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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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. 

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

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.

I once had a foreign exchange trader who worked for me who was an unabashed chartist. He truly believed that all the information you needed was reflected in the past history of a currency. Now it's true there can be less to consider in trading currencies than individual equities, since at least for developed country currencies it's typically not necessary to pore over their financial statements every quarter. And in my experience, currencies do exhibit sustainable trends more reliably than, say, bonds or commodities. Imbalances caused by, for example, interest rate differentials that favor one currency over another (by making it more profitable to invest in the higher-yielding one) can persist for years. Of course, another appeal of charting can be that it provides a convenient excuse to avoid having to analyze financial statements or other fundamental data. Technical analysts take their work seriously and apply themselves to it diligently, but it's also possible for a part-time technician to do his market analysis in ten minutes over coffee and a bagel. This can create the false illusion of being a very efficient worker. The FX trader I mentioned was quite happy to engage in an experiment whereby he did the trades recommended by our in-house market technician. Both shared the same commitment to charts as an under-appreciated path to market success, a belief clearly at odds with the in-house technician's avoidance of trading any actual positions so as to provide empirical proof of his insights with trading profits. When challenged, he invariably countered that managing trading positions would challenge his objectivity, as if holding a losing position would induce him to continue recommending it in spite of the chart's contrary insight. But then, why hold a losing position if it's not what the chart said? I always found debating such tortured logic a brief but entertaining use of time when lining up to get lunch in the trader's cafeteria. To the surprise of my FX trader if not to me, the technical analysis trading account was unprofitable. In explaining the result, my Kool-Aid drinking trader even accepted partial responsibility for at times misinterpreting the very information he was analyzing. It was along the lines of that he ought to have recognized the type of pattern that was evolving but stupidly interpreted the wrong shape. It was almost as if the results were not the result of the faulty religion but of the less than completely faithful practice of one of its adherents. So what use to a profit-oriented trading room is a fully committed chartist who can't be trusted even to follow the charts? At this stage I must confess that we had found ourselves in this position as a last-ditch effort on my part to salvage some profitability out of a trader I'd hired who had to this point been consistently losing money. His own market views expressed in the form of trading positions had been singularly unprofitable, so all that remained was to see how he did with somebody else's views. The experiment wasn't just intended to provide a “live ammunition” record of our in-house technician's market insights, it was my last best effort to prove that my recent hiring decision hadn't been a bad one. Sadly, his failure confirmed my earlier one and I had to fire him. All was not lost though, because he was able to transfer his unsuccessful experience as a proprietary trader into a new business advising clients on their hedge fund investments.

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.

Transferring market pressure to every process and every employee to inspire passion across the organization

Moses grows all-powerful and anoints loonshots by decree 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.

The stories in part one illustrate the first three Bush-Vail rules: 1. Separate the phases • Separate your artists and soldiers • Tailor the tools to the phase • Watch your blind side: nurture both types of loonshots (product and strategy) 2. Create dynamic equilibrium • Love your artists and soldiers equally • Manage the transfer, not the technology: be a gardener, not a Moses • Appoint, and train, project champions to bridge the divide 3. Spread a system mindset • Keep asking why the organization made the choices that it did • Keep asking how the decision-making process can be improved • Identify teams with outcome mindsets, and help them adopt system mindsets

Jesus forever changed the perception of infection and sin transfer. When Jesus, the healthy and holy man, touched the sick and when he lived in close proximity to “sinners,” he infected them. Instead of Jesus becoming sick or sinful, the people became clean.

Vail similarly stayed out of the details of the technical program. 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.

Entirely in agreement with Salieri when he rails against God for having given humanity the gift of Mozart's divine music, for the sole purpose of making us look ridiculous and plunging us into despair. Salieri sets himself up as Man's champion against divine injustice. It is the same problem as that of the Grand Inquisitor in the Brothers Karamazov. When Christ returns to earth he says to him: 'We manage humanity for its greatest happiness. It has paid for this with its mediocrity. Don't come disturbing this fragile balance with insane promises. ' And he condemns Christ to death once again. Salieri is not mean-spirited: it took pride, not to become jealous of Mozart, but to challenge God and ask: 'Tell it to me plainly, why am I not Mozart?' For God mocked us by throwing Mozart among us in the guise of a vulgar being, who did not even bear the exceptional marks of grace. God is toying with us, and that is unbearable. Mozart must be destroyed. All that challenges God is noble in spirit and superior to gaping, unconditional admiration of His works. We will not have the same problem with Changeux's Neuronal Man, emerging on the horizon like Nietzsche's Last Man, with his cortical and synaptic flatness. Farewell Mozart, farewell Salieri, no more grace, but no more challenges either, such is the solution offered by modern science to the insoluble despair of the difference between men. Signs, signs? Is that all you have to say? People act and people dream, they speak or they don't - none of that is unreal. Shut up and watch. See the philosophical beauty of these closing years of the century, the stars in the sky falling lower as the fateful date approaches, and the interactive horizon of couples in love - all this is beyond doubt, and it moves me to tears . . . The age, the coming age is like a metropolis deserted by its population, cut off from its sources of energy. Are you going to say that, are you going to go on with these twilight rantings? Every century throws the reality principle into question as it closes, but it's over today, finished, done. Everybody works these days. Narrative and moral passions, the philosophical animal spirits, are literally blocking the electronic animal spirits, a thousand times more lively and insignificant. Videos and advertisements, credits, news reports and sports flashes, Dallas, that's television, all that transfers easily, with the minimum of energy, on ephemeral film. But pure television, like pure painting or pure speed, is hard to bear.

Privatization of education signifies not an abstract transfer of public to private but a takeover of the means to reshape the minds of coming generations, perhaps to blend popular education and media culture so as to better manage democracy.

There is a classic story that I love to tell about a man who died and ended up in the the most idyllic world imaginable. All around were people like him and who liked him, and he never once had a fight with anyone; if there was a disagreement, the others always took his side. Each day he was free to indulge in anything he wanted without any consequences or ill effects; he played poker and always won, he drank his favorite whiskey and never got drunk, and at the end of the night, always managed to get the girl. Never once did anyone go against him, never once was anything out of place. At some point, the man began to grow tired of such constant gratification. Surrounded only by those who supported him no matter what he did, successful no matter how hard he tried to fail, and completely unchallenged against his own selfish desires, the excitement of everything he used to love faded. He went to the angel and requested a transfer: “This heaven of yours is quite nice, but it is a little boring. I think I might try hell for a little while. Maybe there I will be able to feel something again.” The angel replied, “Oh, I am terribly sorry, sir. This is hell.

Another aspect of competence,” Kathy continued, “involves transferable skills like planning, problem solving, and time management skills.

Google didn’t get everything right, though. There was a crazy-strict rule in Product Management that you had to have a computer science degree to join the team. Many people wanted to transfer to Product because they had ideas they wanted to pursue, but they were prevented because they didn’t have the right degree. One was Biz Stone who, stymied by the rule, left Google to cofound Twitter. Another was Ben Silbermann, who, similarly blocked, left Google to found Pinterest. Kevin Systrom also left Google to cofound Instagram when he couldn’t join the PM team because of his college degree.

Can you find, hire, and manage good people, then transfer work over to them so you can tackle the challenges you’re uniquely suited to tackle? Many founders are so talented that they have a hard time letting go of tasks once they start performing them. They often think things like “Will someone else be able to do this as well as I can?” The answer is almost certainly “No, especially not at first, but they’ll probably figure it out over time, just like you did.

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.

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

We have a very vast array of hands on computer technical support experience spanning twenty years as licensed Microsoft, Cisco and Novell computer network engineers. Computer Repair, Computer Service, Computer Support, Computer Consultant, Tech Support, IT Service, IT Support, PC Repair, Network Repair, Laptop Repair, Data Recovery, Disaster Recovery, Data Transfer, IT Repair, IT Consultant, PC Service, PC Support, PC Consultant, Network Service, Network Support, Network Consultant, Laptop Service, Laptop Support, IT Management, Computer Virus Removal, Computer Spyware Removal, Computer Services, Network and Wireless Installation, Server and Workstation Installation, Repair, Programming, IT Recruitment and Placement, Website Design, Website Promotion, Database Design, E-Commerce, Network Design, Network Audits, Internet Research and Sourcing, Computer Science Expert Witness, Computer Science Forensics, Disaster Recovery and Planning, Computer Consulting, Project Management, IT Department Outsourcing and Management, Maintenance Contracts, IT Audits, Free Onsite Needs Assessment, Search Engine Marketing, Search Engine Optimization, Computer Server Repair, Computer Network Repair.

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

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.

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.

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.

Africans began life in the Americas as subjects profoundly shaped by their Atlantic experience, and the communities they created in the Americas were organized around solutions to the specific problems they faced. The cultures they produced do not reflect the simple transfer and continuation of Africa in the Americas but rather reflect the elaboration of specific cultural content and its transformation to meet the particular needs of slave life in the Atlantic system: their need to reassert some kind of healthy relationship to ancestors; to manage death; to produce social networks, communities, and relations of kinship; to address the imbalance of power between black and white; to stake a claim to their bodies to counter the plantation economy’s claim to ownership. In this sense, the cultural practices of diasporic Africa could have meaning only outside Africa. Shared Atlantic experience and memory served as a touchstone for new cultural practices that emerged in the New World diaspora. Only through the capacity and willingness to invent and experiment—to grow and change the cultural tools carried in memory and create new ones to meet the demands of this new world—could Africans hope to remain recognizable to themselves as human beings in a system that held so much of their humanity in callous and calculated disregard. African immigrants retained that foothold in ways determined by the varied circumstances of their slavery: the immigrant slave might adapt a remembered ritual practice to new applications in American slavery or explore and perhaps ultimately adopt an entirely novel practice. The means were extraordinarily diverse because of the great variety of settings and conditions in which the colonial economies of the Americas enslaved human beings. The continuity Africans needed was not the static, ossifying connection of conformity of practice—doing things in the present as they had been done in the past, even when the context of past cultural forms no longer corresponded to the needs and circumstances of the present. Rather, the connection Africans needed was a narrative continuity between past and present—an epistemological means of connecting the dots between there and here, then and now, to craft a coherent story out of incoherent experience.

So what are the cognitive adaptations of which religion is hypothesized to be a by-product? The first is our hyperactive agency detection device, which leads us to infer that unseen forces are human agents (Thompson & Aukofer, 2011). This likely evolved as a protection or precaution adaptation (Boyer, 1992). We mistake a shadow for a burglar but never mistake a burglar for a shadow—an error management mechanism that helps us to avoid costly errors such as being robbed or mugged. This adaptation leads to misapplied anthropomorphism, as when we say “the sun is trying to come out” or “the clouds look angry.” Clouds and skies, of course, don’t have agency, yet we attribute human-like motivations to them as if they were agents with motives and intentions. Again, it is a small step to infer a god with human-like agency—a god that wants us to pray to him, worship him, sacrifice for him, and will punish us if we disobey him. Even children have what is called “promiscuous teleology,” the tendency to attribute purposes to people, groups, societies, cultures, mother earth, the universe, and god. A second class of cognitive mechanisms consists of theory of mind adaptations, by which we infer unseen beliefs, desires, and intentions in other people. Theory of mind adaptations are extremely useful in predicting the behavior of other people, their proper function. It is a small extrapolation to go from “there are people watching me who have a desire for my well-being” to “there is an all-seeing god watching me who has a desire for my well-being.” That is, we imbue these agents with motives, goals, and desires. Next comes the attachment system, which originally evolved in the context of mother–child bonds for protection and nurturance (Kirkpatrick, 2005). A 2-year-old reaching out to a mother to be soothed bears resemblance to a worshiper reaching out to a god: “we never lose the longing for a caretaker… [and] a god is always there for us” (Thompson & Aukofer, 2011, p. 45). Adaptations to form attachments, in short, get transferred to supernatural agents. Reciprocity adaptations are also activated, as when we make sacrifices for gods or make covenants with gods and expect that the gods will provide us with benefits in return.

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.

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.

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.

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.

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.

The job of a manager is to get things done through other people. The manager is not usually able to do the job alone. Management defines the system. Workers work within the system. Only management can change the system and the system MUST be changed continually if quality is to be improved!” - Shingo - Zero Quality Control: Source Inspection and the Poka-yoke System ​​To attain the goal of continuous improvement Shingo was relentless in stimulating people to change for the better.  “Can’t be done ”and “ impossible,” were not part of his vocabulary.  He knew there were many ways to solve problems, like there were many paths to reach the top of Mt. Fuji.

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.

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.

Looking back, when I managed a large group of people, I would be the one to come up with most of the ideas.  I thought since I was the owner and the president of the company, it was my job to come up with new ideas.  I was most fortunate to have had many new ideas come to me but I am sure I would have had a much more successful company if I had empowered, challenged and allowed my associates to be idea generators.  People had to follow my ideas and implement them, for I was the ‘boss.’  I am sure they would have been more highly motivated and creative if I had given them the chance to implement their own ideas.  Dr. Shingo taught me a great lesson.

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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.

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.

Soft skills are taken for granted — they are mostly intangible and not tangible technical stuff that you can pick up from a specific course or qualification. Paradoxically it’s also soft skills that are the most valuable and transferable.

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.

Separate the phases • Separate your artists and soldiers • Tailor the tools to the phase • Watch your blind side: nurture both types of loonshots (product and strategy) 2. Create dynamic equilibrium • Love your artists and soldiers equally • Manage the transfer, not the technology: be a gardener, not a Moses • Appoint, and train, project champions to bridge the divide 3. Spread a system mindset • Keep asking why the organization made the choices that it did • Keep asking how the decision-making process can be improved • Identify teams with outcome mindsets, and help them adopt system mindsets This

The following year, Low had arranged for $170 million from the Goldman-prepared power-plant bonds to fill Najib’s account. To avoid questions, Cheah and Low had seen to it the account was marked as one used for internal bank transfers, meaning it would not be visible to compliance staff. The Australian and New Zealand Banking Group, known as ANZ, owned a minority stake in AmBank, giving it the right to appoint executives and board members. But ANZ’s management had no idea about this secret account’s existence. Joanna Yu, a middle-level AmBank executive, was tasked with taking instructions from Low about incoming wires and outgoing checks. Najib had used most of the initial infusion to pay off crony politicians, as well as on jewelry and a $56,000 expense at Signature Exotic Cars, a high-end car dealership in Kuala Lumpur. Now, with the elections approaching, the account was about to become a lot more active.

Original Risk – Mitigated Risk – Transferred Risk = Residual Risk

Historically, time management was built to work people harder in corporations to get more output per hour, minute, second ... not always a human flourishing tool (fact) ... those principles don’t always transfer to time freedom and flexibility and abundance for entrepreneurs.

Step by Step… Can you write out your ideal business step by step Here is a business I am setting up for a client. She wants to shipping start her own shipping company… One she will need a US partner to collect and transfer packages to her in Jamaica. She will also need one in China. I have two contacts. One has a warehouse in Florida The other has two in China. Chinese connect makes goods available within 3 weeks, she has to tell her customers four. The US connect makes it within 3-5 days. She has to tell them within a week… Next she will need a website where her customers can login and track their packages. This will come with individual dashboards. She will need an interface and warehouse management software and logistics APIs. She will also need an automated email set up (journey) to send emails to her customers without her or her agents needing to do that. Without this Saas she would have to hire someone to reply to messages and emails about , someone to call and track, use usps and FedEx tracking numbers to track and reply back to customers. She also needs a beta ApI to allow her warehouse guy to update the CRM with information about her customers packages… Key nodes such as - Intransit to destinations Held at customs Clearance In transit to store Pick up available etc… These will come in as email notifications Fully automated. Everything will be connected using Webhooks… entire system. Saas she might need to use a combination of GOhighlevel, Workiz and To run this as a System as as Service. Each platform can work together using webhooks. Gohighlevel as a Saas is $500 a month Workiz is $200 dollars She can use Odoo which is open source alternative as a CRM And Clickup as Management. This is how a conversational business plan looks. You can see it. You can research it. You can confirm that it’s plausible. It doesn’t sound like pipedreams. It sounds workable to credit companies /banks and investors. It sounds doable to a BDO Client. I also sound as if I know what I am doing. Not a lot of technical language. A confused prospective business investor or banker don’t want to use a dictionary to figure out everything… They want to see the vision as clear as day. You basically need to do to them what I did to you when you joined my programme. It must sound plausible. All businesses is a game of wit. Every deal that is signed benefits both party. Whether initially or in the long term. Those are the sub-tenets of business. Every board meeting or meeting with regulatory boards, banks, credit facilities, municipalities is a game of convincing people to see your thing through… Everyone does Algorithm is simple. People want you to solve their problems with speed and efficiency. Speed is very important and automation. Progress, business and production are tied to ego… that’s why people love seh oh dem start a business or dem have dem online business and nah sell one rass thing. Cause a lot of people think being successful and looking successful are one and the same thing until they meet someone like me or people who done the work… Don’t rush it… you are young and you have time. There are infact certain little nuances Weh yuh only ago learn through experience. Experience and reflection. One of the drawbacks of wanting to run your business by yourself with you and your family members is that you guys will have to be reliant on yourself for feedback which is not alw

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

P2 - We are well on the way in a number of areas. Both billionaires and big Pharma are getting increasingly interested and money is starting to pour into research because it is clear we can see the light at the end of the tunnel which to investors equates to return on investment. Numerous factors will drive things forward and interest and awareness is increasing rapidly among both scientists, researchers and the general population as well as wealthy philanthropists. The greatest driving force of all is that the baby boomers are aging and this will place increasing demands on healthcare systems. Keep in mind that the average person costs more in medical expenditure in the last year of their life than all the other years put together. Also, the number of workers is declining in most developed countries which means that we need to keep the existing population working and productive as long as possible. Below are a list which are basically all technologies potentially leading to radical life extension with number 5 highlighted which I assume might well be possible in the second half of the century: 1. Biotechnology - e.g stem cell therapies, enhanced autophagy, pharmaceuticals, immunotherapies, etc 2. Nanotechnology - Methods of repairing the body at a cellular and molecular level such as nanobots. 3. Robotics - This could lead to the replacement of increasing numbers of body parts and tends to go hand in hand with AI and whole brain emulation. It can be argued that this is not life extension and that it is a path toward becoming a Cyborg but I don’t share that view because even today we don’t view a quadriplegic as less human if he has four bionic limbs and this will hold true as our technology progresses. 4. Gene Therapies - These could be classified under the first category but I prefer to look at it separately as it could impact the function of the body in very dramatic ways which would suppress genes that negatively impact us and enhance genes which increase our tendency toward longer and healthier lives. 5. Whole brain emulation and mindscaping - This is in effect mind transfer to a non biological host although it could equally apply to uploading the brain to a new biological brain created via tissue engineering this has the drawback that if the original brain continues to exist the second brain would have a separate existence in other words whilst you are identical at the time of upload increasing divergence over time will be inevitable but it means the consciousness could never die provided it is appropriately backed up. So what is the chance of success with any of these? My answer is that in order for us to fail to achieve radical life extension by the middle of the century requires that all of the above technologies must also fail to progress which simply won't happen and considering the current rate of development which is accelerating exponentially and then factoring in that only one or two of the above are needed to achieve life extension (although the end results would differ greatly) frankly I can’t see how we can fail to make enough progress within 10-20 years to add at least 20 to 30 years to current life expectancy from which point progress will rapidly accelerate due to increased funding turning aging at the very least into a manageable albeit a chronic incurable condition until the turn of the 22nd century. We must also factor in that there is also a possibility that we could find a faster route if a few more technologies like CRISPR were to be developed. Were that to happen things could move forward very rapidly. In the short term I'm confident that we will achieve significant positive results within a year or two in research on mice and that the knowledge acquired will then be transferred to humans within around a decade. According to ADG, a dystopian version of the post-aging world like in the film 'In Time' not plausible in the real world: "If you CAREFULLY watch just the first

PROMPTS FOR WRITING RESUMES AND BIOS Generate a compelling professional summary for a marketing manager with 5 years of experience. Create a list of 10 action verbs to effectively describe accomplishments in a resume. Draft a LinkedIn bio for a recent college graduate with a degree in computer science. Suggest 5 resume formatting tips to create a visually appealing and easy-to-read document. Write an engaging personal bio for a freelance graphic designer’s website. How can transferable skills be effectively showcased in a career change resume? Create a list of 5 questions to ask a client before writing their resume or bio. Develop a powerful resume objective statement for a sales professional targeting a managerial role. Provide tips for optimizing a LinkedIn profile to increase visibility and attract recruiters. Write an attention-grabbing personal

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.

Now we got to the core of the matter. Mind by any definition is non-material, yet it has devised a way to work with these complicated communicator molecules in partnership. As we have seen, their connection is so similar the mind without such chemicals cannot be transferred into the body. Yet they are not aware of these substances. Or do they? The whole paradoxical condition was wittily explained many years ago when the eminent British neurologist and Nobel Prize winner Sir John Eccles was invited to attend a group of parapsychologists, who addressed the regular issues of ESP, telepathy, and psychokinesis— the ability to move physical objects with the subconscious. He told his audience if you want to see true psychokinesis then imagine the feats of mind-over-matter done in the brain. It is quite incredible that the mind manages to move the atoms of hydrogen, carbon, oxygen, and the other ions within the cells of the brain with every movement. It would seem that there is nothing more away than an insubstantial idea and the brain's strong gray matter. The whole trick is done in a way without any apparent connection. Biology has not resolved the complexity of mind-over-matter, but continues to move on to ever more complex chemical structures that function at finer and finer physiological stages. It is still obvious that nobody will ever locate an object, however minute it may be, that nature has called "intelligence." This is all the more apparent as we know that all the matter in our bodies, large or small, has been constructed with intelligence as an integral feature.

She was still capable of love, without expecting anything -- changes, gratitude -- in return. And she had loved may times in her life. Whenever this had happened, love's energy transferred, the universe around her. Whenever this energy appears, it always manages to do its work -- but things were different with her, she couldn't stand to love for very long.

She transferred the baby and his Tupperware into the playpen for safety, stormed into the well-equipped garage, and searched frantically for a screwdriver. With an exultant cry of victory, she punched the button to the garage door opener and waited impatiently for it to rise. Resolutely, Aggie charged out of the gaping hole left by the door only to return moments later for a ladder. This posed a bigger problem than she’d anticipated. There wasn’t a ladder in sight. She searched corners and behind cabinets. In sheer exasperation, she threw her hands into the air and looked up as if to say, “I can’t take much more, Lord,” but the sight of a ladder hanging horizontally from the rafters halted her internal ranting. Now, she spoke aloud, her voice tinged with disgust. “Who would put a ladder up so high that you need a ladder to get the ladder down in the first place?” After a moment’s pause, she dashed into the kitchen and banged around the room, searching for the step stool. Ian squealed his slobbery encouragement as Aggie dragged the stool through the room, ruffling the few ruddy curls atop his bald little baby head. She teetered on the step stool, barely avoiding a collapse, and finally managed to jerk the ladder from its hooks. Hauling her prize out the garage door, Aggie surveyed the tattered basketball net she had remembered hanging deserted over the garage. The uncooperative ladder fought her at every step. After several frustrating minutes, where every swear word she’d ever heard filled her brain and threatened to overtake her self-control, Aggie realized that the ladder was upside down. Righting it, she climbed to the mounting bracket, the ladder teetering with every step. She eventually managed to unscrew one side of the apparatus and then the other. With a few jerky movements, the backboard lay on the ground beneath the swaying ladder, hardly worse for the fall. Aggie felt like a housekeeping genius as she wobbled through the house carrying her conquest upstairs to the wall above the hamper at the end of the hallway. The backboard was heavy and cumbersome; she found it difficult to hold in place and screw it into the wall at the same time, but several minutes later, she stood back and surveyed the results of her efforts. Though nearly satisfied, the lid on the hamper mocked her brilliant idea. Undaunted, she gave a swift jerk and ripped the cover off the offending hamper. “There. That’ll work,” she muttered as she trudged back downstairs, fighting the compulsion to pick up all the dirty laundry herself.

His first target was Sanitation. New York had a toxic relationship with its sanitation workers, many of whom rode the trucks only because they’d flunked Police or Fire exams. If a garbageman ever woke up ready to do a good job, he faced decrepit work conditions and New Yorkers who blamed him for filthy streets while they dropped trash where they stood. So Leventhal went positive. His Productivity Council and Labor-Management committees forced Sanitation head Norman Steisel to make nice. New trucks were ordered. Koch visited repair depots and transfer stations; Jets tickets and days off were handed out for high performance, and productivity and Project Scorecard numbers crept up, allowing Steisel and Leventhal to begin negotiations over trimming three-man truck crews down to two. Fixing Sanitation didn’t mean cuts; it involved giving workers self-worth, responsibility, and the right tools. In City Hall, Leventhal added analysis of mistakes and problems to the Mayor’s Management Report, lending it heft and accountability, and got Operations a voice on the budget. With Koch offering political cover for any tough choices, he began to move the needle.

Chakra balance is the process of restoring a harmonious energy flow through the chakra system. Often the effect of well-balanced chakras translates into a feeling of well-being, relaxation, centeredness, increased vitality and self-incarnation. When we talk about balancing the chakra, we might actually refer to different techniques and meanings. A commonly accepted definition of chakra balancing is the process by which the chakra energy is brought into a well-functioning, harmonious state. The notion of calming a chakra tackles only part of the picture: Each chakra part of a system that works as a whole. When we look at how the chakras work, we see that they have a fluid relation and an active relationship with one another. Therefore, it is not only important to consider each chakra when doing chakra balancing, but also the neighboring centers and the energy throughout the body. Why balancing your chakras? The aim of balancing the chakra is to maintain a balanced flow which will preserve our overall energy level. We are subjected to a number of activities, sources of stress and demands in our daily lives that result in fluctuations in our energy level. Some may feel draining, others may experience fulfillment or nourishment. Moreover, past events and experiences often leave a long-lasting influence on how we feel and are in the world and thus influence how we manage our day-to-day energy. Stresses imposed on us by life demands will result in interruptions and changes in our energy flow and imbalances in the chakras. A chakra imbalance can affect: • How much energy flows through the chakra or chakra network • A chakra is defective when the energy is "blocked" or "closed" •       A chakra is overactive when the energy flow is increased excessively and is not controlled •       The direction of the energy field associated with one or more chakras is displaced. Balancing consists of maintaining appropriate and stable flow where there is not enough, controlling energy where there is too much, and aligning where imbalance or displacement is present. How to balance your chakras? Chakra balancing strategies fall into three categories: those based on a physical process or action, a meditative or introspective exercise, and energy transfer from or on your own.

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.

The Scottish royal council saw witches as a national problem to be dealt with on a national scale,32 and only the prosecution of treason was more tightly managed by central government. This meant that witch-hunting was one of the ways in which central government could impose its authority on local magnates, allowing Scotland to emerge as a modern nation state.33 Witch-hunting served to legitimise the Scottish state and may have been one of the ways in which the state sought stability at times of anxiety and turmoil.34 In other words, the one thing the state could be relied upon to do was hunt witches. Witch-hunting lay at the foundation of the ‘theocratic government’ of early modern Scotland, legitimating the Stewarts’ ‘godly’ rule as divinely ordained kings.35 Furthermore, the propaganda of Scottish reformers managed to create the impression of a much closer connection between witchcraft and Catholicism than English Protestants ever managed. Even Queen Mary herself was not immune from suspicion. The clergyman William Harrison was convinced that Mary practised sorcery and that she married Henry Stewart, Lord Darnley in 1566 on the advice of witches, who promised Queen Elizabeth’s death and Mary’s succession to the English throne.36 When Mary gave birth to the future James VI in June 1566, it was widely reported that the countess of Atholl attempted to use sympathetic magic to transfer Mary’s labour pains to another person, perhaps with Mary’s connivance.37