Management Protocol Quotes

A true professional not only follows but loves the processes, policies and principles set by his profession.

The broad idea is that by deferring the management of trust to a decentralized network guided by a common protocol instead of relying upon a trusted intermediary, and by introducing new, digital forms of money, tokens, and assets, we can change the very nature of social organization.

The little boats cannot make much difference to the welfare of Gaza either way, since the materials being shipped are in such negligible quantity. The chief significance of the enterprise is therefore symbolic. And the symbolism, when examined even cursorily, doesn't seem too adorable. The intended beneficiary of the stunt is a ruling group with close ties to two of the most retrograde dictatorships in the Middle East, each of which has recently been up to its elbows in the blood of its own civilians. The same group also manages to maintain warm relations with, or at the very least to make cordial remarks about, both Hezbollah and al-Qaida. Meanwhile, a document that was once accurately described as a 'warrant for genocide' forms part of the declared political platform of the aforesaid group. There is something about this that fails to pass a smell test.

The digital keys in a user’s wallet are completely independent of the bitcoin protocol and can be generated and managed by the user’s wallet software without reference to the blockchain or access to the Internet.

Thanks,’ I managed. ‘If there’s anything I can do.’ ‘OK. Thanks.’ ‘John’s asked me to go back home, in case he turns up there.’ ‘OK. Good idea.’ It was awkward and strange. There’s no protocol for meeting your ex-husband’s new wife at the site where your son’s gone missing. ‘Well,

PEACETIME CEO/WARTIME CEO Peacetime CEO knows that proper protocol leads to winning. Wartime CEO violates protocol in order to win. Peacetime CEO focuses on the big picture and empowers her people to make detailed decisions. Wartime CEO cares about a speck of dust on a gnat’s ass if it interferes with the prime directive. Peacetime CEO builds scalable, high-volume recruiting machines. Wartime CEO does that, but also builds HR organizations that can execute layoffs. Peacetime CEO spends time defining the culture. Wartime CEO lets the war define the culture. Peacetime CEO always has a contingency plan. Wartime CEO knows that sometimes you gotta roll a hard six. Peacetime CEO knows what to do with a big advantage. Wartime CEO is paranoid. Peacetime CEO strives not to use profanity. Wartime CEO sometimes uses profanity purposefully. Peacetime CEO thinks of the competition as other ships in a big ocean that may never engage. Wartime CEO thinks the competition is sneaking into her house and trying to kidnap her children. Peacetime CEO aims to expand the market. Wartime CEO aims to win the market. Peacetime CEO strives to tolerate deviations from the plan when coupled with effort and creativity. Wartime CEO is completely intolerant. Peacetime CEO does not raise her voice. Wartime CEO rarely speaks in a normal tone. Peacetime CEO works to minimize conflict. Wartime CEO heightens the contradictions. Peacetime CEO strives for broad-based buy-in. Wartime CEO neither indulges consensus building nor tolerates disagreements. Peacetime CEO sets big, hairy, audacious goals. Wartime CEO is too busy fighting the enemy to read management books written by consultants who have never managed a fruit stand. Peacetime CEO trains her employees to ensure satisfaction and career development. Wartime CEO trains her employees so they don’t get their asses shot off in the battle. Peacetime CEO has rules like “We’re going to exit all businesses where we’re not number one or two.” Wartime CEO often has no businesses that are number one or two and therefore does not have the luxury of following that rule.

Security is a big and serious deal, but it’s also largely a solved problem. That’s why the average person is quite willing to do their banking online and why nobody is afraid of entering their credit card number on Amazon. At 37signals, we’ve devised a simple security checklist all employees must follow: 1. All computers must use hard drive encryption, like the built-in FileVault feature in Apple’s OS X operating system. This ensures that a lost laptop is merely an inconvenience and an insurance claim, not a company-wide emergency and a scramble to change passwords and worry about what documents might be leaked. 2. Disable automatic login, require a password when waking from sleep, and set the computer to automatically lock after ten inactive minutes. 3. Turn on encryption for all sites you visit, especially critical services like Gmail. These days all sites use something called HTTPS or SSL. Look for the little lock icon in front of the Internet address. (We forced all 37signals products onto SSL a few years back to help with this.) 4. Make sure all smartphones and tablets use lock codes and can be wiped remotely. On the iPhone, you can do this through the “Find iPhone” application. This rule is easily forgotten as we tend to think of these tools as something for the home, but inevitably you’ll check your work email or log into Basecamp using your tablet. A smartphone or tablet needs to be treated with as much respect as your laptop. 5. Use a unique, generated, long-form password for each site you visit, kept by password-managing software, such as 1Password.§ We’re sorry to say, “secretmonkey” is not going to fool anyone. And even if you manage to remember UM6vDjwidQE9C28Z, it’s no good if it’s used on every site and one of them is hacked. (It happens all the time!) 6. Turn on two-factor authentication when using Gmail, so you can’t log in without having access to your cell phone for a login code (this means that someone who gets hold of your login and password also needs to get hold of your phone to login). And keep in mind: if your email security fails, all other online services will fail too, since an intruder can use the “password reset” from any other site to have a new password sent to the email account they now have access to. Creating security protocols and algorithms is the computer equivalent of rocket science, but taking advantage of them isn’t. Take the time to learn the basics and they’ll cease being scary voodoo that you can’t trust. These days, security for your devices is just simple good sense, like putting on your seat belt.

Let me simplify my take on intervention. To me it is mostly about having a systematic protocol to determine when to intervene and when to leave systems alone. And we may need to intervene to control the iatrogenics of modernity—particularly the large-scale harm to the environment and the concentration of potential (though not yet manifested) damage, the kind of thing we only notice when it is too late. The ideas advanced here are not political, but risk-management based. I do not have a political affiliation or allegiance to a specific party; rather, I am introducing the idea of harm and fragility into the vocabulary so we can formulate appropriate policies to ensure we don’t end up blowing up the planet and ourselves.

recalled Stephen Crocker, a graduate student on the UCLA team who had driven up with his best friend and colleague, Vint Cerf. So they decided to meet regularly, rotating among their sites. The polite and deferential Crocker, with his big face and bigger smile, had just the right personality to be the coordinator of what became one of the digital age’s archetypical collaborative processes. Unlike Kleinrock, Crocker rarely used the pronoun I; he was more interested in distributing credit than claiming it. His sensitivity toward others gave him an intuitive feel for how to coordinate a group without trying to centralize control or authority, which was well suited to the network model they were trying to invent. Months passed, and the graduate students kept meeting and sharing ideas while they waited for some Powerful Official to descend upon them and give them marching orders. They assumed that at some point the authorities from the East Coast would appear with the rules and regulations and protocols engraved on tablets to be obeyed by the mere managers of the host computer sites. “We were nothing more than a self-appointed bunch of graduate students, and I was convinced that a corps of authority figures or grownups from Washington or Cambridge would descend at any moment and tell us what the rules were,” Crocker recalled. But this was a new age. The network was supposed to be distributed, and so was the authority over it. Its invention and rules would be user-generated. The process would be open. Though it was funded partly to facilitate military command and control, it would do so by being resistant to centralized command and control. The colonels had ceded authority to the hackers and academics. So after an especially fun gathering in Utah in early April 1967, this gaggle of graduate students, having named itself the Network Working Group, decided that it would be useful to write down some of what they had conjured up.95 And Crocker, who with his polite lack of pretense could charm a herd of hackers into consensus, was tapped for the task. He was anxious to find an approach that did not seem presumptuous. “I realized that the mere act of writing down what we were talking about could be seen as a presumption of authority and someone was going to come and yell at us—presumably some adult out of the east.

Between 8:25 and 8:32, in accordance with the FAA protocol, Boston Center managers started notifying their chain of command that American 11 had been hijacked.At 8:28,Boston Center called the Command Center in Herndon to advise that it believed American 11 had been hijacked and was heading toward New York Center’s

One major but by no means final protocol that is very useful for ministry planning is to deploy a ministry readiness worksheet (see Figure 6.1) for each educational activity of the church or Christian organization.

Yes, we can promote best practices, processes, and protocols—but the real magic is having employees who understand that their jobs are about improving the quality of people’s lives and managers who understand that the quality of our employees’ lives is part of that value proposition. That’s why Sodexo stands out in an industry that has traditionally competed fiercely on costs.

smart contract is a proposed tool to automate human interactions: it is a computer protocol – an algorithm – that can self-execute, self-enforce, self-verify, and self-constrain the performance of a contract.[30][31][32]  Whereas Bitcoin and its direct progeny are referred to as the “1.0” generation, as shown below, contracts, on “2.0” platforms – the next generation of cryptocurrency, are able to enforce themselves.[33] They do not have a physical enforcement arm the way legal contracts do.[34]  Rather, because they embody complex contractual relationships in computational material, they move certain defined asset(s) automatically under certain conditions. 

As an algorithm the protocol is unbiased and capable of auditing, authenticating, validating, approving, and transferring integer values along a ledger that is distributed to tens of thousands of computers (called mining machines) that are located around the world. 

Meredith Etherington-Smith Meredith Etherington-Smith became an editor of Paris Vogue in London and GQ magazine in the United States during the 1970s. During the 1980s, she served as deputy and features editor of Harpers & Queen magazine and has since become a leading art critic. Currently, she is editor in chief of Christie’s magazine. She is also a noted artist biographer; her book on Salvador Dali, The Persistence of Memory, was an international bestseller and was translated into a dozen languages. Her drawing room that morning was much like any comfortable, slightly formal drawing room to be found in country houses throughout England: the paintings, hung on pale yellow walls, were better; the furniture, chintz-covered; the flowers, natural garden bouquets. It was charming. And so was she, as she swooped in from a room beyond. I had never seen pictures of her without any makeup, with just-washed hair and dressed in jeans and a white T-shirt. She looked more vital, more beautiful, than any photograph had ever managed to convey. She was, in a word, staggering; here was the most famous woman in the world up close, relaxed, funny, and warm. The tragic Diana, the royal Diana, the wronged Diana: a clever, interesting person who wasn’t afraid to say she didn’t know how an auction sale worked, and would it be possible to work with me on it? “Of course, ma’am,” I said. “It’s your sale, and if you would like, then we’ll work on it together to make the most money we can for your charities.” “So what do we do next?” she asked me. “First, I think you had better choose the clothes for sale.” The next time I saw her drawing room, Paul Burrell, her butler, had wheeled in rack after rack of jeweled, sequined, embroidered, and lacy dresses, almost all of which I recognized from photographs of the Princess at some state event or gala evening. The visible relics of a royal life that had ended. The Princess, in another pair of immaculately pressed jeans and a stripy shirt, looked so different from these formal meringues that it was almost laughable. I think at that point the germ of an idea entered my mind: that sometime, when I had gotten to know her better and she trusted me, I would like to see photographs of the “new” Princess Diana--a modern woman unencumbered by the protocol of royal dress. Eventually, this idea led to putting together the suite of pictures of this sea-change princess with Mario Testino. I didn’t want her to wear jewels; I wanted virtually no makeup and completely natural hair. “But Meredith, I always have people do my hair and makeup,” she explained. “Yes ma’am, but I think it is time for a change--I want Mario to capture your speed, and electricity, the real you and not the Princess.” She laughed and agreed, but she did turn up at the historic shoot laden with her turquoise leather jewel boxes. We never opened them. Hair and makeup took ten minutes, and she came out of the dressing room looking breathtaking. The pictures are famous now; they caused a sensation at the time. My favorite memory of Princess Diana is when I brought the work prints round to Kensington Palace for her to look at. She was so keen to see them that she raced down the stairs and grabbed them. She went silent for a moment or two as she looked at these vivid, radiant images. Then she turned to me and said, “But these are really me. I’ve been set free and these show it. Don’t you think,” she asked me, “that I look a bit like Marilyn Monroe in some of them?” And laughed.

Tim Graham Tim Graham has specialized in photographing the Royal Family for more than thirty years and is foremost in his chosen field. Recognition of his work over the years has led to invitations for private sessions with almost all the members of the British Royal Family, including, of course, Diana, Princess of Wales, and her children. Diana had none of the remoteness of some members of royal families. Along with several of my press colleagues, I felt I came to know her quite well. She was a superstar, she was royal, but she was also very approachable. I have had various sessions with members of the Royal Family over the years, but those with her were more informal. I remember photographing Prince William at Kensington Palace when he was a baby. I was lying on the floor of the drawing room in front of the infant prince, trying to get his attention. Not surprisingly, he didn’t show much interest, so, without prompting, Diana lay down on the floor close to me and, using one of those little bottles of bubbles, starting blowing bubbles at him. Perfect. As he gazed in fascination at his mother, I was able to get the picture I wanted. I can’t think of many members of the Royal Family who would abandon protocol and lie on the carpet with you in a photo session! Funnily enough, it wasn’t the only time it happened. She did the same again years when she was about to send her dresses to auction for charity and we were sifting through prints of my photographs that she had asked to use in the catalog. She suggested that we sit on the floor and spread the photographs all around us on the carpet, so, of course, we did. I donated the use of my pictures of her in the various dresses to the charity, and as a thank-you, Diana invited me to be the exclusive photographer at both parties held for the dresses auction--one in London and the other in the United States. The party in New York was held on preview night, and many of the movers and shakers of New York were there, including her good friend Henry Kissinger. It was a big room, but everyone in it gravitated to the end where the Princess was meeting people. She literally couldn’t move and was totally hemmed in. I was pushed so close to her I could hardly take a picture. Seeing the crush, her bodyguard spotted an exit route through the kitchen and managed to get the Princess and me out of the enthusiastic “scrum.” As the kitchen door closed behind the throng, she leaned against the wall, kicked off her stiletto-heeled shoes, and gasped, “Gordon Bennett, that’s a crush!” I would have loved to have taken a picture of her then, but I knew she wouldn’t expect that to be part of the deal. You should have seen the kitchen staff--they were thrilled to have an impromptu sight of her but amazed that someone of her status could be so normal. She took a short breather, said hi to those who had, of course, stopped work to stare at her, and then glided back into the room through another door to take up where she had left off. That’s style!

A Guide To Easy Secrets In FortiAuthenticator FortiAuthenticator User Management Appliances provide two factor authentication, RADIUS, LDAP and 802.1 X Wireless Authentication, Certificate Management and Fortinet Single Sign On. FortiAuthenticator is compatible with and complements the FortiToken variety of two factor authentication tokens for Secure Remote Access empowering authentication with multiple FortiGate network security appliances and third party apparatus. When an user login is found, the username, IP and group details are entered into the FortiAuthenticator User Identity Management Database and according to the local policy, can be shared with multiple FortiGate devices. For complicated distributed domain name architectures where polling desirable or of domain controllers is just not possible, an option is the FortiAuthenticator SSO Client. FortiAuthenticator is compatible with physical OTP tokens Certification Tokens FortiToken Mobile for IOS and Android and SMS/ e-mail tokens FortiAuthenticator supports the broadest range of tokens potential to suit your user demands with the physical FortiToken 200 e-mail and SMS tokens and the new FortiToken cellular for IOS and Android device FortiAuthenticator has a token for all users. In a large business, for example, FortiAuthenticator SSO Mobility Agent or AD polling may be picked as the principal method for transparent authentication will fallback to the portal for client users or non domain name systems. Consistently polling domain controllers detect user authentication into active directory. FortiAuthenticator removes this overhead by streamlining the bulk deployment of certificates for VPN use in a FortiGate surroundings by automating the risk-free certificate delivery via the SCEP protocol and collaborating with FortiManager for the configuration required. On the FortiToken 300 USB Certification store, certificates can be created and stored for client established certificate VPNs. This secure, pin safe certification store can be use to enhance the security of client VPN connections in conjunction and is not incompatible with FortiClient.

In 1988, RSH provided an excellent (although not very secure) method for a system administrator to remotely connect to a machine and manage it by performing a series of terminal commands on the host. The Secure Shell (SSH) protocol has since replaced RSH by combining RSH with a public-key cryptographic scheme in order to secure the traffic.

finance remains an essential social institution, necessary for managing the risks that enable society to transform creative impulses into vital products and services, from improved surgical protocols to advanced manufacturing technologies to sophisticated scientific research enterprises to entire public welfare systems.

This book is about a diagram, a technology, and a management style. The

Trying to figure out how to best manage his time between doing a task for imbeciles and avoiding imminent and painful death by protocol. I

IVF training courses IIRRH: With more and more couples looking out for infertility treatment, the need for skilled fertility specialists has taken a huge leap in the recent years. Our IVF training courses at IIRRH are carefully structured to cater the needs of a beginner as well as a busy practitioner in the field of embryology, gynaecology and infertility management. IIRRH offers courses that provide an avenue for both scientists and clinicians to enter the field of reproductive medicine; and for those already familiar with this area, an opportunity to gain greater skillset relevant to the manipulation of fertility and the treatment of reproductive abnormalities. Designed to broaden knowledge of the underlying scientific principles and to enhance appreciation of the clinical management of infertility, the institute aims to encourage independent thought and a research orientated approach to the practice of assisted conception. Designed to broaden knowledge in the field of reproductive medicine and ART, our specialized courses include IVF training programs that cater the needs of a beginner as well as a busy practitioner in the field of embryology, gynaecology and infertility management. Our special Advanced ART course for Clinicians is apt to provide an introductory-level understanding of the clinical IVF (in-vitro fertilisation) laboratory and setting up and IVF lab. As well as the basics of the IVF lab, it also covers: • The individual protocols and procedures within the lab • The requirements that must be considered when working within it • Information ranging from embryo selection to new technologies in IVF It will allow better practice and understanding in dealing with patients and IVF cases. With the increasing demand for answers about our fertility, this course will help you understand: • The role of the clinical embryologist • Procedures conducted within the IVF laboratory For more information visit our website iirrh.org

As one learns more and more about the networks of protocological control, it becomes almost second nature to project protocol into every physical system: Traffic lights become the protocol for successful management of moving vehicles; a grocery store queue is the protocol for a successful checkout; airport security points are the protocol for prohibiting weapons; and so on. Protocol pops up everywhere. But protocol is more than simply a synonym for “the rules.” Instead, protocol is like the trace of footprints left in snow, or a mountain trail whose route becomes fixed only after years of constant wear. One is always free to pick a different route. But protocol makes one instantly aware of the best route—and why wouldn’t one want to follow it? Thus, a better synonym for protocol might be “the practical,” or even “the sensible.” It is a physical logic that delivers two things in parallel: the solution to a problem, plus the background rationale for why that solution has been selected as the best. Like liberalism, or democracy, or capitalism, protocol is a successful technology precisely because its participants are evangelists, not servants. Like liberalism, democracy, or capitalism, protocol creates a community of actors who perpetuate the system of organization. And they perpetuate it even when they are in direct conflict with it. Protocol then becomes more and more coextensive with humanity’s productive forces, and ultimately becomes the blueprint for humanity’s innermost desires about the world and how it ought to be lived.

Simple Network Management Protocol (SNMP) is an application layer protocol used specifically for network device management. For example, Cisco supplies a large variety of network management products, many of them in the Cisco Prime network management software product family. They can be used to query, compile, store, and display information about a network’s operation. To query the network devices, Cisco Prime software mainly uses SNMP protocols.

commands like ping. As a protocol, ICMP does not rely on TCP or UDP, and it does not use any application layer protocol. It exists as a protocol used to assist IP by helping manage the IP network functions.

PEACETIME CEO/WARTIME CEO Peacetime CEO knows that proper protocol leads to winning. Wartime CEO violates protocol in order to win. Peacetime CEO focuses on the big picture and empowers her people to make detailed decisions. Wartime CEO cares about a speck of dust on a gnat’s ass if it interferes with the prime directive. Peacetime CEO builds scalable, high-volume recruiting machines. Wartime CEO does that, but also builds HR organizations that can execute layoffs. Peacetime CEO spends time defining the culture. Wartime CEO lets the war define the culture. Peacetime CEO always has a contingency plan. Wartime CEO knows that sometimes you gotta roll a hard six. Peacetime CEO knows what to do with a big advantage. Wartime CEO is paranoid. Peacetime CEO strives not to use profanity. Wartime CEO sometimes uses profanity purposefully. Peacetime CEO thinks of the competition as other ships in a big ocean that may never engage. Wartime CEO thinks the competition is sneaking into her house and trying to kidnap her children. Peacetime CEO aims to expand the market. Wartime CEO aims to win the market. Peacetime CEO strives to tolerate deviations from the plan when coupled with effort and creativity. Wartime CEO is completely intolerant. Peacetime CEO does not raise her voice. Wartime CEO rarely speaks in a normal tone. Peacetime CEO works to minimize conflict. Wartime CEO heightens the contradictions. Peacetime CEO strives for broad-based buy-in. Wartime CEO neither indulges consensus building nor tolerates disagreements. Peacetime CEO sets big, hairy, audacious goals. Wartime CEO is too busy fighting the enemy to read management books written by consultants who have never managed a fruit stand. Peacetime CEO trains her employees to ensure satisfaction and career development. Wartime CEO trains her employees so they don’t get their asses shot off in the battle. Peacetime CEO has rules like “We’re going to exit all businesses where we’re not number one or two.” Wartime CEO often has no businesses that are number one or two and therefore does not have the luxury of following that rule. CAN

Stateless protocols like the current Web only manage the transfer of information, where the sender or receiver of that information is unaware of the state of the other.

Perhaps the most fundamental error that went unchallenged was the World Health Organization’s initial characterization of this virus as entirely new. Even its name—novel coronavirus—implied that we knew nothing about it in terms of its causes, effects, and management protocols. That “novelty” also implied that no one would have any immune-system protection from it. On its face, that depiction was misleading. As Dr. Ioannidis and every virology textbook stated, the world already had decades of experience with coronaviruses—including at least four “endemic” ones in circulation today. That mischaracterization helped incite panic and was fundamental to prompting the ensuing draconian lockdowns.

An intolerance of bureaucracy Small companies feel different to big ones. I have worked at both. In large companies, if I am travelling for work I will be forced to use some admin staff to book a hotel with a corporate travel provider. Perhaps eight e-mails will be sent to me with various approval chains and updates, my boss will be asked to agree, a business reason is noted. Some systems will talk to others, and my assistant will orchestrate the whole thing. It will take perhaps 10 minutes of my time, 30 minutes of my assistant’s, and likely an hour of other people’s in back offices. All this to book a hotel stay for $200 that on the Hotel Tonight app I could book in around three seconds and for $100 cheaper. Why is it I can call an hour-long meeting with 20 people, costing perhaps $2,500 of time and nobody cares, but I need to ensure I use approved agents to get a hotel room? Every company, large and small, needs to reject bureaucracy and busy work. We worry a lot about seniority and protocol, but often it is an excuse. I love a memo sent out by Elon Musk, in which he says: ‘Anyone at Tesla can and should e-mail/talk to anyone else according to what they think is the fastest way to solve a problem for the benefit of the whole company. You can talk to your manager’s manager without his permission, you can talk directly to a VP in another department, you can talk to me.’ He goes on to say, while realizing the challenge and opportunity ahead and what they have against them, ‘We obviously cannot compete with the big car companies in size, so we must do so with intelligence and agility’ (Bariso, 2017). Get better at knowing when to call and when to e-mail, when to pop over for a chat, which partner meetings to never accept. A lack of bureaucracy doesn’t mean chaos, it’s about focusing on the best way to make a difference and sometimes that means anarchically barging into a meeting to get someone to make a decision. I often think teams are too big. We’ve long heard about two pizza teams, but let’s be more flexible. Tom Peters talks about the need to recruit the very best talent and pay the world’s best compensation. Steve Jobs was widely reported to have stated that a small number of A+ people can outperform any large teams of B players (Keller and Meaney, 2017). I see a lot of time and energy spent bringing people into the loop, people being part of things to look important and not adding clear value.

Netflow This is a network anomaly detection protocol developed by Cisco Systems and is available on Cisco Systems routers.

To fulfill this vision, the VERSES Foundation is proposing a set of universal standards and open protocols for Web 3.0 designed specifically to enable standards for defining and enforcing digital property ownership, data privacy and portability rights, user and location-based permissions, cross-device and content interoperability, and ecosystem marketplaces by enabling the registration and trustworthy authentication of users, digital and physical assets, and spaces using new standardized open formats, and shared asset indices secured by spatial domains, in which rights can be managed by a spatial programming language, viewed through spatial browsers, and connected via a spatial protocol.

The first thing to establish is whether the person has an autoimmune condition. I use TPO and TGB serum antibody tests to rule out Hashimoto’s. If a test comes back negative but symptoms strongly suggest the disorder, I’ll repeat the test since antibody counts can fluctuate. Sometimes I’ll ask the person to eat gluten-containing foods for two weeks prior to the test, in order to heighten the autoimmune response. From there, I delve into the immune system mechanics. I measure TH-1 and TH-2 cytokines to determine if the person is TH-1 or TH-2 dominant. When a person is placed on an immune-modulating protocol, I retest these cytokines to see whether the immune system is coming into better balance. When looking at these test results, it is important to look at the percentages of the cytokines and not the totals. Remember, regardless of whether a person with Hashimoto’s has TH-1 or TH-2 dominance, managing his or her condition requires modulating the immune system with emulsified vitamin D, fish oil, glutathione cream, a gluten-free diet, and dietary support.

A high-protein, high-fat diet that excludes all pungent vegetables and spices can be beneficial as an anger management protocol.

it’s confusing to have a controller and a manager and a driver in the same code base. What is the essential difference between a DeviceManager and a Protocol-Controller? Why are both not controllers or both not managers? Are they both Drivers really? The name leads you to expect two objects that have very different type as well as having different classes. A consistent lexicon is a great boon to the programmers who must use your code.

The routine requires balancing a number of virtues: freedom and discipline, craft and protocol, specialized ability and group collaboration. And for checklists to help achieve that balance, they have to take two almost opposing forms. They supple a set of checks to ensure the stupid but critical stuff is not overlooked, and they supply another set of checks to ensure people talk and coordinate and accept responsibility while nonetheless being left the power to manage the nuances and unpredictabilities the best they know how.

Here’s the real irony: The human side of medicine—the compassion, communication, and empathy that lie at the heart of the art of medicine—is essential to achieving the outcomes that matter most to the business and science sides of medicine. Within health care, there has been an unyielding assumption embedded in both the protocols of science and the metrics of business: that patients will comply with what their doctors ask them to do. This is why balance matters: Study after study has shown that when the art of medicine disappears, there’s a significant and negative impact on health. When patients don’t feel valued and heard as human beings, their overall sense of well-being and willingness to trust the system will suffer. And then they’re much less likely to follow the steps that can help them manage their diabetes, lose weight, or deal with whatever their specific health challenge may be. If patients don’t feel a connection to their doctors when problems come up, they are less likely to seek help until those problems become much worse and more expensive. In other words, in losing the art of medicine, we’re sabotaging the broader goals we hold for America’s health-care system.

A preventable tragedy. A hundred years of piss-poor water management and stupid, unregulated growth in the middle of the fucking desert had sealed the city’s fate.

Are any of your employees on the brink of going AWOL because they’re overworked and underappreciated? When is it right for the leader to overturn protocol in the effort to rescue a single stressed-out subordinate? What messages do you need to keep repeating in your business to make sure your management team doesn’t take care of themselves first, to the neglect of their teams?