in your life, while learning how to let go of any negative habits which are holding you back from achieving your true potential.

Thousands of those men and boys died here, and I have recently learned that their inhuman treatment was the intended policy of Himmler. He called his plan Death by Exhaustion, and he implemented it. Work them hard, don't waste valuable foodstuffs on them, and let them die. They could, and would, always be replaced by new slave workers from Europe's Occupied countries.

Every Spring, nature teaches a class on business entrepreneurship. ....We see how capital is re-allocated, currencies are re-directed, growth is re-emphasized, and numerous life forms promote their value with re-vitalized marketing programs that implement flowers or seeds or aromas or habitability or pollination in an effort demonstrate a unique value proposition in a busy economy. Smart entrepreneurs enroll in this class every Spring and take good notes. Whether you're an entrepreneur of a small business or an entrepreneur of a line of business within a large company... learn from nature.

They must be plans for learning rather than plans for implementation.

Learning without implementation is arrogance.

If you aim to be the best then it's essential to evolve constantly, learn from past mistakes, look for new opportunities and have the flexibility to implement improved processes and solutions along the way.

Research has also revealed that women who have developed PTSD in relation to early childhood sexual abuse often develop borderline personality disorder. Some severe cases will result in the development of dissociative identity disorder or depersonalization disorder. Patients who have been exposed to protracted and repeated sexual abuse may also develop schizophrenia simultaneously with PTSD.

Finally, methods of control can be direct if a government is able to implement rewards and punishments based on behavior. Such a system treats people as reinforcement learning algorithms, training them to optimize the objective set by the state. The temptation for a government, particularly one with a top-down, engineering mind-set, is to reason as follows: it would be better if everyone behaved well, had a patriotic attitude, and contributed to the progress of the country; technology enables measurement of individual behavior, attitudes, and contributions; therefore, everyone will be better off if we set up a technology-based system of monitoring and control based on rewards and punishments.

Doing Something with What You Read. While you can become an expert based on what you learn while reading, the true benefits will occur when you start to implement the ideas and concepts you have learned about. You can also take it to the next level when you share what you learn with others.

They must be plans for learning rather than plans for implementation. By approaching a disruptive business with the mindset that they can’t know where the market is, managers would identify what critical information about new markets is most necessary and in what sequence that information is needed.

The Bible with masculine domination in the Old Testament and feminine submission in the New Testament is a BDSM manual! However, its BDSM lessons have never been properly learned and implemented. Christianity only makes sense in a dungeon and torture chamber. To convert Christians, you need to give them an even more thrilling BDSM experience!

A good program must be written many times. This is true of the programs we show. The first draft may not clearly separate out the concerns, but by making that draft the programmer learns the structure of the problem. We will show two different implementations, which will reveal the evolution of the program as we identify shortcomings in our draft.

The reality is that, statically, 95% of the people that read any book don't implement what they learn, because no one is holding them accountable to do so.

no matter how internal processes are implemented, (you) need to understand the extent to which the mind is reliant upon external scaffolding.

Awareness is learning implemented.

within thirty seconds of learning their name and where they lived, she would implement her social algorithm and calculate precisely where they stood in her constellation based on who their family was, who else they were related to, what their approximate net worth might be, how the fortune was derived, and what family scandals might have occurred within the past fifty years.

With making changes, the difficult part of trying to implement a new way, idea or thought, is getting people to believe the effect of your notion, and have them believe in themselves of adapting to something new.

We must master many subjects in order to implement our dreams. Our personal journey begins by gathering appropriate learning experiences and awakening our minds to observe, evaluate, and recall what we experience.

The lesson we have learned in life is that it does not matter the size of the dream or idea, find small entry points that can be implemented daily, weekly, and monthly by small tasks that are integral of the entire project.

As Duflo puts it: “It is possible to make significant progress against the biggest problem in the world through the accumulation of a set of small steps, each well thought out, carefully tested, and judiciously implemented.

Just as in sports, becoming an elite performer in business requires struggle, sacrifice, and honest (often painful) self-assessment... Learning how to implement these approaches is often what separates a brilliant thinker from a creative want-to-be.

The key lever in a complex system is learning; the key methods are conversation, discovery, and experimentation.14 In a complicated case, you have distinct times for diagnosing the problem, coming up with the solution, and then implementing that solution.

If you have a desire to live in an organized, simplified home, you’ve come to the right place. Throughout 10-Minute Declutter, not only will you learn the skills you need to organize your home, you’ll also discover an actionable strategy to implement immediately.

Planning for transformational change requires those implementing the change and those participating in the change to think differently about the nature of the work that they are doing. In addition, the previous skills and habits of mind are no longer useful or relevant.

Some settlers began with no implements but an ax. In conversation, the subject of axes--their ideal weight, their proper helves--was more popular than politics or religion. A man who made good axes, who knew the secrets of tempering the steel and getting the center of gravity right, received the celebrity of an artist and might act accordingly. The best ax maker in southern Indiana was "a dissolute, drunken genius, named Richardson." Men who really knew how to chop became famous, too. An ax blow requires the same timing of weight shift and wrist action as a golf swing, and as in golf those who where good at it taught others; sometimes all the men in one district learned their stroke from the same axman extraordinaire. A good stroke had a "sweetness" similar to the sound of a well-struck golf or tennis ball, and gave a satisfaction which moved the work along.

You can't "let go". You can't "detach with love". You can't let them "hit bottom". You can't seem to implement the strategies you have learned when you are faced with your adult child's chaos and anxiety. When you try to do this, it makes you physically and emotionally ill, and the anxiety and fear becomes unbearable.

As leaders, if we ask teachers to use their own time to do anything, what we’re really telling them is: it’s not important. The focus on compliance and implementation of programs in much of today’s professional development does not inspire teachers to be creative, nor does it foster a culture of innovation. Instead, it forces inspired educators to color outside the lines, and even break the rules, to create relevant opportunities for their students. These outliers form pockets of innovation. Their results surprise us. Their students remember them as “great teachers,” not because of the test scores they received but because their lives were touched.

Intellect without implementation is ignorance, not intelligence. By definition: intellect is understanding objectively, implementation of intellect is intelligence, knowledge is a branch of intelligence (intellect plus implementation) and ignorance is lack of knowledge which is a branch of intellect (understanding but not implementing). Further, this is why we call academics “intellectual” and knowledge workers “practitioners.” One could be both of course. From a scriptural perspective, “If any man will do his will, he shall know” (John 7:17). Vast difference between learning and knowing. The gap is in the doing (implementation vs ignorant to the doing).

short term always leaves us in a place worse off than when we started. — To properly heal from addiction, we need a holistic approach. We need to create a life we don’t need to escape. We need to address the root causes that made us turn outside ourselves in the first place. This means getting our physical health back, finding a good therapist, ending or leaving abusive relationships, learning to reinhabit our bodies, changing our negative thought patterns, building support networks, finding meaning and connecting to something greater than ourselves, and so on. To break the cycle of addiction, we need to learn to deal with cravings, break old habits, and create new ones. To address all of this is an overwhelming task, but there is a sane, empowering, and balanced approach. But before we discuss how to implement solutions to the Two-Part Problem, we need to address one of the bigger issues that women and other historically oppressed folks need to consider, which is how patriarchal structures affect the root causes of addiction, how they dominate the recovery landscape, and what that means for how we experience recovery. If we are sick from sexism, homophobia, racism, classism, microaggressions, misogyny, ableism, American capitalism, and so on—and we are—then we need to understand how recovery frameworks that were never built with us in mind can actually work against us, further pathologizing characteristics, attributes, and behaviors that have been used to keep us out of our power for millennia. We need to examine what it means for us individually and collectively when a structure built by and for upper-class white men in the early twentieth century dominates the treatment landscape.

You do not simply, mindlessly, implement the best practices. You have to think deeply about your condition. If the “best practice” seems like a useful countermeasure for your problem, you should learn from the best practice; however, what may have worked in some other place may not work for you without adjustment and even further improvement.

Ultimately, students—not only teachers—must be able to use standards to guide efforts toward achievement and mastery. Implementation of new standards must be done in a manner that ensures that they result in different experiences for students; curriculum, instruction, assessment, and rubrics should look different in a classroom where a new set of standards is being used to guide student learning.

Back in Afghanistan, when snipers from the other countries’ Special Operations teams were asking Osman and me over to debrief them after Zhawar Kili, I’d befriended a very sharp Danish sniper named Henning, from the Danish Frogman Corps. Now Henning was running the sniper training in Denmark, and he flew over to the States, went through our advanced courses, then took what he’d learned and implemented it in Denmark.

I have found that educators yearn to be told something like this: There will be no more initiatives—at least for a time. Instead, we will focus only on what will have an immediate and dramatic impact on learning in your classrooms: ensuring the implementation of a common, content-rich curriculum; good lessons; and plenty of meaningful literacy activities (such as close reading, writing, and discussion) across the curriculum.

What Ibarra calls the “ plan-and-implement” model—the idea that we should first make a long-term plan and execute without deviation, as opposed to the “ test-and-learn” model—is entrenched in depictions of geniuses. Popular lore holds that the sculptor Michelangelo would see a full figure in a block of marble before he ever touched it, and simply chip away the excess stone to free the figure inside. It is an exquisitely beautiful image.

no memory of sexual abuse is as horrifying as the conversations overheard in the Underground pertaining to implementing the New World Order. I learned that perpetrators believed that controlling the masses through propaganda mind manipulation did not guarantee there would be a world left to dominate due to environmental and overpopulation problems. The solution being debated was not pollution/population control, but mass genocide of "selected undesirables.

Critical Thinking: Why Is It So Hard to Teach? By Daniel T. Willingham SUMMER 2007 AMERICAN FEDERATION OF TEACHERS pp. 8-1 Can critical thinking actually be taught? Decades of cognitive research point to a disappointing answer: not really. People who have sought to teach critical thinking have assumed that it is a skill, like riding a bicycle, and that, like other skills, once you learn it, you can apply it in any situation. Research from cognitive science shows that thinking is not that sort of skill. The processes of thinking are intertwined with the content of thought (that is, domain knowledge). Thus, if you remind a student to “look at an issue from multiple perspectives” often enough, he will learn that he ought to do so, but if he doesn’t know much about an issue, he can’t think about it from multiple perspectives. You can teach students maxims about how they ought to think, but without background knowledge and practice, they probably will not be able to implement the advice they memorize.

The religious scholar and Muslim Brotherhood ideologist Sayyid Qutb articulated perhaps the most learned and influential version of this view. In 1964, while imprisoned on charges of participating in a plot to assassinate Egyptian President Nasser, Qutb wrote Milestones, a declaration of war against the existing world order that became a foundational text of modern Islamism. In Qutb’s view, Islam was a universal system offering the only true form of freedom: freedom from governance by other men, man-made doctrines, or “low associations based on race and color, language and country, regional and national interests” (that is, all other modern forms of governance and loyalty and some of the building blocks of Westphalian order). Islam’s modern mission, in Qutb’s view, was to overthrow them all and replace them with what he took to be a literal, eventually global implementation of the Quran. The culmination of this process would be “the achievement of the freedom of man on earth—of all mankind throughout the earth.” This would complete the process begun by the initial wave of Islamic expansion in the seventh and eighth centuries, “which is then to be carried throughout the earth to the whole of mankind, as the object of this religion is all humanity and its sphere of action is the whole earth.” Like all utopian projects, this one would require extreme measures to implement. These Qutb assigned to an ideologically pure vanguard, who would reject the governments and societies prevailing in the region—all of which Qutb branded “unIslamic and illegal”—and seize the initiative in bringing about the new order.

Ibarra’s advice is nearly identical to the short-term planning the Dark Horse researchers documented. Rather than expecting an ironclad a priori answer to “Who do I really want to become?,” their work indicated that it is better to be a scientist of yourself, asking smaller questions that can actually be tested—“Which among my various possible selves should I start to explore now? How can I do that?” Be a flirt with your possible selves.* Rather than a grand plan, find experiments that can be undertaken quickly. “Test-and-learn,” Ibarra told me, “not plan-and-implement.

Proportional representation is often defended on the grounds that it leads to coalition governments and compromise policies. But compromises – amalgams of the policies of the contributors – have an undeservedly high reputation. Though they are certainly better than immediate violence, they are generally, as I have explained, bad policies. If a policy is no one’s idea of what will work, then why should it work? But that is not the worst of it. The key defect of compromise policies is that when one of them is implemented and fails, no one learns anything because no one ever agreed with it.

The ‘Regal Seven (key) Ingredients of a Successful Company’ is: Pursue the goal of Profit Maximization keeping in mind the shareholders interests. To be achieved by developing and rendering Quality Goods and Services at a Reasonable Price. By inculcating Value and Ethics within the structure Through Sound People Management principles devised and effectively implemented. Further organizing Learning Programs and instill concept of ‘Learning and Earning’ Develop/Construct Customer Satisfaction. Build-Build-Build ; Build vision based values, Build your staff, Build customer satisfaction ; and witness your organization being built in the market.

As a teacher, no matter what grade level, no matter how hard you try to engage the entire class or implement the suggestions above, you will still encounter “that one kid” who will get under your skin: the class clown, the smart-ass, the student who acts like you are pulling his teeth every time you ask him to do something, the kid who always has to say “this is stupid.” They are just part of the clientele base we serve and they can drive us to drinking (figuratively speaking…and sometimes literally).   Please remember that you are the adult.  The negativity or resistance “that one kid” radiates can be handled in a way that does not disturb the class structure.

True learning is a permanent change in cognition and/or behavior. In other words, learning involves a permanent change in how you see and act in the world. The accumulation of information isn’t learning. Lots of people have heads full of information they don’t know what to do with. If you want to learn something quickly, you need to immerse yourself in that thing and immediately implement what you’re learning. The fastest way to learn Spanish, for instance, is by immersing yourself in a Spanish culture. Flash cards for fifteen minutes a day will eventually get you there. But you’ll make deeper connections with a few days fully immersed than you would in months of “dabbling.

THE 11 COMMANDMENTS FOR WISE BOSSES Have strong opinions and weakly held beliefs. Do not treat others as if they are idiots. Listen attentively to your people; don’t just pretend to hear what they say. Ask a lot of good questions. Ask others for help and gratefully accept their assistance. Do not hesitate to say, ‘I don’t know’. Forgive people when they fail, remember the lessons, and teach them to everyone. Fight as if you are right, and listen as if you are wrong. Do not hold grudges after losing an argument. Instead, help the victors implement their ideas with all your might. Know your foibles and flaws, and work with people who correct and compensate for your weaknesses. Express gratitude to your people.

Here are the four keys to successful commitments: 1. Strong desire: In order to fully commit to something, you need a clear and personally compelling reason. Without a strong desire you will struggle when the implementation gets difficult, but with a compelling desire, seemingly insurmountable obstacles are seen as challenges to be met. The desired end result needs to be meaningful enough to get you through the hard times and keep you on track. 2. Keystone actions: Once you have an intense desire to accomplish something, you then need to identify the core actions that will produce the result you’re after. In today’s world, many of us have become spectators rather than participants. We must remember that it’s what we do that counts. In most endeavors there are often many activities that help you accomplish your goal. However there are usually a few core activities that account for the majority of the results, and in some cases there are only one or two keystone actions that ultimately produce the result. It is critical that you identify these keystones and focus on them. 3. Count the costs: Commitments require sacrifice. In any effort there are benefits and costs. Too often we claim to commit to something without considering the costs, the hardships that will have to be overcome to accomplish your desire. Costs can include time, money, risk, uncertainty, loss of comfort, and so on. Identifying the costs before you commit allows you to consciously choose whether you are willing to pay the price of your commitment. When you face any of these costs, it is extremely helpful to recognize that you anticipated them and decided that reaching your goal was worth it. 4. Act on commitments, not feelings: There will be times when you won’t feel like doing the critical activities. We’ve all been there. Getting out of bed at 5:30 a.m. to jog in the winter cold can be daunting, especially when you’re in a toasty warm bed. It is during these times that you will need to learn to act on your commitments instead of your feelings. If you don’t, you will never build any momentum and will get stuck continually restarting or, as is so often the case, giving up. Learning to do the things you need to do, regardless of how you feel, is a core discipline for success.

GET BEYOND THE ONE-MAN SHOW Great organizations are never one-man operations. There are 22 million licensed small businesses in America that have no employees. Forbes suggests 75 percent of all businesses operate with one person. And the average income of those companies is a sad $44,000. That’s not a business—that’s torture. That is a prison where you are both the warden and the prisoner. What makes a person start a business and then be the only person who works there? Are they committed to staying small? Or maybe an entrepreneur decides that because the talent pool is so poor, they can’t hire anyone who can do it as well as them, and they give up. My guess is the latter: Most people have just given up and said, “It’s easier if I just do it myself.” I know, because that’s what I did—and it was suicidal. Because my business was totally dependent on me and only me, I was barely able to survive, much less grow, for the first ten years. Instead I contracted another company to promote my seminars. When I hired just one person to assist me out of my home office, I thought I was so smart: Keep it small. Keep expenses low. Run a tight ship. Bigger isn’t always better. These were the things I told myself to justify not growing my business. I did this for years and even bragged about how well I was doing on my own. Then I started a second company with a partner, a consulting business that ran parallel to my seminar business. This consulting business quickly grew bigger than my first business because my partner hired people to work for us. But even then I resisted bringing other people into the company because I had this idea that I didn’t want the headaches and costs that come with managing people. My margins were monster when I had no employees, but I could never grow my revenue line without killing myself, and I have since learned that is where all my attention and effort should have gone. But with the efforts of one person and one contracted marketing company, I could expand only so much. I know that a lot of speakers and business gurus run their companies as one-man shows. Which means that while they are giving advice to others about how to grow a business, they may have never grown one themselves! Their one-man show is simply a guy or gal going out, collecting a fee, selling time and a few books. And when they are out speaking, the business terminates all activity. I started studying other people and companies that had made it big and discovered they all had lots of employees. The reality is you cannot have a great business if it’s just you. You need to add other people. If you don’t believe me, try to name one truly great business that is successful, ongoing, viable, and growing that doesn’t have many people making it happen. Good luck. Businesses are made of people, not just machines, automations, and technology. You need people around you to implement programs, to add passion to the technology, to serve customers, and ultimately to get you where you want to go. Consider the behemoth online company Amazon: It has more than 220,000 employees. Apple has more than 100,000; Microsoft has around the same number. Ernst & Young has more than 200,000 people. Apple calls the employees working in its stores “Geniuses.” Don’t you want to hire employees deserving of that title too? Think of how powerful they could make your business.

THE 12 COMMANDMENTS OF BOSSES’ DIRTY WORK How to Implement Tough Decisions in Effective and Humane Ways Do not delay painful decisions and actions; hoping the problem will go away or that someone else will do your dirty work rarely is an effective path. Assume that you are clueless, or at least have only a dim understanding, of how people judge you and the dirty work that you do. Implement tough decisions as well as you can – even if they strike you as wrong or misguided. Or get out of the way and let someone else do it. Do everything possible to communicate to all who will be affected how distressing events will unfold, so they can predict when bad things will (and will not) happen to them. Explain early and often why the dirty work is necessary. Look for ways to give employees influence over how painful changes happen to them, even when it is impossible to change what will happen to them. Never humiliate, belittle, or bad-mouth people who are the targets of your dirty work. Ask yourself and fellow bosses to seriously consider if the dirty work is really necessary before implementing it. Just because all your competitors do it, or you have always done it in the past, does not mean it is wise right now. Do not bullshit or lie to employees, as doing so can destroy their loyalty and confidence, along with your reputation. Keep your big mouth shut. Divulging sensitive or confidential information can harm employees, your organization, and you, too. Refrain from doing mean-spirited things to exact personal revenge against employees who resist or object to your dirty work. Do not attempt dirty work if you lack the power to do it right, no matter how necessary it may seem.

When it comes to the Obama administration, we have observed how it has operated by implementing the “Chicago Way,” an approach to government Obama learned in his days serving the Daley Machine in Chicago. It’s a “my way or the highway” style that combines unaccountability and illegal secrecy with brazen favoritism toward allies and the punishment of political enemies. Despite the idealism with which he promised he would govern, President Obama has proven quite comfortable operating in the morally bankrupt idiom of the urban politico. We have detailed shady dealings with cronies, clear and present dangers to our national security, cozy relationships with union bosses, ethically questionable appointments, abuse of power in the use of executive orders, double talk on ethics reform, politicization of government agencies such as the Internal Revenue Service, and, of course, the widespread practice of “crony capitalism,” which rewards friends of the president and the Democratic Party.

Isabella Di Fabio Web developers who design, build and implement web sites are involved in creating Web pages and help design aesthetic features such as layouts and colors, as well as technical considerations like designing a web site that can handle a certain amount of Internet traffic. Web developers in this role focus on the back-end development of websites, which includes the creation of complex search functions. It is not mandatory that their task is to know how to program the design, but to make it real in the browser. The design for print and web has never been as diverse as it is today. A group of web designers who understand the entire WordPress hierarchy system and know how to put together the code to use actions, filters and hooks to customize WordPress in the right way. Isabella Di Fabio If you want to pick a skill, learn something that is universally appealing and can be applied to many different types of clients and projects. The more you can do for a client generally, the better and the more work you can accept.

Burial Cathy Linh Che There is the rain, the odor of fresh earth, and you, grandmother, in a box. I bury the distance, 22 years of not meeting you and your ruined hands. I bury your hair, parted to the side and pinned back, your áo dài of crushed velvet, the implements you used to farm, the stroke which claimed your right side, the land you gave up when you remarried, your grief over my grandfather's passing, the war that evaporated your father's leg, the war that crushed your bowls, your childhood home razed by the rutted wheels of an American tank— I bury it all. You learned that nothing stays in this life, not your daughter, not your uncle, not even the dignity of leaving this world with your pants on. The bed sores on your hips were clean and sunken in. What did I know, child who heard you speak only once, and when we met for the first time, tears watered the side of your face. I held your hand and said, bà ngoai, bà ngoai Ten years later, I returned. It rained on your gravesite. In the picture above your tomb, you looked just like my mother. We lit the joss sticks and planted them. We kept the encroaching grass at bay.

By the architecture of a system, I mean the complete and detailed specification of the user interface. For a computer this is the programming manual. For a compiler it is the language manual. For a control program it is the manuals for the language or languages used to invoke its functions. For the entire system it is the union of the manuals the user must consult to do his entire job. The architect of a system, like the architect of a building, is the user's agent. It is his job to bring professional and technical knowledge to bear in the unalloyed interest of the user, as opposed to the interests of the salesman, the fabricator, etc.[2] Architecture must be carefully distinguished from implementation. As Blaauw has said, "Where architecture tells what happens, implementation tells how it is made to happen."[3] He gives as a simple example a clock, whose architecture consists of the face, the hands, and the winding knob. When a child has learned this architecture, he can tell time as easily from a wristwatch as from a church tower. The implementation, however, and its realization, describe what goes on inside the case—powering by any of many mechanisms and accuracy control by any of many.

A good writer is likely to know and use, or find out and use, the words for common architectural features, like "lintel," "newel post," "corbelling," "abutment," and the concrete or stone "hems" alongisde the steps leading up into churches or public buildings; the names of carpenters' or pumbers' tools, artists' materials, or whatever furniture, implements, or processes his characters work with; and the names of common household items, including those we do not usually hear named, often as we use them. Above all, the writer should stretch his vocabulary of ordinary words and idioms--words and idioms he sees all the time and knows how to use but never uses. I mean here not language that smells of the lamp but relatively common verbs, nouns, and adjectives. The serious-mined way to vocabulary is to read through a dictionary, making lists of all the common words one happens never to use. And of course the really serious-minded way is to study languages--learn Greek, Latin, and one or two modern languages. Among writers of the first rank one can name very few who were not or are not fluent in at least two. Tolstoy, who spoke Russian, French, and English easily, and other languages and dialects with more difficulty, studied Greek in his forties.

Pull approaches differ significantly from push approaches in terms of how they organize and manage resources. Push approaches are typified by "programs" - tightly scripted specifications of activities designed to be invoked by known parties in pre-determined contexts. Of course, we don't mean that all push approaches are software programs - we are using this as a broader metaphor to describe one way of organizing activities and resources. Think of thick process manuals in most enterprises or standardized curricula in most primary and secondary educational institutions, not to mention the programming of network television, and you will see that institutions heavily rely on programs of many types to deliver resources in pre-determined contexts. Pull approaches, in contrast, tend to be implemented on "platforms" designed to flexibly accommodate diverse providers and consumers of resources. These platforms are much more open-ended and designed to evolve based on the learning and changing needs of the participants. Once again, we do not mean to use platforms in the literal sense of a tangible foundation, but in a broader, metaphorical sense to describe frameworks for orchestrating a set of resources that can be configured quickly and easily to serve a broad range of needs. Think of Expedia's travel service or the emergency ward of a hospital and you will see the contrast with the hard-wired push programs.

Partly at Rubel’s urging, Secretary of Defense McNamara later compelled the Minuteman developers, against great resistance, to install the equivalent of an electronic lock on the Minuteman, such that it couldn’t be fired without the receipt of a coded message from higher headquarters. Decades later, long after McNamara’s retirement, Bruce Blair, a former Minuteman launch control officer, informed the former secretary that the Air Force had ensured that the codes in the launch control centers were all set continuously at 00000000. According to Blair, McNamara responded, “I am shocked, absolutely shocked and outraged. Who the hell authorized that?” “What he had just learned from me,” Blair continues, was that the locks had been installed,52 but everyone knew the combination. The Strategic Air Command (SAC) in Omaha quietly decided to set the “locks” to all zeros in order to circumvent this safeguard. During the early to mid-1970s, during my stint as a Minuteman launch officer, they still had not been changed. Our launch checklist in fact instructed us, the firing crew, to double-check the locking panel in our underground launch bunker to ensure that no digits other than zero had been inadvertently dialed into the panel. SAC remained far less concerned about unauthorized launches than about the potential of these safeguards to interfere with the implementation of wartime launch orders. And so the “secret unlock code” during the height of the nuclear crises of the Cold War remained constant at 00000000.

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

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All airplanes must carry two black boxes, one of which records instructions sent to all on-board electronic systems. The other is a cockpit voice recorder, enabling investigators to get into the minds of the pilots in the moments leading up to an accident. Instead of concealing failure, or skirting around it, aviation has a system where failure is data rich. In the event of an accident, investigators, who are independent of the airlines, the pilots’ union, and the regulators, are given full rein to explore the wreckage and to interrogate all other evidence. Mistakes are not stigmatized, but regarded as learning opportunities. The interested parties are given every reason to cooperate, since the evidence compiled by the accident investigation branch is inadmissible in court proceedings. This increases the likelihood of full disclosure. In the aftermath of the investigation the report is made available to everyone. Airlines have a legal responsibility to implement the recommendations. Every pilot in the world has free access to the data. This practice enables everyone—rather than just a single crew, or a single airline, or a single nation—to learn from the mistake. This turbocharges the power of learning. As Eleanor Roosevelt put it: “Learn from the mistakes of others. You can’t live long enough to make them all yourself.” And it is not just accidents that drive learning; so, too, do “small” errors. When pilots experience a near miss with another aircraft, or have been flying at the wrong altitude, they file a report. Providing that it is submitted within ten days, pilots enjoy immunity. Many planes are also fitted with data systems that automatically send reports when parameters have been exceeded. Once again, these reports are de-identified by the time they proceed through the report sequence.*

As strangeness becomes the new normal, your past experiences, as well as the past experiences of the whole of humanity, will become less reliable guides. Humans as individuals and humankind as a whole will increasingly have to deal with things nobody ever encountered before, such as super-intelligent machines, engineered bodies, algorithms that can manipulate your emotions with uncanny precision, rapid man-made climate cataclysms and the need to change your profession every decade. What is the right thing to do when confronting a completely unprecedented situation? How should you act when you are flooded by enormous amounts of information and there is absolutely no way you can absorb and analyse it all? How to live in a world where profound uncertainty is not a bug, but a feature? To survive and flourish in such a world, you will need a lot of mental flexibility and great reserves of emotional balance. You will have to repeatedly let go of some of what you know best, and feel at home with the unknown. Unfortunately, teaching kids to embrace the unknown and to keep their mental balance is far more difficult than teaching them an equation in physics or the causes of the First World War. You cannot learn resilience by reading a book or listening to a lecture. The teachers themselves usually lack the mental flexibility that the twenty-first century demands, for they themselves are the product of the old educational system. The Industrial Revolution has bequeathed us the production-line theory of education. In the middle of town there is a large concrete building divided into many identical rooms, each room equipped with rows of desks and chairs. At the sound of a bell, you go to one of these rooms together with thirty other kids who were all born the same year as you. Every hour some grown-up walks in, and starts talking. They are all paid to do so by the government. One of them tells you about the shape of the earth, another tells you about the human past, and a third tells you about the human body. It is easy to laugh at this model, and almost everybody agrees that no matter its past achievements, it is now bankrupt. But so far we haven’t created a viable alternative. Certainly not a scaleable alternative that can be implemented in rural Mexico rather than just in upmarket California suburbs.

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

What Ibarra calls the “plan-and-implement” model—the idea that we should first make a long-term plan and execute without deviation, as opposed to the “test-and-learn” model—is entrenched in depictions of geniuses. Popular lore holds that the sculptor Michelangelo would see a full figure in a block of marble before he ever touched it, and simply chip away the excess stone to free the figure inside. It is an exquisitely beautiful image. It just isn’t true. Art historian William Wallace showed that Michelangelo was actually a test-and-learn all-star. He constantly changed his mind and altered his sculptural plans as he worked. He left three-fifths of his sculptures unfinished, each time moving on to something more promising. The first line of Wallace’s analysis: “Michelangelo did not expound a theory of art.” He tried, then went from there. He was a sculptor, painter, master architect, and made engineering designs for fortifications in Florence. In his late twenties he even pushed visual art aside to spend time writing poems (including one about how much he grew to dislike painting), half of which he left unfinished. Like anyone eager to raise their match quality prospects, Michelangelo learned who he was—and whom he was carving—in practice, not in theory. He started with an idea, tested it, changed it, and readily abandoned it for a better project fit. Michelangelo might have fit well in Silicon Valley; he was a relentless iterator. He worked according to Ibarra’s new aphorism: “I know who I am when I see what I do.

Fakes Should Be Tested A fake must have its own tests to ensure that it conforms to the API of its corresponding real implementation. A fake without tests might initially provide realistic behavior, but without tests, this behavior can diverge over time as the real implementation evolves.

STEP TWO: REVIEW YOUR EDUCATION If you’ve read this book, congratulations! You’ve given yourself a tremendous education. But knowledge isn’t power; it’s potential power. Decide what tools do you want to access today. And what do you want to keep track of in the future? 1. Are stem cells something that you want to pursue for some aspect of your life or for someone in your family? 2. Do you want to implement Dr. Sinclair’s Four Vitality Ingredients that help reverse biological aging? Or tap into the energy force of NMN? 3. Or, are there some technologies that you’ll want to keep track of so that you have them when you need them? Perhaps the Wnt Pathway for Osteoarthritis? 4. Is there anyone in your family or people you know whom you want to share information with about what you’ve learned here in the big 6—heart disease, diabetes/obesity, stroke, cancer, autoimmune disease, and Alzheimer’s? 5. Are you going to keep track of Gene Therapy and CRISPR and some of the transformations it’s creating? 6. Do you know anyone who has Parkinson’s or severe addiction who could feel relief from focused Ultrasound without brain surgery? Make a list of the things that you want to act on and things you want to keep track of, so that if you or anyone you know who needs help, you’ll have answers that you can share with them and that they can consider with their doctor. Just create a little checklist for yourself. The book is here. It’s the ultimate resource you can go back to as often as you need.

1. what the business wants or needs to achieve operationally (such as some sort of measurable goal) 2. what learners perceive as useful, relevant, engaging, and a valuable use of their time and effort 3. what can be realistically implemented and sustained given technology or environmental constraints that exist for the business and the targeted users.

Because we make our own budget, we can implement classes that most schools don’t have, like gardening. I don’t know how many children are learning how to grow their own food anymore, but I consider it a vital resource.

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Too many times, a person comes back to their place of work and is never asked to discuss, demonstrate, implement … what learning took place in a session. If learning is not reinforced soon, much is quickly lost,

In order to be effective in public relations, you must learn to develop and implement the overall communications plans to ensure effective and consistent dissemination of strategic objectives.

the discipline of education cannot be on its own for proper implementations; essentially, it needs to be integrated with other related disciplines. For example, what is the purpose of education if it does not allow learners to develop humanistically as creative beings with wisdom?

what is missing from so many learning opportunities: the personal involvement and support of key players and stakeholders, and a personal and organizational commitment to creating the sort of workplace where, when learners return from formal lessons, they are encouraged to implement what they have learned.

As I near the end of all of that and think back on what I’ve learned, these are the ten principles that strike me as necessary to true leadership. I hope they’ll serve you as well as they’ve served me. Optimism. One of the most important qualities of a good leader is optimism, a pragmatic enthusiasm for what can be achieved. Even in the face of difficult choices and less than ideal outcomes, an optimistic leader does not yield to pessimism. Simply put, people are not motivated or energized by pessimists. Courage. The foundation of risk-taking is courage, and in ever-changing, disrupted businesses, risk-taking is essential, innovation is vital, and true innovation occurs only when people have courage. This is true of acquisitions, investments, and capital allocations, and it particularly applies to creative decisions. Fear of failure destroys creativity. Focus. Allocating time, energy, and resources to the strategies, problems, and projects that are of highest importance and value is extremely important, and it’s imperative to communicate your priorities clearly and often. Decisiveness. All decisions, no matter how difficult, can and should be made in a timely way. Leaders must encourage a diversity of opinion balanced with the need to make and implement decisions. Chronic indecision is not only inefficient and counterproductive, but it is deeply corrosive to morale. Curiosity. A deep and abiding curiosity enables the discovery of new people, places, and ideas, as well as an awareness and an understanding of the marketplace and its changing dynamics. The path to innovation begins with curiosity. Fairness. Strong leadership embodies the fair and decent treatment of people. Empathy is essential, as is accessibility. People committing honest mistakes deserve second chances, and judging people too harshly generates fear and anxiety, which discourage communication and innovation. Nothing is worse to an organization than a culture of fear. Thoughtfulness. Thoughtfulness is one of the most underrated elements of good leadership. It is the process of gaining knowledge, so an opinion rendered or decision made is more credible and more likely to be correct. It’s simply about taking the time to develop informed opinions. Authenticity. Be genuine. Be honest. Don’t fake anything. Truth and authenticity breed respect and trust. The Relentless Pursuit of Perfection. This doesn’t mean perfectionism at all costs, but it does mean a refusal to accept mediocrity or make excuses for something being “good enough.” If you believe that something can be made better, put in the effort to do it. If you’re in the business of making things, be in the business of making things great. Integrity. Nothing is more important than the quality and integrity of an organization’s people and its product. A company’s success depends on setting high ethical standards for all things, big and small. Another way of saying this is: The way you do anything is the way you do everything.

Thompson, who designed and implemented the first UNIX system, has stated that he much prefers printf debugging.24 But as Baird put it, “If you are a genius like Ken Thompson, you are going to write good code.”25 The rest of us need to move beyond printf debugging to get our code working, as I rapidly discovered once I started working on the internals of Windows NT at Microsoft (the fundamental skill is learning to use a specialized piece of software called a debugger, which can examine the memory of another program).

Another characteristic of truly innovative and creative people is that they have a reality-distortion field, a phrase that was used about Steve Jobs and comes from a Star Trek episode in which aliens create an entire new world through sheer mental force. When his colleagues protested that one of Jobs’s ideas or proposals would be impossible to implement, he would use a trick he learned from a guru in India: he would stare at them without blinking and say, “Don’t be afraid. You can do it.

Leadership is the willingness to learn every day and implement the lessons learnt in the right way.

A new day has dawned. New Secondary Skills are unlocked: Blades: Your many battles have increased your effectiveness with swords and other bladed weapons. Expressive Magic Theory: You now know more about shaping aetherium with your words. Somatic Magic Theory: You have mastered an Improvised Spellform and learned more of magic in the process. Somatic Battle-Weaving: Each action you take, from the stroke of a sword to a dodge, can contribute to a Spellform in the heat of battle. Dramatic Magic Theory: Combining Somatic and Expressive magics is not easy, but you now know more of this difficult path. Aetheric Channeling: Masters of magic long ago learned the secrets of how aether changes states and moves through the Aura. You have taken steps to recreate that knowledge. Critical Breakthrough! You have progressed very far in a short time, understanding the Aura in ways many arcanologists thought lost to time. Aetheric Sensing: Through innovative use, you have advanced in this Skill without the need for a tutor. Aetheric Projection: Few wand users ever go beyond simple bolts of energy, but you recreated an entirely different weapon from raw aether. Critical Breakthrough! Frenzied use of advanced techniques has ingrained them in you, making even such advanced uses seem trivial. Skill greatly increased. Aura Mastery: You have learned how to fill your Aura with aetherium while still allowing aether to flow into you. Provides damage reduction and allows use of Somatic spellforms without an implement. Greatly increases the aetherium costs of such spells. May have other benefits as well. Korrash

There are countless ways to promote your work. You don’t have to do everything all at once, now. It’s best to choose one method to implement at a time. Learn how to do it well, spend time on it, and once you feel you can do it in your sleep, then add another promotional tool, and repeat. Consistency is key.

A Scorecard is a weekly report containing five to 15 high-level numbers for the organization. In the Data Component chapter, you will learn to create and implement this powerful tool into your company. It will enable you to have a pulse of your business on a weekly basis, predict future developments, and quickly identify when things have fallen off the track. Because you’re regularly reviewing the numbers, you’ll be able to quickly spot and solve problems as they come up as opposed to reacting to bad numbers in a financial statement long after the fact.

Optimism. One of the most important qualities of a good leader is optimism, a pragmatic enthusiasm for what can be achieved. Even in the face of difficult choices and less than ideal outcomes, an optimistic leader does not yield to pessimism. Simply put, people are not motivated or energized by pessimists. Courage. The foundation of risk-taking is courage, and in ever-changing, disrupted businesses, risk-taking is essential, innovation is vital, and true innovation occurs only when people have courage. This is true of acquisitions, investments, and capital allocations, and it particularly applies to creative decisions. Fear of failure destroys creativity. Focus. Allocating time, energy, and resources to the strategies, problems, and projects that are of highest importance and value is extremely important, and it’s imperative to communicate your priorities clearly and often. Decisiveness. All decisions, no matter how difficult, can and should be made in a timely way. Leaders must encourage a diversity of opinion balanced with the need to make and implement decisions. Chronic indecision is not only inefficient and counterproductive, but it is deeply corrosive to morale. Curiosity. A deep and abiding curiosity enables the discovery of new people, places, and ideas, as well as an awareness and an understanding of the marketplace and its changing dynamics. The path to innovation begins with curiosity. Fairness. Strong leadership embodies the fair and decent treatment of people. Empathy is essential, as is accessibility. People committing honest mistakes deserve second chances, and judging people too harshly generates fear and anxiety, which discourage communication and innovation. Nothing is worse to an organization than a culture of fear. Thoughtfulness. Thoughtfulness is one of the most underrated elements of good leadership. It is the process of gaining knowledge, so an opinion rendered or decision made is more credible and more likely to be correct. It’s simply about taking the time to develop informed opinions. Authenticity. Be genuine. Be honest. Don’t fake anything. Truth and authenticity breed respect and trust. The Relentless Pursuit of Perfection. This doesn’t mean perfectionism at all costs, but it does mean a refusal to accept mediocrity or make excuses for something being “good enough.” If you believe that something can be made better, put in the effort to do it. If you’re in the business of making things, be in the business of making things great. Integrity. Nothing is more important than the quality and integrity of an organization’s people and its product. A company’s success depends on setting high ethical standards for all things, big and small. Another way of saying this is: The way you do anything is the way you do everything.

Pure copycats never made for great companies, and they couldn’t survive inside this coliseum. But the trial-by-fire competitive landscape created when one is surrounded by ruthless copycats had the result of forging a generation of the most tenacious entrepreneurs on earth. As we enter the age of AI implementation, this cutthroat entrepreneurial environment will be one of China’s core assets in building a machine-learning-driven economy.

DECISION MAKING As we saw in chapter 6, participating in the markets is about decision making. You must decide the conditions under which you will enter the market before developing a plan to implement the decision. Obviously, if you decide not to enter the market there is no need for a plan. Broadly speaking, the decision-making process is as follows: (1) Decide what type of participant you’re going to be, (2) select a method of analysis, (3) develop rules, (4) establish controls, and (5) formulate a plan.

What follows is my attempt to fill in the blanks that I did not understand in real time. I started by revisiting my notes, as well as my public reporting, seeking to retrace my steps over two years. I pored through hundreds of pages of documents, obtained by myself and others, including NGOs doggedly filing public records requests. Still more files have been made publicly available through investigations by inspectors general and Congress. To contextualize these documents, I spoke with dozens of sources, from those responsible for considering, implementing, then unwinding the policy, to others who were caught in its crosshairs. I heard from people who participated in and experienced the policy on the border, and some of those who directed it from Washington, including, at times, from inside the White House itself. What I have now unequivocally learned is that the Trump administration’s family separation policy was an avoidable catastrophe made worse by people who could have made it better at multiple inflection points, which I’ll share with you here in a series of pivotal moments presented as scenes. The dialogue you’ll read in these pages is reconstructed, when I was present, to the best of my memory or using recordings made as part of my reporting.

It is the framework developer’s job to ensure that clients can extend the framework to solve the remainder of their problems. It’s tempting to try to solve a broad range of problems with a framework. The conflict is that the added functionality makes the framework that much more difficult to learn and use for all clients.

One notable example of this is the ever present “People You May Know” or “Friend suggestions” feature. Every social platform at scale has some kind of implementation of it for a reason: it works incredibly well. My friend Aatif Awan, formerly vice president of growth at LinkedIn—who helped them scale to hundreds of millions of users and spearheaded their acquisition by Microsoft—explains how their algorithm works: People You May Know was a key part of LinkedIn’s success, generating billions of connections within the network. It started with “completing the triangle”—if a bunch of your friends have all connected with Alice but you haven’t yet, then there’s a good chance you might know Alice, too. Later, we incorporated implicit signals—maybe Alice just updated her profile to say she works at your same company. Maybe she’s viewed your profile multiple times over several days. Putting all of these inputs into a machine learning model continued to give us mileage on this feature over many years.77

The computation of partial dependence plots is intuitive: The partial dependence function at a particular feature value represents the average prediction if we force all data points to assume that feature value. In my experience, lay people usually understand the idea of PDPs quickly. If the feature for which you computed the PDP is not correlated with the other features, then the PDPs perfectly represent how the feature influences the prediction on average. In the uncorrelated case, the interpretation is clear: The partial dependence plot shows how the average prediction in your dataset changes when the j-th feature is changed. It is more complicated when features are correlated, see also disadvantages. Partial dependence plots are easy to implement. The calculation for the partial dependence plots has a causal interpretation. We intervene on a feature and measure the changes in the predictions. In doing so, we analyze the causal relationship between the feature and the prediction.3 The relationship is causal for the model – because we explicitly model the outcome as a function of the features – but not necessarily for the real world!

In the previous chapter, you learned many ways to think out of the box. I hope you have found them useful and try to implement them in your life. Now let’s continue to explore a few more strategies that can help boost your creativity enough.

The methods I’ve described can be used to implement any function that stays constant in time, but a more interesting class of functions are those that involve sequences in time. To handle such functions, we use a device called a finite-state machine. Finite-state machines can be used to implement time-varying functions—functions that depend not just on the current input but also on the previous history of inputs. Once you learn to recognize a finite-state machine, you’ll notice them everywhere—in combination locks, ballpoint pens, even legal contracts. The basic idea of a finite-state machine is to combine a look-up table, constructed using Boolean logic, with a memory device. The memory is used to store a summary of the past, which is the state of the finite-state machine.

A Disciple is one who… Demonstrates the Fruit of the Spirit in his life Invests time in serving others Studies the Scriptures and handles it correctly Crucifies his flesh with its passions and desires Implements what they learn in their life Prays without ceasing Looks to Jesus, the founder, and perfecter of our faith Examines their life consistently

When his colleagues protested that one of Jobs’s ideas or proposals would be impossible to implement, he would use a trick he learned from a guru in India: he would stare at them without blinking and say, “Don’t be afraid. You can do it.” It usually worked. He drove people mad, he drove them to distraction, but he also drove them to do things they didn’t believe they could do.

implement decisions. Chronic indecision is not only inefficient and counterproductive, but it is deeply corrosive to morale.

A Disciple is one who… Demonstrates the Fruit of the Spirit in his life Invests time in serving others Studies the Scriptures and handles it correctly Crucifies his flesh with its passions and desires Implements what he learns in his life Prays without ceasing Looks to Jesus, the founder, and perfecter of his faith Examines his life consistently

The first thing to do when developing a model is to understand the problem you are trying to solve thoroughly. This does not only involve understanding what problem you are solving, but also why you are solving it, what impact are you expecting to have, and what the currently available solution is that you are comparing your new solution to.

Another name for statistical mean is expected value. That's because the mean serves as a biased estimation of the data.

I deliberately chose not to follow the statistical convention here so that our natural language processing friends feel at home once they realize that this (Pearson correlation coefficient equation) is the exact same equation as for cosine similarity.

Many people have something they love passionately. It could be collecting old farm implements, cross country skiing, foraging for mushrooms, or playing the harmonium. They devote themselves to their interests—obsessively practicing, learning, researching, and talking with those who share their passion. But when it comes to the person we love most in our lives, we don’t do any of this. And then wonder how it all went wrong.

It is important for us to draw literally all working people into the government of the state. It is a task of tremendous difficulty. But socialism cannot be implemented by a minority, by the Party. It can be implemented by tens of millions when they have learned to do it for themselves.

Step 1 – Identifying habits throughout our lives and understanding why these have manifested. Step 2 – Change our mindset and learn how to break those habits through self-reflection, honesty and mindful eating techniques. Step 3 – Implement practical knowledge solutions to provide you with a detailed basic education in nutrition., along with practical tips and meal ideas.

Uber had to get creative to unlock the hard side of their network, the drivers. Initially, Uber’s focus was on black car and limo services, which were licensed and relatively uncontroversial. However, a seismic shift occurred when rival app Sidecar innovated in recruiting unlicensed, normal people as drivers on their platform. This was the “peer-to-peer” model that created millions of new rideshare drivers, and was quickly copied and popularized by Lyft and then Uber. Jahan Khanna, cofounder/chief technology officer of Sidecar, spoke of its origin: It was obvious that letting anyone sign up to be a driver would be a big deal. With more drivers, rides would get cheaper and the wait times would get shorter. This came up in many brainstorms at Sidecar, but the question was always, what was the regulatory framework that allows this to operate? What were the prior examples that weren’t immediately shut down? After doing a ton of research, we came onto a model that had been active for years in San Francisco run by someone named Lynn Breedlove called Homobiles that answered our question.22 It’s a surprising fact, but the earliest version of the rideshare idea came not from an investor-backed startup, but rather from a nonprofit called Homobiles, run by a prominent member of the LGBTQ community in the Bay Area named Lynn Breedlove. The service was aimed at protecting and serving the LGBTQ community while providing them transportation—to conferences, bars and entertainment, and also to get health care—while emphasizing safety and community. Homobiles had built its own niche, and had figured out the basics: Breedlove had recruited, over time, 100 volunteer drivers, who would respond to text messages. Money would be exchanged, but in the form of donations, so that drivers could be compensated for their time. The company had operated for several years, starting in 2010—several years before Uber X—and provided the template for what would become a $100 billion+ gross revenue industry. Sidecar learned from Homobiles, implementing their offering nearly verbatim, albeit in digital form: donations based, where the rider and driver would sit together in the front, like a friend giving you a ride. With that, the rideshare market was kicked off.

Identify Your Strengths With Strengths Finder 2.0 One tool that can help you remember your achievements is the ‘Strengths Finder’ "assessment. The father of Strengths Psychology, Donald O. Clifton, Ph.D, along with Tom Rath and a team of scientists at The Gallup Organization, created StrengthsFinder. You can take this assessment by purchasing the Strengths Finder 2.0 book. The value of SF 2.0 is that it helps you understand your unique strengths. Once you have this knowledge, you can review past activities and understand what these strengths enabled you to do. Here’s what I mean, in the paragraphs below, I’ve listed some of the strengths identified by my Strengths Finder assessment and accomplishments where these strengths were used. “You can see repercussions more clearly than others can.” In a prior role, I witnessed products being implemented in the sales system at breakneck speed. While quick implementation seemed good, I knew speed increased the likelihood of revenue impacting errors. I conducted an audit and uncovered a misconfigured product. While the customer had paid for the product, the revenue had never been recognized. As a result of my work, we were able to add another $7.2 million that went straight to the bottom line. “You automatically pinpoint trends, notice problems, or identify opportunities many people overlook.” At my former employer, leadership did not audit certain product manager decisions. On my own initiative, I instituted an auditing process. This led to the discovery that one product manager’s decisions cost the company more than $5M. “Because of your strengths, you can reconfigure factual information or data in ways that reveal trends, raise issues, identify opportunities, or offer solutions.” In a former position, product managers were responsible for driving revenue, yet there was no revenue reporting at the product level. After researching the issue, I found a report used to process monthly journal entries which when reconfigured, provided product managers with monthly product revenue. “You entertain ideas about the best ways to…increase productivity.” A few years back, I was trained by the former Operations Manager when I took on that role. After examining the tasks, I found I could reduce the time to perform the role by 66%. As a result, I was able to tell my Director I could take on some of the responsibilities of the two managers she had to let go. “You entertain ideas about the best ways to…solve a problem.” About twenty years ago I worked for a division where legacy systems were being replaced by a new company-wide ERP system. When I discovered no one had budgeted for training in my department, I took it upon myself to identify how to extract the data my department needed to perform its role, documented those learnings and that became the basis for a two day training class. “Sorting through lots of information rarely intimidates you. You welcome the abundance of information. Like a detective, you sort through it and identify key pieces of evidence. Following these leads, you bring the big picture into view.” I am listing these strengths to help you see the value of taking the Strengths Finder Assessment.

The process today gives everyone a chance to participate,” Tom Hayden, by way of explaining “the difference” between 1968 and 1988, said to Bryant Gumbel on NBC at 7:50 a.m. on the day after Jesse Jackson spoke at the 1988 Democratic convention in Atlanta. This was, at a convention that had as its controlling principle the notably nonparticipatory idea of “unity”, demonstrably not true, but people inside the process, constituting as they do a self-created and self-referring class, a new kind of managerial elite, tend to speak of the world not necessarily as it is but as they want people out there to believe it is. They tend to prefer the theoretical to the observable, and to dismiss that which might be learned empirically as “anecdotal”. They tend to speak a language common in Washington but not specifically shared by the rest of us. They talk about “programs”, and “policy”, and how to “implement” them or it, about “trade-offs” and constituencies and positioning the candidate and distancing the candidate, about the “story”, and how it will “play”. They speak of a candidate’s performance, by which they usually mean his skill at circumventing questions, not as citizens but as professional insiders, attuned to signals pitched beyond the range of normal hearing: “I hear he did all right this afternoon,” they were saying to one another in the press section of the Louisiana

Judging from the dominant response to the current North American opioid situation—increased restrictions placed on the legal availability of these drugs—little has been learned from the alcohol-prohibition experience. As had occurred during the prohibition era, loads of people still consume so-called banned drugs, including opioids, cocaine, and psychedelics. Many of these people are forced to obtain their drugs of choice from illicit, unregulated markets, where there aren’t any quality controls. Thus, just as during Prohibition, thousands of people have died from ingesting drugs contaminated with poisons, impurities, and other unknown substances. Alcohol tainted with large amounts of methanol killed thousands of drinkers and left many others blind during Prohibition. As Deborah Blum masterfully explains in her authoritative work, The Poisoner’s Handbook, the U.S. government callously caused many of these deaths.3 Even before Prohibition, as early as 1906, federal officials required producers of industrial alcohol—used in antiseptics, medicines, and solvents—to add methanol and other chemicals to their batches so their products would be undrinkable. This policy was implemented to deal with manufacturers who sought to avoid paying taxes on potable alcohol. The Prohibition era brought with it sophisticated traffickers who obtained industrial alcohol, redistilled it to be quaffable, and sold it to the public and speakeasies. Government authorities were not pleased. Alcohol had been banned, but people continued to imbibe. By the mid 1920s, the feds were fed up. They ordered industrial alcohol makers to add even more methanol—up to 10 percent—to their products, which proved to be particularly lethal. Illicit dealers were caught off guard, and redistilling industrial alcohol required much more effort. Most individuals, certainly most drinkers, were unaware of these developments. People continued to drink, and the alcohol-poisoning death toll continued to climb. By the time Prohibition ended, hundreds of thousands of people had been maimed or killed due to drinking tainted alcohol. An estimated ten thousand of these individuals died as a result of the government alcohol-poisoning program. Neither accumulating deaths nor public outcry compelled the government to change its deadly alcohol-poisoning policy. This war-on-alcohol tactic remained in effect until Prohibition was repealed.

Getting away and asking ourselves who we want to become, who we want our families to become, and then backtracking and choosing one little step that is doable, to implement. One little step at a time. If you want to be a woman who loves Jesus and trusts him, then you need to spend time with him. Open his Word and read, one verse at a time. One prayer at a time. If you want to be a mom who is present with her kids, then you may need to put your phone in the cabinet for an hour from 3 to 4 p.m. each day. If you want to have intentional time together as a family, you might spend snack time each afternoon reading a story with your kids. If you want to be a family who uplifts one another and cheers one another on, you might go around the dinner table one night a week and each of you say one thing you love about a certain family member. If you want to be a runner, you don’t sign up for a marathon tomorrow, but you do need to put some running shoes on and get outside and start running. Doesn’t have to be every day. Doesn’t have to be five miles at a time. It could be ten minutes twice a week, but that makes you a runner. You don’t have to aim for perfection, or 100 percent even. We’re not looking for A+’s. We’re simply learning to be the people we want to be—living in the 80 percent rule. Rhythms over goals. Intentionality over reacting. Being present over distraction. Grace over legalism.

In a society that sells babies to increase government revenue, four women commit crimes against pregnancy and meet in prison. Knowledge is powerful and what they learn about The Auction’s history leads to a plan, a very risky plan, but if successfully implemented it could do more than take down The Auction. It could destroy society as they know it.

Figure out where you stumble the most and where you have room to improve, catch yourself when you see these behaviors arise, implement new strategies as you learn them, and let that be enough. And don’t forget to be kind to yourself along the way!

Another characteristic of truly innovative and creative people is that they have a reality-distortion field, a phrase that was used about Steve Jobs and comes from a Star Trek episode in which aliens create an entire new world through sheer mental force. When his colleagues protested that one of Jobs’s ideas or proposals would be impossible to implement, he would use a trick he learned from a guru in India: he would stare at them without blinking and say, “Don’t be afraid. You can do it.” It usually worked. He drove people mad, he drove them to distraction, but he also drove them to do things they didn’t believe they could do. Related to that is the ability to “think different,” as Jobs put it in a memorable set of Apple ads.

In this lifetime, Aries North Node people are developing single-mindedness. Rather than weigh everything before making a choice, they are learning the value of following their initial impulse—just to see where it goes! It’s fine for them to make a decision based on their spontaneous sense of inner excitement, and then put the full force of their intellect into implementing it. It’s an experiment. Later on, if they lose a feeling of “rightness” about it and something else excites them, they can responsibly tie up the loose ends and go on to the next thing. This is a lifetime of new beginnings for them, so it’s natural that many decisions they make will be subject to change.

Understanding Financial Risks and Companies Mitigate them? Financial risks are the possible threats, losses and debts corporations face during setting up policies and seeking new business opportunities. Financial risks lead to negative implications for the corporations that can lead to loss of financial assets, liabilities and capital. Mitigation of risks and their avoidance in the early stages of product deployment, strategy-planning and other vital phases is top-priority for financial advisors and managers. Here's how to mitigate risks in financial corporates:- ● Keeping track of Business Operations Evaluating existing business operations in the corporations will provide a holistic view of the movement of cash-flows, utilisation of financial assets, and avoiding debts and losses. ● Stocking up Emergency Funds Just as families maintain an emergency fund for dealing with uncertainties, the same goes for large corporates. Coping with uncertainty such as the ongoing pandemic is a valuable lesson that has taught businesses to maintain emergency funds to avoid economic lapses. ● Taking Data-Backed Decisions Senior financial advisors and managers must take well-reformed decisions backed by data insights. Data-based technologies such as data analytics, science, and others provide resourceful insights about various economic activities and help single out the anomalies and avoid risks. Enrolling for a course in finance through a reputed university can help young aspiring financial risk advisors understand different ways of mitigating risks and threats. The IIM risk management course provides meaningful insights into the other risks involved in corporations. What are the Financial Risks Involved in Corporations? Amongst the several roles and responsibilities undertaken by the financial management sector, identifying and analysing the volatile financial risks. Financial risk management is the pinnacle of the financial world and incorporates the following risks:- ● Market Risk Market risk refers to the threats that emerge due to corporational work-flows, operational setup and work-systems. Various financial risks include- an economic recession, interest rate fluctuations, natural calamities and others. Market risks are also known as "systematic risk" and need to be dealt with appropriately. When there are significant changes in market rates, these risks emerge and lead to economic losses. ● Credit Risk Credit risk is amongst the common threats that organisations face in the current financial scenarios. This risk emerges when a corporation provides credit to its borrower, and there are lapses while receiving owned principal and interest. Credit risk arises when a borrower falters to make the payment owed to them. ● Liquidity Risk Liquidity risk crops up when investors, business ventures and large organisations cannot meet their debt compulsions in the short run. Liquidity risk emerges when a particular financial asset, security or economic proposition can't be traded in the market. ● Operational Risk Operational risk arises due to financial losses resulting from employee's mistakes, failures in implementing policies, reforms and other procedures. Key Takeaway The various financial risks discussed above help professionals learn the different risks, threats and losses. Enrolling for a course in finance assists learners understand the different risks. Moreover, pursuing the IIM risk management course can expose professionals to the scope of international financial management in India and other key concepts.

Aren’t fears of disappearing jobs something that people claim periodically, like with both the agricultural and industrial revolution, and it’s always wrong?” It’s true that agriculture went from 40 percent of the workforce in 1900 to 2 percent in 2017 and we nonetheless managed to both grow more food and create many wondrous new jobs during that time. It’s also true that service-sector jobs multiplied in many unforeseen ways and absorbed most of the workforce after the Industrial Revolution. People sounded the alarm of automation destroying jobs in the 19th century—the Luddites destroying textile mills in England being the most famous—as well as in the 1920s and the 1960s, and they’ve always been wildly off the mark. Betting against new jobs has been completely ill-founded at every point in the past. So why is this time different? Essentially, the technology in question is more diverse and being implemented more broadly over a larger number of economic sectors at a faster pace than during any previous time. The advent of big farms, tractors, factories, assembly lines, and personal computers, while each a very big deal for the labor market, were orders of magnitude less revolutionary than advancements like artificial intelligence, machine learning, self-driving vehicles, advanced robotics, smartphones, drones, 3D printing, virtual and augmented reality, the Internet of things, genomics, digital currencies, and nanotechnology. These changes affect a multitude of industries that each employ millions of people. The speed, breadth, impact, and nature of the changes are considerably more dramatic than anything that has come before.

Given my insistence on the importance of acknowledging radical negativity and of relinquishing the idea of a society beyond division and power, it will not come as a surprise that I disagree with the attempt by a group of left intellectuals to revive the ‘Idea of communism’.9 They claim that the ‘communist hypothesis’ is absolutely necessary for envisaging a politics of emancipation. They argue that the egalitarian ideal is so intrinsically linked to the horizon of communism that its future depends on bringing back such a model. They are no doubt right in refusing the widely accepted view that the disastrous failure of the Soviet model forces us to reject the entirety of the emancipatory project. But I do believe that there are important lessons to be learned from the tragic experience of ‘really existing socialism’, and this calls for a serious rethinking of some central tenets of the communist project. It would indeed be too easy to simply declare that the Soviet model represents a flawed realization of an ideal that remains to be truly implemented. To be sure, many of the reasons for which the communist ideal went astray could be avoided and the current conditions might provide a more favourable terrain. But some of the problems that it encountered cannot be reduced to a simple question of application. They have to do with the way this ideal was conceptualized. To remain faithful to the ideals that inspired the different communist movements, it is necessary to scrutinize how they conceived their goal so as to understand why those ideals could have become so disastrously misled. It is the very notion of ‘communism’ that needs to be problematized because it strongly connotes the anti-political vision of a society where antagonisms have been eradicated and where law, the state and other regulatory institutions have become irrelevant. The main shortcoming of the Marxist approach lies in its inability to acknowledge the crucial role of what I call ‘the political’. While traditional Marxism asserted that communism and the withering away of the state logically entailed each other, Laclau and I assert that the emancipatory project can no longer be conceived of as the elimination of power and the management of common affairs by social agents identified with the viewpoint of the social totality. There will always be antagonism, struggles and division of the social, and the need for institutions to deal with them will never disappear. By locating socialism in the wider field of the democratic revolution, we indicated in Hegemony and Socialist Strategy that the political transformations that will eventually enable us to transcend capitalist society are founded on the plurality of social agents and their struggles. Thus the field of social conflict is extended rather than being concentrated in a ‘privileged agent’ such as the working class. It is for this reason that we reformulated the emancipatory project in terms of a radicalization of democracy. We emphasized that the extension and radicalization of democratic struggles will never have a final point of arrival in the achievement of a fully liberated society. This is why the myth of communism as a transparent and reconciled society – which clearly implies the end of politics – must be abandoned.

found that by copying the distinctive prints and scratches made by other animals we could gain a new power; here was a method of identifying with the other animal, taking on its expressive magic in order to learn of its whereabouts, to draw it near, to make it appear. Tracing the impression left by a deer’s body in the snow, or transferring that outline onto the wall of the cave: these are ways of placing oneself in distant contact with the Other, whether to invoke its influence or to exert one’s own. Perhaps by multiplying its images on the cavern wall we sought to ensure that the deer itself would multiply, be bountiful in the coming season…. All of the early writing systems of our species remain tied to the mysteries of a more-than-human world. The petroglyphs of pre-Columbian North America abound with images of prey animals, of rain clouds and lightning, of eagle and snake, of the paw prints of bear. On rocks, canyon walls, and caves these figures mingle with human shapes, or shapes part human and part Other (part insect, or owl, or elk.) Some researchers assert that the picture writing of native North America is not yet “true” writing, even where the pictures are strung together sequentially—as they are, obviously, in many of the rock inscriptions (as well as in the calendrical “winter counts” of the Plains tribes). For there seems, as yet, no strict relation between image and utterance. In a much more conventionalized pictographic system, like the Egyptian hieroglyphics (which first appeared during the First Dynasty, around 3000 B.C.E. and remained in use until the second century C.E.),4 stylized images of humans and human implements are still interspersed with those of plants, of various kinds of birds, as well as of serpents, felines, and other animals. Such pictographic systems, which were to be found as well in China as early as the fifteenth century B.C.E., and in Mesoamerica by the middle of the sixth century B.C.E., typically include characters that scholars have

Choose, Read, Learn, Implement & Repeat!

The only implication of education is knowledge and the only implication of knowledge is implementation.

The next day, Trump toured Fauci’s lab, the NIH Vaccine Research Center, as part of the White House effort to showcase the president’s determination to speed up the creation of a vaccine. Fauci again reminded Trump that getting a vaccine in a year was wildly optimistic. At the end of the tour, Fauci and Azar drove with the president across Wisconsin Avenue from the NIH campus to the helipad at Walter Reed National Military Medical Center, where Marine One awaited to fly Trump back to the White House. “So how’s Francis Collins doing?” the president asked Azar, referring to the NIH director they had just said goodbye to. “He’s really helped us on the fetal tissue ban,” Azar said. He referred to Trump’s 2019 decision to dramatically cut government funding at NIH and elsewhere for medical research that relied on tissues of aborted fetuses. This was a move to please antiabortion conservatives, a key part of the president’s political base. Collins didn’t agree with the policy, Azar told Trump, but was “being very professional in implementing it.” Azar was surprised when Trump asked, “Is that fetal tissue issue going to slow down the vaccine and therapies?” When he learned the answer was yes, the president said he wanted them to reverse the ban, but that never happened.

Innovations are happening in conventional schooling. Some people will read the chapters to come and respond that their own children’s schools are incorporating evidence-based changes, making them more like Montessori schools—eliminating grades, combining ages, using a lot of group work, and so on. One could take the view that over the years, conventional schooling has gradually been discovering and incorporating many of the principles that Dr. Montessori discovered in the first half of the 20th century. However, although schooling is changing, those changes are often relatively superficial. A professor of education might develop a new reading or math program that is then adopted with great fanfare by a few school systems, but the curricular change is minute relative to the entire curriculum, and the Lockean model of the child and the factory structure of the school environment still underlie most of the child’s school day and year. “Adding new ‘techniques’ to the classroom does not lead to the developmental of a coherent philosophy. For example, adding the technique of having children work in ‘co-operative learning’ teams is quite different than a system in which collaboration is inherent in the structure” (Rogoff, Turkanis, & Bartlett, 2001, p. 13). Although small changes are made reflecting newer research on how children learn, particularly in good neighborhood elementary schools, most of the time, in most U.S. schools, conventional structures predominate (Hiebert, 1999; McCaslin et al., 2006; NICHD, 2005; Stigler, Gallimore, & Hiebert, 2000), and observers rate most classes to be low in quality (Weiss, Pasley, Smith, Banilower, & Heck, 2003). Superficial insertions of research-supported methods do not penetrate the underlying models on which are schools are based. Deeper change, implementing more realistic models of the child and the school, is necessary to improve schooling. How can we know what those new models should be? As in medicine, where there have been increasing calls for using research results to inform patient treatments, education reform must more thoroughly and deeply implement what the evidence indicates will work best. This has been advocated repeatedly over the years, even by Thorndike. Certainly more and more researchers, educators, and policy makers are heeding the call to take an evidence-based stance on education. Yet the changes made thus far in response to these calls have not managed to address to the fundamental problems of the poor models. The time has come for rethinking education, making it evidence based from the ground up, beginning with the child and the conditions under which children thrive. Considered en masse, the evidence from psychological research suggests truly radical change is needed to provide children with a form of schooling that will optimize their social and cognitive development. A better form of schooling will change the Lockean model of the child and the factory structure on which our schools are built into something radically different and much better suited to how children actually learn.

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

For a well-defined, standard, and stable process involving hand-offs between people and systems, it is preferable to use a smart workflow platform. Such platforms offer pre-developed modules. These are ready-to-use automation programs customized by industry and by business function (e.g., onboarding of clients in retail banking). In addition, they are modular. For example, a module might include a form for client data collection, and another module might support an approval workflow. In addition, these modules can be linked to external systems and databases using connectors, such as application programming interfaces (APIs), which enable resilient data connectivity. Hence, with smart workflows, there is no need to develop bespoke internal and external data bridges. This integration creates a system with high resiliency and integrity. In addition, the standardization by industry and function of these platforms, combined with the low-code functionality, helps to accelerate the implementation.

There are no ready-to-use modules with RPA. Most of the development is bespoke, and all process flows need to be built almost from scratch. The connections also need to be constructed. This results in a more flexible design and implementation of the programs developed, which can fit with more specific business requirements. The key advantage of RPA is that it allows the creation of automation programs that can involve legacy systems (e.g., those which can’t use APIs) or address non-standard requirements (e.g., onboarding of clients for a broker insurance company under Singapore regulations). However, with RPA, the lack of native integration amongst the components has weaknesses. For example, it involves less robustness, weaker data integrity, and lower resilience to process changes. If one part of an RPA program fails, the whole end-to-end process is stopped. As an outcome, based on our experience, the leading practice is to use low-code and smart workflow platforms as a foundation of the overall automation platform. In contrast, RPA is used for any integration of the overall platform with legacy systems or for automation of bespoke processes.

Another common issue is the lack of interdisciplinarity in the transformation. In our experience, the highest impact is the result of multi-lever end-to-end process automation – not small, siloed implementations, focused on one single technology lever. To achieve this, management should advocate for getting the right talents from across the different parts of an organization to work together (e.g., data scientists, developers, business analysts). Interdisciplinarity is also about avoiding limiting the transformation to the implementation of one single technology lever (e.g., RPA), and about implementing IA on end-to-end processes instead of only a few process tasks. By combining talents and technology levers and targeting end-to-end processes, the organization will create synergies, build economies of scale, and remove potential bottlenecks. Organizations failing to achieve this are not able to scale their IA transformation.

Why the us government Should Maintain students Healthcare Claims education and learning is probably the finest ventures in ensuring the people stay a greater existence from the contemporary setting. Over time, education and learning methods have transformed to guarantee individuals gain access to it in the very best ways. Besides, the adjustment can be a purposeful relocate making sure that learning meets pupils distinct needs nowadays. Consequently, any country that is focused on establishing in the current technical period must be ready to devote in schooling no matter what. We appreciate that lots of claims have was able to meet the most affordable threshold in offering secondary and basic education. It is actually commendable for schooling is focused and attends on the needs in the present environment. In addition to, we certainly have observed reduced rates of dropouts due to correct education and learning systems into position. Nevertheless, it is not enough because there are many other factors that, in turn, lower the superiority of education. We appreciate the reality that educational costs is mainly purchased and virtually totally given through the express or low-successful businesses. Sadly, small is defined in range to be sure the unique treatment of learners. It has led to the indiscriminate govt accountability. Apart from putting everything in place, the government must also provide the proper healthcare of a learner because it' s the foundation of excellent learning. The arranged provision of health care to students is defined around the periphery, plus it is amongst the essential things that degrade the grade of training. Standard attendance is actually a necessity for pupils to acquire much more and carry out greater. For that reason, government entities need to ensure an original set up of arranged healthcare to pupils to ensure they are certainly not stored away from university because of health care problems. Re-Analyzing the goal of Government in mastering It can be only by re-dealing with government entitiesAnd#039; s role in supplying primary and secondary education and learning that people can completely set up the skewed the outdoors of learner’s health care and the desire to influence the state to reconsider it. The cause of why the government must pay for the student’s healthcare is that its responsibility is unbalanced. It provides maintained to purchase basic training effectively but has did not shield the health-related requirements of any learner. Aside from, it is suitably interested in increasing the size of young menAnd#039; s and ladiesAnd#039; s chances in obtaining technical and professional education. But it has not searched for has and aims unacceptable method of achieving the medical care requirements of any learner. As a result, education require is not met because its services are skewed. The possible lack of equilibrium in government activities replicates the malfunction to discrete primarily sharply amid the steps right for authorities financing and activities to become implemented. Financing healthcare for students, which is equally essential, is neglected, though Financing education is largely accepted. For that reason, this is a deliberate demand government entities to perform the circle by paying for student' s health care. When there is stability in federal government commitments in education and learning, its requirements will probably be fulfilled. So, the state should pay for pupil' s medical care. If they are healthful, they find out better. In addition to, a large stress will probably be lifted, and will also unquestionably raise enrolment in professional coachingcenters and colleges, along with other studying companies.

Generating different train and test splits is called cross-validation. This helps us have a more reliable estimation of our model's accuracy

You can tell whether a man is clever by his answers. You can tell whether a man is wise by his questions. Naguib Mahfouz

diversity of opinion balanced with the need to make and implement decisions. Chronic indecision is not only inefficient and counterproductive, but it is deeply corrosive to morale. Curiosity. A deep and abiding curiosity enables the discovery of new people, places, and ideas, as well as an awareness and an understanding of the marketplace and its changing dynamics. The path to innovation begins with curiosity. Fairness. Strong leadership embodies the fair and decent treatment of people. Empathy is essential, as is accessibility. People committing honest mistakes deserve second chances, and judging people too harshly generates fear and anxiety, which discourage communication and innovation. Nothing is worse to an organization than a culture of fear. Thoughtfulness. Thoughtfulness is one of the most underrated elements of good leadership. It is the process of gaining knowledge, so an opinion rendered or decision made is more credible and more likely to be correct. It’s simply about taking the time to develop informed opinions. Authenticity. Be genuine. Be honest. Don’t fake anything. Truth and authenticity breed respect and trust.

Maintaining an automated process is estimated to be about 20% of the initial implementation cost per year.

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

IA initiatives have to be sponsored by the highest level of management in the company (i.e., its C-levels). Management is supported by a documented vision (strategic objectives of the transformation), business case (estimating the benefits and costs of the project), and a high-level roadmap (key milestones of the implementation for the coming 1 to 3 years). The design of the program is a top-down exercise, while the implementation is a bottom-up one (e.g., it starts with the deployment of a pilot).

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the Marines reward initiative aggressively implemented.

If you are willing to learn something then start following people rather than making them your own follower, grab their thought process, rethink & redesign that learned process with your own techniques or method for implementation in your life to succeed.

In this way, she learned, Islamic law regulated the public sphere: if a couple committed adultery, they knew to keep their own betrayal private, so as to avoid gradually tearing away at the sanctity of marriage for others. It was inconceivable to her that a judge would have been able to meet the evidential standards required to correctly implement the punishment for adultery.

Description As one of the high level programming languages, Python is considered a vital feature for data structuring and code readability. Developers need to learn python 1 ,2 & 3 to qualify as experts. It is object-oriented and taps the potential of dynamic semantics. As a scripting format it reduces the costs of maintenance and lesser coding lines due to syntax assembly. Job responsibilities Writing server side applications is one of the dedicated duties of expected from a skilled worker in this field. If you enjoy working backend, then this is an ideal job for you. It involves: · Connecting 3rd party apps · Integrating them with python · Implement low latency apps · Interchange of data between users and servers · Knowledge of front side technologies · Security and data protection and storage Requisites to learn There are several training courses for beginners and advanced sessions for experienced workers. But you need to choose a really good coaching center to get the skills. DVS Technologies is an enabled Python Training in Bangalore is considered as one of the best in India. You will need to be acquainted with: · Integrated management/ development environment to study · A website or coaching institute to gather the knowledge · Install a python on your computer · Code every day to master the process · Become interactive Course details/benefits First select a good Python Training institute in Bangalore which has reputed tutors to help you to grasp the language and scripting process. There are several courses and if you are beginner then you will need to opt for the basic course. Then move on to the next advanced level to gain expertise in the full python stack. As you follow best practices, it will help you to get challenging projects. Key features of certification course and modules · Introduction to (Python) programming · Industry relevant content · Analyze data · Experiment with different techniques · Data Structures Web data access with python · Using database with this program DVS Technology USP: · Hands-on expert instructors: 24-hour training · Self-study videos · Real time project execution · Certification and placements · Flexible schedules · Support and access · Corporate training

This began in earnest with the Real Time Regional Gateway program [RTRG], implemented in Iraq and then in Afghanistan to vacuum up all possible information. The ethos of RTRG appeared in the U.S. in the form of the PRISM data-mining program. Americans were scandalized to learn from .

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

An organization that does not implement learning and development initiatives, is an organization that is a sinking titanic, an inevitable shipwreck left behind.

Leaders must encourage a diversity of opinion balanced with the need to make and implement decisions.

I learned this lesson the hard way when I was running my first start-up, SocialNet. I didn’t want to be embarrassed by our first release, so the approach we took was to complete the entire product before we pulled back the curtain and let people sign up. This approach delayed SocialNet’s launch by a year, and when we finally did launch, we quickly realized that half of the features we’d painstakingly implemented weren’t important, and half of the important things that our service would be useless without were missing because we hadn’t thought of them. While there were other reasons why SocialNet failed, not launching early and iterating based on market feedback was probably the main cause of death.

Research and development projects on educational media pay quantities of hard cash for development, lip-service to evaluation, and no attention to implementation.

Try this: Identify a bottom-up improvement or innovation in your organization, and interview the person who championed it. Chances are you will find a hero story of some kind. Why do we have to be heroes to implement perfectly good ideas?

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

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

Manage Your Team’s Collective Time Time management is a group endeavor. The payoff goes far beyond morale and retention. ILLUSTRATION: JAMES JOYCE by Leslie Perlow | 1461 words Most professionals approach time management the wrong way. People who fall behind at work are seen to be personally failing—just as people who give up on diet or exercise plans are seen to be lacking self-control or discipline. In response, countless time management experts focus on individual habits, much as self-help coaches do. They offer advice about such things as keeping better to-do lists, not checking e-mail incessantly, and not procrastinating. Of course, we could all do a better job managing our time. But in the modern workplace, with its emphasis on connectivity and collaboration, the real problem is not how individuals manage their own time. It’s how we manage our collective time—how we work together to get the job done. Here is where the true opportunity for productivity gains lies. Nearly a decade ago I began working with a team at the Boston Consulting Group to implement what may sound like a modest innovation: persuading each member to designate and spend one weeknight out of the office and completely unplugged from work. The intervention was aimed at improving quality of life in an industry that’s notorious for long hours and a 24/7 culture. The early returns were positive; the initiative was expanded to four teams of consultants, and then to 10. The results, which I described in a 2009 HBR article, “Making Time Off Predictable—and Required,” and in a 2012 book, Sleeping with Your Smartphone , were profound. Consultants on teams with mandatory time off had higher job satisfaction and a better work/life balance, and they felt they were learning more on the job. It’s no surprise, then, that BCG has continued to expand the program: As of this spring, it has been implemented on thousands of teams in 77 offices in 40 countries. During the five years since I first reported on this work, I have introduced similar time-based interventions at a range of companies—and I have come to appreciate the true power of those interventions. They put the ownership of how a team works into the hands of team members, who are empowered and incentivized to optimize their collective time. As a result, teams collaborate better. They streamline their work. They meet deadlines. They are more productive and efficient. Teams that set a goal of structured time off—and, crucially, meet regularly to discuss how they’ll work together to ensure that every member takes it—have more open dialogue, engage in more experimentation and innovation, and ultimately function better. CREATING “ENHANCED PRODUCTIVITY” DAYS One of the insights driving this work is the realization that many teams stick to tried-and-true processes that, although familiar, are often inefficient. Even companies that create innovative products rarely innovate when it comes to process. This realization came to the fore when I studied three teams of software engineers working for the same company in different cultural contexts. The teams had the same assignments and produced the same amount of work, but they used very different methods. One, in Shenzen, had a hub-and-spokes org chart—a project manager maintained control and assigned the work. Another, in Bangalore, was self-managed and specialized, and it assigned work according to technical expertise. The third, in Budapest, had the strongest sense of being a team; its members were the most versatile and interchangeable. Although, as noted, the end products were the same, the teams’ varying approaches yielded different results. For example, the hub-and-spokes team worked fewer hours than the others, while the most versatile team had much greater flexibility and control over its schedule. The teams were completely unaware that their counterparts elsewhere in the world were managing their work differently. My research provide

How might students complete this prompt if the sampling change is implemented effectively? Before this change, I used to _____________, but now I _____________.

The first task for effective implementation of a one-to-one program is the creation of a shared vision, a vision that focuses on shared goals for student achievement, not on technology.

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

Rich Crandall, who directs the K–12 Lab, says a key to successful implementation of design thinking is to build ownership from the ground up. “It’s important that design thinking doesn’t feel like an add-on or an extra thing that teachers have to do,” he says. When teachers come to the idea willingly and see how it connects to what they are already doing in the classroom, they’re more likely to invest the time and effort to learn new processes and strategies for working with students.

On a professional basis, when I’m asked what I want to be known for, my answer is simple: My work with children. I believe that every child is a leader and should be seen as such. When it comes to children, don’t define them by their behaviors. Visualize and affirm them as leaders. Leadership is affirming people’s worth and potential so clearly that they are inspired to see it in themselves. We can raise a generation of leaders by teaching the children their innate worth and goodness, by helping them see within themselves the great power and potential they have. I am so pleased to see that thousands of schools around the world are now teaching the 7 Habits to children, teaching them who they really are and what they are capable of. We’re teaching them integrity, resourcefulness, self-discipline, the win-win way of life. We’re teaching them to welcome instead of distrust people who are different from them. We’re teaching them how to “sharpen the saw,” to never stop growing and improving and learning. This is being done through our The Leader in Me program that is being implemented in thousands of schools around the world. In these schools they learn that everyone is a leader, not just a few popular ones. They learn the difference between primary success that comes from real, honest achievement and secondary success—worldly recognition—and they learn to value primary success. They learn that they have this marvelous gift of choice, that they don’t have to be discouraged victims or cogs in a machine. Imagine the future if children grow up deeply connected to these principles, banishing victimism and dependency, suspicion and defensiveness—as fully responsible citizens who take very seriously their obligations to others. That future is possible. That’s what I want to be remembered for.

I am sure students will be immensely benefited as I find this book to be very useful for both the student and the teacher alike. I also prompt the learned authors to continue similar work for other standards like EMS, OHSAS, etc. Wishing all quality reading…. H. Jayaram Editor Quality World, Delhi

Those institutes can develop research-based teaching initiatives in which they work with colleagues across the university to tackle problems. They might focus on why certain groups of students (defined by whatever demography) do not achieve the kind of learning expected, or about how to help all students achieve a new level of development. The initiative would refine the questions; explore the existing literature; and fashion a hypothesis about what might work, a program to implement that hypothesis, and a systematic assessment of the result, ultimately contributing to a growing body of literature on university learning.

Effective Peer Coaches emphasize inquiry over advocacy. Too much advocacy can produce learned helplessness. Inquiry builds capacity to improve teaching and learning by helping teachers to be more effective at designing and implementing learning activities that meet the needs of their students.

Cohesion: each function should have a single, unified purpose. When designed well, each of your functions should do one thing — something you can summarize in a simple declarative sentence. If that sentence is very broad (e.g., “this function implements my whole program”), or contains lots of conjunctions (e.g., “this function gives employee raises and submits a pizza order”), you might want to think about splitting it into separate and simpler functions.

how much more control and opportunities would African-Americans have if ownership was part of the mix and not just participation?

Learn the rules, break them & make them your own. Implement your kinda wild into your music.

Research suggests that in over 90 percent of all successful new businesses, historically, the strategy that the founders had deliberately decided to pursue was not the strategy that ultimately led to the business’s success.12 Entrepreneurs rarely get their strategies exactly right the first time. The successful ones make it because they have money left over to try again after they learn that their initial strategy was flawed, whereas the failed ones typically have spent their resources implementing a deliberate strategy before its viability could be known. One of the most important roles of senior management during a venture’s early years is to learn from emergent sources what is working and what is not, and then to cycle that learning back into the process through the deliberate channel.

A leader’s checklist for planning should include the following: • Analyze the mission. —Understand higher headquarters’ mission, Commander’s Intent, and endstate (the goal). —Identify and state your own Commander’s Intent and endstate for the specific mission. • Identify personnel, assets, resources, and time available. • Decentralize the planning process. —Empower key leaders within the team to analyze possible courses of action. • Determine a specific course of action. —Lean toward selecting the simplest course of action. —Focus efforts on the best course of action. • Empower key leaders to develop the plan for the selected course of action. • Plan for likely contingencies through each phase of the operation. • Mitigate risks that can be controlled as much as possible. • Delegate portions of the plan and brief to key junior leaders. —Stand back and be the tactical genius. • Continually check and question the plan against emerging information to ensure it still fits the situation. • Brief the plan to all participants and supporting assets. —Emphasize Commander’s Intent. —Ask questions and engage in discussion and interaction with the team to ensure they understand. • Conduct post-operational debrief after execution. —Analyze lessons learned and implement them in future planning.

In 20487 Developing Windows Azure And Web Services course , understudies will figure out how to outline and create administrations that entrance nearby and remote information from different information sources and how to create and send administrations to half and half conditions, including on-premises servers and Windows Azure. 1: Overview of administration and cloud advances 2: Querying and Manipulating Data Using Entity Framework 3: Creating and Consuming ASP.NET Web API Services 4: Extending and Securing ASP.NET Web API Services 5: Creating WCF Services 6: Hosting Services 7: Windows Azure Service Bus 8: Deploying Services 9: Windows Azure Storage 10: Monitoring and Diagnostics 11: Identity Management and Access Control 12: Scaling Services 13: Appendix A: Designing and Extending WCF Services 14: Appendix B: Implementing Security in WCF Services

Well, that’s comforting. A growing body of research suggests that SIOP may not be harmful to English learners and might even be helpful if teachers could only get it right. McIntyre et al. failed to consider another possibility: that these students might have learned more in a well-designed, alternative model of instruction. But SIOP has yet to face such fair competition in any of the studies conducted thus far. Indeed, it appears that none of the comparison students were provided with a clearly defined program for English learners or with teachers who were trained to implement one.

Microsoft azure course focuses to cover a scope of parts, including Azure Compute, Azure Storage, and system benefits that clients can profit by while sending half breed arrangements. The preparation gives the learning to the members which thusly is basic to plan Hybrid arrangements appropriately. It likewise incorporates various showings and labs that empower understudies to create hands-on abilities that are essential for fruitful usage of such arrangements. Implementing microsoft azure infrastructure solutions.

So in 2013, Patagonia launched a venture capital fund to invest in environmentally and socially responsible for-profit start-ups. We wanted to apply the many lessons we have learned in trying to conduct our business more responsibly to applications beyond the outdoor apparel industry. We were willing to sacrifice short-term returns for long-term financial and environmental gains. Tin Shed Ventures serves as a vehicle for the third pillar of Patagonia’s mission statement: “ . . . use business to inspire and implement solutions to the environmental crisis.” But it also serves to do good in the world: providing funding for people who have business ideas that could help solve the environmental crisis. It is really the small private businesses we hope to influence. It is the tens of thousands of young people who dream of owning their small farm someday. All of us working together can create the change that we need.

Implementation is a difficult task and requires niche competence to deal with people. In real life we have to deal with Humans, Creation of ALLAH, and to learn this competence, sometimes, requires our life … So I wish everyone best of luck for this continuous task and Hats Off to those who are experts.

Implementing Cisco IP Routing online learning,, The course content has been adjusted to Cisco IOS Software Release 15 and actually refreshed. The objective of the course is to expand upon the information and abilities from CCNA Routing and Switching and enable you to extend capabilities to plan, execute, and screen a versatile steering system. Note: Students enrolling for this course will get their course pack in an advanced organization. To have the capacity to see your advanced pack you should bring a portable PC and additionally a perfect iPad or Android tablet. The prescribed framework prerequisites and directions to get to the course unit substance can be found at the accompanying connection: Digital Course Kit Requirements and Instructions.

Business Plan Writers If you need a business plan in less than a week, our consulting service can help! Our business plan consultants will create a business strategy that will impress your investors. We looked at all the best business plan writing services and compared their features and pricing. Here is our in depth comparison and recommendations. A business plan writing service is a team of business experts that take your ideas & numbers, combine it with some of their own research and produce a professional, well-formatted business plan. We looked at the 3 top business plan writing services and compared their features and pricing. From start-up guidance to operations consulting, your company can become more successful with the support of one of our business consultants. First, let our team learn more about your business and listen to your needs. Then, we’ll identify key areas of opportunity, and help you to implement the right business plan and strategy for the growth of your company. It was a good startup. It had a good idea and, much more important, a market window, differentiation and experience to make it happen. One of my first engagements in business planning was as business plan consultant to a startup with three experienced founders. I met with them several times, listened always, and did their business plan. I built the financial model, wrote the text, and produced the document as a business plan document. But I wasn’t part of the team.

Here are some action words to help act as thought starters as you determine what you are asking of your audience: accept | agree | begin | believe | change | collaborate | commence | create | defend | desire | differentiate | do | empathize | empower | encourage | engage | establish | examine | facilitate | familiarize | form | implement | include | influence | invest | invigorate | know | learn | like | persuade | plan | promote | pursue | recommend | receive | remember | report | respond | secure | support | simplify | start | try | understand | validate

Common practice dictates that overloaded operators should work the same way that built-in operator implementations do.

Brushing a strand of honey-golden hair from her face, he returned the smile . . . but felt it fade almost immediately when he got a closer look at her cheek. “Is that a handprint on your face?” Lucetta waved it off. “It’s nothing. He leaned closer. “Did Silas hit you?” “It was more of a slap, but considering I was expecting far worse, well . . .” Bram’s hand clenched into a fist. “He touched you?” “Well, yes, slapping a person does entail touching, but again, it could have been much worse.” “Excuse me.” Stepping around her, he nodded to Mr. Skukman, who was sitting on Silas’s back, arms folded across his chest as if it were an everyday occurrence to lounge around on the back of a man he undoubtedly wanted to strangle. Bram couldn’t help but admire Mr. Skukman’s restraint even though Bram had no intention of following in the man’s footsteps. “Would you be so kind as to stand with Lucetta for a moment?” he asked Mr. Skukman. “Of course.” After making certain Stanley and Ernie still had Silas firmly under control, Mr. Skukman stood, walked around Bram, and then, to Bram’s surprise, pulled Lucetta into an enthusiastic hug, so enthusiastic that Lucetta’s feet left the ground even as she laughed. Realizing that the poor man had obviously been just as distraught as Bram had been over Lucetta’s abduction, Bram couldn’t help but smile at their reunion. His smile faded almost immediately, though, when Silas began trying to squirm his way free. “I demand you release me at once. I’m Silas Ruff, an influential man about the country. Believe me when I tell you I’ll use that influence to see each and every one of you pay for your interference and careless disregard for my person.” Bram walked closer to him and looked down. “I’m afraid your influential days are numbered, Silas. You see, kidnapping is a serious offense, which is why you’ll be spending quite a few years in jail.” Silas had the nerve to smile. “I didn’t kidnap anyone.” “No, you paid a Mr. Cabot to organize and implement the abduction. And before that you paid him to track down Lucetta’s family, which allowed you to learn her stepfather is a notorious gambler with a bit of a drinking problem.” The smile slid off of Silas’s face. “How do you know that?” “Mr. Cabot told me, of course.” “How

After the publication of a report in 1967 by Bridget Plowden, an amateur educationalist, describing primary schooling, Britain’s education system had become an ideological battleground. Masked by a scattering of platitudes about improving schools, Plowden recommended the destruction of traditional education. Children, she wrote, should no longer sit in rows of desks but instead gather in groups around tables to encourage self-learning. She also recommended that the eleven-plus examination, a three-part test (English, maths and intelligence) taken in one day that irrevocably determined a child’s educational fate – either to blossom in a grammar school or be consigned to failure in a secondary modern school – should be abandoned. Grammar schools should be replaced by non-selective comprehensives that mixed children of all standards. With cross-party support, successive Labour and Conservative governments implemented her recommendations.

Bayes’ theorem is useful because what we usually know is the probability of the effects given the causes, but what we want to know is the probability of the causes given the effects. For example, we know what percentage of flu patients have a fever, but what we really want to know is how likely a patient with a fever is to have the flu. Bayes’ theorem lets us go from one to the other. Its significance extends far beyond that, however. For Bayesians, this innocent-looking formula is the F = ma of machine learning, the foundation from which a vast number of results and applications flow. And whatever the Master Algorithm is, it must be “just” a computational implementation of Bayes’ theorem. I put just in quotes because implementing Bayes’ theorem on a computer turns out to be fiendishly hard for all but the simplest problems, for reasons that we’re about to see.

It is a free software program. You don’t have to pay in order to download and install Python, or implement it on your application. Additionally, it will not cost you a thing to modify or redistribute this programming language, because although it is protected by a copyright, it is distributed with an open source permit.

Exterior Painting Calgary contractors are often challenged by the varying conditions and requirements posed by exterior painting projects. Through the years, the lessons learned at each completed project have advanced the paint technology. As a result of these advances, today's exterior paints cater to nearly every condition ever encountered during exterior painting project implementations.

The same year we also acquired Financial Network Services (FNS), an Australian company with a retail banking software package called Bancs24. We needed them because some of our competitors had begun to target that market segment with their own IP. Bancs24 was a very comprehensive package and we were able to successfully win the systems integration contract for the State Bank of India (SBI) Group for implementation of core banking. Since we had invested considerable effort in customizing and strengthening it we felt acquiring FNS would be strategic for our products business. During our initial dealings with FNS and its feisty owner Tony Ward we learned to our surprise that when the product was being developed in the early 1980s TCS had deputed its programmers to Sydney to work with Tony and his team to help develop the product. Since the acquisition we have been able to deploy the FNS software package, rechristened ‘Bancs’, extensively with a number of domestic clients. Today close to 50 per cent of the banking transactions in India are processed by Bancs, thereby justifying the acquisition we made.

We believed Harriet had been collected in 1835 by Charles Darwin himself. She was brought to Australia from England in 1841 by Captain Wickham aboard the HMS Beagle. Actually, three giant Galapagos tortoises had been donated to the Brisbane Botanic Gardens, after Darwin realized they did not flourish in England, where he had originally taken them in 1835. How could we determine whether Harriet was one of the Darwin Three? Scott Thomson found a giant tortoise in the collection of the Queensland Museum that had been mislabeled an Aldabran tortoise. Carved on the carapace was the animal’s name. “Tom,” and “1929.” We now had potentially found two of the three Darwin tortoises. Harriet and Tom had been seen together in living memory. The third tortoise was never found and was presumed buried somewhere in the botanic gardens. Harriet lived on. Steve and I became very excited at this news. Our studies and research into Harriet’s history continued for years, and it was amazing to learn what a special resident we had at the zoo. Despite her impressive background, Harriet remained attractively modest. She had a sweet personality like a little dog. She loved hibiscus flowers, and certain veggies were her favorites. Steve carried on a practice that his parents had implemented: Whatever you feed animals should be good enough for you to eat. Thus Harriet got the most beautiful mustard greens, kale, eggplant, zucchinis, and even roses. In return, Harriet gave zoo visitors a rare chance to watch her keepers cuddle and scratch one of the grandest creatures on earth. She was the oldest living chelonian and the only living creature to have met Charles Darwin and traveled aboard the Beagle. And she gave us all something else, too--a lesson in how to live a long life. Don’t worry too much. Take it easy. Stop and munch the flowers. It was a lesson Steve noted and understood but could never quite take to heart. He was a meteor. Harriet was more of a mountain. In this world, we need both.

A strong start sets the stage for meaningful learning and powerful impacts. Teachers need to be mindful of the place their students are in the learning cycle. Surface learning sets the necessary foundation for the deepening knowledge and transfer that will come later. But there’s the caveat: teaching for transfer must occur. Too often, learning ends at the surface level, as up to 90% of instructional time is devoted to conveying facts and procedures (Hattie, 2012). Bu the challenge is this: we can’t overcorrect in the other direction, bypassing foundational knowledge in favor of critical and analytic thinking. Students need and deserve to be introduced to new knowledge and skills thoughtfully and with a great deal of expertise on the part of the teacher. And teachers need to recognize the signs that it is time to move forward from the surface acquisition and surface consolidation period.

For the last decade, like clockwork, new CIOs would come and go every two years. They stay just long enough to understand the acronyms, learn where the bathrooms are, implement a bunch of programs and initiatives to upset the apple cart, and then they’re gone. CIO stands for “Career Is Over.” And VPs of IT Operations don’t last much longer.

People employ what economists call “rational ignorance.” That is, we all spend our time learning about things we can actually do something about, not political issues that we can’t really affect. That’s why most of us can’t name our representative in Congress. And why most of us have no clue about how much of the federal budget goes to Medicare, foreign aid, or any other program. As an Alabama businessman told a Washington Post pollster, “Politics doesn’t interest me. I don’t follow it. … Always had to make a living.” Ellen Goodman, a sensitive, good-government liberal columnist, complained about a friend who had spent months researching new cars, and of her own efforts study the sugar, fiber, fat, and price of various cereals. “Would my car-buying friend use the hours he spent comparing fuel-injection systems to compare national health plans?” Goodman asked. “Maybe not. Will the moments I spend studying cereals be devoted to studying the greenhouse effect on grain? Maybe not.” Certainly not —and why should they? Goodman and her friend will get the cars and the cereal they want, but what good would it do to study national health plans? After a great deal of research on medicine, economics, and bureaucracy, her friend may decide which health-care plan he prefers. He then turns to studying the presidential candidates, only to discover that they offer only vague indications of which health-care plan they would implement. But after diligent investigation, our well-informed voter chooses a candidate. Unfortunately, the voter doesn’t like that candidate’s stand on anything else — the package-deal problem — but he decides to vote on the issue of health care. He has a one-in-a-hundred-million chance of influencing the outcome of the presidential election, after which, if his candidate is successful, he faces a Congress with different ideas, and in any case, it turns out the candidate was dissembling in the first place. Instinctively realizing all this, most voters don’t spend much time studying public policy. Give that same man three health insurance plans that he can choose from, though, and chances are that he will spend time studying them. Finally, as noted above, the candidates are likely to be kidding themselves or the voters anyway. One could argue that in most of the presidential elections since 1968, the American people have tried to vote for smaller government, but in that time the federal budget has risen from $178 billion to $4 trillion. George Bush made one promise that every voter noticed in the 1988 campaign: “Read my lips, no new taxes.” Then he raised them. If we are the government, why do we get so many policies we don’t want?

People employ what economists call “rational ignorance.” That is, we all spend our time learning about things we can actually do something about, not political issues that we can’t really affect. That’s why most of us can’t name our representative in Congress. And why most of us have no clue about how much of the federal budget goes to Medicare, foreign aid, or any other program. As an Alabama businessman told a Washington Post pollster, “Politics doesn’t interest me. I don’t follow it. … Always had to make a living.” Ellen Goodman, a sensitive, good-government liberal columnist, complained about a friend who had spent months researching new cars, and of her own efforts study the sugar, fiber, fat, and price of various cereals. “Would my car-buying friend use the hours he spent comparing fuel-injection systems to compare national health plans?” Goodman asked. “Maybe not. Will the moments I spend studying cereals be devoted to studying the greenhouse effect on grain? Maybe not.” Certainly not —and why should they? Goodman and her friend will get the cars and the cereal they want, but what good would it do to study national health plans? After a great deal of research on medicine, economics, and bureaucracy, her friend may decide which health-care plan he prefers. He then turns to studying the presidential candidates, only to discover that they offer only vague indications of which health-care plan they would implement. But after diligent investigation, our well-informed voter chooses a candidate. Unfortunately, the voter doesn’t like that candidate’s stand on anything else — the package-deal problem — but he decides to vote on the issue of health care. He has a one-in-a-hundred-million chance of influencing the outcome of the presidential election, after which, if his candidate is successful, he faces a Congress with different ideas, and in any case, it turns out the candidate was dissembling in the first place. Instinctively realizing all this, most voters don’t spend much time studying public policy. Give that same man three health insurance plans that he can choose from, though, and chances are that he will spend time studying them. Finally, as noted above, the candidates are likely to be kidding themselves or the voters anyway. One could argue that in most of the presidential elections since 1968, the American people have tried to vote for smaller government, but in that time the federal budget has risen from $178 billion to $4 trillion.

Whether it’s the formal settings like colleges and universities or less formal settings like community learning and development; neither standard disciplinary learning, nor interdisciplinary learning are sufficient principles alone. Imagine the merger of these two principles combined with the much needed fundamental and practical disciplines of understanding and implementation of knowledge.

Great bosses avoid burdening their people. They invent, borrow, and implement ways to reduce the mental and emotional load they heap on followers.

As a teacher, no matter what grade level, no matter how hard you try to engage the entire class or implement the suggestions above, you will still encounter “that one kid” who will get under your skin: the class clown, the smart-ass, the student who acts like you are pulling his teeth every time you ask him to do something, the kid who always has to say “this is stupid.” They are just part of the clientele base we serve and they can drive us to drinking (figuratively speaking…and sometimes literally).   Please remember that you are the adult.  The negativity or resistance “that one kid” radiates can be handled in a way that does not disturb the class structure.

Stephen Covey’s Seven Habits of Highly Effective People so you can more effectively implement his Seven Habits in your everyday life. First, be clear about what it is you’re trying to remember. Here are the Seven Habits, with brief descriptions in case you’re unfamiliar with the book: Habit 1: Be proactive. Take responsibility, and don’t wait for problems to happen before taking action. Habit 2: Begin with the end in mind. Envision your future so you can create a plan and work toward your goal. Habit 3: Put first things first. Prioritize the things that are important (have long-term impacts) but not urgent. Habit 4: Think win/win. Strive for mutually beneficial solutions. Habit 5: Seek first to understand, then to be understood. Listen empathetically to promote positive problem solving. Habit 6: Synergize. Teamwork will allow you to achieve goals you couldn’t have achieved alone. Habit 7: Sharpen the saw. Foster good habits by balancing your resources, energy, and health to achieve a sustainable lifestyle.

With Powerful Teaching: Unleash the Science of Learning, you will: Develop a deep understanding of powerful teaching strategies based on the science of learning, whether you are a past, present, or future educator. Go behind the scenes and explore key findings from cognitive science research. Gain insight into how scientifically-based strategies are effectively implemented in a variety of academic settings without additional preparation, classroom, or grading time. Think critically about your current teaching practices and classroom environment from a research-based perspective. Develop tools to share the science of learning with students and parents, ensuring success inside and outside the classroom. Identify next steps to transform teaching and unleash the science of learning in your classroom. As

Some people mistakenly believe that we are defined by our culture—that the words we speak or what we wear, eat, and drink make us who we are. It’s important that you learn to walk the fine line between the old and the new. It is okay to share aspects of your “old” culture that will enhance the culture of your “new” country, but not every aspect of your culture should be implemented. Preserving your cultural heritage is not required for preserving your own life and identity. In fact, some of your cultural beliefs and practices may be entirely out of place in America.

Ignore “Google” As one of the best known companies in the world and because it’s often cited as a pioneer in adopting OKRs, Google is always held as a benchmark in content and methodology for OKRs. Our suggestion is that you ignore any reference to Google in implementing your OKRs. First of all, things that work for Google might not necessarily work for your company. Second, our empirical research with more than 20 Google employees has shown that there’s no homogeneous format for OKRs within the company, or between departments (e.g., how sales or product treats the subject) or across geographies (e.g., how Brazil, the US, and Europe address the issue). We’ve even found that four of those people that dind’t even know what OKRs were, and many who used OKRs as a high-level task list, which it’s NOT. Some official Google resources on OKRs, such as their human resources website, re:Work, explain the methodology simplistically and give out terrible OKR examples (one suggested Objective is “Eat 5 Pies”). Finally, don’t learn about management from companies that don’t really need to be well-managed. Google is a money minting machine because of its Adwords advertising business, and it really doesn’t matter if it has a strategy or not, or how well it executes it: Cash will keep pouring in. For execution lessons, look at tougher businesses, like retail and manufacturing. That’s where management really can make or break a company.

By virtue of his dominance over nature, man can also combine souls, and engraft the essence of one upon another. Thus he inspires that which his hands have worked on, and equips his implements with qualities calculated to render them useful in their calling. When be fastens a bunch of feathers to his arrow, he gives its flight the accuracy of a bird, perhaps also something of a bird's force in swooping on its prey; as surely as he gives himself a touch of birdnature by fastening feathers about his body. Or he may, in the strength of his artistic faculty, content himself with a presentment of nature. He chisels a serpent on his sword, lays “a blood-painted worm along the edge” so that it “winds its tail about the neck of the sword”, and then lets the sword “bite”. Or be may use another form of art, he can “sing” a certain nature into his weapon. He tempers it in the fire, forges it with art and craft, whets it, ornaments it, and “lays on it the word” that it shall be a serpent to bite, a fire to eat its way. So also he builds his ship with the experience of a shipbuilder, paints it, sets perhaps a beast at the prow, and commands that it shall tread sure-footed as a horse upon the water. Naturally, the mere words are not enough, if there is no luck in them; they take effect only if the speaker can make them whole. How he contrives to accomplish this is a question too deep to enter into here, but as we learn to know him, we may perhaps seize upon one little secret after another.

Why You Should Build a Personal Epidermis Care and attention Ritual One of the most important points that anyone should learn found in personal life is how to properly look after their pores and skin. Our skin is normally the major organ and is definitely linked to our important organs in our human body. For this motive only, we should twin the treatment it requirements for a much better lifestyle. The very best approach of undertaking this is certainly to build a good personal pores and skin care habit - the one which you can absolutely implement for your long-term pores and skin goals. Why is this important? For one, we all have numerous skin area types and we also live in different circumstances. What performs for one person may not work that very well to another. It is normally as well certainly not about how precisely high-priced your goods will be. No subject how wonderful your epidermis treatment products will be, your epidermis is definitely not really heading to start looking the approach you prefer it to if you don’t commit to employing it regularly. Even if you possess all the know-how about skin area attention and makeup products, it calls for dedication to in fact execute what you find out. Building the personal pores and skin care and handling ritual is as well significant because if you simply stick to what you find upon others, it is certainly not really heading to get a personal encounter and it won’t signify a thing regardless. When you follow your personal skin area care and attention habit, it is certainly so many easier to do it in the long lasting. This is normally because you professionally decided to carry out it and it is normally something you are going to easily familiarize yourself. Little one else can create a good good personal pores and skin good care guide for yourself other than you. You know your epidermis and you professionally know what it necessities. You simply need to religiously follow your epidermis attention guidebook and carry out your skincare habit. In no time, you can accomplish some skin area goal that you have definitely wished.

It is science from a learning perspective and art in implementing what you learned in combination with other skills to run digital IT.

One lesson we learned the hard way after years of NetBeans API development is, “Don’t put setter methods in the true API.” By “true API,” we mean the interfaces that must be implemented to provide something. If setter methods are needed at all—and usually they aren’t—they belong only in the convenience base classes.

The Core Debugging Process The core of the debugging process consists of four steps: Reproduce: Find a way to reliably and conveniently reproduce the problem on demand. Report erratum Prepared exclusively for castLabs GmbH this copy is (P2.0 printing, February 2010) FIRST THINGS FIRST 18 Diagnose: Construct hypotheses, and test them by performing experiments until you are confident that you have identified the underlying cause of the bug. Fix: Design and implement changes that fix the problem, avoid intro- ducing regressions, and maintain or improve the overall quality of the software. Reflect: Learn the lessons of the bug. Where did things go wrong? Are there any other examples of the same problem that will also need fixing? What can you do to ensure that the same problem doesn’t happen again?

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

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

Unistructural Memorize, identify, recognize, count, define, draw, find, label, match, name, quote, recall, recite, order, tell, write, imitate Multistructural Classify, describe, list, report, discuss, illustrate, select, narrate, compute, sequence, outline, separate Relational Apply, integrate, analyse, explain, predict, conclude, summarize (précis), review, argue, transfer, make a plan, characterize, compare, contrast, differentiate, organize, debate, make a case, construct, review and rewrite, examine, translate, paraphrase, solve a problem Extended abstract Theorize, hypothesize, generalize, reflect, generate, create, compose, invent, originate, prove from first principles, make an original case, solve from first principles Table 7.2  Some more ILO verbs from Bloom’s revised taxonomy Remembering Define, describe, draw, find, identify, label, list, match, name, quote, recall, recite, tell, write Understanding Classify, compare, conclude, demonstrate, discuss, exemplify, explain, identify, illustrate, interpret, paraphrase, predict, report Applying Apply, change, choose, compute, dramatize, implement, interview, prepare, produce, role play, select, show, transfer, use Analysing Analyse, characterize, classify, compare, contrast, debate, deconstruct, deduce, differentiate, discriminate, distinguish, examine, organize, outline, relate, research, separate, structure Evaluating Appraise, argue, assess, choose, conclude, critique, decide, evaluate, judge, justify, monitor, predict, prioritize, prove, rank, rate, select Creating Compose, construct, create, design, develop, generate, hypothesize, invent, make, perform, plan, produce

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

In scores of cities all over the United States, when the Communists were simultaneously meeting at their various headquarters on New Year’s Day of 1920, Mr. Palmer’s agents and police and voluntary aides fell upon them—fell upon everybody, in fact, who was in the hall, regardless of whether he was a Communist or not (how could one tell?)—and bundled them off to jail, with or without warrant. Every conceivable bit of evidence—literature, membership lists, books, papers, pictures on the wall, everything—was seized, with or without a search warrant. On this and succeeding nights other Communists and suspected Communists were seized in their homes. Over six thousand men were arrested in all, and thrust summarily behind the bars for days or weeks—often without any chance to learn what was the explicit charge against them. At least one American citizen, not a Communist, was jailed for days through some mistake—probably a confusion of names—and barely escaped deportation. In Detroit, over a hundred men were herded into a bull-pen measuring twenty-four by thirty feet and kept there for a week under conditions which the mayor of the city called intolerable. In Hartford, while the suspects were in jail the authorities took the further precaution of arresting and incarcerating all visitors who came to see them, a friendly call being regarded as prima facie evidence of affiliation with the Communist party. Ultimately a considerable proportion of the prisoners were released for want of sufficient evidence that they were Communists. Ultimately, too, it was divulged that in the whole country-wide raid upon these dangerous men—supposedly armed to the teeth—exactly three pistols were found, and no explosives at all. But at the time the newspapers were full of reports from Mr. Palmer’s office that new evidence of a gigantic plot against the safety of the country had been unearthed; and although the steel strike was failing, the coal strike was failing, and any danger of a socialist régime, to say nothing of a revolution, was daily fading, nevertheless to the great mass of the American people the Bolshevist bogey became more terrifying than ever. Mr. Palmer was in full cry. In public statements he was reminding the twenty million owners of Liberty bonds and the nine million farm-owners and the eleven million owners of savings accounts, that the Reds proposed to take away all they had. He was distributing boilerplate propaganda to the press, containing pictures of horrid-looking Bolsheviks with bristling beards, and asking if such as these should rule over America. Politicians were quoting the suggestion of Guy Empey that the proper implements for dealing with the Reds could be “found in any hardware store,” or proclaiming, “My motto for the Reds is S. O. S.—ship or shoot. I believe we should place them all on a ship of stone, with sails of lead, and that their first stopping-place should be hell.” College graduates were calling for the dismissal of professors suspected of radicalism; school-teachers were being made to sign oaths of allegiance; business men with unorthodox political or economic ideas were learning to hold their tongues if they wanted to hold their jobs. Hysteria had reached its height.

knew that judges had no idea what they were deciding upon. They had not actually spent any time in the tenement housing looking the poor in the eye, smelling the stench of rotting tobacco and foul bedding. Almost a century later, in the 1970s, the business leadership saying “management by wandering around” became popular, a style of managing whereby executives walked through the workforce in an unstructured manner, just listening and interpreting. Several historians believe that it was Abraham Lincoln who first implemented the informal management style when he visited Union Army camps to inspect the troops in the early part of the Civil War. For Roosevelt, the Cigar Bill incident was a learning experience: leaders learn best by interpreting a situation firsthand.

Naperville Community Unit School District 203 in Illinois, profiled in John J. Ratey’s book Spark, is a particularly inspiring example of how physical movement enhances cognitive ability. School officials implemented a district-wide PE curriculum that focuses on fitness as opposed to sports, and then had students take some of their hardest subjects after exercising. As a result, Naperville students achieved stunning results on the Trends in International Mathematics and Science Study (TIMSS), a standardized test administered every four years to students worldwide. In 1999 it was given in thirty-eight countries31, and Naperville students scored first in the world in science, and sixth in math—behind only math superstars such as Singapore, Korea, Taiwan, Hong Kong, and Japan. This is remarkable, since Naperville students are a cross-sampling of ordinary American students. The stunning results from Naperville echo other studies suggesting a strong link between exercise and learning. Researchers from Harvard32 and other universities reported in 2009 that the more physical fitness tests children passed, the better they did on academic tests.

Making a friend is a process. It takes many rounds and events to get to know one person thoroughly. The same thinking should be applied to reading. By having multiple passes, you get to know the book’s concepts and learn how the author structures ideas and puts them together. Between passes, you have a chance to implement the book’s idea and check what’s working and what’s not. Then you can incorporate that feedback into the next pass. This

His name is C. J. Skender, and he is a living legend. Skender teaches accounting, but to call him an accounting professor doesn’t do him justice. He’s a unique character, known for his trademark bow ties and his ability to recite the words to thousands of songs and movies on command. He may well be the only fifty-eight-year-old man with fair skin and white hair who displays a poster of the rapper 50 Cent in his office. And while he’s a genuine numbers whiz, his impact in the classroom is impossible to quantify. Skender is one of a few professors for whom Duke University and the University of North Carolina look past their rivalry to cooperate: he is in such high demand that he has permission to teach simultaneously at both schools. He has earned more than two dozen major teaching awards, including fourteen at UNC, six at Duke, and five at North Carolina State. Across his career, he has now taught close to six hundred classes and evaluated more than thirty-five thousand students. Because of the time that he invests in his students, he has developed what may be his single most impressive skill: a remarkable eye for talent. In 2004, Reggie Love enrolled in C. J. Skender’s accounting class at Duke. It was a summer course that Love needed to graduate, and while many professors would have written him off as a jock, Skender recognized Love’s potential beyond athletics. “For some reason, Duke football players have never flocked to my class,” Skender explains, “but I knew Reggie had what it took to succeed.” Skender went out of his way to engage Love in class, and his intuition was right that it would pay dividends. “I knew nothing about accounting before I took C. J.’s class,” Love says, “and the fundamental base of knowledge from that course helped guide me down the road to the White House.” In Obama’s mailroom, Love used the knowledge of inventory that he learned in Skender’s class to develop a more efficient process for organizing and digitizing a huge backlog of mail. “It was the number-one thing I implemented,” Love says, and it impressed Obama’s chief of staff, putting Love on the radar. In 2011, Love left the White House to study at Wharton. He sent a note to Skender: “I’m on the train to Philly to start the executive MBA program and one of the first classes is financial accounting—and I just wanted to say thanks for sticking with me when I was in your class.

A good example of ill-conceived (and premature) training approaches is seen in the many calls I get to conduct training programs to help people become better managers. I put my callers through a standard set of questions: •Did you choose people for managerial roles because they were the type of people who could get their fulfillment and satisfaction out of helping other people shine rather than having the ego-need to shine themselves? (No!) •Did you select them because they had a prior history of being able to give a critique to someone in such a way that the other person responds: "Wow, that was really helpful, I'm glad you helped me see all that." (No!) •Do you reward these people for how well their group has done, or do you reward them for their own personal accomplishments in generating business and serving clients? (Both, but with an emphasis on their personal numbers!) People can detect immediately a lack of alignment between what they are being trained in and how they are being managed. When they do detect it, little of what has been discussed or "trained" ever gets implemented. "So, let's summarize;' I say. "You've chosen people who don't want to do the job, who haven't demonstrated any prior aptitude for the job, and you are rewarding them for things other than doing the job?" Thanks, but I'll pass on the wonderful privilege of training them! Here's a good test for the timing of training: If the training was entirely optional and elective, and only available in a remote village accessible only by a mule, but your people still came to the training because they were saying to themselves, "I have got to learn this-it's going to be critical for my future; then, and only then, you will know you have timed your training well. Anything less than that, and you are doing the training too soon.

frustration has flared up over the Common Core initiative, involving the implementation of national reading and maths standards for primary and secondary school children. The Gates Foundation played a central role in bringing the standards to fruition. Spending over $233 million to back the standards, the foundation dispersed money liberally to both conservative and progressive interest groups. The two major teachers' unions, the National Education Association and the American Federation of Teachers, each received large donations, as did the US Chamber of Commerce. Gates himself suggested that a benefit of the standards is that they open avenues towards increasing digital learning. In 2014, Microsoft announced it was partnering with Pearson to load Pearson's Common Core classroom material onto Microsoft's Surface tablet. Previously, the iPad was the classroom frontrunner; the Pearson partnership helps to make Microsoft more competitive.

the increasing use of technology in the classroom will transform the role of educators allowing the educational process to become ever more student centered.

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

If these examples are typical, then 75 to 95 percent of the productivity gains from many major new technologies were realized only after decades of improvements in the implementation.