Manager Transfer Quotes

Find meaning. Distinguish melancholy from sadness. Go out for a walk. It doesn’t have to be a romantic walk in the park, spring at its most spectacular moment, flowers and smells and outstanding poetical imagery smoothly transferring you into another world. It doesn’t have to be a walk during which you’ll have multiple life epiphanies and discover meanings no other brain ever managed to encounter. Do not be afraid of spending quality time by yourself. Find meaning or don’t find meaning but 'steal' some time and give it freely and exclusively to your own self. Opt for privacy and solitude. That doesn’t make you antisocial or cause you to reject the rest of the world. But you need to breathe. And you need to be.

I still want to smack him. Or remind him that the last transfer we had from Abnegation, who is sitting right next to him, managed to knock out some of his teeth, so who knows what this next one will do.

Even more money is transferred to the bank accounts of fashion designers, gym managers, dieticians, cosmeticians and plastic surgeons, who help us arrive at the café looking as similar as possible to the market’s ideal of beauty.

What's the problem Earthman?" said Zaphod, now transferring his attention to the animal's enormous rump. "I just don't want to eat an animal that's standing here inviting me to," said Arthur, "it's heartless." "Better than eating an animal that doesn't want to be eaten," said Zaphod. "That's not the point," Arthur protested. Then he thought about it for a moment. "Alright," he said, "maybe it is the point. I don't care, I'm not going to think about it now. I'll just ... er ..." The Universe raged about him in its death throes. "I think I'll just have a green salad," he muttered. "May I urge you to consider my liver?" asked the animal, "it must be very rich and tender by now, I've been force-feeding myself for months." "A green salad," said Arthur emphatically. "A green salad?" said the animal, rolling his eyes disapprovingly at Arthur. "Are you going to tell me," said Arthur, "that I shouldn't have green salad?" "Well," said the animal, "I know many vegetables that are very clear on that point. Which is why it was eventually decided to cut through the whole tangled problem and breed an animal that actually wanted to be eaten and was capable of saying so clearly and distinctly. And here I am." It managed a very slight bow. "Glass of water please," said Arthur.

We have managed to transfer religious belief into gullibility for whatever can masquerade as science.

We’re creatures of habit when it comes to mobile contracts and the wires piping high-speed data into our homes. It’s a pain to deal with transfers, installations, and customer service interactions, so we shrug and keep paying a premium.

In nature, the emphasis is on the multiplication of wealth, not the transfer of wealth. Wealth multiplication results in collective net profit. Wealth transfer however, benefits some at the expense of others.

Each time someone with a particular stigma makes a spectacle of himself by breaking a law, winning a prize, or becoming a first of his kind, a local community may take gossipy note of this; these events can even make news in the mass media of the wider society. In any case, they who share the noted person's stigma suddenly become accessible to the normals immediately around and become subject to a slight transfer of credit or discredit to themselves. Their situation thus leads them easily into living in a world of publicized heroes and villains of their own stripe, their relation to this world being underlined by immediate associates, both normal and otherwise, who bring them news about how one of their kind has faired.

I got a little carried away one day and sold my entire load of meat on my way to a delivery in Atlantic City. I put the seal on my lock after the whole load of meat was transferred to the guy. When I got to Atlantic City the seal was broken by the manager and there was no meat inside and I was mystified.

The power of skills and knowledge is that they are transferable from one person to another. Their limitation is that they are often situation-specific — faced with an unanticipated scenario, they lose much of their power. In contrast, the power of talent is that it is transferable from situation to situation.

Whereas traditionally the family was the main matchmaker, today it’s the market that tailors our romantic and sexual preferences, and then lends a hand in providing for them – for a fat fee. Previously bride and groom met in the family living room, and money passed from the hands of one father to another. Today courting is done at bars and cafés, and money passes from the hands of lovers to waitresses. Even more money is transferred to the bank accounts of fashion designers, gym managers, dieticians, cosmeticians and plastic surgeons, who help us arrive at the café looking as similar as possible to the market’s ideal of beauty.

It’s interval time in a multiplex cinema hall. You just watched first half of Movie-1. It was boring. You wish you could have watched Movie-2 instead which is running parallely in another auditorium. A manager called “Paramatma” approaches you with a solution. He puts your head between two electrodes and erases first half of Movie-1 from your mind. Then he transfers first half of Movie-2 directly in your mind. Now you enter inside the auditorium where Movie-2 is running and watch its second half. After watching the movie-2, you come out. Manager Paramatma says, “I migrated you from Movie-1 to Movie-2 in interval. I hope you are satisfied with my service.” You say, “What the hell are you talking about? I only watched Movie-2 from start to finish. I never watched Movie-1. If I had watched, I would remember.” Paramatma smiles and says, “Thank you for your positive feedback.

Good evening," it lowed and sat back heavily on its haunches, "I am the main Dish of the Day. May I interest you in parts of my body? It harrumphed and gurgled a bit, wriggled its hind quarters into a more comfortable position and gazed peacefully at them. Its gaze was met by looks of startled bewilderment from Arthur and Trillian, a resigned shrug from Ford Prefect and naked hunger from Zaphod Beeblebrox. "Something off the shoulder perhaps?" suggested the animal. "Braised in a white wine sauce?" "Er, your shoulder?" said Arthur in a horrified whisper. "But naturally my shoulder, sir," mooed the animal contentedly, "nobody else's is mine to offer." Zaphod leapt to his feet and started prodding and feeling the animal's shoulder appreciatively. "Or the rump is very good," murmured the animal. "I've been exercising it and eating plenty of grain, so there's a lot of good meat there." It gave a mellow grunt, gurgled again and started to chew the cud. It swallowed the cud again. "Or a casserole of me perhaps?" it added. "You mean this animal actually wants us to eat it?" whispered Trillian to Ford. "Me?" said Ford, with a glazed look in his eyes. "I don't mean anything." "That's absolutely horrible," exclaimed Arthur, "the most revolting thing I've ever heard." "What's the problem, Earthman?" said Zaphod, now transferring his attention to the animal's enormous rump. "I just don't want to eat an animal that's standing there inviting me to," said Arthur. "It's heartless." "Better than eating an animal that doesn't want to be eaten," said Zaphod. "That's not the point," Arthur protested. Then he thought about it for a moment. "All right," he said, "maybe it is the point. I don't care, I'm not going to think about it now. I'll just ... er ..." The Universe raged about him in its death throes. "I think I'll just have a green salad," he muttered. "May I urge you to consider my liver?" asked the animal, "it must be very rich and tender by now, I've been force-feeding myself for months." "A green salad," said Arthur emphatically. "A green salad?" said the animal, rolling his eyes disapprovingly at Arthur. "Are you going to tell me," said Arthur, "that I shouldn't have green salad?" "Well," said the animal, "I know many vegetables that are very clear on that point. Which is why it was eventually decided to cut through the whole tangled problem and breed an animal that actually wanted to be eaten and was capable of saying so clearly and distinctly. And here I am." It managed a very slight bow. "Glass of water please," said Arthur. "Look," said Zaphod, "we want to eat, we don't want to make a meal of the issues. Four rare steaks please, and hurry. We haven't eaten in five hundred and seventy-six thousand million years." The animal staggered to its feet. It gave a mellow gurgle. "A very wise choice, sir, if I may say so. Very good," it said. "I'll just nip off and shoot myself." He turned and gave a friendly wink to Arthur. "Don't worry, sir," he said, "I'll be very humane." It waddled unhurriedly off to the kitchen. A matter of minutes later the waiter arrived with four huge steaming steaks.

If the case isn't plea bargained, dismissed or placed on the inactive docket for an indefinite period of time, if by some perverse twist of fate it becomes a trial by jury, you will then have the opportunity of sitting on the witness stand and reciting under oath the facts of the case-a brief moment in the sun that clouds over with the appearance of the aforementioned defense attorney who, at worst, will accuse you of perjuring yourself in a gross injustice or, at best, accuse you of conducting an investigation so incredibly slipshod that the real killer has been allowed to roam free. Once both sides have argued the facts of the case, a jury of twelve men and women picked from computer lists of registered voters in one of America's most undereducated cities will go to a room and begin shouting. If these happy people manage to overcome the natural impulse to avoid any act of collective judgement, they just may find one human being guilty of murdering another. Then you can go to Cher's Pub at Lexington and Guilford, where that selfsame assistant state's attorney, if possessed of any human qualities at all, will buy you a bottle of domestic beer. And you drink it. Because in a police department of about three thousand sworn souls, you are one of thirty-six investigators entrusted with the pursuit of that most extraordinary of crimes: the theft of a human life. You speak for the dead. You avenge those lost to the world. Your paycheck may come from fiscal services but, goddammit, after six beers you can pretty much convince yourself that you work for the Lord himself. If you are not as good as you should be, you'll be gone within a year or two, transferred to fugitive, or auto theft or check and fraud at the other end of the hall. If you are good enough, you will never do anything else as a cop that matters this much. Homicide is the major leagues, the center ring, the show. It always has been. When Cain threw a cap into Abel, you don't think The Big Guy told a couple of fresh uniforms to go down and work up the prosecution report. Hell no, he sent for a fucking detective. And it will always be that way, because the homicide unit of any urban police force has for generations been the natural habitat of that rarefied species, the thinking cop.

Government becomes a pricey, clumsy, inefficient mechanism for transferring wealth from people who do something to people who don’t, and from the young to the old—which is the wrong direction. All that effort, and you’ve only managed a new unfairness.

Deep learning in machines is resulting in shallow knowledge in humans—an irony indeed. Cognitive skills like memory and attention span are atrophying, even as knowledge, authority and agency are being transferred from humans to machines. In effect, AI has managed to hack human psychology.

Laws and regulations that corporate lobbyists are unable to persuade national democratic legislatures to enact can be repackaged and hidden in harmonization agreements masked as lengthy trade treaties, which are then ratified by legislatures without adequate scrutiny. Whatever its minor benefits, legislation by treaty represents a massive transfer of power from democratic legislatures to corporate managers and bankers. Jean-Claude Juncker, the prime minister of the tax haven Luxembourg who became the president of the European Commission from 2014 to 2019, described how the European Council systematically expanded its authority by stealth: “We decree something, then float it and wait some time to see what happens. If no clamor occurs . . . because most people do not grasp what had been decided, we continue—step by step, until the point of no return is reached.

Today courting is done at bars and cafés, and money passes from the hands of lovers to waitresses. Even more money is transferred to the bank accounts of fashion designers, gym managers, dieticians, cosmeticians and plastic surgeons, who help us arrive at the café looking as similar as possible to the market’s ideal of beauty.

The hero is the man of self-achieved submission. But submission to what? That precisely is the riddle that today we have to ask ourselves and that it is everywhere the primary virtue and historic deed of the hero to have solved. Only birth can conquer death—the birth, not of the old thing again, but of something new. Within the soul, within the body social, there must be a continuous “recurrence of birth” a rebirth, to nullify the unremitting recurrences of death. For it is by means of our own victories, if we are not regenerated, that the work of Nemesis is wrought: doom breaks from the shell of our very virtue. Peace then is a snare; war is a snare; change is a snare; permanence a snare. When our day is come for the victory of death, death closes in; there is nothing we can do, except be crucified—and resurrected; dismembered totally, and then reborn. The first step, detachment or withdrawal, consists in a radical transfer of emphasis from the external to the internal world, macro- to microcosm, a retreat from the desperation's of the waste land to the peace of the everlasting realm that is within. But this realm, as we know from psychoanalysis, is precisely the infantile unconscious. It is the realm that we enter in sleep. We carry it within ourselves forever. All the ogres and secret helpers of our nursery are there, all the magic of childhood. And more important, all the life-potentialities that we never managed to bring to adult realization, those other portions of our self, are there; for such golden seeds do not die. If only a portion of that lost totality could be dredged up into the light of day, we should experience a marvelous expansion of our powers, a vivid renewal of life. We should tower in stature. Moreover, if we could dredge up something forgotten not only by ourselves but by our whole generation or our entire civilization, we should indeed become the boon-bringer, the culture hero of the day—a personage of not only local but world historical moment. In a word: the first work of the hero is to retreat from the world scene of secondary effects to those causal zones of the psyche where the difficulties really reside, and there to clarify the difficulties, eradicate them in his own case (i.e., give battle to the nursery demons of his local culture) and break through to the undistorted, direct experience and assimilation of what C. G. Jung has called “the archetypal images.” This is the process known to Hindu and Buddhist philosophy as viveka, “discrimination.

The No. 1 source in the State Department was Alger Hiss, who was then an assistant to the Assistant Secretary of State, Francis Sayre, the son-in-law of Woodrow Wilson. The No. 2 source in the same Department was Henry Julian Wadleigh, an expert in the Trade Agreements Division, to which he had managed to have himself transferred from the Agriculture Department. He had done so at the request of the Communist Party

If we agree that the education, employment and retirement continuum is no longer a linear “cradle to grave” construct, then several tools for managing this reality are increasingly proving redundant. Job descriptions used for hiring are one such example. Hiring managers often write these as a reflection of their own experiences, ignoring the fact that we are entering an era where the emphasis should be less on ready competence and more on transferable skills.

At this point, I must describe an important study carried out by Clare W. Graves of Union College, Schenectady, N.Y. on deterioration of work standards. Professor Graves starts from the Maslow-McGregor assumption that work standards deteriorate when people react against workcontrol systems with boredom, inertia, cynicism... A fourteen-year study led to the conclusion that, for practical purposes, we may divide people up into seven groups, seven personality levels, ranging from totally selfpreoccupied and selfish to what Nietzsche called ‘a selfrolling wheel’-a thoroughly self-determined person, absorbed in an objective task. This important study might be regarded as an expansion of Shotover’s remark that our interest in the world is an overflow of our interest in ourselves—and that therefore nobody can be genuinely ‘objective’ until they have fully satiated the subjective cravings. What is interesting—and surprising—is that it should not only be possible to distinguish seven clear personality-ypes, but that these can be recognised by any competent industrial psychologist. When Professor Graves’s theories were applied in a large manufacturing organisation—and people were slotted into their proper ‘levels’—the result was a 17% increase in production and an 87% drop in grumbles. The seven levels are labelled as follows: (1) Autistic (2) Animistic (3) Awakening and fright (4) Aggressive power seeking (5) Sociocentric (6) Aggressive individualistic (7) Pacifist individualistic. The first level can be easily understood: people belonging to it are almost babylike, perhaps psychologically run-down and discouraged; there is very little to be done with these people. The animistic level would more probably be encountered in backward countries: primitive, superstitious, preoccupied with totems and taboos, and again poor industrial material. Man at the third level is altogether more wide-awake and objective, but finds the complexity of the real world frightening; the best work is to be got out of him by giving him rules to obey and a sense of hierarchical security. Such people are firm believers in staying in the class in which they were born. They prefer an autocracy. The majority of Russian peasants under the Tsars probably belonged to this level. And a good example of level four would probably be the revolutionaries who threw bombs at the Tsars and preached destruction. In industry, they are likely to be trouble makers, aggressive, angry, and not necessarily intelligent. Management needs a high level of tact to get the best out of these. Man at level five has achieved a degree of security—psychological and economic—and he becomes seriously preoccupied with making society run smoothly. He is the sort of person who joins rotary clubs and enjoys group activities. As a worker, he is inferior to levels three and four, but the best is to be got out of him by making him part of a group striving for a common purpose. Level six is a self-confident individualist who likes to do a job his own way, and does it well. Interfered with by authoritarian management, he is hopeless. He needs to be told the goal, and left to work out the best way to achieve it; obstructed, he becomes mulish. Level seven is much like level six, but without the mulishness; he is pacifistic, and does his best when left to himself. Faced with authoritarian management, he either retreats into himself, or goes on his own way while trying to present a passable front to the management. Professor Graves describes the method of applying this theory in a large plant where there was a certain amount of unrest. The basic idea was to make sure that each man was placed under the type of supervisor appropriate to his level. A certain amount of transferring brought about the desired result, mentioned above—increased production, immense decrease in grievances, and far less workers leaving the plant (7% as against 21% before the change).

Every ward is full of doctors and nurses repeatedly honking a word into phone handsets in progressively posher voices. 'Theatre... thurta... thartaaaaah.' It's like an am-dam production of 'Gosford Park'. When you eventually manage to get switchboard's satanic robot to understand a word you've said, it's inevitably the wrong one. Today it would have been more efficient to get through to a radiologist with a couple of yoghurt pots and a length of string. 'Radiology.' 'Transferring you to Audiology. Or say: Cancel.' 'CANCEL!' 'Putting you through to the Cancer Ward.

I KNEW THAT if I continued to debate politics and science—and stayed in the mind instead of the heart and the spirit—it would always be about one side versus the other. We all understand love, however; we all understand respect, we all understand dignity, and we all understand compassion up to a certain point. But how could I convince the loggers to transfer those feelings that they might have for a human being to the forest? And how could I get them to let go of their stereotypes of me? Because in their mind, I was a tree-hugging, granola-eating, dirty, dreadlocked hippie environmentalist. They always managed to say this word with such disgust and disdain!

A 1997 study of the consumer product design firm IDEO found that most of the company’s biggest successes originated as “combinations of existing knowledge from disparate industries.” IDEO’s designers created a top-selling water bottle, for example, by mixing a standard water carafe with the leak-proof nozzle of a shampoo container. The power of combining old ideas in new ways also extends to finance, where the prices of stock derivatives are calculated by mixing formulas originally developed to describe the motion of dust particles with gambling techniques. Modern bike helmets exist because a designer wondered if he could take a boat’s hull, which can withstand nearly any collision, and design it in the shape of a hat. It even reaches to parenting, where one of the most popular baby books—Benjamin Spock’s The Common Sense Book of Baby and Child Care, first published in 1946—combined Freudian psychotherapy with traditional child-rearing techniques. “A lot of the people we think of as exceptionally creative are essentially intellectual middlemen,” said Uzzi. “They’ve learned how to transfer knowledge between different industries or groups. They’ve seen a lot of different people attack the same problems in different settings, and so they know which kinds of ideas are more likely to work.” Within sociology, these middlemen are often referred to as idea or innovation brokers. In one study published in 2004, a sociologist named Ronald Burt studied 673 managers at a large electronics company and found that ideas that were most consistently ranked as “creative” came from people who were particularly talented at taking concepts from one division of the company and explaining them to employees in other departments. “People connected across groups are more familiar with alternative ways of thinking and behaving,” Burt wrote. “The between-group brokers are more likely to express ideas, less likely to have ideas dismissed, and more likely to have ideas evaluated as valuable.” They were more credible when they made suggestions, Burt said, because they could say which ideas had already succeeded somewhere else.

The call is to leave a certain social situation, move into your own loneliness and find the jewel, the center that’s impossible to find when you’re socially engaged. . .This is the departure when the hero feels something has been lost and goes to find it. . .The first step, detachment or withdrawal, consists in a radical transfer of emphasis from the external to the internal world. . .a retreat from the desperations of the waste land to the peace of the everlasting realm that is within. But this realm, as we know from psychoanalysis, is precisely the infantile unconscious. It is the realm that we enter in sleep. We carry it within ourselves forever. . . all the life-potentialities that we never managed to bring to adult realization, those other portions of our self, are there; for such golden seeds do not die.

Over the decade that movie producer Menahem Golan had retained the rights for Spider-Man, he’d managed to involve half a dozen different corporate entities. Golan had originally bought the Spider-Man rights for his Cannon Films; after leaving Cannon, he transferred them to 21st Century Films. Next, he raised money by preselling television rights to Viacom, and home video rights to Columbia Tri-Star; then he signed a $5 million deal with Carolco that guaranteed his role as producer. But after Carolco assigned the film to James Cameron, Cameron refused to give Golan the producer credit, and the lawsuits began. By the end of 1994, Carolco was suing Viacom and Tri-Star; Viacom and Tri-Star were countersuing Carolco, 21st Century, and Marvel; and MGM—which had swallowed Cannon—was suing Viacom, Tri-Star, 21st Century, and Marvel.

The Blood player could acquire a Rose item, but only by handing over an atrocity, thus leaving himself with less ammunition and the Rose player with more. If he was a skilful player he could attack the Rose side by means of the atrocities in his possession, loot the human achievement, and transfer it to his side of the board. The player who managed to retain the most human achievements by Time’s Up was the winner. With points off, naturally, for achievements destroyed through his own error and folly and cretinous play. The exchange rates – one Mona Lisa equalled Bergen-Belsen, one Armenian genocide equalled the Ninth Symphony plus three Great Pyramids – were suggested, but there was room for haggling. To do this you needed to know the numbers – the total number of corpses for the atrocities, the latest open-market price for the artworks; or, if the artworks had been stolen, the amount paid out by the insurance policy. It was a wicked game.

The last encounter was one Ian enjoyed, because Elizabeth was with him after they’d had their second-and last permissible-dance. Viscount Mondevale had approached them with Valerie hanging on his arm, and the rest of their group fanned around them. The sight of the young woman who’d caused them both so much pain evoked almost as much ire in Ian as the sight of Mondevale watching Elizabeth like a lovelorn swain. “Mondevale,” Ian had said curtly, feeling the tension in Elizabeth’s fingers when she looked at Valerie, “I applaud your taste. I’m certain Miss Jamison will make you a fine wife, if you ever get up the spine to ask her. If you do, however, take my advice, and hire her a tutor, because she can’t write and she can’t spell.” Transferring his blistering gaze to the gaping young woman, Ian clipped, “’Greenhouse’ has a ‘u’ in it. Shall I spell ‘malice’ for you as well?” “Ian,” Elizabeth chided gently as they walked away. “It doesn’t matter anymore.” She looked up at him and smiled, and Ian grinned back at her. Suddenly he felt completely in harmony with the world. The feeling was so lasting that he managed to endure the remaining three weeks-with all the requisite social and courtship rituals and betrothal formalities-with equanimity while he mentally marked off each day before he could make her his and join his starving body with hers. With a polite smile on his face Ian appeared at teas and mentally composed letters to his secretary; he sat through the opera and slowly undressed her in his mind; he endured eleven Venetian breakfasts where he mentally designed an entirely new kind of mast for his fleet of ships; he escorted her to eighteen balls and politely refrained from acting our his recurring fantasy of dismembering the fops who clustered around her, eyeing her lush curves and mouthing platitudes to her. It was the longest three weeks of his life. It was the shortest three weeks of hers.

She leaned over and the table and reached for the discarded dice, depositing them in a small leather dice box. As she straightened, she felt Sebastian's hand skim gently over her corseted back, and the hairs on her nape lifted in response. "The hour is late," he said, his tone far softer than the one he had used with Cam. "You should go to bed---you must be exhausted after all you've done today." "I haven't done all that much." She shrugged uneasily, and his hand made another slow, unnerving pass along her spine. "Oh yes, you have. You're pushing yourself a bit too hard, pet. You need to rest." She shook her head, finding it difficult to think clearly when he was touching her. "I've been glad of the chance to work a bit," she managed to say. "It keeps me from dwelling on...on..." "Yes, I know. That's why I've allowed it." His long fingers curved around the back of her neck. Her breath shortened as the warmth of his hand transferred to her skin. "You need to go to bed," he continued, his own breathing not quite steady as he eased her closer. His gaze drifted slowly from her face to the round outline of her breasts, and back again, and a low, humorless laugh escaped him. "And I need to go there with you, damn it. But since I can't... Come here." "Why?" she asked, even as he secured her against the edge of the table and let his legs intrude amid the folds of her skirts. "I want to torture you a little." Evie stared at him with round eyes, while her heart pumped liquid fire through her veins. "When you---" She had to clear her throat and try again. "When you use the word 'torture,' I'm sure you mean it in a figurative sense." He shook his head, his eyes filled with light smoke. "Literal, I'm afraid." "What?" "My love," he said gently, I hope you didn't assume that the next three months of suffering was to be one-sided? Put your hands on me." "Wh-where?" "Anywhere.

Fortunately—or unfortunately—Mo’s high chair was beside Sarah, who had already angled her stool toward her. There was an expression that I wouldn’t have believed she was capable of yesterday on her face as she watched Mo, like she was a fucking unicorn or something. Which she was. Jonah, though, was on the side I’d planned to sit on next to Peter, with a free stool beside him. I slipped into it and looked around expectantly. What the hell was everyone waiting for? Did they… did the Collins family pray before eating? Because it was a Sunday? Was that why Peter and Grandpa weren’t moving? Jonah had never prayed before a meal. Uh…. “Baby Jesus, thank you for our food. Amen,” Grandpa Gus rushed out all of a sudden out of fucking nowhere, startling the fuck out of Peter and me, who both stared at him like we didn’t know who the hell he was anymore. And…. Did he say baby Jesus? The cough beside me had me glancing at Jonah, who had his lips pressed together and his gaze straight ahead at the wall behind his mom and Mo. Glancing back at Grandpa, his cheeks were pink like he didn’t know why the hell he’d said that and was debating whether or not he regretted it. “Ah, amen,” Sarah managed to get out, sounding pretty damn graceful and not like my gramps had just thanked baby Jesus of all people. “That’s the last time I let you watch Talladega Nights,” I muttered under my breath just loud enough for my grandpa to hear. And apparently Jonah too because he coughed, a lot. “I don’t know what you’re talking about,” Grandpa replied before nudging the plate of pancakes closer to the middle of the island, avoiding eye contact. “Okay, let’s eat unless someone else wants to… pray or make another useless comment that I have no reference for.” I laughed. But it was Jonah beside me who cleared his throat, reached for the spatula, slid two pancakes onto it before transferring them over to my plate first, as he said, very quietly, very calmly, “I do have a question, were you praying to eight-pound, five-ounce baby Jesus or….” I threw my head back and laughed a second before I slid off the stool and onto the floor. It was a long, long time before I managed to start eating.

When players study all those patterns, they are mastering tactics. Bigger-picture planning in chess—how to manage the little battles to win the war—is called strategy. As Susan Polgar has written, “you can get a lot further by being very good in tactics”—that is, knowing a lot of patterns—“and have only a basic understanding of strategy.” Thanks to their calculation power, computers are tactically flawless compared to humans. Grandmasters predict the near future, but computers do it better. What if, Kasparov wondered, computer tactical prowess were combined with human big-picture, strategic thinking? In 1998, he helped organize the first “advanced chess” tournament, in which each human player, including Kasparov himself, paired with a computer. Years of pattern study were obviated. The machine partner could handle tactics so the human could focus on strategy. It was like Tiger Woods facing off in a golf video game against the best gamers. His years of repetition would be neutralized, and the contest would shift to one of strategy rather than tactical execution. In chess, it changed the pecking order instantly. “Human creativity was even more paramount under these conditions, not less,” according to Kasparov. Kasparov settled for a 3–3 draw with a player he had trounced four games to zero just a month earlier in a traditional match. “My advantage in calculating tactics had been nullified by the machine.” The primary benefit of years of experience with specialized training was outsourced, and in a contest where humans focused on strategy, he suddenly had peers. A few years later, the first “freestyle chess” tournament was held. Teams could be made up of multiple humans and computers. The lifetime-of-specialized-practice advantage that had been diluted in advanced chess was obliterated in freestyle. A duo of amateur players with three normal computers not only destroyed Hydra, the best chess supercomputer, they also crushed teams of grandmasters using computers. Kasparov concluded that the humans on the winning team were the best at “coaching” multiple computers on what to examine, and then synthesizing that information for an overall strategy. Human/Computer combo teams—known as “centaurs”—were playing the highest level of chess ever seen. If Deep Blue’s victory over Kasparov signaled the transfer of chess power from humans to computers, the victory of centaurs over Hydra symbolized something more interesting still: humans empowered to do what they do best without the prerequisite of years of specialized pattern recognition.

Collateral Capacity or Net Worth? If young Bill Gates had knocked on your door asking you to invest $10,000 in his new company, Microsoft, could you get your hands on the money? Collateral capacity is access to capital. Your net worth is irrelevant if you can’t access any of the money. Collateral capacity is my favorite wealth concept. It’s almost like having a Golden Goose! Collateral can help a borrower secure loans. It gives the lender the assurance that if the borrower defaults on the loan, the lender can repossess the collateral. For example, car loans are secured by cars, and mortgages are secured by homes. Your collateral capacity helps you to avoid or minimize unnecessary wealth transfers where possible, and accumulate an increasing pool of capital providing accessibility, control and uninterrupted compounding. It is the amount of money that you can access through collateralizing a loan against your money, allowing your money to continue earning interest and working for you. It’s very important to understand that accessibility, control and uninterrupted compounding are the key components of collateral capacity. It’s one thing to look good on paper, but when times get tough, assets that you can’t touch or can’t convert easily to cash, will do you little good. Three things affect your collateral capacity: ① The first is contributions into savings and investment accounts that you can access. It would be wise to keep feeding your Golden Goose. Often the lure of higher return potential also brings with it lack of liquidity. Make sure you maintain a good balance between long-term accounts and accounts that provide immediate liquidity and access. ② Second is the growth on the money from interest earned on the money you have in your account. Some assets earn compound interest and grow every year. Others either appreciate or depreciate. Some accounts could be worth a great deal but you have to sell or close them to access the money. That would be like killing your Golden Goose. Having access to money to make it through downtimes is an important factor in sustaining long-term growth. ③ Third is the reduction of any liens you may have against these accounts. As you pay off liens against your collateral positions, your collateral capacity will increase allowing you to access more capital in the future. The goose never quit laying golden eggs – uninterrupted compounding. Years ago, shortly after starting my first business, I laughed at a banker that told me I needed at least $25,000 in my business account in order to borrow $10,000. My business owner friends thought that was ridiculously funny too. We didn’t understand collateral capacity and quite a few other things about money.

We need the implementation of the Smart Waterways Grid across India to harness 1,500 BCM of floodwater and connect the rivers and catchment areas as a single plane. The grid will receive 1,500 BCM of floodwater and act as a water grid so that water can be released to any deficient place and replenished during flood. It would act as a 15,000 kilometres-long national reservoir. It would be able to provide drinking water to 600 million people, irrigation to 150 million acres of land, and generate 60,000 MW of power. Due to ground water recharge, it would also save 4,000 MW of power. Each state can implement this mission with an outlay of approximately 50,000 crores with annual budgetary support, central government assistance, public-private consortia and with support from the World Bank in a BOOT (Build, Operate, Own and Transfer) based PPP model and this can be realized within 2020. Apart from this, an Integrated Water Resource Management system is also required to revive water bodies and tanks and build farm ponds and checkdams across India as well as increase irrigation infrastructure and groundwater potential, thereby enhancing the safe drinking water resources of the nation.

Who’s that?” Christina says. “His name is Eric,” I say. “He’s a Dauntless leader.” “Seriously? But he’s so young.” I set my jaw. “Age doesn’t matter here.” Connections to Jeanine Matthews do. He comes toward us and drops into the seat next to me. I stare at my food. “Well, aren’t you going to introduce me?” he says lightly. Like we’re friends. “This is Tris and Christina,” I say. “Ooh, a Stiff,” says Eric, smirking. I worry, for a moment, that he’s about to tell her where I came from, and I curl a hand around my knee, clenching so I don’t lash out and smack him. But all he says is, “We’ll see how long you last.” I still want to smack him. Or remind him that the last transfer we had from Abnegation, who is sitting right next to him, managed to knock out one of his teeth, so who knows what this next one will do.

Well, aren’t you going to introduce me?” he says lightly. Like we’re friends. “This is Tris and Christina,” I say. “Ooh, a Stiff,” says Eric, smirking. I worry, for a moment, that he’s about to tell her where I came from, and I curl a hand around my knee, clenching so I don’t lash out and smack him. But all he says is, “We’ll see how long you last.” I still want to smack him. Or remind him that the last transfer we had from Abnegation, who is sitting right next to him, managed to knock out one of his teeth, so who knows what this next one will do.

If you still have NRO deposits, inquire why your advisor or the bank relationship manager did not tell you about the transfer to NRE account, seek proper guidance and immediately initiate the steps to transfer funds from NRO to NRE.

Because cash transfers is such a simple program, and because the evidence in favor of them is so robust, we could think about them as like the “index fund” of giving. Money invested in an index fund grows (or shrinks) at the same rate as the stock market; investing in an index fund is the lowest-fee way to invest in stocks. Actively managed mutual funds, in contrast, take higher management fees, and it’s only worth investing in one if that fund manages to beat the market by a big enough margin that the additional returns on investment are greater than the additional management costs. In the same way, one might think, it’s only worth it to donate to charitable programs rather than simply transfer cash directly to the poor if the other programs provide a benefit great enough to outweigh the additional costs incurred in implementing them. In other words, we should only assume we’re in a better position to help the poor than they are to help themselves if we have some particularly compelling reason for thinking so.

Bush and Vail managed the transfer rather than the technology. They cared for the touch and balance between loonshots and franchises. Land, on the other hand, was the “principal cheerleader and spokesperson” for the Polavision project.

Manage the transfer, not the technology Bush, although a brilliant inventor and engineer, pointedly stayed out of the details of any one loonshot. “I made no technical contribution whatever to the war effort,” he wrote. “Not a single technical idea of mine ever amounted to shucks. At times I have been called an ‘atomic scientist.’ It would be fully as accurate to call me a child psychologist.

Both Bush and Vail saw their jobs as managing the touch and the balance between loonshots and franchises—between scientists exploring the bizarre and soldiers assembling munitions; between the blue-sky research of Bell Labs and the daily grind of telephone operations. Rather than dive deep into one or the other, they focused on the transfer between the two.

It is also their guarantee that they will fulfill all of their pre-tenant obligations and rent the home by a mutually agreed-upon date. If for some reason they back out, the deposit to hold is forfeited to the landlord to use to cover lost rent during the holding period, as well as advertising and other costs associated with getting the home re-rented to another qualified applicant. However, when the new tenant fulfills their obligations, the deposit to hold usually transfers as their security deposit to be held during their tenancy. It is best to require the deposit to hold as soon as your new tenant has been approved.

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.

Like many post-Soviet countries, during its first years of independence Ukraine underwent a major political crisis caused by economic decline and social dislocation and focused on relations between the presidency and parliament, both institutions having been created in the political turmoil of the last years of the Soviet Union. Russia resolved the conflict in September 1993 when President Yeltsin ordered tanks to fire on the Russian parliament building and the Russian authorities arrested Russia’s vice president and the head of parliament, both accused of instigating a coup against the president. Yeltsin’s advisers rewrote the constitution to limit the power of parliament, turning it into something more of a rubber stamp than an active agent in the Russian political scene. Ukraine resolved the emerging conflict between the president and parliament with a compromise. President Kravchuk agreed to call early presidential elections, which he lost, and in the summer of 1994 he peacefully transferred power to his successor, Leonid Kuchma, the former prime minister and erstwhile rocket designer heading Europe’s largest missile factory. Throughout the tumultuous 1990s, Ukraine not only managed its first transfer of power between two rivals for the presidency but also maintained competitive politics and created legal foundations for a viable democracy. In 1996, President Kuchma rewrote the Soviet-era constitution, but he did so together with parliament, which secured a major role for itself in the Ukrainian political process. One of the main reasons for Ukraine’s success as a democracy was its regional diversity—a legacy of both distant and more recent history that translated into political, economic, and cultural differences articulated in parliament and settled by negotiation in the political arena. The industrialized east became a stronghold of the revived Communist Party.

Tech Talk: Starting Out With Blockchain Cryptocurrency and also Bitcoin are popular in the electronic monetary scene. Nevertheless, such a modern technology was important in the enhancement of how monetary deals occur. Yet few individuals would certainly wish to review the system that functions behind cryptocurrency fanatics called Blockchain. To some people, the principle alone appears as well unusual for a lot of them. That's where today's assist is available in helpful. Do you wish to discover Blockchain and also how it functions? We will help you with that said. Since all the intros are off the beaten track, let's enter into it. So What Specifically Is Blockchain? Blockchain is the innovation that runs behind cryptocurrency. To place it merely, it's the system that enables deals to occur under a peer-to-peer system. What that indicates is you can have all the monetary professions and also transactions you can potentially prefer. You don't need to fret about any type of authority or overseer that screens how your transactions reoccur. The A lot of Kinds Of Blockchain If you assume that there's just one sort of Blockchain that exists, after that you could wish to reconsider. A number of sorts of Blockchain innovation are working to always keep points smooth. Inspect them out: Public Blockchain A public Blockchain is a system that has actually no decentralization. That indicates it's open up for the general public to utilize at any time they prefer. Individuals that utilize a public Blockchain for their deals can accessibility its details effortlessly. Exclusive Blockchain An exclusive Blockchain is the antithesis of its public equivalent. Unlike a public choice, an exclusive Blockchain is decentralized. Any type of specific that desires to accessibility and also make use of it have to demand approval from an authority or system manager. Additionally, an exclusive Blockchain is under one supervisor or management just. Crossbreed Blockchain A crossbreed Blockchain appears as it's total. That indicates it's a mix of both public and also exclusive Blockchain systems. There's greater than one manager that runs and also handles how points go. Additionally, a crossbreed Blockchain uses several benefits for its individuals. Sidechain A sidechain works as a back-up for the major Blockchain line. That indicates its individuals can transfer their properties and also details on a sidechain for additional protection and also storage space. Not just does a side chain supply much far better protection, yet it additionally enhances how the whole system runs.

The core development team managed by the Bitcoin Foundation’s Gavin Andresen has a plan in place to create a flexible scale of fees per confirmation wait times whose rates would be set by a market mechanism. This reminds us that while bitcoin is far more efficient as a payment system than the bank-centric, centralized system, it’s not free. Both seigniorage and transaction fees represent a transfer of value to those running the network. Still, in the grand scheme of things, these costs are far lower than anything found in the old system.

Discouraging cooperation and common purpose. Rewarding individuals for measured performance diminishes the sense of common purpose as well as the social relationships that provide the unmeasureable motivation for cooperation and institutional effectiveness.7 Reward based on measured performance tends to promote not cooperation but competition. If the individuals or units respond to the incentives created, rather than aiding, assisting, and advising one another, they strive to maximize their own metrics, ignoring, or even sabotaging, their fellows. As Donald Berwick, a leading medical reformer, has recounted, One hospital CEO described to me his system of profit-center management, in which middle management bonuses depended on local budget performance. I asked him if one of his managers would transfer resources from his department to another’s if it would help the organization as a whole. “Yes,” the CEO answered honestly, “if he were crazy.

Have a mentor, but choose carefully. You want to learn from a professional, not a con artist. Once you find this kind of salesperson, ask her to take you on as an apprentice/ understudy. Make a lunch date, and ask what are the techniques that work best. Even if this super salesperson isn’t in your particular field, her knowledge would surely transfer to your line of work. WEEK 7 LEADERSHIP | FRIDAY Very few companies have meaningful evaluation systems in place.

With Bitcoin’s network of independent computers verifying everything collectively, transactions could now be instituted peer to peer, that is, from person to person. That’s a big change from our convoluted credit and debit card payments system, for example, which routes transactions through a long sequence of intermediaries—at least two banks, one or two payment processors, a card network manager (such as Visa or Mastercard), and a variety of other institutions, depending on where the transaction takes place. Each entity in that system maintains its own separate ledger, which it later must reconcile with every other entity’s independent records, a process that takes time, incurs costs, and carries risks. Whereas you might think that money is being instantly transferred when you swipe your card at a clothing store, in reality the whole process takes several days for the funds to make all those hops and finally settle in the storeowner’s account, a delay that creates risks and costs. With Bitcoin, the idea is that your transaction should take only ten to sixty minutes to fully clear (notwithstanding some current capacity bottlenecks that Bitcoin developers are working to resolve). You don’t have to rely on all those separate, trusted third parties to process it on your behalf.

this need for constant reassurance and security gets transferred to someone who’s just an ordinary human being on the planet, just like us, yet we’ve endowed them, unconsciously, with expectations that would constitute magic if in fact they could produce those things.

managers are “transferential figures,” representing authority figures from the past with whom the clients have unresolved issues. Transference of this kind has a powerful influence

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That would be a tad on the unrealistic side. Instead, use the SMART filters. Make your goal clearer and attainable: Specific: “I’m going to learn music theory for piano and get to the point where I can understand and play basic sheet music.” Measurable: “I’m going to learn how to play 10 pieces on piano.” Achievable: “They’re going to be somewhat uncomplicated pieces, not overly complex classical pieces, but something I think I can manage before I decide to take the next step.” Relevant: “I’m doing this because I’m a fan of music and I really want to transfer my passion into making art.” Time-based: “I’m giving myself a year from now, practicing and learning at least 10 hours a week.

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Carlton Church Warning - Nuclear Fraud Scheme North Korea has been producing different nuclear weapons since last year. They have sent warning on the neighboring countries about their plan for a nuclear test. Not just South Korea, but other countries like China, U.S., and Japan have stated their complaints. Even the United Nations has been alarmed by North Korea’s move. During the last period of World War, a bomb has been used to attack Japan. Happened on 6th of August 1945, Enola Gay dropped an atomic bomb just 10 kilometers away from Tokyo. This is why people and organizations like Carlton Church who’s against the use of nuclear power for production of armory in war. Many protested that it is a threat to mankind and environment. Groups who are in favor of the nuclear use explained its advantage. They say it can be helpful in generating electricity that can be used for residential and commercial purposes. They also expound how it is better to use than coal mining as it is “less harmful to the environment.” Nuclear Use: Good or Bad? Groups who are against the use of nuclear reactor and weapons try to persuade people about its catastrophic result to the environment and humankind. If such facility will be used to create weapons, there is a possibility for another world war. But the pro-nuclear groups discuss the good effects that can be gained from it. They give details on how greenhouse gas effect of coal-burning can emit huge amounts of greenhouse gases and other pollutants such as sulfur dioxide nitrogen oxide, and toxic compounds of mercury to the atmosphere every year. Burning coal can produce a kilowatt-hour of electricity but it also amounts to over two pounds of carbon dioxide emissions. They also added that the amount of carbon dioxide it produces contributes to climate change. Sulfur dioxide may cause the formation of acid rain and nitrogen oxide, if combined with VOCs, will form smog. Nuclear power plants do not emit harmful pollutants or other toxic gases. Generating energy from nuclear involves intricate process, but as a result, it produces heat. These plants have cooling towers that release water vapor. If the facility has been properly managed it may not contribute disturbance in the atmosphere. It may sound better to use compared to coal. But studies have shown that the vapor that came from nuclear plants have an effect to some coastal plants. The heated water that was released goes back to lakes and seas, and then the heat will eventually diffuse into surface warming. As a result of the increased water temperature on the ocean bodies, it changes the way carbon dioxide is transferred within the air. In effect, major shifts in weather patterns such as hurricanes may occur. It does not stop there. The nuclear power plant produces radioactive waste, which amounts to 20 metric tons yearly. Exposure to high-level radiation is extremely harmful and fatal to human and animals. The waste material must be stored carefully in remote locations for many years. Carlton Church and other anti-nuclear groups persuade the public to initiate banning of the manufacturing of nuclear products and give warnings about its health hazards and environmental effects.

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. 

Enterprise Risk Management (ERM) involves viewing risk holistically and horizontally across an organization. Both insurable and non-insurable risks are identified across all facets and disciplines of an entity, with the objective to eliminate, ameliorate or transfer such risks—or prepare to accept them.

Traditionally, true contemplation involves an act of devotion, wherein self-consciousness is removed by transferring consciousness onto the thing at hand. The better you perceive it, the less you observe yourself doing that. In other words, you could say that, at least for the extended moments of engaging it, you love it more than yourself.

The sort of candidate who might have benefited from such legislation is Boštjan Špetič, a Slovenian citizen, discussed previously. As founder of Zemanta, Špetič had opened his business in New York in 2009 with an L-1A visa, used to transfer a foreign company's top managers. Zemanta had an office in London and Špetič had moved to the USA from there. After a year, however, he was denied a visa renewal. “The US officers said that we didn’t have enough staff in the United States to justify a senior executive position,” recalls Špetič. “They stated that it was obvious from the organizational chart that we didn’t have an office manager, implying that no one was answering phone calls, and that’s why we could not claim a senior executive transfer. Somewhere in my office I still have four pages of explanations. At that point, I called everybody, the American ambassador in Slovenia, the Slovenian ambassador here, the Slovenian foreign ministry. My investor, Fred Wilson, got in touch with a New York senator, but no one could do anything.” Špetič therefore had to work from Ljubljana for the following three months, when a new attorney finally found the right bureaucratic avenue to obtain an L-1B visa, a specialized technology visa. “Personally, I want to move back home eventually,” says Špetič. “I’m not looking to permanently immigrate to the US. I prefer the European lifestyle. Nevertheless, this is absolutely the best place to build a startup, especially in the media space. It made so much sense to build and grow the company here. I never could have done it in Europe, and that is an amazing achievement for New York City.” For this reason, when other European entrepreneurs ask him for advice, Špetič always tells them to settle in New York, at least for a period of time, to gain American experience. And for them he dreams of creating a co-working space modeled after WeWork Labs: “Imagine a place exactly like this, but with decent coffee, wine tasting events in the evening and only non-US business people working in its offices,” explains Špetič. “There is a set of problems that foreigners have that Americans just can’t understand. Visa issues are the most obvious ones. Working-with-remote-teams issues, travel issues, personal issues such as which schools to send your children to… It’s a set of things that is different from what American startups talk about. You don’t need networking events for foreigners because you want people to network into the New York community, but a working environment would make sense because it would be like a safe haven, an extra comfort zone for foreigners with a different work culture.

Given the inefficiency of the Indian bureaucracy to effectively implement national objectives, a possible approach (as suggested by Prof. Kelkar once), to salvage the existing PSEs (including all its stakeholders) and to protect the State’s investment in them, would be to transfer all Government’s share in all PSEs to a holding company set up under the Disinvestment Act, at once. 8.4.4 Government should disinvest majority of its share (55 %) in the holding company to Indian mutual funds, and insurance companies through the book-building route, twenty per cent of its share to small investors through IPO (Initial Public Offer), five percent of its share to foreign institutional investors, ten per cent of its share through ADR/GDR in the foreign capital market (this would lead to improved corporate governance as listing in foreign markets, particularly NYSE has stringent requirements), and retain just ten per cent of share in the holding company. 8.4.5 The holding company should be managed by a reputed professional board (initially appointed by the Government through wide consultations and subsequently confirmed by the shareholders of the holding company). The Board would be responsible to its shareholders. The Board of the individual PSEs (which would no longer be a PSE as they would become subsidiaries of the holding private company) would be appointed by the holding company and be responsible to the Board of the holding company.

To see how transfer of antifragility works, consider two scenarios, in which the market does the same thing on average but following different paths. Path 1: market goes up 50 percent, then goes back down to erase all gains. Path 2: market does not move at all. Visibly Path 1, the more volatile, is more profitable to the managers, who can cash in their stock options. So the more jagged the route, the better it is for them. And of course society—here the retirees—has the exact opposite payoff since they finance bankers and chief executives. Retirees get less upside than downside. Society pays for the losses of the bankers, but gets no bonuses from them. If you don’t see this transfer of antifragility as theft, you certainly have a problem. What is worse, this system is called “incentive-based” and supposed to correspond to capitalism. Supposedly managers’ interests are aligned with those of the shareholders. What incentive? There is upside and no downside, no disincentive at all.

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But employee ownership is not just about sharing. It is also, in practice, often about giving. Such schemes depend on someone, usually the proprietor, deciding at some point to transfer ownership of some or all of a company to its employees. And it is this aspect of the ideal, I think, that has the greatest significance for my story. Of all the things I have given, it is arguable that the shares in my company that I gave away had the greatest financial value. In fact, I have rarely thought of this transfer of ownership as a gift, and I would be wrong if I did. The staff had a right to share in the company. Without them, the company would not have been so prosperous (and I am certain that Xansa would never have reached anything like the financial heights it eventually did if it hadn’t been powered by the fuel of staff ownership). But while I never doubted that aspect of the transfer, I did sometimes struggle with a more abstract issue: the fact that transferring ownership also means, ultimately, transferring control. That was the real challenge: surrendering power. Anyone can adjust to having a bit less money; ceding control of an enterprise that really matters to you is, by contrast, painfully counterintuitive. Who in their right mind would entrust an organisation that they have built up against all the odds, through years of tears, toil and sweat, to someone else? What if they mess it up? What if they don’t really understand what it is that you have created? What if they take it in some dangerous new direction, or manage it in a less idealistic way? Yet without that surrender, the most important part of the transaction is lost. A feudal grandee can be as generous as he likes with his wealth and property, but as long as he remains the grandee then his dependants are not empowered: they are merely well-fed. Empowering them means letting go: in other words, ceasing to be the grandee. I have struggled all my life with an instinct to hang on to the things that matter most to me, to control and protect them myself. Yet the art of surrender is, I am convinced, a key to many kinds of success - and fulfilment. And many lives are limited by a failure to master it.

There are two ways to delete a book from an eInk Kindle. Select the book you want to delete from your Kindle home page with the pointer, which can be a joystick on older

include navigating within the book, creating a collection, searching, taking notes, and last but not least, removing the book from your Kindle.

No, they were," Avery said, clearly confusing her. As he waited for someone to answer the phone, he gave Janice his most cocky grin, a very clear watch-me-get-what-I-want expression. "La Bella Luna, can I help you?" The deep rich timbre turned him on instantly, and his gaze strayed to the corner of his desk, Janice completely forgotten. "Good Morning, this is Avery Adams. Who do I have the pleasure of speaking with?" He already knew the answer, he just wanted to hear Kane's voice again. Avery thought about Kane's hands and how competently he'd handled that bottle of wine. He imagined them using the same care as he picked up the phone from the cradle. The air in the room sizzled, his heartbeat picked up, and his body grew hard with need. He had never in his life been so immediately taken with another. Avery prayed Kane might be at least bi-sexual. Straight men were much harder to work into his bed—not impossible, but harder—and he definitely wanted Kane Dalton in his bed. "Hello, Mr. Adams. This Kane Dalton, would you prefer I transfer this call to someone else?" The soothing voice on the other end of the phone became tense. "No, you're who I was hoping to speak with. It seems you and I may have gotten off on the wrong foot, and I'd like to set things right between us," Avery said, adjusting his gaze to stare out the open window. "I have no issue with you, sir," Kane responded back immediately. "There's a large bouquet of rather expensive lilies sitting in my office that might say otherwise." He cut his eyes back to the flowers on the small conference table. Kane didn't respond this time, there was just silence. Good. Kane got a taste of his own medicine. "Listen, I'd like to book a regular table in your restaurant a couple of days a week. It doesn't have to be the same days each week, but I thoroughly enjoyed myself a few nights ago and got reacquainted with several families from my youth." He was met with more silence, then he heard the rustle of pages being turned. "Sir, I'm sorry, but I just don't have—" "I'll make it worth your while." Avery cut him off, his eyes still on the flowers, but seeing the man who sent them instead of the lovely blooms. "It's not that, sir. We're just incredibly booked." Kane started with the excuses again, but Avery wasn't taking no for an answer. "Please lose the sir. My name's Avery. I'd like you to use it." Avery's voice turned lower and huskier as he spoke from his deepest desires. "Avery," Kane said as if testing the word. "We don't have the space available. We're booked solidly for several months." "No one's that booked," Avery called him on the lie, and left it right there between them. After a long extended pause, Kane finally answered, "You're right, let's get you in Monday and Wednesday evenings. Does that suit you?" "You sure do," Avery said. Now that he'd managed a firm reservation, it was time to draw Kane in. Not surprisingly, he was met with silence. "I'll take whatever days you offer." In fact, I'll take whatever you are willing to give. As the thought faded, Avery realized those were actually terrible days to be seen out and about. "Seven o'clock?" Kane asked, ignoring everything he said. "Whatever works," Avery replied. "All right, would you like to come in tomorrow night?" Kane asked. His tone was back to all business. "Absolutely!

Previously bride and groom met in the family living room, and money passed from the hands of one father to another. Today courting is done at bars and cafés, and money passes from the hands of lovers to waitresses. Even more money is transferred to the bank accounts of fashion designers, gym managers, dieticians, cosmeticians and plastic surgeons, who help us arrive at the café looking as similar as possible to the markets ideal of beauty.

The mutual-fund industry sits at the center of a massive market failure. The asymmetry between sophisticated institutional providers of investment management services and unsophisticated individual consumers results in a monumental transfer of wealth from individual to institution.

I invested in a fifteen-dollar handheld mandoline, knowing that my knife skills would never be good enough to get the potatoes thin and uniform. I shockingly manage to slice them all without opening an artery, and briefly cook them in a mix of cream and half-and-half, with a pinch of nutmeg, a sprig of thyme. I've got a buttered dish at the ready, which I've dutifully rubbed with the cut side of a half clove of garlic, but I'm suspicious of this maneuver; I can't imagine it will really impart much flavor. When the potato slices are pliable but still not cooked, I transfer them to the dish, discarding the sprig of thyme, and add enough of the cooking liquid to barely cover them. I pop it in the preheated oven, wondering how that soupy mess of potato and cream will come together into a sliceable dish.

The second word often used without understanding the implication is “should.” ‘Should” has a flavor of admonition, guilt, and manipulation, especially when other people are using it by blurting out-loud a general statement with the word “should.” For example: “You should always finish what you’re eating and never leave anything on the plate.” Also: “This should have been completed by now.” And yet another: “You should not get up before the manager has left.” For example, Tina writes: Tina answers, “We should focus on production levels because this is what is driving the transfer to production; trust me, I’ve been here and have seen these projects many times.” In this case, Tina is using “should” to reprimand the team and also to have it her way by defining an imaginary rule and enforcing it upon the team.

José doesn’t do regrets so will have dealt with them and moved on. Sir Alex Ferguson was very similar in this sense. In many other ways, too, the two men are alike. Both have fiery temperaments and firm opinions, which they are not afraid to voice loudly and defiantly. Neither of them suffer fools, be it rival managers, opponents, referees, pundits or journalists. Neither man would shy away from confrontation or welcome any interference in their work, planning or transfer dealings.

Transferring books from your computer If you do not have Wi-Fi, you can still buy books via your computer, and then transfer them to your Kindle Paperwhite. You can do this via your USB cable. Log into your Kindle account, and select 'Manage your content and devices'. Now select the 'Actions' option, and go to 'Download'. You will now have the chance to download your books to your Kindle. If

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Flexible benefits are just becoming an option for some workers. But more creativity is needed to take benefits to their natural end in organizations looking for self-determination and self-management. Employees should be able to customize their health plans, pension fund contributions, insurance, meal tickets, and even health club or collective purchasing programs. By letting the employees make their own calculations and freely choose their own health benefits, we transfer responsibility to our people. We hand them their freedom.

Because major change requires people across an entire organization to adapt, you as a leader need to resist the reflex reaction of providing people with the answers. Instead, force yourself to transfer, as Roosevelt did, much of the work and problem solving to others. If you don’t, real and sustainable change won’t occur. In addition, it’s risky on a personal level to continue to hold on to the work that should be done by others.

Before Antoine could absorb this shock, he heard a rumor that Purcell planned to sell him and his wife to Manuel Lacey, a slave trader from St. Louis. The rumor hardened into fact. Lacey took Antoine and his wife straight to the slave market in New Orleans and sold them as slaves for life. Antoine managed to obtain an audience with Manuel Juan de Salcedo, the last Spanish governor of Louisiana, who served until the territory was transferred to France on November 30, 1803. After Antoine showed the governor his freedom papers from Cuba, the governor, usually portrayed as a corrupt official who tried to squeeze profits from his post, did the right thing. He released Joseph Antoine and his wife from the sale. However, they feared that, under the law, Antoine’s wife would remain a slave until the two of them had served out the full fifteen-year terms of their indenture.

These are cases of the upward redistribution of wealth—transfers of wealth from ordinary taxpayers to wealthy owners, managers, and stockholders. These interventions in the market promote what conservatives believe is the vital national interest. But when government intervenes on behalf of working people, consumers, or the environment, conservatives scream foul and invoke the “free-market” frame, because these interventions don’t mesh with their political philosophy. “Free market” is a slogan used to attack the essential rules that keep the market functioning for the common good. It’s time to end the “free-market” myths. Myth

Controls are the mechanisms that you use to align with other leaders you work with, and they can range from defining metrics to sprint planning (although I wouldn’t recommend the latter). There is no universal set of controls—depending on the size of team and your relationships with its leaders, you’ll want to mix and match—but the controls structure itself is universally applicable. Some of the most common controls that I’ve seen and used: Metrics26 align on outcomes while leaving flexibility around how the outcomes are achieved. Visions27 ensure that you agree on long-term direction while preserving short-term flexibility. Strategies28 confirm you have a shared understanding of the current constraints and how to address them. Organization design allows you to coordinate the evolution of a wider organization within the context of sub-organizations. Head count and transfers are the ultimate form of prioritization, and a good forum for validating how organizational priorities align across individual teams. Roadmaps align on problem selection and solution validation. Performance reviews coordinate culture and recognition. Etc. There are an infinite number of other possibilities, many of which are specific to your company’s particular meetings and forums. Start with this list, but don’t stick to it!

Even under the best of circumstances, sexual experience does not – indeed cannot – transfer in any simple fashion form one generation or one body to another. Each of us has our own particular body, mind, history, and soul to get to know, with all our particular kinks, confusions, traumas, aporias, legacies, orientations, sensitivities, abilities, and drives. We do not get to know these features in a single night, a year, or even a decade. Nor is whatever knowledge we gain likely to hold throughout the course of a life (or even a relationship, or a single encounter). None of us is born knowing how to manage our sexual drives and disappointments; none of us is born knowing how to content with the various limitations, persecutions, and allowances of sexual freedom society has prepared for us prior to our arrival. We can work against noxious norms and laws that curtail sexual and reproductive freedom; we can create generations of people less likely to be injured, persecuted, or driven to self-harm on account of gender or sexuality; we can educate each other about mutuality and communication, the location of the clitoris, and difference beyond a gender binary; we can challenge ourselves to accept “benign sexual variation”…: these are a few good starts. But each sexual exchange – particularly once performed with partners you haven't repeatedly had sex with, but even then – is going to resemble a certain wandering into the woods, because of the fundamental unknowability of ourselves and each other, and the open question of what any new interaction might summon.

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The Spark, the animating spirit of the early warrior caste, is distinct from the religion that comes to predominate and maintain the later multiethnic empire, which I will call The Imperial Altar. Civilisational successes—such as conquest, wealth, and education—generate their own loss conditions. The Barbarism of Reflection destroys the foundations of the Imperial Altar and successfully kills any last remnants of The Spark. The castes of the lion archetype (warriors and peasants) have mutual antagonisms with the castes of the fox archetype (priests or intellectuals and merchants). Where the lion archetype predominates either as monarchism (warriors) or as Caesarism (peasants) ‘civilisational successes’ can be held in check for a period. They tend to create strong regimes through ruthlessness but such strength, ironically, leads to the managerial need for administration generated by growth and complexity, which in turn leads to the rise of elites of the fox archetype taking over. When the fox archetype predominates, either as theocracy (priests/intellectuals) or plutarchy (merchants), ‘civilisational success’ may accelerate but, in the process, the very foundations that facilitated such success in the first place (i.e. the strong regime maintained by the lion’s ruthlessness) are eroded, eventually leading to collapse. Quantity has a quality all of its own, which manifests as all that is ‘mass’: democracy, utilitarianism, standardisation, and the destruction of quality and distinction. This is a feature of the late, pre-collapse cycle. Individuals of one civilisational season cannot embody the spirit of another: the Children of Winter, for example, cannot embody the Spring. Civilisation is incommunicable. The ‘world-feeling’ of a people as Spengler says is ‘not transferable’. ‘What one people takes over from another—in “conversion” or in admiring feeling—is a name, dress, and mask for its own feeling, never the feeling of that other.’[1] Ethnicity is a constant reality which promotes ingroup solidarity in the early cycle and becomes a problem for the ruling class to manage in the late cycle.

IRCC Updates Guidance on Intra-Company Transferees Amid Canadian Immigration Changes: ESSE India Insights On October 3, Immigration, Citizenship, and Refugees Canada (IRCC) introduced updated guidelines concerning Intra-Company Transferees (ICTs) under Canada's International Mobility Program. These updates are especially relevant for foreign nationals looking to transfer within multinational corporations to Canadian branches, as they clarify the criteria for eligibility and the assessment of specialized knowledge. For individuals pursuing, including those engaging in work programs like the Global Talent Stream Canada, these changes have significant implications. These updates align with IRCC’s broader objective to decrease the proportion of temporary residents in Canada over the next three years. This is particularly important for those seeking assistance from Canada immigration consultants, especially those based in India, who are providing services for Canada PR consultancy. Key Changes to the Intra-Company Transferee Program The IRCC has refined the ICT program under section R205(a) of Canadian Interests – Significant Benefit. Transfers must now originate from an established foreign enterprise of a multinational corporation (MNC). The updates also clarify the definition of “specialized knowledge,” which is crucial for foreign workers applying for such roles. Furthermore, all ICT instructions have been consolidated onto a single page, streamlining the process for applicants and immigration consultants alike. These changes don’t just affect ICT applicants but also extend to broader implications for those navigating the Canada PR process, including individuals using Canada immigration consultants in India or from other locations. Those applying through programs such as bcpnp, provincial nomination, or even looking to work and study in Canada for free should take these updates into consideration. Free Trade Agreements and the International Mobility Program The updates also encompass free trade agreements related to ICTs, including the Canada–United States–Mexico Agreement, Canada–Korea Free Trade Agreement, and Canada–European Union: Comprehensive Economic and Trade Agreement. These agreements simplify the Canada PR procedure for skilled workers, often allowing them to bypass the requirement for a Labour Market Impact Assessment (LMIA), which can be time-consuming. This simplification is beneficial for businesses and foreign nationals navigating the Canadian immigration system. For those considering PR in Australia or Germany through the Global Talent Stream Australia or Global Talent Stream Germany, understanding the differences in immigration policies between countries is vital. As Canada refines its ICT program, both Australia PR and Germany PR processes have their own unique requirements, which can be managed with the help of Australia immigration consultants or Germany immigration consultants. Impacts on Temporary Resident Programs and the Canadian Labour Market In conjunction with the ICT updates, Canada's Temporary Foreign Worker Program (TFWP), which involves LMIA-based work permits, is undergoing significant reforms. IRCC’s new measures aim to reduce temporary residents in Canada from 6.5% to 5% of the total population by 2026. These changes will be especially relevant for foreign nationals seeking permanent residency in Canada and for those applying for Canada Visa Consultancy Services, such as spouse visa consultants or tourist visa ETA applications. Long-Term Outlook for Canadian Immigration Looking ahead, IRCC’s reforms signify a strategic shift in Canada’s immigration framework. Key programs such as the Provincial Nominee Program (PNP), study permits, and post-graduation work permits (PGWPs) will be affected by these changes. For immigrants relying on Canada immigration consultants, staying informed about these updates is essential for making well-informed decisions.

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Documenting project results in lessons learned through Documenting successes and mistakes to be transferred to other projects and teams

We live in a culture which strives to return to each of us full responsibility for his own life. The moral responsibility inherited from the Christian tradition has thus been augmented, with the help of the whole modern apparatus of information and communication, by the requirement that everyone should be answerable for every aspect of their lives. What this amounts to is an expulsion of the other, who has indeed become perfectly useless in the context of a programmed management of life, a regimen where everything conspires to buttress the autarky of the individual cell. This, however, is an absurdity: no one can be expected to be entirely responsible for his own life. This Christian-cum-modern idea is futile and arrogant. It is also a utopian notion with no justification whatsoever. It requires that the individual should transform himself into a slave to his identity, his will, his responsibilities, his desire; and that he should start exercising control of all his own circuitry, as well as all the worldwide circuits that happen to cross paths within his genes, nerves or thought: a truly unheard-of servitude. How much more human to place one's fate, one's desire and one's will in the hands of someone else. The result? A circulation of responsibility, a declination of wills, and a continual transferring of forms.

Wars against the barbarians, with all their attendant trials and tribulations he was prepared to face himself, but the entire administration of affairs, the choice of civil magistrates, the accounts of the imperial revenues and expenditure he left to his mother. At this point the reader may well censure him for transferring the government of the Empire to the gynaeconitis, but had he known this woman’s spirit, her surpassing virtue, intelligence and energy, his reproaches would soon have turned to admiration. For my grandmother had an exceptional grasp of public affairs, with a genius for organization and government; she was capable, in fact, of managing not only the Roman Empire, but every other empire under the sun as well.

When Wimdu launched, the Samwers reached out to Airbnb to discuss combining forces, as they had done with Groupon and eBay to facilitate a speedy exit. Discussions ensued between Airbnb and Wimdu cofounders and investors—meeting multiple times, touring the Wimdu offices, and checking with other founders like Andrew Mason from Groupon to best understand the potential outcome. In the end, Airbnb chose to fight. Brian Chesky described his thought process: My view was, my biggest punishment, my biggest revenge on you is, I’m gonna make you run this company long term. So you had the baby, now you gotta raise the child. And you’re stuck with it for 18 years. Because I knew he wanted to sell the company. I knew he could move faster than me for a year, but he wasn’t gonna keep doing it. And so that was our strategy. And we built the company long term. And the ultimate way we won is, we had a better community. He couldn’t understand community. And I think we had a better product.82 To do this, the company would mobilize their product teams to rapidly improve their support for international regions. Jonathan Golden, the first product manager at Airbnb, described their efforts: Early on, Airbnb’s listing experience was basic. You filled out forms, uploaded 1 photo—usually not professional—and editing the listing after the fact was hard. The mobile app in the early days was lightweight, where you could only browse but not book. There were a lot of markets in those days with just 1 or 2 listings. Booking only supported US dollars, so it catered towards American travelers only, and for hosts, they could get money out via a bank transfer to an American bank via ACH, or PayPal. We needed to get from this skeleton of a product into something that could work internationally if we wanted to fend off Wimdu. We internationalized the product, translating it into all the major languages. We went from supporting 1 currency to adding 32. We bought all the local domains, like airbnb.co.uk for the UK website and airbnb.es for Spain. It was important to move quickly to close off the opportunity in Europe.83 Alongside the product, the fastest way to fight on Wimdu’s turf was to quickly scale up paid marketing in Europe using Facebook, Google, and other channels to augment the company’s organic channels, built over years. Most important, Airbnb finally pulled the trigger on putting boots on the ground—hiring Martin Reiter, the company’s first head of international, and also partnering with Springstar, a German incubator and peer of Rocket Internet’s, to accelerate their international expansion.

Some cried destruction on the established order, some tried, more constructively, to remove the blocks to their own advancement. The most rebellious knew instinctively that the fastest progress occurs anywhere when the old have to surrender their power before their span of life is complete - the essence of every social revolution is the earlier transfer of authority from one generation to another; the wisest knew that the surest progress is made by the mouse, by nibbling at the establishment instead of by taking arms against it.

And at first it seemed that the more lives she experienced, the fewer problems there seemed to be with the transfer. The library never felt like it was on the brink of crumbling or falling apart or at risk of disappearing completely. The lights didn’t even flicker through many of the changeovers. It was as though she had reached some state of acceptance about life – that if there was a bad experience, there wouldn’t only be bad experiences. She realised that she hadn’t tried to end her life because she was miserable, but because she had managed to convince herself that there was no way out of her misery. That, she supposed, was the basis of depression as well as the difference between fear and despair. Fear was when you wandered into a cellar and worried that the door would close shut. Despair was when the door closed and locked behind you.

Germany, downward mobility is producing a new class society. The upper class inhabits a socially sealed-off, stable world. The middle class reproduces itself by the increasing practice of social closure and cultural distinction. The mixture of socialstatus control and discipline, precarious jobs and welfare benefits, is constructing a new underclass,148 fixed in a social situation from which only a few manage to climb out and up. They are not excluded from paid employment, but integrated either indirectly (as recipients of transfer payments) or directly (as low-paid workers).149 Class matters, and its relevance is growing, particularly in terms of life expectancy. The difference in life expectancy between men from the top 10 per cent and men from the bottom 10 per cent has grown from four to seven years since the end of the Second World War.

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During the first years of independence, the government was reluctant to give up ownership and thus control over Soviet-era industrial and agricultural enterprises that required more and more state subsidies. Once it finally decided to do so, it faced opposition in parliament, largely from the “red directors” who managed the large enterprises. In 1995, parliament exempted 6,300 state-owned enterprises from privatization. By that time, fewer than one-third of industrial enterprises had been transferred to private ownership. The first stage of privatization was carried out with vouchers issued to the entire population of the country. It benefited largely the “red directors,” who now had assets but few incentives to change anything. But privatization without new approaches and restructuring could not revive the Ukrainian economy. By 1999, when close to 85 percent of all enterprises were privately owned, they accounted for less than 65 percent of all industrial output. Half the industrial enterprises in the country were in deficit. Most of the large enterprises remained in the hands of Soviet-era managers and people close to the government. They maintained monopolies, restrained competition, and deepened the economic crisis.