Minimal Design Quotes

Jobs's intensity was also evident in his ability to focus. He would set priorities, aim his laser attention on them, and filter out distractions. If something engaged him- the user interface for the original Macintosh, the design of the iPod and iPhone, getting music companies into the iTunes Store-he was relentless. But if he did not want to deal with something - a legal annoyance, a business issue, his cancer diagnosis, a family tug- he would resolutely ignore it. That focus allowed him to say no. He got Apple back on track by cutting all except a few core products. He made devices simpler by eliminating buttons, software simpler by eliminating features, and interfaces simpler by eliminating options. He attributed his ability to focus and his love of simplicity to his Zen training. It honed his appreciation for intuition, showed him how to filter out anything that was distracting or unnecessary, and nurtured in him an aesthetic based on minimalism.

The key to developing a deep work habit is to move beyond good intentions and add routines and rituals to your working life designed to minimize the amount of your limited willpower necessary to transition into and maintain a state of unbroken concentration.

CPUs. Cayce Pollard Units. That’s what Damien calls the clothing she wears. CPUs are either black, white, or gray, and ideally seem to have come into this world without human intervention. What people take for relentless minimalism is a side effect of too much exposure to the reactor-cores of fashion. This has resulted in a remorseless paring-down of what she can and will wear. She is, literally, allergic to fashion. She can only tolerate things that could have been worn, to a general lack of comment, during any year between 1945 and 2000. She’s a design-free zone, a one-woman school of anti whose very austerity periodically threatens to spawn its own cult.

Simple is complicated.

Most organizations prefer consensus and harmony over dissent and conflict. The procedures in place often seem expressly designed to minimize the frequency of exposure to actual disagreements and, when such disagreements happen, to explain them away.

Many textbooks point out that no animal has evolved wheels and cite the fact as an example of how evolution is often incapable of finding the optimal solution to an engineering problem. But it is not a good example at all. Even if nature could have evolved a moose on wheels, it surely would have opted not to. Wheels are good only in a world with roads and rails. They bog down in any terrain that is soft, slippery, steep, or uneven. Legs are better. Wheels have to roll along an unbroken supporting ridge, but legs can be placed on a series of separate footholds, an extreme example being a ladder. Legs can also be placed to minimize lurching and to step over obstacles. Even today, when it seems as if the world has become a parking lot, only about half of the earth's land is accessible to vehicles with wheels or tracks, but most of the earth's land is accessible to vehicles with feet: animals, the vehicles designed by natural selection.

[I]t was designed to operate with minimal assistance from humans, who were without exception the moving part most likely to fail.

I strive for simplicity and believe simplicity is beauty.

There's a fine line between minimalism and not trying very hard.

To split or decentralize power is necessarily to reduce the absolute amount of power, and the competitive system is the only system designed to minimize by decentralization the power exercised by man over man.

Attachment theory designates three main “attachment styles,” or manners in which people perceive and respond to intimacy in romantic relationships, which parallel those found in children: Secure, Anxious, and Avoidant. Basically, secure people feel comfortable with intimacy and are usually warm and loving; anxious people crave intimacy, are often preoccupied with their relationships, and tend to worry about their partner’s ability to love them back; avoidant people equate intimacy with a loss of independence and constantly try to minimize closeness.

In this second part, I introduce a framework I call attention capital theory that argues for creating workflows built around processes specifically designed to help us get the most out of our human brains while minimizing unnecessary miseries. This

Here is a minimal list of the things that every software professional should be conversant with: • Design patterns. You ought to be able to describe all 24 patterns in the GOF book and have a working knowledge of many of the patterns in the POSA books. • Design principles. You should know the SOLID principles and have a good understanding of the component principles. • Methods. You should understand XP, Scrum, Lean, Kanban, Waterfall, Structured Analysis, and Structured Design. • Disciplines. You should practice TDD, Object-Oriented design, Structured Programming, Continuous Integration, and Pair Programming. • Artifacts: You should know how to use: UML, DFDs, Structure Charts, Petri Nets, State Transition Diagrams and Tables, flow charts, and decision tables. Continuous

As I developed as a CEO, I found two key techniques to be useful in minimizing politics. 1. Hire people with the right kind of ambition. The cases that I described above might involve people who are ambitious but not necessarily inherently political. All cases are not like this. The surest way to turn your company into the political equivalent of the U.S. Senate is to hire people with the wrong kind of ambition. As defined by Andy Grove, the right kind of ambition is ambition for the company’s success with the executive’s own success only coming as a by-product of the company’s victory. The wrong kind of ambition is ambition for the executive’s personal success regardless of the company’s outcome. 2. Build strict processes for potentially political issues and do not deviate. Certain activities attract political behavior. These activities include:   Performance evaluation and compensation   Organizational design and territory   Promotions Let’s examine each case and how you might build and execute a process that insulates the company from bad behavior and politically motivated outcomes.

Knowing and being cognizant of the underlying principles and dynamics, seeing the problem in a broad systemic context, thinking quantitatively and analytically, all need to be integrated with the necessarily dominant focus on detail relevant to the specific problem in order to optimize design and minimize unintended consequences.

Paradoxically, minimalism is the maximum use of space.

Design is like a magic trick, it's all about creating the illusion of simplicity.

Small minds are concerned with the extraordinary, great minds with the ordinary

The goal is to minimize the amount of a program you have to think about at any one time. You might think of this as mental juggling—the more mental balls the program requires you to keep in the air at once, the more likely you'll drop one of the balls, leading to a design or coding error.

When Larry Sherman designed the Kansas City gun experiment, he was well aware of this problem. “You wouldn’t tell doctors to go out and start cutting people up to see if they’ve got bad gallbladders,” Sherman says. “You need to do lots of diagnosis first before you do any kind of dangerous procedure. And stop-and-search is a dangerous procedure. It can generate hostility to the police.” To Sherman, medicine’s Hippocratic oath—“First, do no harm”—applies equally to law enforcement. “I’ve just bought myself a marble bust of Hippocrates to try to emphasize every day when I look at it that we’ve got to minimize the harm of policing,” he went on. “We have to appreciate that everything police do, in some ways, intrudes on somebody’s liberty. And so it’s not just about putting the police in the hot spots. It’s also about having a sweet spot of just enough intrusion on liberty and not an inch—not an iota—more.

A true believer may worship Jehovah, Allah, or Brahma, the supernatural beings who allegedly created all life; a true believer may slavishly adhere to a dogma designed theoretically to improve life; yet for life itself—its pleasures, wonders, and delights—he or she holds minimal regard. Music, chess, wine, card games, attractive clothing, dancing, meditation, kites, perfume, marijuana, flirting, soccer, cheeseburgers, any expression of beauty, and any recognition of genius or individual excellence: each of those things has been severely condemned and even outlawed by one cadre of true believers or another in modern times.

It’s not about living in a sleek loft with three pieces of designer furniture. It’s not daring, nor dramatic, nor even all that difficult. What is minimalism then? It’s eliminating the excess. It’s asking “why” before you buy. It’s embracing the concept of enough. It’s living lightly and gracefully on the Earth. It’s uncovering who you are when all of the logos, brand names, and clutter are stripped away. It’s simple, it’s ordinary, and it’s accessible to everyone—from singles to families, teenagers to retirees. I’m reminded of the saying, “Zen is chopping wood and carrying water.” In other words, the world of enlightenment is none other than our everyday world.

Montagu argues that the human species was designed to develop “in ways that emphasize rather than minimize the childlike traits.” The human child naturally loves, is nonjudgmental, friendly, spontaneous, curious, open to new learning, etc. We cannot recover our innocence, our childlike qualities, until we have reclaimed and championed our Inner Child.

Whether unconscious or deliberate, the gatekeepers clearly sought to (1) minimize the number of transsexuals who transitioned, (2) ensure that most people who did transition would not be “gender-ambiguous” in any way, and (3) make certain that those transsexuals who fully transitioned would remain silent about their trans status. These goals were clearly disadvantageous to transsexuals, as they limited trans people’s ability to obtain relief from gender dissonance and served to isolate trans people from one another, thus rendering them invisible. Rather, these goals were primarily designed to protect the cissexual public from their own gender anxiety by ensuring that most cissexuals would never come face-to-face with someone they knew to be transsexual.

In particular, interrogative e-mails like these generate an initial instinct to dash off the quickest possible response that will clear the message—temporarily—out of your inbox. A quick response will, in the short term, provide you with some minor relief because you’re bouncing the responsibility implied by the message off your court and back onto the sender’s. This relief, however, is short-lived, as this responsibility will continue to bounce back again and again, continually sapping your time and attention. I suggest, therefore, that the right strategy when faced with a question of this type is to pause a moment before replying and take the time to answer the following key prompt: What is the project represented by this message, and what is the most efficient (in terms of messages generated) process for bringing this project to a successful conclusion? Once you’ve answered this question for yourself, replace a quick response with one that takes the time to describe the process you identified, points out the current step, and emphasizes the step that comes next. I call this the process-centric approach to e-mail, and it’s designed to minimize both the number of e-mails you receive and the amount of mental clutter they generate.

1)    The woman has intuitive feelings that she is at risk. 2)    At the inception of the relationship, the man accelerated the pace, prematurely placing on the agenda such things as commitment, living together, and marriage. 3)    He resolves conflict with intimidation, bullying, and violence. 4)    He is verbally abusive. 5)    He uses threats and intimidation as instruments of control or abuse. This includes threats to harm physically, to defame, to embarrass, to restrict freedom, to disclose secrets, to cut off support, to abandon, and to commit suicide. 6)    He breaks or strikes things in anger. He uses symbolic violence (tearing a wedding photo, marring a face in a photo, etc.). 7)    He has battered in prior relationships. 8)    He uses alcohol or drugs with adverse affects (memory loss, hostility, cruelty). 9)    He cites alcohol or drugs as an excuse or explanation for hostile or violent conduct (“That was the booze talking, not me; I got so drunk I was crazy”). 10)   His history includes police encounters for behavioral offenses (threats, stalking, assault, battery). 11)   There has been more than one incident of violent behavior (including vandalism, breaking things, throwing things). 12)   He uses money to control the activities, purchase, and behavior of his wife/partner. 13)   He becomes jealous of anyone or anything that takes her time away from the relationship; he keeps her on a “tight leash,” requires her to account for her time. 14)   He refuses to accept rejection. 15)   He expects the relationship to go on forever, perhaps using phrases like “together for life;” “always;” “no matter what.” 16)   He projects extreme emotions onto others (hate, love, jealousy, commitment) even when there is no evidence that would lead a reasonable person to perceive them. 17)   He minimizes incidents of abuse. 18)   He spends a disproportionate amount of time talking about his wife/partner and derives much of his identity from being her husband, lover, etc. 19)   He tries to enlist his wife’s friends or relatives in a campaign to keep or recover the relationship. 20)   He has inappropriately surveilled or followed his wife/partner. 21)   He believes others are out to get him. He believes that those around his wife/partner dislike him and encourage her to leave. 22)   He resists change and is described as inflexible, unwilling to compromise. 23)   He identifies with or compares himself to violent people in films, news stories, fiction, or history. He characterizes the violence of others as justified. 24)   He suffers mood swings or is sullen, angry, or depressed. 25)   He consistently blames others for problems of his own making; he refuses to take responsibility for the results of his actions. 26)   He refers to weapons as instruments of power, control, or revenge. 27)   Weapons are a substantial part of his persona; he has a gun or he talks about, jokes about, reads about, or collects weapons. 28)   He uses “male privilege” as a justification for his conduct (treats her like a servant, makes all the big decisions, acts like the “master of the house”). 29)   He experienced or witnessed violence as a child. 30)   His wife/partner fears he will injure or kill her. She has discussed this with others or has made plans to be carried out in the event of her death (e.g., designating someone to care for children).

The temptation for a new generation, however, could be to see Baptist identity as a nuisance in the quest for converts. The effort to minimize an offensive "denominational brand name" will be counterproductive if we produce a generation of "anonymous Baptists," those whom we believe cannot handle the truth about Christ's design for His church. It will be tragic indeed if a future Broadman and Holman catalog includes a book titled, "Why I Am a Community Church (SBC) member." But it will be equally tragic if the volume is titled, "Why I Want to Be a Presbyterian, but the Bible Won't Let Me.

As in any layered system, however, the system can become jeopardized if a core component that transfers information from one layer to another malfunctions. In the case of biological tissue, if the kinds of proteins that connect cells together are defective, then information may not be able to transfer from the individual-cell layer to the tissue layer, and the entire system could shut down. While not perfect, the layered design of biological systems is advantageous because it minimizes the number of points in the system that, if attacked, would result in catastrophic damage, and it limits the effects of attacks at other points.

Say yes to that thing. Work with a mentor. Stop minimizing what you are good at and throw yourself into it with no apologies. Do you know who will do this for you? No one. You are it. Don’t bury that talent, because the only thing fear yields is one dormant gift in a shallow grave. How many trot out that tired cliché—“I’m waiting for God to open a door”—and He is all, “I love you, but get going, pumpkin, because usually chasing the dream in your heart looks surprisingly like work. Don’t just stand there, bust a move.” (God often sounds like Young MC.) You are good at something for a reason. God designed you this way, on purpose.

Mazer and I were best friends growing up, and we loved playing games together. We were obsessed with the idea of the perfect play. The idea that there was a way to play any game that had the minimal number of errors, the least moral compromises, the quickest pace, the highest number of points. The idea that you could play a game without ever dying or restarting. We’d be playing Super Mario, and if we missed even one gold coin, or got hit by one Koopa, we’d begin again. Yes, we were probably disturbingly obsessive and yes, we had a lot of time on our hands. Anyway, for a long time, I took this idea into the work I did as a designer, and it was absolutely paralyzing.

Following someone covertly, either on foot or by car, costs around $175,000 per month—primarily for the salary of the agents doing the following. But if the police can place a tracker in the suspect’s car, or use a fake cell tower device to fool the suspect’s cell phone into giving up its location information, the cost drops to about $70,000 per month, because it only requires one agent. And if the police can hide a GPS receiver in the suspect’s car, suddenly the price drops to about $150 per month—mostly for the surreptitious installation of the device. Getting location information from the suspect’s cell provider is even cheaper: Sprint charges law enforcement only $30 per month. The difference is between fixed and marginal costs. If a police department performs surveillance on foot, following two people costs twice as much as following one person. But with GPS or cell phone surveillance, the cost is primarily for setting up the system. Once it is in place, the additional marginal cost of following one, ten, or a thousand more people is minimal. Or, once someone spends the money designing and building a telephone eavesdropping system that collects and analyzes all the voice calls in Afghanistan, as the NSA did to help defend US soldiers from improvised explosive devices, it’s cheap and easy to deploy that same technology against the telephone networks of other countries.

CHAPTER THREE IN ONE PAGE Multitrack     1. Multitracking = considering more than one option simultaneously.     •  The naming firm Lexicon widens its options by assigning a task to multiple small teams, including an “excursion team” that considers a related task from a very different domain.     2. When you consider multiple options simultaneously, you learn the “shape” of the problem.     •  When designers created ads simultaneously, they scored higher on creativity and effectiveness.     3. Multitracking also keeps egos in check—and can actually be faster!     •  When you develop only one option, your ego is tied up in it.     •  Eisenhardt’s research on Silicon Valley firms: Multitracking minimized politics and provided a built-in fallback plan.     4. While decision paralysis may be a concern for people who consider many options, we’re pushing for only one or two extra. And the payoff can be huge.     •  We’re not advocating 24 kinds of jam. When the German firm considered two or more alternatives, it made six times as many “very good” decisions.     5. Beware “sham options.”     •  Kissinger: “Nuclear war, present policy, or surrender.”     •  One diagnostic: If people on your team disagree about the options, you have real options.     6. Toggle between the prevention and promotion mindsets.     •  Prevention focus = avoiding negative outcomes. Promotion focus = pursuing positive outcomes.     •  Companies who used both mindsets performed much better after a recession.     •  Doreen’s husband, Frank, prompted her to think about boosting happiness, not just limiting stress.     7. Push for “this AND that” rather than “this OR that.

1. All-or-Nothing Thinking The tendency to think in extremes like “always” and “never” without considering nuanced degrees between. “My boyfriend broke up with me; I always ruin my relationships.” 2. Overgeneralization The tendency to make broad assumptions based on limited specifics. “If one person thinks I’m stupid, everyone will.” 3. Mental Filter The tendency to focus on small negative details to the exclusion of the big picture. “My A+ average doesn’t matter; I got a C on an assignment.” 4. Disqualifying the Positive The tendency to dismiss positive aspects of an experience for irrational reasons. “If my friend compliments me, she is probably just saying it out of pity.” 5. Jumping to Conclusions The tendency to make unfounded, negative assumptions, often in the form of attempted mind reading or fortune telling. “If my romantic interest doesn’t text me today, he must not be interested.” 6. Catastrophizing The tendency to magnify or minimize certain details of an experience, painting it as worse or more severe than it is. “If my wife leaves me, then I will never be able to recover from my misery.” 7. Emotional Reasoning The tendency to take one’s emotions as evidence of objective truth. “If I feel offended by someone else’s remark, then he must have wronged me.” 8. Should Statements The tendency to apply rigid rules to how one “should” or “must” behave. “My friend criticized my attitude, and that is something that friends should never do.” 9. Labeling The tendency to describe oneself in the form of absolute labels. “If I make a calculation error, it makes me a total idiot.” 10. Personalization The tendency to attribute negative outcomes to oneself without evidence. “If my wife is in a bad mood, then I must have done something to upset her.

What is most dystopian about all of the digital houses designed for customized consumption is the implication that the entire landscape could be covered with new houses lacking any social or economic neighborhood context. Designers minimize the need for family or neighborhood interaction if they plan for digital surveillance as a route to ordering mass-produced commodities as well as handling work and civic life. If many external activities, such as paid work, exercise, shopping, seeking entertainment, and voting, are able to be done in-house through the various electronic communications systems, reasons for going outside decrease. The residents become isolated, although the house continues to function as a container for mass-produced goods and electronic media. In a landscape bristling with tens of thousands of digital houses and cell towers, where the ground is laced with hundreds of thousands of miles of fiber-optic cable, neighborhoods may not exist. Car journeys involving traffic problems may disappear, although the roads will be clogged with delivery vans.

The computer scientists Jeff Clune, Jean-Baptiste Mouret, and Hod Lipson did what computer scientists do: they designed computer simulations.23 They used well-studied networks that had sensory inputs and produced outputs. What those outputs were determined how well the network performed when faced with environmental problems. They simulated twenty-five thousand generations of evolution, programming in a direct selection pressure to either maximize performance alone or maximize performance and minimize connection costs. And voilà! Once wiring-cost-minimization was added, in both changing and unchanging environments, modules immediately began to appear, whereas without the stipulation of minimizing costs, they didn’t. And when the three looked at the highest-performing networks that evolved, those networks were modular. Among that group, they found that the lower the costs were, the greater the modularity that resulted. These networks also evolved much quicker—in markedly fewer generations—whether in stable or changing environments. These simulation experiments provide strong evidence that selection pressures to maximize network performance and minimize connection costs will yield networks that are significantly more modular and more evolvable.

When Tocqueville accepted the language of his age and adopted the term individualisme for volume 2 of Democracy, he distinguished that sentiment from selfishness. Selfishness evinced an exaggerated self-love or narcissism- a misdirected instinct. In contrast, individualism represented a deliberate, openly professed conviction that society required nothing more from the individual than an assertion of private rights, and that it worked well enough by an appropriate interplay of private interests. Individualism, as distinct from either ego or individuality, reflected a wholly debased orientation to "self" that reflected an extreme sense of superiority and self-sufficiency.[...] Public institutions were designed to draw public engagement from what were essentially private concerns, but these arrangements were always vulnerable to a corrupting myopic view of individual right. Individualism embodied a philosophical orientation that not only influenced citizen's perceptions of self and society but also governed the sense of what constitutes a rational course of action. Under the ethos of individualism, dominance was portrayed as a matter of survival- thus, self-interest was only rational choice in many situations. In this way, individualism undermined the ideal uncoerced public virtue that underlay federal institutions. Federal arenas of contestation had required some sense of equity and conception of the common good for even the most minimal accomodations; a public philosophy that exalted individualism threatened the essence of liberty." (Barbara Allen, Tocqueville, Covenant, and the Democratic Revolution. pag.120)

Simonton finds that on average, creative geniuses weren’t qualitatively better in their fields than their peers. They simply produced a greater volume of work, which gave them more variation and a higher chance of originality. “The odds of producing an influential or successful idea,” Simonton notes, are “a positive function of the total number of ideas generated.” Consider Shakespeare: we’re most familiar with a small number of his classics, forgetting that in the span of two decades, he produced 37 plays and 154 sonnets. Simonton tracked the popularity of Shakespeare’s plays, measuring how often they’re performed and how widely they’re praised by experts and critics. In the same five-year window that Shakespeare produced three of his five most popular works—Macbeth, King Lear, and Othello—he also churned out the comparatively average Timon of Athens and All’s Well That Ends Well, both of which rank among the worst of his plays and have been consistently slammed for unpolished prose and incomplete plot and character development. In every field, even the most eminent creators typically produce a large quantity of work that’s technically sound but considered unremarkable by experts and audiences. When the London Philharmonic Orchestra chose the 50 greatest pieces of classical music, the list included six pieces by Mozart, five by Beethoven, and three by Bach. To generate a handful of masterworks, Mozart composed more than 600 pieces before his death at thirty-five, Beethoven produced 650 in his lifetime, and Bach wrote over a thousand. In a study of over 15,000 classical music compositions, the more pieces a composer produced in a given five-year window, the greater the spike in the odds of a hit. Picasso’s oeuvre includes more than 1,800 paintings, 1,200 sculptures, 2,800 ceramics, and 12,000 drawings, not to mention prints, rugs, and tapestries—only a fraction of which have garnered acclaim. In poetry, when we recite Maya Angelou’s classic poem “Still I Rise,” we tend to forget that she wrote 165 others; we remember her moving memoir I Know Why the Caged Bird Sings and pay less attention to her other 6 autobiographies. In science, Einstein wrote papers on general and special relativity that transformed physics, but many of his 248 publications had minimal impact. If you want to be original, “the most important possible thing you could do,” says Ira Glass, the producer of This American Life and the podcast Serial, “is do a lot of work. Do a huge volume of work.” Across fields, Simonton reports that the most prolific people not only have the highest originality; they also generate their most original output during the periods in which they produce the largest volume.* Between the ages of thirty and thirty-five, Edison pioneered the lightbulb, the phonograph, and the carbon telephone. But during that period, he filed well over one hundred patents for other inventions as diverse as stencil pens, a fruit preservation technique, and a way of using magnets to mine iron ore—and designed a creepy talking doll. “Those periods in which the most minor products appear tend to be the same periods in which the most major works appear,” Simonton notes. Edison’s “1,093 patents notwithstanding, the number of truly superlative creative achievements can probably be counted on the fingers of one hand.

The granite complex inside the Great Pyramid, therefore, is poised ready to convert vibrations from the Earth into electricity. What is lacking is a sufficient amount of energy to drive the beams and activate the piezoelectric properties within them. The ancients, though, had anticipated the need for more energy than what would be collected only within the King's Chamber. They had determined that they needed to tap into the vibrations of the Earth over a larger area inside the pyramid and deliver that energy to the power center—the King's Chamber —thereby substantially increasing the amplitude of the oscillations of the granite. Modern concert halls are designed and built to interact with the instruments performing within. They are huge musical instruments in themselves. The Great Pyramid can be seen as a huge musical instrument with each element designed to enhance the performance of the other. While modern research into architectural acoustics might focus predominantly upon minimizing the reverberation effects of sound in enclosed spaces, there is reason to believe that the ancient pyramid builders were attempting to achieve the opposite. The Grand Gallery, which is considered to be an architectural masterpiece, is an enclosed space in which resonators were installed in the slots along the ledge that runs the length of the gallery. As the Earth's vibration flowed through the Great Pyramid, the resonators converted the vibrational energy to airborne sound. By design, the angles and surfaces of the Grand Gallery walls and ceiling caused reflection of the sound, and its focus into the King's Chamber. Although the King's Chamber also was responding to the energy flowing through the pyramid, much of the energy would flow past it. The specific design and utility of the Grand Gallery was to transfer the energy flowing through a large area of the pyramid into the resonant King's Chamber. This sound was then focused into the granite resonating cavity at sufficient amplitude to drive the granite ceiling beams to oscillation. These beams, in turn, compelled the beams above them to resonate in harmonic sympathy. Thus, with the input of sound and the maximization of resonance, the entire granite complex, in effect, became a vibrating mass of energy.

HR can and should serve as advisors to organizational leadership to develop strategic workforce plans that link to the organization’s strategic plan to ensure that the right people are on board so that the firm can meet its objectives and fulfill its mission. HR partners with line management to provide development opportunities to maximize the potential of each and every employee. HR advises management on total rewards programs (compensation and benefits) and rewards and recognition programs designed to minimize costly employee turnover and to maximize employee engagement and retention.

Benefits of Using Frosted Film Tint The 1st step, clear the glass on which the movie is to be applied to. By removing an dried [paint spots and washing it with soapy water that's clean. It is because the any filth will give the glass an unpleasant look. Nonetheless, a point to note is to not use any kind of window cleansing spray as it'll harm the film. Place the film on a flat ground and then peel it back on itself. You will then have to spray the glass with dish washing answer as well as your fingers to enable you to slide the film perfectly in place. Carefully choose the movie by its corners and with the sticky facet going through the glass and punctiliously place it not permitting it to wrinkle or crease. Wrap a chunk of material on a bank card and use it to carefully smooth down the movie from the middle shifting in the direction of its edges. Then wipe the excess water since if left there may make the laminate transfer.If there is any extra movie, trim it down with a sharp object. After you're executed and there are still bubbles beneath the film, use a hair drier to push them out. If they persist fastidiously prick them and press again the film. Today, many individuals are overwhelmed when it comes to selecting the ideal window tinting as a result of they do come in useful. One has the choice of choosing various tints and their types. Individuals do select to install window tints as a result of they've advantages which you may not get if your home lacks it. In most family, the well-known tints in use are the frosted tints. They're greatest suited to residing and bed rooms. Window tints are design in another way depending on the place they're to be put in that's the reason you need the assistance of Window Frosting Service professionals to assist you in making sound resolution. The very best Window Frosting Sydney thing about window frosting is that they don't possess the inconveniences usually associated with traditional window coverings. Furthermore, as it is not reliant on obstructing the pure passage of light for creating privateness, you are free to have an area that, inspite of being airy and light, might be your own private chamber. Nonetheless, you should also concentrate on the fact that you might be provided minimal safety against UV rays by the sort of window tint.

Visiting users in their workplaces was vital—if we’d simply imagined the manager at his desk we would have missed the crucial aspects. Watching people in the real world is quick and you rarely need to pay anyone to do it. Even with minimal planning you can learn a lot. If you can’t get permission to do it, then talk to some users about where they are and what’s happening when they use your software.

The function of cryptographic protocols is to minimize the amount of trust required.

Simplicity is all but nothing that's there.

What should a city accomplish after it meets our basic needs of food, shelter, and security? • The city should strive to maximize joy and minimize hardship. • It should lead us toward health rather than sickness. • It should offer us real freedom to live, move, and build our lives as we wish. • It should build resilience against economic or environmental shocks. • It should be fair in the way it apportions space, services, mobility, joys, hardships, and costs. • Most of all, it should enable us to build and strengthen the bonds between friends, families, and strangers that give life meaning,

Wal-Mart's business in the United States is stagnating, growing only because the company continues to relentlessly open new stores. But if Wal-Mart takes environmental responsibility seriously, if its stores become models for energy conservation and for doing minimal environmental harm (they are known for the opposite right now), that will be pioneering, and it might also be attractive to some Americans who have avoided Wal-Mart. If those stores are filled with products made by factory workers who are treated in a civilized fashion, products that do not damage the environment in the course of being made, products made in sustainable ways with minimal packaging, that will represent a pivot point, not just for Wal-Mart, or for retailing, but for capitalism. Nothing could do more to jump-start Wal-Mart's business than for Wal-Mart to find its soul. And of course, Wal-Mart's scale means that if it starts to take the design of its buildings and the impact of its products seriously, all its competitors will have no choice but to do the same. The virtuous Wal-Mart effect would ripple widely. It would ripple around the world.

I knew I could now move markets any time I opened my mouth; I stashed a New York Times headline about minimalism in Japanese design in my office drawer when I was a young civil servant to remind myself never to say too much.

Diagrams are a means of communication and explanation, and they facilitate brainstorming. They serve these ends best if they are minimal.

it was designed to operate with minimal assistance from humans, who were without exception the moving part most likely to fail.

His aim is spot on. The bullet smacks into the back of the hungry’s skull. An ordinary bullet would go right on through. Would hit Gallagher too, or at the very least spray his face and upper body with hungry cerebral tissue–with predictable and depressing consequences an hour or a day or a week down the line. But this is a soft-nosed, steel-aluminium round, designed for minimal penetration. It slows down, spreads out and pulps the hungry’s brain to pink milkshake. Gallagher

The final National Strategic Target List specified 1,050 Designated Ground Zeros (DGZs) for nuclear weapons, including 151 urban-industrial assets. Even the minimal version of the plan envisioned 650 DGZs being hit by over 1,400 weapons with a total yield of 2,100 megatons.

Designers should strive to minimize the chance of inappropriate actions in the first place by using affordances, signifiers, good mapping, and constraints to guide the actions. If a person performs an inappropriate action, the design should maximize the chance that this can be discovered and then rectified. This requires good, intelligible feedback coupled with a simple, clear conceptual model. When people understand what has happened, what state the system is in, and what the most appropriate set of actions is, they can perform their activities more effectively.

What’s more, sports are not, of course, always designed strictly to minimize the number of games. Without remembering this, some aspects of sports scheduling would otherwise seem mysterious to a computer scientist.

Threadless is a T-shirt company founded by people with expertise in information technology services, web design, and consulting. Their business model involves holding weekly design contests open to outside participants, printing only T-shirts with the most popular designs, and selling them to their large and growing customer base. Threadless doesn’t need to hire artistic talent, since skilled designers compete for prizes and prestige. It doesn’t need to do marketing, since eager designers contact their friends to solicit votes and sales. It doesn’t need to forecast sales, since voting customers have already announced what numbers they will buy. By outsourcing production, Threadless can also minimize its handling and inventory costs. Thanks to this almost frictionless model, Threadless can scale rapidly and easily, with minimal structural restrictions.

Non-goblins are strongly urged to avoid Goblintown at all costs. There are parts we recommend goblins do not even venture into unless part of a highly trained and well armed cram. If one still feels the urge to visit Goblintown, we recommend seeking counseling to eliminate the suicidal tendencies. Should this fail or not be desirable, we suggest using one of the many fine Euthanasia Houses our world has to offer. (See Euthanasia Houses, Suicide Assistants.) Not only will they strive to make the experience pleasant, but they will beautify your corpse and deliver it intact to your next of kin or designated recipient, along with a valid proof of death, allowing your affairs to be put in order. Goblintown has no such guarantees, and the odds of a corpse leaving intact are minimal. However, there is an excellent chance of your head being made into a warning decoration. (See illustrations.)”    -A Visitor’s Guide to Traven, 144th Edition

Nature's design is fully economical. Human design follows this model when it minimizes information and maximizes understanding.

Lie of commission – A lie that is conveyed by means of making a statement that is untrue. Lie of influence – A lie that is conveyed by means of attempting to manipulate perception rather than to provide truthful information. Lie of omission – A lie that is conveyed by means of withholding the truth. L-squared mode – Using one’s visual and auditory senses to look and listen simultaneously in order to observe both verbal and nonverbal deceptive behaviors as they’re exhibited in response to a question. Microexpression – A split-second movement of facial muscles that conveys an emotion such as anger, contempt, or disgust. We recommend avoiding reliance on microexpressions, due to their impracticality and the fact that there is no microexpression for deception. Mind virus – A colloquial term for the psychological discomfort a person feels when he receives information that has potentially negative consequences, causing his mind to race with hypothetical ramifications of the information. Minimization – An element within a monologue that is designed to minimize the perception of negative consequences that may be associated with sharing truthful information. Mirroring – Subtly imitating the movements or gestures of another person to enhance familiarity and liking.

Now that you understand the key players in ecosystems, here are the key principles of building an ecosystem. They are similar to the principles of creating a community discussed in chapter 8, “The Art of Evangelizing.” CREATE SOMETHING WORTHY OF AN ECOSYSTEM. Once again, the key to evangelism, sales, presentations, and now ecosystems is a great product. In fact, if you create a great product, you may not be able to stop an ecosystem from forming. By contrast, it’s hard to build an ecosystem around crap. DESIGNATE A CHAMPION. Many employees would like to help build an ecosystem, but who wakes up every day with this task at the top of her list of priorities? Another way to look at this is, “Who’s going to get fired if an ecosystem doesn’t happen?” Ecosystems need a champion—an identifiable hero—within the company to carry the flag for the community. DON’T COMPETE WITH THE ECOSYSTEM. If you want people or organizations to take part in your ecosystem, then you shouldn’t compete with them. For example, if you want people to create apps for your product, then don’t sell (or give away) apps that do the same thing. It was hard to convince companies to create a Macintosh word processor when Apple was giving away MacWrite. CREATE AN OPEN SYSTEM. An “open system” means that there are minimal requirements to participating and minimal controls on what you can do. A “closed system” means that you control who participates and what they can do. Either can work, but I recommend an open system because it appeals to my trusting, anarchic personality. This means that members of your ecosystem will be able to write apps, access data, and interact with your product. I’m using software terminology here, but the point is to enable people to customize and tweak your product. PUBLISH INFORMATION. The natural complement of an open system is publishing books and articles about the product. This spreads information to people on the periphery of a product. Publishing also communicates to the world that your startup is open and willing to help external parties. FOSTER DISCOURSE. The definition of “discourse” is “verbal exchange.” The key word is “exchange.” Any company that wants an ecosystem should foster the exchange of ideas and opinions. This means your website should provide a forum where people can engage with other members as well as your employees. This doesn’t mean that you let the ecosystem run your company, but you should hear what members have to say. WELCOME CRITICISM. Most organizations feel warm and fuzzy toward their ecosystem as long as the ecosystem says nice things, buys their products, and never complains. The minute that the ecosystem says anything negative, however, many organizations freak out and get defensive. This is dumb. A healthy ecosystem is a long-term relationship, so an organization shouldn’t file for divorce at the first sign of discord. Indeed, the more an organization welcomes—or even celebrates—criticism, the stronger its bonds to its ecosystem become. CREATE A NONMONETARY REWARD SYSTEM. You already know how I feel about paying people off to help you, but this doesn’t mean you shouldn’t reward people in other ways. Things as simple as public recognition, badges, points, and credits have more impact than a few bucks. Many people don’t participate in an ecosystem for the money, so don’t insult them by rewarding them with it.

You want to figure out ways to increase friction (germane cognitive load) while minimizing extraneous cognitive load.

Each of the habits describes an ongoing behavior rule. They’re not dedicated to a particular objective, but instead are designed to maintain a background commitment to regular high-quality leisure in the planner’s life.

as revealed by whistleblowers and researchers like Tristan Harris, Sean Parker, Leah Pearlman, and Adam Alter, these technologies are in many cases specifically designed to trigger this addictive behavior. Compulsive use, in this context, is not the result of a character flaw, but instead the realization of a massively profitable business plan.

How bland the morning felt – in the way that mornings often felt bland, unthreatening, uncomplicated. Each morning – assuming that some minimal intervention of sleep had demarcated it from the day before – created the illusion of a new beginning, a kind of freedom from the past. Humans, it seemed, were truly diurnal creatures, not simply in the sense of being non-nocturnal but in the sense of being designed for living one day at a time – one separated day at a time. Uninterrupted consciousness could tear a man to pieces. No wonder the CIA used sleep deprivation as a torture. A mere ninety-six hours of uninterrupted living – seeing, hearing, feeling, thinking – could make a man wish he were dead.

as is becoming increasingly clear to those who have attempted these types of minor corrections, willpower, tips, and vague resolutions are not sufficient by themselves to tame the ability of new technologies to invade your cognitive landscape—the addictiveness of their design and the strength of the cultural pressures supporting them are too strong for an ad hoc approach to succeed. In my work on this topic, I’ve become convinced that what you need instead is a full-fledged philosophy of technology use, rooted in your deep values, that provides clear answers to the questions of what tools you should use and how you should use them and, equally important, enables you to confidently ignore everything else.

Under the title of sarvodaya, Mahatma Gandhi designed a system by which human beings would minimize their material needs and maximize their quality of life through spiritual, cultural, artistic and human values.

Without minimizing the value of intuition as a problem solving tool, we propose that systematic design programs are more valuable from a communication standpoint than ad hoc solutions; that intention is preferable to accident; that principled rationale provides a compelling basis for design decisions than personal creative impulse.

Minimize, or tone down, other compositional elements in order to bring attention to the focal point. Backgrounds can be made lighter or darker in value, crisper or softer in focus, or textured or not textured, to lend support to where you want the eye to go.

The most popular form is based on: • Using a market index strategy, but emphasizing growth stocks and holding lower-yielding equities, in order to minimize the tax burden on income. • Realizing, to the maximum possible extent, losses on the sale of portfolio holdings that have declined (a practice known as “harvesting losses”), and thereby offsetting realized gains when they occur. • Replacing the holdings sold at a loss after 30 days. (During the interim, their absence from the portfolio could engender a small lack of precision in matching the index.) • Limiting its shareholder base to investors with a long-term focus by charging a penalty—a transaction fee, payable to the fund and its remaining shareholders—if shares are redeemed within five years of purchase. Such a penalty is designed to minimize the possibility of abrupt share redemptions. • Maintaining the same rock-bottom costs that characterize the lowest-cost index funds.

the fear of emptiness’, which is aptly described in the famous Latin concept of ‘horror vacuii’. This term is common in design and visual art and is used to describe the fact that adding too many elements to any design and painting can become suffocating.

After the MTA released its $14.4 billion plan in November 1980, a governor’s aide told Ravitch that Carey was not interested in entertaining a fare hike or a tax package for the MTA. Carey preferred holding down the fare rather than financing a multibillion-dollar capital program. The governor also saw Ravitch’s proposal as a threat to Westway. A coalition of thirty-seven civic and environmental groups had filed suit in federal court to stop the highway project. They wanted the state to take the federal transportation funds designated for the project and use them for transit improvements instead. If Carey admitted that the transit system was underfunded and starved for capital, it would have played into the hands of the Westway opponents.48 Faced with resistance in Albany, Ravitch began a lobbying effort that no state official other than Robert Moses at the height of his powers could have undertaken. He started by pleading with the governor and his staff, explaining that without new sources of revenue he would have to dramatically raise the fare. Then he took his case directly to the public. Rather than minimizing the transit system’s problems, Ravitch made sure that reporters learned about all the delays and breakdowns occurring in MTA facilities. He visited editorial boards and told them, “If you don’t pay attention, the politicians won’t.” He talked to every reporter who called. Unlike his predecessors, he admitted that the MTA’s services, particularly during peak hours, were “deteriorating at an accelerated rate.” The newspapers, he said, were “my shield and my sword.

The best modules are those whose interfaces are much simpler than their implementations. Such modules have two advantages. First, a simple interface minimizes the complexity that a module imposes on the rest of the system. Second, if a module is modified in a way that does not change its interface, then no other module will be affected by the modification. If a module’s interface is much simpler than its implementation, there will be many aspects of the module that can be changed without affecting other modules.

An abstraction can go wrong in two ways. First, it can include details that are not really important; when this happens, it makes the abstraction more complicated than necessary, which increases the cognitive load on developers using the abstraction. The second error is when an abstraction omits details that really are important. This results in obscurity: developers looking only at the abstraction will not have all the information they need to use the abstraction correctly. An abstraction that omits important details is a false abstraction: it might appear simple, but in reality it isn’t. The key to designing abstractions is to understand what is important, and to look for designs that minimize the amount of information that is important.

The extreme of the “classes should be small” approach is a syndrome I call classitis, which stems from the mistaken view that “classes are good, so more classes are better.” In systems suffering from classitis, developers are encouraged to minimize the amount of functionality in each new class: if you want more functionality, introduce more classes. Classitis may result in classes that are individually simple, but it increases the complexity of the overall system. Small classes don’t contribute much functionality, so there have to be a lot of them, each with its own interface.

One of the risks of agile development is that it can lead to tactical programming. Agile development tends to focus developers on features, not abstractions, and it encourages developers to put off design decisions in order to produce working software as soon as possible. For example, some agile practitioners argue that you shouldn’t implement general-purpose mechanisms right away; implement a minimal special-purpose mechanism to start with, and refactor into something more generic later, once you know that it’s needed. Although these arguments make sense to a degree, they argue against an investment approach, and they encourage a more tactical style of programming. This can result in a rapid accumulation of complexity.

People tend to designate one of three labels to their work: job, career, or mission.

Pulling complexity down makes the most sense if (a) the complexity being pulled down is closely related to the class’s existing functionality, (b) pulling the complexity down will result in many simplifications elsewhere in the application, and (c) pulling the complexity down simplifies the class’s interface. Remember that the goal is to minimize overall system complexity.

It is an instance of what are known as convex minimization problems, which can be solved by so-called gradient descent methods; this is just algorithm-speak for “walk downhill in the steepest direction to quickly get to the lowest point in the valley.

The Mortuary Committee would be burdened with many unenviable tasks, but the first was straightforward: instead of storing the corpses at a half dozen locations around town, which made it more difficult for soldiers to transport the bodies and record-keepers and families to find them, they needed to select a single building to house an official, temporary morgue. They quickly settled on the Chebucto Road School, which, despite its broken windows, had a lot to recommend it: it was large, it could be quickly cleared out and converted to its new purpose, and it was close to Pier 6, minimizing the transport of corpses and travel for their relatives. The committee also needed a place that could keep bodies for as long as possible, giving them the best chance of being identified. They designated the upper floors for offices and the wide-open, cooler basement for the bodies, which they planned to lay in rows and cover with sheets. The Royal Engineers quickly fixed up the damaged school, covered its windows, and cleaned the space. As soon as people learned of the location, bodies began to pile up outside the building, stacked two and three high until morgue workers could retrieve them. The Relief Committee also dispatched crews of volunteers to put out fires and turn off water mains, faucets, and spigots, and to pick up the dead—tagging their names, when they knew them, to the victims’ wrists, or simply attaching a number when they didn’t—loading them onto rudimentary flat wagons dozens at a time. They soon learned to conduct this dispiriting job late at night so as not to offend the friends and relatives of the deceased. But because everyone could hear the horses’ hooves each night, the rolling midnight morgue was a poorly kept secret, one that woke many Haligonians whose homes still lacked windows.

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Sackcloth (Jonah 3:5). Sackcloth was rough material worn to indicate mourning. It was designed to be uncomfortable. Jonah’s refusal to go (Jonah 1:3; 4:2). As Jonah indicated (chap. 4), he did not want to go because the sequence of events was entirely predictable. He knew that the Assyrians would respond with their appeasement techniques and superficial repentance to his judgment message, but that God would be gracious and relent. He was angry about this easy grace. Object lesson (Jonah 4:5–8). God put Jonah in Nineveh’s shoes. Just as Nineveh faced an impending disaster, Jonah faced an impending weather situation. The Ninevites tried to protect themselves with repentance and Jonah tried to protect himself with his hut. Both were inadequate. God provided extra protection for Jonah through a plant. Then God did to Jonah what Jonah wanted him to do to Nineveh—removed his protection. Jonah was not happy about losing God’s gracious compassion when it was he, not the Ninevites, who had received it. This is how God made the point that his compassion is given as an act of grace. Once that is understood, we realize that if we overestimate the Ninevite response, we minimize the element of God’s compassion. The whole point is that God responds with compassion to even the smallest steps in the right direction. Background Information Nineveh. In the mid-eighth century BC, when Jonah lived (2 Kings 14:25), Nineveh was a major city in the Assyrian province of Nineveh. At this time the kingdom of Assyria was fragmented with provinces acting as almost independent entities. The city was about two and a half miles in circumference, about the same size as Jerusalem. About fifty years later (700 BC), Sennacherib made Nineveh the capital city of the Assyrian Empire, bringing it to prominence in the ancient world. King of Nineveh. One would generally expect the text to refer to the king of Assyria. We would not expect a king of Nineveh, but we would also not expect the king of Assyria to be in Nineveh, because Assyria was fragmented and Nineveh was a province, not the capital. More likely, the ruler of the province would legitimately have been identified with the Hebrew word translated “king.” Mistakes to Avoid Many mistakes are made when teaching the story of Jonah. The inclination is to make Jonah a missionary who brought a message of hope that was followed by a great conversion among the people of Nineveh. But a prophet was not a missionary preaching good news of hope. Jonah did not have a missionary calling, message, or attitude. His message was only one of judgment. The story is also not about salvation or going to heaven. Eternal life in heaven is not set forth in the Old Testament. Therefore, we cannot use the story of Jonah as one to tell our friends about Jesus or about leading people to salvation. When teaching about Jonah’s reluctance to go to Nineveh, we ought not to conclude that his reason was political resentment or prejudice. Furthermore, though it is certainly true that if God is intent on a person doing something or going somewhere, his plan will be irresistible, but the point of the story isn’t that we cannot run from God. God did not allow Jonah to escape the commission, but that does not mean that God will always act in the same way. Focusing on such things detracts from the very important theological message that the book offers: God responds with compassion to small steps in the right direction. God wants people to be responsive to him. New Testament

For consumers, most of these problems are invisible. That is by design. You’re not supposed to know that the trending topics on Twitter were sifted through by a few destitute people making pennies. You’re not supposed to realize that Facebook can process the billions of photos, links, and shareable items that pass through its network each day only because it recruits armies of content moderators through digital labor markets. Or that these moderators spend hours numbly scrolling through grisly photos that people around the world are trying to upload to the network. Uber’s selling point is convenience: press a button on your phone and a car will arrive in minutes, maybe seconds, to take you anywhere you want to go. As long as that’s what happens, what do consumers have to complain about? Now joined by a host of start-up delivery services, ride-sharing companies are in the business of taking whomever or whatever from point A to point B with minimal fuss or waiting time. That this self-indulgent convenience ultimately comes at the expense of others is easily brushed off or shrouded in the magical promise that anything you want can be produced immediately.

A silver medical building would offer easy, safe access that doesn’t require walking long distances, opening heavy doors, going to multiple locations, or standing in long wait lines. Its building materials would reduce noise, and design features would optimize lighting and minimize overstimulation, distraction, and risk of falls. Doors, rooms, and public areas would accommodate walkers, wheelchairs, and a person walking side by side or arm in arm with a friend, family member, or caregiver. Space use would prioritize navigation and accessibility, offering regular places to rest and regroup. Such changes would increase accessibility, nonpunitively acknowledge patient challenges, recognize old people as valued customers, and create a safer, more pleasant, and welcoming environment for all patients and families. Architecture

storage expert Lu Wei calls the “2:8 principle,” the idea being that the “visual noise” of a home can be minimized by allowing only 20 percent of your things to be visible and putting away 80 percent. That

Instead of calls to action, the most innovative user experiences may be calls to inaction. (Design of default options is exceedingly important and superbly discussed in Richard Thaler and Cass Sunstein’s excellent Nudge.21) Web usability guru Steve Krug provocatively articulates this design sensibility in his heuristic, “Don’t Make Me Think.” Often the best way to get customers to appreciate an innovation experience is by not making demands on them. Don’t get in the way by offering to help. Engagement sometimes undermines a quality user experience. Eliminating choice frequently proves to be the best possible design choice. Because customers often prefer “mindless choices,” says Krug, minimalism is a virtue.

Daniel Mas Masumoto: The blade slices into the soil. My muscles tense and push the shovel into the moist ground. Dark and damp, the sweet warm smell of wet earth…I can’t count the thousands of shovelfuls of earth I have moved in my life. But I like to think of the thousands that lie in my future, if I am fortunate. Spring irrigation brings life to the orchards and vineyards. Peaches ripen and the scent of bloom lingers in the air…I guide the water into my fields in an act of renewal, I think of Paul, a farmer and oil painter friend. He enjoys experimenting with green, capturing the subtle nuances of a fresh leaf or the thriving growth of mid-spring or the weak yellow green of a cover crop on bad soil… Paul knows his paintings work when the farmers gravitate toward a few, attracted by the colors, and begin talking about his greens. The true green of a field has depth, like the mysterious colors of a clear by deep lake. Each shade has meaning we interpret differently. Paul says farmers are his best art critics, we know more of greens than anyone else. I’ve lost raisin crops, peach harvests, whole trees and vines. I’ve lost money, my time, and my labor. I’ve lost my temper, my patience, and, at time, hope. Most of the time, it’s due to things beyond my control, like the weather, market prices, or insects or disease. Ironically, the moment I step off my farm I enter a world where it seems that everything, life and nature, is regulated and managed. Homes are built to insulate families from the outside weather. People work in climate controlled environments designed to minimize the impact of weather. In America, a lack of control means failure…I’ve abandoned my attempts to control and compete with nature, but letting go has been a challenge. I’m trying to listen to my farm. Before I had not reason to hear the sounds of nature. The sole strategy of conventional farming seems to be dominance. Now, with each passing week, I venture into fields full of life and change, clinging to a belief in my work and a hope that it’s working.

The Lean Startup method builds capital-efficient companies because it allows startups to recognize that it’s time to pivot sooner, creating less waste of time and money. Although we write the feedback loop as Build-Measure-Learn because the activities happen in that order, our planning really works in the reverse order: we figure out what we need to learn, use innovation accounting to figure out what we need to measure to know if we are gaining validated learning, and then figure out what product we need to build to run that experiment and get that measurement. All of the techniques in Part Two are designed to minimize the total time through the Build-Measure-Learn feedback loop.

MR Graphics Inc. is the leader in custom-designed car wraps and other graphics services in San Diego, CA. Our custom vehicle wrap San Diego are designed to give you the flexibility of changing the appearance of your car vehicle, truck or van while protecting the original finish. We give your vehicle a premium look and enhance its aesthetic appeal. Our car wraps are easy to remove and leaves minimal adhesive residue on removal.

How is Single-Person CQB Different? Single-person CQB tactics are different from tactics developed for teams and multiple teams. The reason for this is the increased risk associated with operating alone. Even if you are very experienced in team-level operations, it may still take time for you to master the specific skills and movements needed for single-person operations. Team-level CQB is generally divided into “immediate entry” and “delayed entry” tactics. Immediate entry methods call for offensive, aggressive movement and were developed by elite military special operations forces for hostage rescue situations. Delayed entry tactics are more common in the law enforcement community and are designed to minimize your exposure and maximize the benefits of cover and concealment. For single-person operations, delayed entry is generally a safer option than immediate entry. If you have a team behind you, it is possible to aggressively rush through a door to dominate a room. However, if you are operating alone with no support, it is dangerous to rush into a fight when the odds might not be in your favor. By employing delayed entry tactics you clear as much of a room or hallway as possible from the outside, before you actually make entry. The tactics in this book are primarily delayed entry tactics. Team-level CQB can also be divided into “deliberate” tactics and “emergency” tactics. The difference has less to do with speed and more to do with the level of care and attention applied to the clearing process. It is possible to execute deliberate tactics very quickly, as long as you are careful to clear each room and danger area completely. Essentially, when conducting a deliberate clear, you will not take any shortcuts.

The web nearness of your organization assumes a huge part in the accomplishment of your business. These days, business people like to do online research of your organization and study your site completely before contributing or marking any business contract. Business visionaries who are not usual with web extends and don't know how to choose the ideal website architecture organization regularly arrive up picking the wrong one. Benefiting the administrations of a wrong website architecture firm can deliver pulverizing impacts and influence your business unfavorably. In any case, as indicated by website architecture specialists, there are few focuses which ought to be mulled over while choosing the ideal website architecture organization. Such focuses may include: Website architecture Pricing: Decent quality web architecture guarantees fantastic business openings. In the realm of web outlining, a great quality Designer requests a nice cost, while a minimal effort likens to pitiable quality. In any case, few web organizations offer starting quotes and shroud the genuine cost which in the long run heaps up. In few cases, regularly customer’s grumble of working with "Markdown Web Design Companies" which guarantees of a diminished cost however brings about loss of time alongside cash. Subsequently, choice of web organizations on the premise of estimating ought to be deliberately directed. Search engine optimization Services: Such administrations concentrate on enhancing the positioning of your site in different web indexes like Google and Bing. Higher web search tools draw in the natural leads, which are gotten without paying a penny to Google. On the off chance that the viability of SEO is dismissed, even a pulling in and magnificent showcasing system won't have the capacity to draw in guests to your site.

when it comes to interior design, Zen is a true reflection of balance, peace and harmony. Even though Zen is not an official design style and does not come with a list of strict rules, it is often sought after due to its minimalism, simplicity and purity of lines. It is more of a way to arrange your home such that it creates an atmosphere that will offset the stresses and problems of your daily life.

We've come to understand that all land not explicitly designated for public use is privately owned, regardless of whether it's put to use or not. The next time you pass by a property that's only minimally used but nonetheless owned, consider how harmless it seems. You might even think that the private ownership may have preserved a little piece of nature from human contact... However, this perspective only arises because of the scarcity we have collectively created; such a situation would not occur if we only used as much land as we actually needed. If our exclusive use of land came with an ongoing responsibility to our local community, nature would no longer be exploited: Most people would tend to use no more land than absolutely necessary,

Most expert, skilled behavior works this way, whether it is playing tennis or a musical instrument, or doing mathematics and science. Experts minimize the need for conscious reasoning. Philosopher

....in 1991 we coauthored the Hannover Principles, design guidelines for the 2000 World's Fair that were issued at the World Urban Forum of the Earth Summit in 1992. Foremost among them was "Eliminate the concept of waste" - not reduce, minimize, or avoid waste, as environmentalists were then propounding, but eliminate the very concept, by design

Writing and repairing software generally takes far more time and is far more expensive than initially anticipated. “Every feature that is added and every bug that is fixed,” Edward Tenner points out, “adds the possibility of some new and unexpected interaction between parts of the program.”19 De Jager concurs: “If people have learned anything about large software projects, it is that many of them miss their deadlines, and those that are on time seldom work perfectly. … Indeed, on-time error-free installations of complex computer systems are rare.”20 Even small changes to code can require wholesale retesting of entire software systems. While at MIT in the 1980s, I helped develop some moderately complex software. I learned then that the biggest problems arise from bugs that creep into programs during early stages of design. They become deeply embedded in the software’s interdependent network of logic, and if left unfixed can have cascading repercussions throughout the software. But fixing them often requires tracing out consequences that have metastasized in every direction from the original error. As the amount of computer code in our world soars (doubling every two years in consumer products alone), we need practical ways to minimize the number of bugs. But software development is still at a preindustrial stage—it remains more craft than engineering. Programmers resemble artisans: they handcraft computer code out of basic programming languages using logic, intuition, and pattern-recognition skills honed over years of experience.

Be sure not to minimize things that matter to you in light of things that seem to matter to others. If it brings you joy to make quilts, don’t let someone who makes designer clothes for a living make you feel crazy about the endeavor that brings you delight. If someone loves New York City but you can’t get enough of life on the ranch, no matter. Sit on the porch and watch your man wrangle cattle. The Pioneer Woman does just that. Lean into your life with your whole heart. Home is where the heart is anyway.

FUNCTIONAL SAFETY AS PER IEC 61511 SIF SIS SIL TRAINING FUNCTIONAL SAFETY COURSE OBJECTIVES: The main objective of this training program is to give engineers involved in safety instrumented systems the opportunity to learn about functional safety, current applicable safety standards (IEC 61511) and their requirements. The Participants will be able to learn to follow: • Understand the basic requirements of the functional safety standards (IEC 61511) • The meaning of SIS, SIF, SIL and other functional safety terminology • Differentiate between safety functions and control functions • The role of Hazard and Risk analysis in setting SIL targets• • Create basic designs of safety instrumented systems considering architectural constraints • Different type of failures and best practices for minimizing them • Understand the effect of redundancy, diagnostics, proof test intervals, hardware fault tolerance on the SIL • The responsibility of operation and maintenance to ensure a SIF meets its SIL • How to proof test a SIF The Benefits for the Participants: At the conclusion of the training, the participants will be able to: Participate effectively in SIL determination with Risk graph, Risk matrix, and LOPA methodology Determine whether the design of a Safety Instrumented Function meets the required SIL. Select a SIF architecture that both meets the required SIL and minimizes spurious trips. Select SIF components to meet the target SIL for that SIF Target Audience: Instrument and Control Design and maintenance engineers Process Engineers Process Plant Operation Engineers Functional safety Management Engineers For Registration Email Us On techsupport@marcepinc.com or call us on 022-30210100

The key to developing a deep work habit is to move beyond good intentions and add routines and rituals to your working life designed to minimize the amount of your limited willpower necessary to transition into and maintain a state of unbroken concentration. If you suddenly decide, for example, in the middle of a distracted afternoon spent Web browsing, to switch your attention to a cognitively demanding task, you’ll draw heavily from your finite willpower to wrest your attention away from the online shininess. Such attempts will therefore frequently fail. On the other hand, if you deployed smart routines and rituals—perhaps a set time and quiet location used for your deep tasks each afternoon—you’d require much less willpower to start and keep going.

Honda, instead, is driven by a series of grassroots, Eastern-derived principles that emphasize: individual responsibility over corporate mandates; simplicity over complexity; decision making based on observed and verifiable facts, not theories or assumptions; minimalism over waste; a flat organization over an exploding flow chart; autonomous and ad hoc design, development, and manufacturing teams that are nonetheless continuously accountable to one another; perpetual change; unyielding cynicism about what is believed to be the truth; unambiguous goals for employees and suppliers, and the company’s active participation in helping them reach those metrics; and freely borrowing from the past as a bridge to what Honda calls innovative discontinuity in the present.

Because of the many casualties that had happened in homemade bunkers, we were warned to no longer use them. We were told that the homemade shelter we had laboriously constructed in the basement of our building was useless and now could not even give us the illusion of being a safe haven. Instead a massive new suburban air raid shelter had been built of reinforced concrete, which was eleven feet thick in places. The structure was near the tram stop where the Feudenheimer Strasse became the Haupt Strasse or Main Street. Even with a war going on with lives at stake, Nazi style commercialism was alive and well, as we rented a room in this nearby bunker for six Reichmarks a night. At the time $1 = RM 2.50. The small room had four beds and we were told to be there prior to 18:00 hours or six o’clock in the evening. Concussions from the bombs were of primary concern and everything was designed to minimize their effect. The pathway to the entrance of this bunker was a zigzagged concrete walk protected by sandbags, as this helped to reduce the concussion from an air blast. Tall bushes and grass as well as riverweed, were planted strategically to absorb the bomb bursts from across the river.

There is no word to describe exactly what the High Line is to the non-architects among us, nor the collective reframing process required to see beyond its dingy path. 24 The promenade’s landscaping and minimal architectural interference is meant to find a balance between “melancholia and exuberance,” Diller told me. “Whatever that intermediate thing is, it’s ineffable and is kind of what makes the High Line so popular.” “Part of what is so successful about the High Line is that it looks like it’s about nothing,” Diller said. Everything is prohibited on the promenade but the act of moving forward or stopping to look at the vistas from that vantage point. A dedicated place for strolling, where there are no dogs, no bicycles, or wheeled objects of any kind, it is “radically old fashioned,” designed to let us do what we ordinarily don’t, like taking time to linger and gaze at passing traffic. There is even a “sunken overlook” viewing station with movie-theater-style rows of descending seats and a window instead of a screen to see Tenth Avenue’s traffic instead of a featured film. Looking at the path beneath our feet and the view before us are the High Line’s activities. The High Line’s path will extend up the island in nearly interminable stages, “perpetually unfinished.” 25 As if to underscore it, on the west-facing side of the High Line, with views of the skyline and the Hudson River, sculptor Anatsui erected a monumental mural, Broken Bridge II, a three-dimensional painting the size of a city block made of flattened, dull-finish tin and mirrors with expert placement and hours of scaling. The vista in its upper reaches blends sky and land “in such a way that you do not know where mirrors end and sky begins.” 26 Anatsui, known for his radiant, monumental murals with a unique luster, fashioned as they are out of recycled metal bottle caps from his studio in Nigeria, starts his work from an approximate center with exquisite discards. He then builds outward, unscrolling the once-scattered shards so that they shine in their new form, as if they could unfurl to the full extent of vision.

Liberal” in the nineteenth-century United States and Europe designated people who in many, but not all, respects would be called conservatives in the twenty-first century. They embraced minimal government, a free market economy, individualism, and property rights; they attacked slavery, aristocracy, monarchy, standing armies, the Catholic Church, and hereditary authority.

When the unsophisticated agents begin disrupting the system to the point of collapsing the system or destroying the integrity, they must be taken out. Sophisticated agents enhance the health of the system so by definition, any excessive turbulence is unhealthy and must be scrutinized. A well designed system is self correcting with turbulence that is minimal and brief. We should be relying on our best citizens for guidance and they must possess and exercise a strong fiduciary commitment. Secrets always prevent the possibility of making our leaders accountable.