Multiplication Challenge Quotes

In the abstract, it might be tempting to imagine that irreducible complexity simply requires multiple simultaneous mutations - that evolution might be far chancier than we thought, but still possible. Such an appeal to brute luck can never be refuted... Luck is metaphysical speculation; scientific explanations invoke causes.

Challenging power structures from the inside, working the cracks within the system, however, requires learning to speak multiple languages of power convincingly.

When writing, there are some scenes that are emotionally overwhelming. They completely overcome the author, and only when they do this can they cause a similar reaction in the reader. Through this, the author gets to experience multiple lives. If a character's life flashes before their eyes, it flashes before the author's eyes too, and he or she remembers it as his or her own. With reading, we get to live other lives vicariously, and this is doubly so with writing. It is like a lucid dream, where we guide the outcome. In this, we don't merely write *about* a character -- we momentarily *become* them, and walk as they walk, think as they think, and do as they do. When we return to our own life, we might return a little shaken, likely a little stronger, hopefully a little wiser. What is certain is that we return better, because experiencing the lives of others makes us understand their aims and dreams, their fears and foils, the challenges and difficulties, and joys and triumphs, that they face. It helps us grow and empathise, and see all the little pictures that make up the bigger one we see from the omniscience of the narrator.

I was inspired to write (Life Continues) to tell people dealing with MS or any other illness that if opening your eyes, or getting out of bed, or holding a spoon, or combing your hair is the daunting Mount Everest you climb today, that is okay.

Just when all seems to be going right, challenges often come in multiple doses applied simultaneously. When those trials are not consequences of your disobedience, they are evidence that the Lord feels you are prepared to grow more. He therefore gives you experiences that stimulate growth, understanding, and compassion which polish you for your everylasting benefit.

Hip-hop has always been controversial, and for good reason. When you watch a children's show and they've got a muppet rapping about the alphabet, it's cool, but it's not really hip-hop. The music is meant to be provocative - which doesn't mean it's necessarily obnoxious, but it is (mostly) confrontational, and more than that, it's dense with multiple meanings. Great rap should have all kinds of unresolved layers that you don't necessarily figure out the first time you listen to it. Instead it plants dissonance in your head. You can enjoy a song that knocks in the club or has witty punch lines the first time you hear it. But great rap retains mystery. It leaves shit rattling around in your head that won't make sense till the fifth or sixth time through. It challenges you. Which is the other reason hip-hop is controversial: People don't bother trying to get it. The problem isn't in the rap or the rapper or the culture. The problem is that so many people don't even know how to listen to the music.

I believe in the pursuit of happiness. Not its attainment, nor its final definition, but its pursuit. I believe in the journey, not the arrival; in conversation, not monologues; in multiple questions rather than any single answer. I believe in the struggle to remake ourselves and challenge each other in the spirit of eternal forgiveness, in the awareness that none of us knows for sure what happiness truly is, but each of us knows the imperative to keep searching. I believe in the possibility of surprising joy, of serenity through pain, of homecoming through exile.

Keeping a slow hunch alive poses challenges on multiple scales. For starters, you have to preserve the hunch in your own memory,

If the disruptive change brought about by the Internet challenged you, brace yourself: multiple emerging technologies will combine to create an unprecedented period of change in the next few years.

One of the very striking life lessons from Game of Thrones. When Arya was blind; hopeless and helpless. The Waif lured her into multiple stick fights and the Waif would promptly beat Arya in every sparring match. But through those stick fight, Arya learned to cope with her blindness and how to fight “in the dark.” After Arya had regained her sight and Jaqen had granted the Waif’s wish to kill Arya. Arya confronted the Waif in a hideout and put out the only light in the room. Arya best the Waif due to her proficiency in fighting without sight (which, ironically, was trained by the Waif). Arya killed her adversary. ONE THING ABOUT CHALLENGES IN LIFE IS: THROUGH THEM, WE LEARN HOW TO OVERCOME THEM. Always Pay Attention!

Elder Richard G. Scott explains: Just when all seems to be going right, challenges often come in multiple doses simultaneously. When those trials are not consequences of your disobedience, they are evidence that the Lord feels you are prepared to grow more

A woman's life can really be a succession of lives, each revolving around some emotionally compelling situation or challenge, and each marked off by some intense experience.

The world is so full of ambiguity and uncertainty that the design attitude of exploring and prototyping multiple possibilities is most likely to lead to a powerful new business model.

Too often, poverty and deprivation get covered as events. That is, when some disaster strikes, when people die. Yet, poverty is about much more than starvation deaths or near famine conditions. It is the sum total of a multiplicity of factors. The weightage of some of these varies from region to region, society to society, culture to culture. But at the core is a fairly compact number of factors. They include not just income and calorie intake. Land, health, education, literacy, infant mortality rates and life expectancy are also some of them. Debt, assets, irrigation, drinking water, sanitation and jobs count too. You can have the mandatory 2,400 or 2,100 calories a day and yet be very poor. India’s problems differ from those of a Somalia or Ethiopia in crisis. Hunger—again just one aspect of poverty—is far more complex here. It is more low level, less visible and does not make for the dramatic television footage that a Somalia and Ethiopia do. That makes covering the process more challenging—and more important. Many who do not starve receive very inadequate nutrition. Children getting less food than they need can look quite normal. Yet poor nutrition can impair both mental and physical growth and they can suffer its debilitating impact all their lives. A person lacking minimal access to health at critical moments can face destruction almost as surely as one in hunger.

When people lie, they are juggling multiple narratives: what they know to be true, what they want to be true, what they are presenting as true, and all the emotions that go along with each—fear, anger, guilt, hope. All the while, they are trying to project a credible image of themselves, which suddenly becomes very, very difficult. Their beliefs and feelings are in conflict with themselves and each other.29 Managing all this conflict—conscious and unconscious, psychological and physiological—removes people from the moment.

The music is meant to be provocative—which doesn’t mean it’s necessarily obnoxious, but it is (mostly) confrontational, and more than that, it’s dense with multiple meanings. Great rap should have all kinds of unresolved layers that you don’t necessarily figure out the first time you listen to it. Instead it plants dissonance in your head. You can enjoy a song that knocks in the club or has witty punch lines the first time you hear it. But great rap retains mystery. It leaves shit rattling around in your head that won’t make sense till the fifth or sixth time through. It challenges you.

The challenge of ministry in our home is that we do not always feel very “spiritual” when we wash our dishes. It hardly feels significant to scrub our toilet. and we can feel that we are truly ministering when the Lord uses us to communicate a word of wisdom to someone, or He provides an opportunity to share the gospel with our neighbor. That seems like real ministry. And that is real ministry to be sure! But no more so than when we are wiping runny noses or cleaning the bathroom. That is because we have a very narrow view of true spirituality... The Lord wants to help us see the significance of ministry at home. He also wants to expand our vision for the multiple opportunities that we have for ministry in the home. Let’s ask the LORD to help us gain a biblical perspective of our ministry at home.

Flexibility is understanding that, no matter what we're going through, we always have multiple choices going forward.

The Creed for the Sociopathic Obsessive Compulsive (Peter's Laws) 1. If anything can go wrong, Fix it!!! (To hell with Murphy!!) 2. When given a choice - Take Both!! 3. Multiple projects lead to multiple successes. 4. Start at the top, then work your way up. 5. Do it by the book... but be the author! 6. When forced to compromise, ask for more. 7. If you can't beat them, join them, then beat them. 8. If it's worth doing, it's got to be done right now. 9. If you can't win, change the rules. 10. If you can't change the rules, then ignore them. 11. Perfection is not optional. 12. When faced without a challenge, make one. 13. "No" simply means begin again at one level higher. 14. Don't walk when you can run. 15. Bureaucracy is a challenge to be conquered with a righteous attitude, a tolerance for stupidity, and a bulldozer when necessary. 16. When in doubt: THINK! 17. Patience is a virtue, but persistence to the point of success is a blessing. 18. The squeaky wheel gets replaced. 19. The faster you move, the slower time passes, the longer you live. 20. The best way to predict the future is to create it yourself!!

...we all live our lives with multiple identities intersecting with one another, creating a mix of privileges and challenges that all people carry with us. Race, gender, economic background, religion, immigration status, family acceptance, and so much more create a complex matrix that sometimes erects obstacles but other times ensures support in overcoming barriers put in your way.

In philosophy, metaphorical pluralism is the norm. Our most important abstract philosophical concepts, including time, causation, morality, and the mind, are all conceptualized by multiple metaphors, sometimes as many as two dozen. What each philosophical theory typically does is to choose one of those metaphors as "right," as the true literal meaning of the concept. One reason there is so much argumentation across philosophical theories is that different philosophers have chosen different metaphors as the "right" one, ignoring or taking as misleading all other commonplace metaphorical structurings of the concept. Philosophers have done this because they assume that a concept must have one and only one logic. But the cognitive reality is that our concepts have multiple metaphorical structurings.

The men and women who continue to hold Lynn's mind hostage against her will believe the future will be tilled with terrorism, death, destruction and a challenge to the survival of America. They believe Lynn and the other lab rats must still respond to their programming for they are the second line of defence against enemies from within and without and the first line of offence in a catastrophe which would require the recreation of America's constitutional government. They are still intent on preparing Lynn for the day when she will he necessary for battle. One summer day, all these dark realisations came flooding upon Lynn and she knew if she was ever to free herself, she needed to get immediate help.

Viruses face four basic challenges: how to get from one host to another, how to penetrate a cell within that host, how to commandeer the cell’s equipment and resources for producing multiple copies of itself, and how to get back out—out of the cell, out of the host, on to the next.

Viruses face four basic challenges: how to get from one host to another, how to penetrate a cell within that host, how to commandeer the cell’s equipment and resources for producing multiple copies of itself, and how to get back out—out of the cell, out of the host, on to the next. A

Revolutions 'go too far': if your community is ready for you, then you are too late. You must challenge your community. You must throw down the gauntlet of freedom to your community and dare it to accept. Revolutions are by nature uncomfortable. They are meant to discombobulate. How else would the status quo be overthrown? Revolutions rattle the privileged and discomfort the complacent. They are never about the comfortable majority. Rather, it is always the minority, especially those who are caught by the intersection of multiple oppressions, who instigate and inspire.

Ultimately, a job, no matter how much you love it, will never hit every note for you, and it shouldn't. We should all strive to find multiple steams of fulfillment, challenges, and income. The more we rely on one role as an all-encompassing definition, the unhealthier our relationship with that role becomes.

Keeping a slow hunch alive poses challenges on multiple scales. For starters, you have to preserve the hunch in your own memory, in the dense network of your neurons. Most slow hunches never last long enough to turn into something useful, because they pass in and out of our memory too quickly, precisely because they possess a certain murkiness. You get a feeling that there’s an interesting avenue to explore, a problem that might someday lead you to a solution, but then you get distracted by more pressing matters and the hunch disappears. So part of the secret of hunch cultivation is simple: write everything down.

Some of the parts inside me were ready to come up and tell what had happened, but others didn't want me to know they even existed, I learned that when parts were in conflict with each other or didn't like what I was doing, I felt pain and panic, Dr. Summer encouraged me to pay attention to the parts and address the issues they raised, but to also challenge them and keep doing as many of my normal activities as I could.

Movement offers us pleasure, identity, belonging and hope. It puts us in places that are good for us, whether that's outdoors in nature, in an environment that challenges us, or with a supportive community. It allows us to redefine ourselves and reimagine what is possible. It makes social connection easier and self-transcendence possible. Each of these benefits can be realized through other means. There are multiple paths to discovery and many ways to build community. Happiness can be found in any number of roles and pastimes; solace can be taken in poetry, prayer or art. Exercise need not replace any of these other sources of meaning and joy. Yet physical activity stands out in its ability to fulfill so many human needs, and that makes it worth considering as a fundamentally valuable endeavour. It is as if what is good in us is most easily activated or accessed through movement. As rower Kimberley Sogge put it, when she described to me why the Head of the Charles Regatta was such a peak experience, "The highest spirit of humanity gets to come out." Ethicist Sigmund Loland came to a similar conclusion, declaring that an exercise pill would be a poor substitute for physical activity. As he wrote, "Rejecting exercise means rejecting significant experiences of being human.

Despite these criticisms of his criticisms, my stance has a major problem, one that causes Morse to conclude that the contributions of neuroscience to the legal system “are modest at best and neuroscience poses no genuine, radical challenges to concepts of personhood, responsibility, and competence.”25 The problem can be summarized in a hypothetical exchange: Prosecutor: So, professor, you’ve told us about the extensive damage that the defendant sustained to his frontal cortex when he was a child. Has every person who has sustained such damage become a multiple murderer, like the defendant? Neuroscientist testifying for the defense: No. Prosecutor: Has every such person at least engaged in some sort of serious criminal behavior? Neuroscientist: No. Prosecutor: Can brain science explain why the same amount of damage produced murderous behavior in the defendant? Neuroscientist: No. The problem is that, even amid all these biological insights that allow us to be snitty about those silly homunculi, we still can’t predict much about behavior. Perhaps at the statistical level of groups, but not when it comes to individuals.

I believe in the pursuit of happiness. Not its attainment, nor its final definition, but its pursuit. I believe in the journey, not the arrival; in conversation, not monologues; in multiple questions rather than any single answer. I believe in the struggle to remake ourselves and challenge each other in the spirit of eternal forgiveness, in the awareness that none of us knows for sure what happiness truly is, but each of us knows the imperative to keep searching. I believe in the possibility of surprising joy, of serenity through pain, of homecoming through exile.

[Lemaire] has been working on the thirteenth-root challenge for a number of years. Previously, his best time had been a sluggish 77 seconds. Afterward, he told the press, "The first digit is very easy, the last digit is very easy, but the inside numbers are extremely difficult. I use an artificial intelligence system on my own brain instead of on a computer. I believe most people can do it,but I also have a high-speed mind. My brain works sometimes very, very fast.... I use a process to improve my skills to behave like a computer. It's like running a program in my head to control my brain." "Sometimes," he said, "when I do multiplication my brain works so fast that I need to take medication. I think somebody without a very fast brain can also do this kind of multiplication but this may be easier for me because my brain is faster." He practices math regularly. So that he can think faster, he exercises, doesn't drink caffeine or alcohol, and avoids foods that are high in sugar or fat. His experience of math is so intense that he also has to take regular time off to rest his brain. Otherwise, he thinks there is a danger that too much math could be bad for his health and his heart.

Many scientists espouse values or goals that, under critical challenge, they cannot characterize in a succinct and cogent way. They may be imprecise, ambiguous, or both. Such familiarly cited cognitive goals as simplicity and elegance often have this weakness, because most advocates of these goals can offer no coherent definition or characterization of them; indeed, it is probably not too wide of the mark to suggest that a major reason that most scientists purport to subscribe to the value of simplicity is why relatively few of them have anything very specific in mind. The imprecision of the concept allows for multiple interpretations; and in that fluid environment, almost everyone can devise a gloss on "simple" or "elegant" which he can find congenial. It should be clear why them charge of semantic utopianism, when warranted by the merits of the case, is a serious criticism of a goal, cognitive or otherwise. If someone purports to subscribe to an aim, but can neither describe it in the abstract nor identify it in concrete examples, there is no objective way to ascertain when that aim has been realized and when it has not. Values of that sort are too arbitrary to deserve any place in a rational activity.

Though anxiety might originate as some form of attention-getting signal to avoid danger, it doesn’t necessarily have to cause discomfort, distraction, or otherwise interfere with our natural drive toward well-being and balance. We can learn to use awareness to reframe a situation, remove the perception of danger, and reappraise it instead as an opportunity to overcome a challenge and set down new learning (i.e., responses). We have multiple options for managing both the attention to the signal and the anxiety (the feelings), and if it gets to that point, the response itself. Our brain is a wondrous thing!

At first Paelen remained silent. But when the man repeated the question, he thought this would be a good time to start his own investigation. Breaking his silence, he replied, 'Subject.' 'That is not your name,' the man said. 'Perhaps not,' Paelen agreed. 'However, it is the name you have given me. One name is as good as any other, is it not?' 'I didn't call you Subject.' 'Yes, you did.' 'I don't think so,' the older man said. 'But you did,' Paelen insisted. 'Just now. You were speaking into that little black box and said, "Subject has multiple broken bones, which are healing at a remarkable rate." Then you said, "Subject is strong despite his small size and youthful outward appearance." So if it pleases you to call me Subject, then that shall be my name. I am Subject.' 'I don't want to call you Subject,' the man said, becoming irritated. 'I just want to know how we address you before we start with our other questions.' Paelen noticed that this man was easily flustered. He was worse than Mercury. And Mercury was always the easiest of the Olympians to upset. Lines of frustration and anger already showed on the man's face. His lips were pressed tightly together, and his brows were knitted in a deep frown. Paelen decided to push the man a little further to test him. 'You seem confused,' he said. 'If this happens so easily over the simple issue of my name, I am certain you would be far too challenged to understand the answers to any questions you might pose.' The man shook his head in growing frustration. 'I am not confused,' he said angrily. "And I know your nae isn't Subject. Subject isn't a name. It is what you are.' 'And yet you still insist on calling me it.' Paelen lay back against the pillows, enjoying the game. 'I do not understand you. You are obviously a man of questionable intelligence. Please leave.

There was nothing to see in the room, but his brain pulled multiple vivid memories to the forefront of his mind. Entering the house as husband and wife, with Angela holding onto his arm. The night his father died in the downstairs bedroom while he was helpless to do anything but watch from the window; an outsider. Long years of being Angela’s Peter Pan before that boy had ever existed, flitting in and out of her window, and her life. Watching the woman he loved grow old and live a life without him by night, then babysitting her killer by day. It was impossible for him to see Amelia as anything else in those early days. The days before he loved her.

To maintain order and structure in an evolving system requires the continual supply and use of energy whose by-product is disorder. That’s why to stay alive we need to continually eat so as to combat the inevitable, destructive forces of entropy production. Entropy kills. Ultimately, we are all subject to the forces of “wear and tear” in its multiple forms. The battle to combat entropy by continually having to supply more energy for growth, innovation, maintenance, and repair, which becomes increasingly more challenging as the system ages, underlies any serious discussion of aging, mortality, resilience, and sustainability, whether for organisms, companies, or societies.

Complex operations, in which agencies assume complementary roles and operate in close proximity-often with similar missions but conflicting mandates-accentuate these tensions. The tensions are evident in the processes of analyzing complex environments, planning for complex interventions, and implementing complex operations. Many reports and analyses forecast that these complex operations are precisely those that will demand our attention most in the indefinite future. As essayist Barton and O'Connell note, our intelligence and understanding of the root cause of conflict, multiplicity of motivations and grievances, and disposition of actors is often inadequate. Moreover, the problems that complex operations are intended and implemented to address are convoluted, and often inscrutable. They exhibit many if not all the characteristics of "wicked problems," as enumerated by Rittel and Webber in 1973: they defy definitive formulations; any proposed solution or intervention causes the problem to mutate, so there is no second chance at a solution; every situation is unique; each wicked problem can be considered a symptom of another problem. As a result, policy objectives are often compound and ambiguous. The requirements of stability, for example, in Afghanistan today, may conflict with the requirements for democratic governance. Efforts to establish an equitable social contract may well exacerbate inter-communal tensions that can lead to violence. The rule of law, as we understand it, may displace indigenous conflict management and stabilization systems. The law of unintended consequences may indeed be the only law of the land. The complexity of the challenges we face in the current global environment would suggest the obvious benefit of joint analysis - bringing to bear on any given problem the analytic tools of military, diplomatic and development analysts. Instead, efforts to analyze jointly are most often an afterthought, initiated long after a problem has escalated to a level of urgency that negates much of the utility of deliberate planning.

Peter’s Laws™ The Creed of the Persistent and Passionate Mind 1. If anything can go wrong, fix it! (To hell with Murphy!) 2. When given a choice—take both! 3. Multiple projects lead to multiple successes. 4. Start at the top, then work your way up. 5. Do it by the book . . . but be the author! 6. When forced to compromise, ask for more. 7. If you can’t win, change the rules. 8. If you can’t change the rules, then ignore them. 9. Perfection is not optional. 10. When faced without a challenge—make one. 11. No simply means begin one level higher. 12. Don’t walk when you can run. 13. When in doubt: THINK! 14. Patience is a virtue, but persistence to the point of success is a blessing. 15. The squeaky wheel gets replaced. 16. The faster you move, the slower time passes, the longer you live. 17. The best way to predict the future is to create it yourself! 18. The ratio of something to nothing is infinite. 19. You get what you incentivize. 20. If you think it is impossible, then it is for you. 21. An expert is someone who can tell you exactly how something can’t be done. 22. The day before something is a breakthrough, it’s a crazy idea. 23. If it was easy, it would have been done already. 24. Without a target you’ll miss it every time. 25. Fail early, fail often, fail forward! 26. If you can’t measure it, you can’t improve it. 27. The world’s most precious resource is the persistent and passionate human mind. 28. Bureaucracy is an obstacle to be conquered with persistence, confidence, and a bulldozer when necessary.

This approach is flawed on multiple levels. First, when institutions conflate racial and gender diversity metrics with diversity of thought in their organizations, they implicitly reinforce the incorrect assumption that genetic characteristics predict something important about the way that a person thinks—the most fundamental assumption underlying racism itself. Second, this approach empowers entrenched managers to create the visible appearance of diversity in their organizations while avoiding the need to engage with true diversity of thought, including challenges to their incumbency. Third, when a narrow conception of diversity is implemented through affirmative action or other quota-based systems, that fuels racism and sexism by fostering tokenism in the workplace and animus among communities that fail to benefit from these programs.

Whereas new genes arise solely by chance through random mutations, humans often generate cultural variations intentionally. Inventions like farming, computers, and Marxism were created through ingenuity and for a purpose. In addition, memes are transmitted not just from parents to offspring, but from multiple sources. Reading this book is just one of your many horizontal exchanges of information today. Finally, although cultural evolution can occur randomly (think of fashions like tie width or skirt length), cultural change often happens through an agent of change, such as a persuasive leader, television, or a community’s collective desire to solve a challenge like hunger, disease, or the threat of Russians on the moon. Together, these differences make cultural evolution a faster and often more potent cause of change than biological evolution.

We tried a number of single-threaded efforts to meet the challenge. We rolled out features one after another, such as a recommendation engine for people that our users should meet and a professional Q&A service. None of them worked well enough to solve the problem. We concluded that the problem might require a Swiss Army knife approach with multiple use cases for multiple groups of users. After all, some people might want a news feed, some might want to track their career progress, and some might be keen on continuing education. Fortunately, LinkedIn had grown to the point where the organization could support multiple threads. We reorganized the product team so that each director of product could focus on a different approach to address engagement. Even though none of those efforts alone proved a silver bullet, the overall combination of them significantly improved user engagement.

In their writing on education, Deci and Ryan proceed from the principle that humans are natural learners and children are born creative and curious, “intrinsically motivated for the types of behaviors that foster learning and development.” This idea is complicated, however, by the fact that part of learning anything, be it painting or programming or eighth-grade algebra, involves a lot of repetitive practice, and repetitive practice is usually pretty boring. Deci and Ryan acknowledge that many of the tasks that teachers ask students to complete each day are not inherently fun or satisfying; it is the rare student who feels a deep sense of intrinsic motivation when memorizing her multiplication tables. It is at these moments that extrinsic motivation becomes important: when behaviors must be performed not for the inherent satisfaction of completing them, but for some separate outcome. Deci and Ryan say that when students can be encouraged to internalize those extrinsic motivations, the motivations become increasingly powerful. This is where the psychologists return to their three basic human needs: autonomy, competence, and relatedness. When teachers are able to create an environment that promotes those three feelings, they say, students exhibit much higher levels of motivation. And how does a teacher create that kind of environment? Students experience autonomy in the classroom, Deci and Ryan explain, when their teachers “maximize a sense of choice and volitional engagement” while minimizing students’ feelings of coercion and control. Students feel competent, they say, when their teachers give them tasks that they can succeed at but that aren’t too easy — challenges just a bit beyond their current abilities. And they feel a sense of relatedness when they perceive that their teachers like and value and respect them.

It wasn’t until years later that I understood that a management failure doomed Challenger as much as the O-ring failure. Engineers working on the solid rocket boosters had raised concerns multiple times about the performance of the O-rings in cold weather. In a teleconference the night before Challenger’s launch, they had desperately tried to talk NASA managers into delaying the mission until the weather got warmer. Those engineers’ recommendations were not only ignored, they were left out of reports sent to the higher-level managers who made the final decision about whether or not to launch. They knew nothing about the O-ring problems or the engineers’ warnings, and neither did the astronauts who were risking their lives. The presidential commission that investigated the disaster recommended fixes to the solid rocket boosters, but more important, they recommended broad changes to the decision-making process at NASA, recommendations that changed the culture at NASA—at least for a while.

The dilemma of the AI age will be different: its defining technology will be widely acquired, mastered, and employed. The achievement of mutual strategic restraint — or even achieving a common definition of restraint — will be more difficult than ever before, both conceptually and practically. The management of nuclear weapons, the endeavor of half a century, remains incomplete and fragmentary. Yet the challenge of assessing the nuclear balance was comparatively straightforward. Warheads could be counted, and their yields were known. Conversely, the capabilities of AI are not fixed; they are dynamic. Unlike nuclear weapons, AIs are hard to track: once trained, they may be copied easily and run on relatively small machines. And detecting their presence or verifying their absence is difficult or impossible with the present technology. In this age, deterrence will likely arise from complexity — from the multiplicity of vectors through which an AI‑enabled attack is able to travel and from the speed of potential AI responses.

THE GLOBE | Unlocking the Wealth in Rural Markets Mamta Kapur, Sanjay Dawar, and Vineet R. Ahuja | 151 words In India and other large emerging economies, rural markets hold great promise for boosting corporate earnings. Companies that sell in the countryside, however, face poor infrastructure, widely dispersed customers, and other challenges. To better understand the obstacles and how to overcome them, the authors—researchers with Accenture—conducted extensive surveys and interviews with Indian business leaders in multiple industries. Their three-year study revealed several successful strategies for increasing revenues and profits in rural markets: Start with a good distribution plan. The most effective approaches are multipronged—for example, adding extra layers to existing networks and engaging local partners to create new ones. Mine data to identify prospective customers. Combining site visits, market surveys, and GIS mapping can help companies discover new buyers. Forge tight bonds with channel partners. It pays to spend time and money helping distributors and retailers improve their operations. Create durable ties with customers. Companies can build loyalty by addressing customers’ welfare and winning the trust of community leaders.

I decided to begin with romantic films specifically mentioned by Rosie. There were four: Casablanca, The Bridges of Madison County, When Harry Met Sally, and An Affair to Remember. I added To Kill a Mockingbird and The Big Country for Gregory Peck, whom Rosie had cited as the sexiest man ever. It took a full week to watch all six, including time for pausing the DVD player and taking notes. The films were incredibly useful but also highly challenging. The emotional dynamics were so complex! I persevered, drawing on movies recommended by Claudia about male-female relationships with both happy and unhappy outcomes. I watched Hitch, Gone with the Wind, Bridget Jones’s Diary, Annie Hall, Notting Hill, Love Actually, and Fatal Attraction. Claudia also suggested I watch As Good as It Gets, “just for fun.” Although her advice was to use it as an example of what not to do, I was impressed that the Jack Nicholson character handled a jacket problem with more finesse than I had. It was also encouraging that, despite serious social incompetence, a significant difference in age between him and the Helen Hunt character, probable multiple psychiatric disorders, and a level of intolerance far more severe than mine, he succeeded in winning the love of the woman in the end. An excellent choice by Claudia.

And in 1956, Sir Charles Darwin, grandson of the Charles Darwin, wrote an essay on the forthcoming Age of Leisure in the magazine New Scientist in which he argued: Take it that there are fifty hours a week of possible working time. The technologists, working for fifty hours a week, will be making inventions so the rest of the world need only work twenty-five hours a week. The more leisured members of the community will have to play games for the other twenty-five hours so they may be kept out of mischief. . . . Is the majority of mankind really able to face the choice of leisure enjoyments, or will it not be necessary to provide adults with something like the compulsory games of the schoolboy? They could not have been more wrong. The main challenge they foresaw was how to keep people occupied so that they wouldn’t become bored to death. Instead of giving us more time, “science and compound interest” driven by “technologists working for fifty hours a week” have, in fact, given us less time. The multiplicative compounding of socioeconomic interactivity engendered by urbanization has inevitably led to the contraction of time. Rather than being bored to death, our actual challenge is to avoid anxiety attacks, psychotic breakdowns, heart attacks, and strokes resulting from being accelerated to death.

It is possible to get too hung up about this point. In, for example, the genealogical multiple pile-up of Swabia with almost every hill under its own prince, it is possible to imagine a feudal version of Jorge Luis Borges’ infinite library, a world of so many hundreds of rulers that every variation of behaviour is possible, or indeed certain, in any given moment. So somewhere a ruler with a huge grey beard is dying surrounded by his weeping family and retainers; somewhere else a bored figure is irritably shooting bits off the plaster decorations in the ballroom; another is making an improper suggestion to a stable boy; another is telling an anecdote about fighting the Turks, staring into space, girding for battle, converting to Calvinism, wishing he had a just slightly bigger palace, and so on. This dizzying multiplicity makes each of hundreds of castles a frightening challenge – with the possibility of the guide making my head explode with the dizzying details of how the young duchess had been walled up in a tower for being caught in a non-spiritual context with her confessor and how as a result the Strelitz-Nortibitz inheritance had passed, unexpectedly, to a cousin resident in Livonia who, on his way home to claim the dukedom, died of plague in a tavern near Rothenberg thus activating the claim of the very odd dowager’s niece, long resident in a convent outside Bamberg. But it is probably time to move on.

In 1979, Christopher Connolly cofounded a psychology consultancy in the United Kingdom to help high achievers (initially athletes, but then others) perform at their best. Over the years, Connolly became curious about why some professionals floundered outside a narrow expertise, while others were remarkably adept at expanding their careers—moving from playing in a world-class orchestra, for example, to running one. Thirty years after he started, Connolly returned to school to do a PhD investigating that very question, under Fernand Gobet, the psychologist and chess international master. Connolly’s primary finding was that early in their careers, those who later made successful transitions had broader training and kept multiple “career streams” open even as they pursued a primary specialty. They “traveled on an eight-lane highway,” he wrote, rather than down a single-lane one-way street. They had range. The successful adapters were excellent at taking knowledge from one pursuit and applying it creatively to another, and at avoiding cognitive entrenchment. They employed what Hogarth called a “circuit breaker.” They drew on outside experiences and analogies to interrupt their inclination toward a previous solution that may no longer work. Their skill was in avoiding the same old patterns. In the wicked world, with ill-defined challenges and few rigid rules, range can be a life hack. Pretending the world is like golf and chess is comforting. It makes for a tidy kind-world message, and some very compelling books. The rest of this one will begin where those end—in a place where the popular sport is Martian tennis, with a view into how the modern world became so wicked in the first place.

As a woman who has never been in a romantic relationship but has gained insights from others' experiences and delved into psychology and relationships, thanks to my dad who is a psychology professor, I stick to my belief in love and staying loyal to one person. I'm determined not to let popular trends mess with what I value. My self-awareness and strong intentions enable me to notice any problems, especially in how others perceive me. The moment I sense that I am merely an option, I instinctively distance myself. This pattern has surfaced multiple times in my life. If someone approaches me with uncertain energy, I find it challenging to invest my entire being and emotions in them. This isn't just about romance; it happens in any situation with this pattern. I've learned all this from conversations and gathering different opinions from people who have successful marriages. Raised with high-value mindsets, I cannot wholeheartedly commit to someone who fails to recognize my worth and lacks fidelity to one person, labeling them as 'the one.' The door is always open; If someone believes they can find something better elsewhere, I encourage them to pursue it, and I won't stop them. Life is too short to stick with someone who's not sure about staying. I'm all about freedom and being real about feelings. If someone stays, it should be because their heart guides them, not because I asked. It's kind of easy for me in the early stages of getting to know someone to distance myself, as I don't form deep feelings for anyone until both of us genuinely believe that we're excellent choices for each other and there's a mutual understanding that we are sure choices, and that's what I like in the Islamic rules when it comes to marriage. Meanwhile, I'm focused on moving forward, building my own life, and finding happiness independently.

I am passionate about... Doing the impossible, taking on big challenges Creating new structures to achieve big results Solving problems, removing obstacles Getting the best out of people I really like ... Working with very bright people who have good values Working with companies that are respected or where respect can be created Building a culture that will succeed and be a place where people can grow and enjoy work My greatest contribution is ... Being able to do many different things well Accomplishing the mission, exceeding expectations Building an organization from scratch Saving the day—taking dire situations, fixing them, and turning them into winners I am particularly good at... Taking things that look like failures and making them into exceptional successes Developing people—getting them to be creative, committed, and accountable Getting the job done quickly with practical, interesting solutions I am known for ... Creative leadership Overcoming challenging obstacles Rising to the occasion Seeing the core issues, problems, solutions Getting to the heart of the matter quickly, and intuitively analyzing the situation I have exceptional ability to ... Devise straightforward solutions that are efficient and practical Take complex problems and quickly develop elegant solutions Create solutions that get the job done Exercise: Passions and Gifts (Downloadable) Now it �s your turn. Complete the following sentences. You may list multiple answers for each of the items below. Keep your responses focused on the career and work aspects of your life. I feel passionate about ... What I really like is... My greatest contribution is... I am particularly good at... I am known for... I have an exceptional ability to... Colleagues often ask for my help with... What motivates me most is... I would feel disappointed, frustrated, or sad if I couldn�t do...

We may not recognize how situations within our own lives are similar to what happens within an airplane cockpit. But think, for a moment, about the pressures you face each day. If you are in a meeting and the CEO suddenly asks you for an opinion, your mind is likely to snap from passive listening to active involvement—and if you’re not careful, a cognitive tunnel might prompt you to say something you regret. If you are juggling multiple conversations and tasks at once and an important email arrives, reactive thinking can cause you to type a reply before you’ve really thought out what you want to say. So what’s the solution? If you want to do a better job of paying attention to what really matters, of not getting overwhelmed and distracted by the constant flow of emails and conversations and interruptions that are part of every day, of knowing where to focus and what to ignore, get into the habit of telling yourself stories. Narrate your life as it’s occurring, and then when your boss suddenly asks a question or an urgent note arrives and you have only minutes to reply, the spotlight inside your head will be ready to shine the right way. To become genuinely productive, we must take control of our attention; we must build mental models that put us firmly in charge. When you’re driving to work, force yourself to envision your day. While you’re sitting in a meeting or at lunch, describe to yourself what you’re seeing and what it means. Find other people to hear your theories and challenge them. Get in a pattern of forcing yourself to anticipate what’s next. If you are a parent, anticipate what your children will say at the dinner table. Then you’ll notice what goes unmentioned or if there’s a stray comment that you should see as a warning sign. “You can’t delegate thinking,” de Crespigny told me. “Computers fail, checklists fail, everything can fail. But people can’t. We have to make decisions, and that includes deciding what deserves our attention. The key is forcing yourself to think. As long as you’re thinking, you’re halfway home.

In 1995, the gray wolf was reintroduced to Yellowstone National Park after a seventy-year hiatus. Scientists expected an ecological ripple effect, but the size and scope of the trophic cascade took them by surprise.7 Wolves are predators that kill certain species of animals, but they indirectly give life to others. When the wolves reentered the ecological equation, it radically changed the behavioral patterns of other wildlife. As the wolves began killing coyotes, the rabbit and mouse populations increased, thereby attracting more hawks, weasels, foxes, and badgers. In the absence of predators, deer had overpopulated the park and overgrazed parts of Yellowstone. Their new traffic patterns, however, allowed the flora and fauna to regenerate. The berries on those regenerated shrubs caused a spike in the bear population. In six years’ time, the trees in overgrazed parts of the park had quintupled in height. Bare valleys were reforested with aspen, willow, and cottonwood trees. And as soon as that happened, songbirds started nesting in the trees. Then beavers started chewing them down. Beavers are ecosystem engineers, building dams that create natural habitats for otters, muskrats, and ducks, as well as fish, reptiles, and amphibians. One last ripple effect. The wolves even changed the behavior of rivers—they meandered less because of less soil erosion. The channels narrowed and pools formed as the regenerated forests stabilized the riverbanks. My point? We need wolves! When you take the wolf out of the equation, there are unintended consequences. In the absence of danger, a sheep remains a sheep. And the same is true of men. The way we play the man is by overcoming overwhelming obstacles, by meeting daunting challenges. We may fear the wolf, but we also crave it. It’s what we want. It’s what we need. Picture a cage fight between a sheep and a wolf. The sheep doesn’t stand a chance, right? Unless there is a Shepherd. And I wonder if that’s why we play it safe instead of playing the man—we don’t trust the Shepherd. Playing the man starts there! Ecologists recently coined a wonderful new word. Invented in 2011, rewilding has a multiplicity of meanings. It’s resisting the urge to control nature. It’s the restoration of wilderness. It’s the reintroduction of animals back into their natural habitat. It’s an ecological term, but rewilding has spiritual implications. As I look at the Gospels, rewilding seems to be a subplot. The Pharisees were so civilized—too civilized. Their religion was nothing more than a stage play. They were wolves in sheep’s clothing.8 But Jesus taught a very different brand of spirituality. “Foxes have dens and birds have nests,” said Jesus, “but the Son of Man has no place to lay his head.”9 So Jesus spent the better part of three years camping, fishing, and hiking with His disciples. It seems to me Jesus was rewilding them. Jesus didn’t just teach them how to be fishers of men. Jesus taught them how to play the man! That was my goal with the Year of Discipleship,

Sharon passed around a handout: "Triangle of Self-Actualization" by Abraham Maslow. The levels of human motivation. It resembled the nutrition triangle put out by the FDA, with five horizontal levels of multiple colors. I vaguely remembered it from my one college psychology course in the 1970's. "Very applicable with refugees," Sharon said. "Maslow theorized that one could not move to a higher level until the prior level was satisfied. The first level, the triangle base, is physiological needs. Like food and water. Until a person has enough to eat and drink, that's all one would be concerned with." I'd never experienced not being able to satisfy my thirst or hunger, but it sounded logical that that would be my only concern in such a situation. For the Lost Boys, just getting enough food and water had been a daily struggle. I wondered what kind of impact being stuck at the bottom level for the last fourteen years would have on a person, especially a child and teen. "The second level is safety and security. Home. A sanctuary. A safe place." Like not being shot at or having lions attack you. They hadn't had much of level two, either. Even Kakuma hadn't been safe. A refugee camp couldn't feel like home. "The third level is social. A sense of belonging." Since they'd been together, they must have felt like they belonged, but perhaps not on a larger scale, having been displaced from home and living in someone else's country. "Once a person has food, shelter, family and friends, they can advance to the fourth level, which is ego. Self-esteem." I'd never thought of those things occurring sequentially, but rather simultaneously, as they did in my life. If I understood correctly, working on their self-esteem had not been a large concern to them, if one at all. That was bound to affect them eventually. In what way remained to be seen. They'd been so preoccupied with survival that issues of self-worth might overwhelm them at first. A sure risk for insecurity and depression. The information was fascinating and insightful, although worrisome in terms of Benson, Lino, and Alepho. It also made me wonder about us middle-and upper-class Americans. We seldom worried about food, except for eating too much, and that was not what Maslow had been referring to. Most of us had homes and safety and friends and family. That could mean we were entirely focused on that fourth level: ego. Our efforts to make ourselves seem strong, smart, rich, and beautiful, or young were our own kind of survival skill. Perhaps advancing directly to the fourth level, when the mind was originally engineered for the challenges of basic survival, was why Prozac and Zoloft, both antidepressants, were two of the biggest-selling drugs in America. "The pinnacle of the triangle," Sharon said, "is the fifth level. Self-actualization. A strong and deeply felt belief that as a person one has value in the world. Contentment with who one is rather than what one has. Secure in ones beliefs. Not needing ego boosts from external factors. Having that sense of well-being that does not depend on the approval of others is commonly called happiness." Happiness, hard to define, yet obvious when present. Most of us struggled our entire lives to achieve it, perhaps what had brought some of us to a mentoring class that night.

The strategic level is concerned with the use of military force to achieve national objectives. In the new American style of war, it has come to be interpreted as the highest political and diplomatic level at which decisions are made to collect and deploy military forces to a distant theater. The size of strategic land forces varies, depending on the nature of the topography and the seriousness of the enemy threat. In past limited wars, deployments involved relatively large armies consisting of multiple corps of 50,000 soldiers each. The numbers of soldiers deployed in more recent campaigns have been considerably smaller. The strategic challenge in the years ahead will center on "time versus risk"-that is, the decisions that must be made to balance the size of the strategic force to be projected versus the time necessary for the force to arrive ready to fight. The United States must be able to overcome the problems of distance and time without unnecessarily exposing early arriving forces to an enemy already in place within a theater of war. The operational level of warfare provides a connection between strategic deployments and the tactical engagements of small units. The "art" of maneuvering forces to achieve decisive results on the battlefield nest here. As with the deployments of strategic level forces, the basic elements of operational maneuver have shrunk as the conflict environment has changed since the end of the Second World War. During the Cold War, corps conducted operational maneuver. More recently, the task has devolved to brigades, usually self contained units of all arms capable of independent maneuver. An independent brigade consists of about 5,000 soldiers. At the operational level, ground forces will face the challenge of determining the proper balance between "firepower and maneuver" resources and technologies to ensure that the will of the enemy's army to resist can be collapsed quickly and decisively. Battles are fought at the tactical level. In the past, the tactical fight has been a face-to-face endeavor; small units of about company size, no more that several hundred soldiers, are locked in combat at close range. The tactical fight is where most casualties occur. The tactical challenge of the future will be to balance the anticipated "ends," or what the combat commander is expected to achieve on the battlefield, with the "means," measured in the lives of soldiers allocated to achieve those ends. Since ground forces suffer casualties disproportionately, ground commanders face the greatest challenge of balancing ends versus means. All three challenges must be addressed together if reform of the landpower services - the Army and the Marine Corps - is to be swift and lasting. The essential moderating influence on the process of change is balance. At the strategic level, the impulse to arrive quickly must be balanced with the need for forces massive and powerful enough to fight successfully on arrival. The impulse to build a firepower-dominant operational forces will be essential if the transitory advantage of fires is to be made permanent by the presence of ground forces in the enemy's midst. The impulse to culminate tactical battle by closing with and destroying the enemy must be balanced by the realization that fighting too close may play more to the advantage of enemy rather than friendly forces.

In the United States, most boards are benign, and the power resides primarily with the chief executive; boards tend to only become significant when it comes time to replace a failing CEO. The AB Inbev board, however, is the primary power center in the company. It exemplifies that boards can play a central role in setting BHAGs, developing strategy, sustaining culture, seizing opportunities and leading through tumultuous times. Without such a strong and unified board, AB Inbev would not have come through the 2008-09 challenges as strong as it did (and perhaps even not at all). The AB Inbev board pays constant attention to its own culture, disciplines and vibrancy, with as much fanatic attention as building and preserving the management culture of the company. Most important, it makes decisions and allocates capital for long-term shareholder value, measured in multiple decades, not in terms of quarterly moments. If more boards behaved this way, we would have better performing enterprises and lasting companies.

The multiple letters of critique, unrelenting questioning, and endless challenges were a wholly successful tactic, and the paucity of research on trans fats from the 1960s to the nineties was likely in large part due to the ISEO’s efforts.

Working as a team: No one effectively does the work of teaching challenging students alone for very long. Teachers and professional staff must have multiple venues to vent, ask for advice, brainstorm strategies, and celebrate successes.

When we understand all that constitutes the cognitive unconscious, our understanding of the nature of consciousness is vastly enlarged. Consciousness goes way beyond mere awareness of something, beyond the mere experience of qualia, beyond the awareness that you are aware, and beyond the multiple takes on immediate experience provided by various centers of the brain. Consciousness certainly involves all of the above plus the immeasurably vaster constitutive framework provided by the cognitive unconscious, which must be operating for us to be aware of anything at all.

Cultural Awareness Capabilities for Social MDM As we have worked with customers around the world, we have encountered numerous situations that have taught us to broaden our understanding, handling, and use of information about people—once again reminding us of the diversity and richness of human nature. Following are some of the things we have learned: • Birth dates can be surprisingly tricky. In some cultures, people have a religious birth date that is different from the birth date tracked by the government. This could be due to differences between religious calendars and secular calendars, or it could be that the religious birth date is selected for other reasons. Depending on how you ask people for their birth date, you may get either their actual or religious birth date. In other situations, the government may assign a birth date. For example, in some rural areas of India, children are assigned a legal birth date based on their first day in elementary school. So you need to exercise caution in using birth date as an attribute in matching individuals, and you also have to consider how information is gathered. • Names can also be challenging. In some cultures, people have official and religious names. So again, it is important to understand how and why an individual might give one or the other and perhaps provide the capability to support both. • In some countries, there are multiple government identification systems for taxation, social services, military service, and other purposes. In some of these schemes, an individual may, for instance, have multiple tax ID numbers: one that represents the individual and another that might represent individuals in their role as head of household or head of clan. • Different languages and cultures represent family relationships in different ways. In some languages, specific terms and honorifics reflect relationships that don’t have equivalents in other languages. Therefore, as you look at understanding relationships and householding, you have to accommodate these nuances. • Address information is country-specific and, in some cases, also region-specific within a country. Not all countries have postal codes. Many countries allow an address to be descriptive, such as “3rd house behind the church.” We have found this in parts Europe as well as other parts of the world.

Here are eight tips for writing effective cover letters.   Address the cover letter to a specific person, ensuring the correct name, title, company, and address. This shows respect for the person you are sending the résumé to. “To Whom It May Concern” salutations should be used only if you can’t determine the name of the hiring person or the company (for instance, when responding to a blind ad). If you were referred by someone, be sure this is included in the first sentence of the cover letter: “Jennifer Wells suggested I contact you in regard to an accounts receivable position you have open …” It’s an attention grabber. If asked to include salary history or requirements, you must address this or risk being disqualified. Provide a healthy range, such as “Over the past five years I have earned between $35,000 and $48,000. However, I am open to any reasonable offer consistent with my ability to produce results and meet your performance expectations.” If asked for salary requirements, use the same strategy: “I am aware that the salary range for a loss prevention manager in the Houston area averages between $75,000 and $110,000. Given my experience and, most importantly, my ability to make significant contributions to your company, I would hope to be on the upper end of this scale.” If you are sending the résumé out electronically, the cover letter can be inserted as the e-mail itself; just attach your résumé. If you prefer that your cover letter is the first page of the attachment, that’s fine. But the general guideline is not to attach multiple files. Make it easy on the hiring manager and send only one attachment or file to open (unless you have a good reason to do otherwise). Do not rehash what is on the résumé. This is disrespectful of the reader’s time. If you have done a good job with your résumé, you want the cover letter to quickly entice the hiring manager to read your résumé. Cover letters should not be preachy. Sales managers know that sales are the heartbeat of any company; you don’t have to lecture them on this. Nurse supervisors know the importance of compassionate patient care; you don’t have to tell them what they already know. Keep the letter short and concise. The cover letter is not the place to preach or teach. It’s the place to invite recipients to read your résumé! Finally, the four most important words on the cover letter are “I respect your time.” The following cover letter is a sample template to use in these challenging and troubled times. Notice the first four words of the second paragraph.

Student behavior had been a challenge, Walmsley told me. One girl sometimes got up from her seat to dance across the classroom. A boy with a special-ed diagnosis could answer problems on paper but had trouble speaking up in front of his classmates. On a quiz, he wrote Walmsley a note: “Teacher, you think I’m stupid, but I’m not.” On the wall was a chart showing a ladder, each level representing one behavioral demerit. Step 1 is a warning. At Step 3, a child is sent to the “icebox,” an isolated chair at the back of the classroom. By Step 5, a parent is notified, and the child is removed from the classroom. Each student’s name was written on a wooden clothespin, and as he or she accrued demerits, the pin moved up the ladder. Like Arpino with her kindergarteners, Walmsley spent an extraordinary amount of time policing how his fourth graders sat. Were their eyes “tracking” the teacher? Were pencils resting in the pencil groove of the desk? He didn’t hesitate to give demerits for small infractions. “Remember how I was talking about chocolate milk? How milk and chocolate are our products?” he asked the students, referencing the previous day’s multiplication lesson. When a boy named Anthony answered, “Yes!” he earned a demerit for speaking out of turn. By the end of the period, Anthony’s clothespin had moved up the ladder, and Anthony was sitting in the icebox, scowling.

A Complete Guide to Conduct A Backlinks Audit Google's web spam team is very pro-active today to detect spam at maximum lowest degree in order to give spam-free search results to its viewers. In this regard, Google is making their algorithm strong to block the spammers from search results and attacking on each and every websites having un-natural or spam link profiles. If your website has large number of low quality backlinks OR exceeding 3% backlinks with exact match anchor texts then you should consider reviewing your website's link profile. If you are victim of Google penguin penalty then you have to evaluate your website's link profile to clean it from low quality or over-optimized backlinks. Building backlinks for a single or multiple websites can be a easy task while evaluating backlinks quality can be a challenging. In this regard, you should conduct a detailed backlinks analysis in order clean-up your website from low quality or un-natural backlinks. You should consider the following points while analyzing backlinks profile of a website: 1: Total number of backlinks 2: Total number of referring domains 3: Anchor text distribution ratio 4: Quality of backlinks 1: Number of backlinks This is the 1st main point to review while checking the link profile. You have to download the list of all backlinks to check each and every backlinks. Google Webmaster Tools, Ahrefs, MajesticSEO and Opensiteexplore are some important tools can help you to get the list of backlinks attached with your website. Now, check each and every backlinks from the list you download and see if these are on Google's webmaster quality guidelines or not. 2: Referring Domains You should check the quality also for TLDs linked with your website. Check the PA and DA of each domain and see if these are relevant to your website niche to get backlinks. If linked domains have high external backlinks and not relevant to your website niche then try to remove these domains from your website. 3: Anchor test distribution This is the most important thing to consider while doing backlinks analysis of any website. Most of SEOs prefer to build backlinks with exact match anchor text only and ignoring Brand, Generic, LSI as well as other types of anchor text. Google penguin heavily attack on website having over-optimized exact match anchor text backlinks profile. Review all exact-match anchor text backlinks and remove it if found not-relevant or from low quality websites. 4: Quality of backlinks Backlinks quality really matters while doing backlinks analysis. If your website is full of linked with low quality and irrelevant websites then you should immediately try to remove these from your website. These low quality backlinks might be reason for your web penalization from search results.

Parents have to wait for children to learn to know and to love them. Children’s resistance to love is one of the hardest challenges of parenting these children. Waiting can become discouraging when adults are ready to teach children the loving meaning of a family and children are not ready. Looking for opportunities, using techniques, and remaining patient all help parents. Parents should be looking for attachment to the caregiver and family within a time frame of two years after arrival. Children who are in placements before the age of four are usually showing the growth of attachment after one year. If there has been trauma, or multiple placements, attachment takes longer. For children who are past four, especially if there is also a cultural change, the time frame stretches longer. If there are not strong gains within two years, however, parents should be concerned.

Barbara Fredrickson from the University of North Carolina, along with other researchers who study the impact of positive emotions, have found that happiness brings out our best potential in four concrete ways.5 Intellectually. Positive emotions help you learn faster, think more creatively, and resolve challenging situations. For example, Mark Beeman at Northwestern University has shown that people have an easier time solving a puzzle after watching a short comedy clip. Fun, by easing tension and activating pleasure centers in the brain, helps spark neuronal connections that facilitate greater mental flexibility and creativity.6 It’s no surprise then that multiple studies have shown that happiness makes people 12 percent more productive.7

C18: A child is autistic or has Asperger's syndrome. Should we use one language only with the child? Children diagnosed with a specific autism spectrum disorder have a greater or lesser degree of impairment in language and communication skills, as well as repetitive or restrictive patterns of thought and behaviour, with delays in social and emotional development. Such children use language in restricted ways, expecting much consistency in language and communication, and are less likely to learn through language. However, such children may experience the social and cultural benefits of bilingualism when living in a dual language environment. For example, such children may understand and speak two languages of the local community at their own level. Like many parents of children with language impairment, bilingualism was frequently blamed by teachers and other professionals for the early signs of Asperger's, and a move to monolingualism was frequently regarded as an essential relief from the challenges. There is almost no research on autism and bilingualism or on Asperger's syndrome and bilingualism. However, a study by Susan Rubinyi of her son, who has Asperger's syndrome, provides insights. Someone with the challenge of Asperger's also has gifts and exceptional talents, including in language. Her son, Ben, became bilingual in English and French using the one parent–one language approach (OPOL). Susan Rubinyi sees definite advantages for a child who has challenges with flexibility and understanding the existence of different perspectives. Merely the fact that there are two different ways to describe the same object or concept in each language, enlarges the perception of the possible. Since a bilingual learns culture as well as language, the child sees alternative ways of approaching multiple areas of life (eating, recreation, transportation etc.) (p. 20). She argues that, because of bilingualism, her son's brain had a chance to partly rewire itself even before Asperger's syndrome became obvious. Also, the intense focus of Asperger's meant that Ben absorbed vocabulary at a very fast rate, with almost perfect native speaker intonation. Further Reading: Rubinyi, S. (2006) Natural Genius: The Gifts of Asperger's Syndrome . Philadelphia & London: Jessica Kingsley Publishers.

Education has multiple purposes, but learning how to ask essential questions and how to challenge dogma,tradition, and injustice in appropriate and constructive ways is its highest purposes.

Look at it another way. A stack of five hundred sheets of paper is two to three inches high. How high would the stack be if it had 6 x 1023 sheets? That stack would reach from the earth to the sun, not once, but more than one million times.2 Yet, in about two gulps of water, God has packed that many molecules. The miracle of walking on water is small for Him who created it in the first place. The multiplication of bread was but a simple command for Him when the very earth was brought forth at His command. (C. S. Lewis commented that a slow miracle is no easier to perform than an instant one.) The skeptic, of course, will challenge such credulity that accepts wholesale such stories, not realizing that what they swallow in a glass of water is a miracle in and of itself!

MODEL 2: Multiple Stakeholder Sustainability, Fons Trompenaars and Peter Woolliams (2010) PROBLEM STATEMENT How can I assess the most significant organizational dilemmas resulting from conflicting stakeholder demands and also assess organizational priorities to create sustainable performance? ESSENCE Organizational sustainability is not limited to the fashionable environmental factors such as emissions, green energy, saving scarce resources, corporate social responsibility, and so on. The future strength of an organization depends on the way leadership and management deal with the tensions between the five major entities facing any organization: efficiency of business processes, people, clients, shareholders and society. The manner in which these tensions are addressed and resolved determines the future strength and opportunities of an organization. This model proposes that sustainability can be defined as the degree to which an organization is capable of creating long-term wealth by reconciling its most important (‘golden’) dilemmas, created between these five components. From this, professors and consultants Fons Trompenaars and Peter Woolliams have identified ten dimensions consisting of dilemmas formed from these five components, because each one competes with the other four. HOW TO USE THE MODEL: The authors have developed a sustainability scan to use when making a diagnosis. This scan reveals: The major dilemmas and how people perceive the organization’s position in relation to these dilemmas; The corporate culture of an organization and their openness to the reconciliation of the major dilemmas; The competence of its leadership to reconcile these dilemmas. After the diagnosis, the organization can move on to reconciling the major dilemmas that lead to sustainable performance. To this end, the authors developed a dilemma reconciliation process. RESULTS To achieve sustainable success, organizations need to integrate the competing demands of their key stakeholders: operational processes, employees, clients, shareholders and society. By diagnosing and connecting different viewpoints and values, their research and consulting practice results in a better understanding of: The key challenges the organization faces with its various stakeholders and how to prioritize them; The extent to which leadership and management are capable of addressing the organizational dilemmas; The personal values of employees and their alignment with organizational values. These results help an organization define a corporate strategy in which crucial dilemmas are reconciled, and ensure that the company’s leadership is capable of executing the strategy sustainably. It does so while specifically addressing the company’s wealth-creating processes before the results show up in financial reports. It attempts to anticipate what the corporate financial performance will be some six months to three years in the future, as the financial effects of dilemma reconciliation are budgeted.

Rosenhead did not speak Spanish and worked through bilingual officials from the Planning Ministry. Over the years he wrote dozens of reports on multiple topics—energy, industry, transport, finance, housing. Once, he said, he was given two days to write six reports on six different subjects. He dutifully churned them all out and submitted them. And then . . . nothing. He asked his minders about the fate of the reports. They shrugged. He asked about the president’s plan to integrate decision making across state agencies. Blank looks. He asked about his transport recommendations. Silence. He asked for responses to his studies on infrastructure and finance. There weren’t any. When Rosenhead challenged Giordani over the information vacuum, his friend smiled enigmatically and said such was a consultant’s fate. “No feedback, none at all,” said Rosenhead. “Quite extraordinary. This is the only place where this happens.” The professor said he had heard rumors the country’s infrastructure was in trouble. “I get the impression Chávez has applied the concepts of operational research in ways I would not.” He paused and sipped his rum. “Maybe if it was a more organized country, operational research would work here.

Richard J. McNally, a Harvard clinical research psychologist, considered the "politics of trauma" in Remembering Trauma (2003).[139] He argued that the definition of PTSD had been too broadly applied, and suggested narrowing it to include "only those stressors associated with serious injury or threat to life" —a suggestion that would drastically alter the public discussion of rape, incest, abuse by clergy, and the traumatic affect of racism and homophobia, to name just a few potentially trauma-inducing contexts and actions.[140] McNally presents his conclusion that most traumatic experience is remembered soon after the event, as if his view represents objective scientific research, when much evidence suggests that memories of traumatic events reoccur over time unpredictably. McNally’s bias is apparent in his strong support of Ian Hacking’s curiously fervent effort to discredit the diagnosis of multiple personality (dissociative identity disorder) and Hacking’s effort to blame clinicians attached to recovered memory therapy of the spurious "rewriting" of patients’ "souls."[141] While McNally accounts for those who do recall their traumas, he does not equally offer an explanation for those who do not remember them, and his extensive bibliography and research do not cite key publications that would challenge his results.[142] - Page 19

There remains a problem with race in America because of the church's failure to understand the issues from a biblical perspective." "Rather than being called into a different community by Scripture, we see our broken communities as justified by Scripture." "Rather than challenge the worldly status quo, religious groups perpetuate stereotypes, sectarianism, and schisms when accepting ethnic denominational identities- inverting Pentecost by reading in multiple languages unrecognized by listeners and offering separate worship services according to musical preference." "Ultimately, our aim is to draw attention to the biblical narrative from which comes to the strength for the long road of reconciliation.

I’ve written elsewhere in detail on the intellectual history of counterinsurgency, and on various critiques of the theory.120 For now, though, it’s enough to note that there is solid evidence that counterinsurgency, or COIN, can work if done properly, with sufficient resources, for long enough.121 But it’s also clear that COIN is not the answer to every question. Likewise, counterterrorism (ranging from the comprehensive “global war on terrorism” of President George W. Bush’s administration to President Obama’s unrestrained drone warfare) can help to temporarily suppress a particular type of threat, but it can’t do much about the broad and complex range of challenges we’re about to face. In fact, any theory of conflict that’s organized around dealing with a single type of enemy is unlikely to be very helpful in a conflict environment that includes multiple overlapping threats and challenges.

Conventional wisdom in the West held that nominally secular Arab generals and royal autocrats were “better” for women than political Islamists, but under the rule of such leaders, women faced multiple binds: they had to contend with the patriarchy of their culture, which frowned on women being educated and working; they had to struggle with the structural barriers to accessing work and education in societies like Tunisia that rejected religious women accessing public life—and at the very same time could not organize to challenge these norms through politics, because secular dictators didn’t allow any politics at all.

To appreciate that objectivity is a highly contested phenomenon does not mean that reality is nothing more than a social construction, a fleeting figment of our imaginations. What needs challenging is the idea that there is some underlying, inviolable reality called nature that does not change (the natural sciences are claimed to study this), while our awareness and cultural sensibilities do (the social sciences and humanities are claimed to study this). There is no “raw” access to the world, because the moment we try to enter the “objective world,” we find ourselves already there. What we face is always a joint history of the human sciences and the physical world together. Bruno Latour wisely suggests that when we abandon the notion of a stable, unchanging nature, “we are leaving intact the two elements that matter the most to us: the multiplicity of non-humans and the enigma of their interaction [with us].”29 We open a space in which genuine interaction and reciprocal learning between creatures can occur. We look for opportunities in which the reality of life together can inspire, correct, and inform our understanding.

As we have progressed on our journey of learning, we are confronted with the glaringly obvious fact that most are imprisoned within their world views by FEAR. Fear is the reason people succumb to the structural incentives and penalties to ignore, dismiss or suppress any evidence or information which challenges their “comfortable and familiar” world view. To “march out of step” to bridge the reality gap requires courage, the courage to challenge our preconceptions and beliefs; those who “step out of line” risk ridicule, opprobrium and worse. Fear comes in many and various guises and is similarly betrayed in multiple behaviours, not least, aggression or retreat in the face of facts or uncomfortable truths. When confronted with information which shows people that their governments and all the institutions in which they trust, kill, steal and corrupt everything they touch, most are inclined, like children, to stick their hands over their ears and sing loudly, “la, la, la, we’re not listening because you’re a bat-shit crazy, tin-foil hat wearing, conspiracy theorist spouting Nazi hate speech [aka. Uncomfortable Truth] ”.

Interdisciplinary discussions that bring multiple perspectives to bear on a given problem have the power to challenge, corroborate, and thereby clarify competing truths. They can help us to see that fostering an ethical relationship with nature, one that respects both the human and the nonhuman members of the biotic com- munity, is not as simple as it seems. By bringing together the perspectives of history, science, advocacy, and the lived experience of those most affected by environmental policies, we can contemplate the paths that brought us here and reimagine the road ahead. That Janus-like approach, it seems, is the essence of public history.

That same year, Will Smith returned to the big screen after a hiatus, following 2008’s surprise disappointment, Seven Pounds. He starred in a sequel that Sony had been dying to make for many years. Men in Black 3 was a challenging movie to produce with a mature Will Smith. Now used to being the dominant creative force in his productions, he often demanded repeated changes to scripts and never worked with directors who could wield more power than he did. That was fine for Overbrook-led productions, but it became a challenge on the third Men in Black offering, which was made in a rush, to take advantage of New York tax credits. The production was a nightmare. The unhappy Smith holed up in his fifty-three-foot-long trailer, which featured a screening room, offices for assistants, and an all-granite bathroom, while multiple screenwriters reworked the script again and again. The creative conflicts between the star, his producers, and the studio were so severe that production was halted for three months to resolve them. Greenlit with a budget of $210 million, Men in Black 3 ended up costing $250 million and barely broke even.

India is the Country of the No. That “no” is your test. You have to get past it. It is India’s Great Wall; it keeps out foreign invaders. Pursuing it energetically and vanquishing it is your challenge. In the guru—shishya tradition, the novice is always rebuffed multiple times when he first approaches the guru. Then the guru stops saying no but doesn’t say yes either; he suffers the presence of the student. When he starts acknowledging him, he assigns a series of menial tasks, meant to drive him away. Only if the disciple sticks it out through all these stages of rejection and ill treatment is he considered worthy of the sublime knowledge.

A common feature of epidemiological data is that they are almost certain to be biased, of doubtful quality, or incomplete (and sometimes all three),” explained the epidemiologist John Bailar in The New England Journal of Medicine in 1980. “Problems do not disappear even if one has flawless data, since the statistical associations in almost any nontrivial set of observations are subject to many interpretations. This ambiguity exists because of the difficulty of sorting out causes, effects, concomitant variables, and random fluctuations when the causes are multiple or diffuse, the exposure levels low, irregular, or hard to measure, and the relevant biologic mechanisms poorly understood. Even when the data are generally accepted as accurate, there is much room for individual judgment, and the considered conclusions of the investigators on these matters determine what they will label ‘cause’…

My greatest writing ambition is to write and publish fiction precisely because it is so incredibly hard for me to really be able to sustain the perspective of multiple characters. This challenge is also part of the reason for using those captions when watching videos. I need as much help as I can to understand what’s going on with the plays if I’m to stick with the plot. And no matter how much illustrative language an author uses, I cannot actually imagine the faces and places she describes. Never do I get to a movie and think, “Oh, that’s not how I imagined it to look.

Sleep doesn’t serve one single purpose. It is a complex function and directly related to our health. The multiple functions benefit both our brains and our bodies. Every single brain process and every organ in the body is enhanced by sleep or damaged by the lack of sleep. Within the brain, sleep affects our ability to learn, memorize, and make decisions. It works as an emotional reset so that social and psychological challenges are met with level-headed logic. Sleep provides the opportunity to dream in a world where painful memories are dealt with and future creativity is inspired. While in a sleep state, the body’s immune system is at work to fight cancer, prevent infection, and ward off disease. Sleep balances insulin and circulating glucose to create a metabolic balance. Appetite, weight control, and gut health are all directly tied to adequate sleep levels.

Salesforce.com, a $1 billion software firm that has pioneered software as a service, has been making the shift from the logic of addition to the logic of multiplication. They enjoyed a decade of outstanding growth using the old idea of “throwing resources at a problem.” They addressed new customers and new demands by hiring the best technical and business talent available and deploying them on the challenges. However, a strained market environment created a new imperative for the company’s leadership: get more productivity from their currently available resources. They could no longer operate on outdated notions of resource utilization. They started developing leaders who could multiply the intelligence and capability of the people around them and increase the brainpower of the organization to meet their growth demands.

In this vision, the worlds is conceived as multiple and performative, i.e. shaped through practices, as different from a single pre-existing reality. This is why, for Bruno Latour, politics should become material, a Dingpolitik revolving around things and issues of concern, rather than around values and beliefs. Stem cells, mobile phones, genetically modified organisms, pathogens, new infrastructure and new reproductive technologies brings concerned publics into being that create diverse forms of knowledge about these matters and diverse forms of action - beyond institutions, political interests or ideologies that delimit the traditional domain of politics. Whether it is called ontological politics, Dingpolitik or cosmopolitics, this form of politics recognizes the vital role of nom-humans, in concrete situations, co-creating diverse forms of knowledge that need to be acknowledged and incorporated rather than silenced. Particular attention has gone to that most central organization of all for political geographers: the state. Instead of conceiving the state as a unified actor, it should be approached as an assemblage, which makes heterogenous points of order - geographic, ethnic, linguistic, moral, economic, technological particularities - resonate together. As such, the state is an effect rather than the origin of power, and one should focus on reconstructing the socio-material basis of its functioning. The concept of assemblage questions the naturalization of hegemonic assemblages and renders them open to political challenge by exposing their contingency.

We can also challenge the notion of “pure races” by substituting a more accurate term, “multiracial,” for “of mixed race.” The terminology of mixture draws upon the old notion of distinct races. In fact, the history of our species is one of constant interaction and mating between populations; that is why humans have remained one species. Moreover, in the process of “mixing,” one element gets “diluted.” The term “multiracial” connotes the possibility of multiple cultural traditions, multiple identities, and a richer, rather than diluted, cultural legacy.

Hold-a-note approach: For this approach, play the passage at performance speed and when you arrive at a note that is challenging, hold it for four beats or more (as if it were a long tone). This stabilizes the pitch and tone with which you have difficulty executing. If applicable, finish the rest of the phrase afterwards. Make sure you play past the note and through the passage to keep the direction and phrase of the music. Repeat this multiple times. Hold different notes if necessary.

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

Instead, black feminists insist that our intersectional differences should not be ignored or sublimated but, rather, must inform our efforts to challenge multiple forms of injustice.

One of the difficult early challenges at this stage is to make a commitment to one idea. At the wide-open What If stage of inquiry, one tends to ask many questions, to explore multiple possibilities—from practical to far-out ideas. But when it comes time to act on an idea, you have to narrow possibilities and converge on the one deemed worthy of being taken to the next level.

ACKNOWLEDGEMENTS My husband, for all the backrubs he gives me, the double-chocolate muffins he bakes, for the kisses, the gentle teasing, the pep talks, and the patience he displays whenever I am stressed, irritated, angry, or grumpy about uncooperative characters and plots. Thank you for listening to my theories about true crime shows and for being a magnificent DM for our D&D group. My brave, funny, fierce daughter, whose persistence and strength in the face of multiple challenges, including spina bifida and clubfoot, inspires me every day, and my sweet, sensitive, story-loving son, who has worked so hard to learn coping strategies for his sensory processing disorder. “Allo” you both with all my heart, babies. Thank you for inspiring me, for keeping me laughing, for asking for so many kisses and hugs every single day, and for having absolutely zero interest in my stories because they don’t feature any trains. D, for helping with my children during a pandemic when no one else is available, and for reading a thousand books to them and “playing Star Wars” with them so enthusiastically. My family, for helping so much with my children and supporting my career’s success however you can. Love you guys. Dani Crabtree, for being the most understanding and flexible editor in existence. If this book has errors, they’re mine. (I like to add extra things after she’s seen the book.) My dear, lovely, generous readers—thank you from the bottom of my heart for reading and loving my books. I couldn’t do it without you. The stories only come alive with your imaginations, so with you all to imagine them, our beloved characters would only live in my head. I’m thrilled to share them with you. Thank you for all the notes you write me and the emails you send. Your words make a difference, especially when I’m struggling to remember what I love about this job (usually during a particularly stubborn first draft.) I love you all!

Life is your journey, choosing to live it to fullness is your choice. You may ask why it's hard to live, I may answer because it should be like this, that’s a general response. However, what you should know is that there is no joy in getting things that easily… working hard to achieve it will make difference. There are multiple paths in front of you and you must choose, you may get lost, you may get tired, you may get overwhelmed, you may doubt that’s not the right path for me and then the truth starts to reveal itself, everything begins and ends with you … yes, it's you… It is you who can control it, who can defeat the challenges it's you the author of your reality it's you the dreamer it's you the believer it's you the wiser it is you who prove that you are unique… your mindset and your thoughts must harmonize to create your story, to illustrate your dream to make your unique print because you are different and you never want to be a copy… it's not easy to change or to adapt but you have that flame inside you, that the light that will guide you in the worse and the best... Dare to dream ...Tick Tock… Time...That’s another story…

The multiple ways in which our different material circumstances led to variant strategies for mitigating each of these challenges. [...] Across class divides, we face similar human needs for care & dignity. Yet, we regularly fulfill these needs differently.

Life is your journey, choosing to live it to fullness is your choice. You may ask why it's hard to live I may answer because it should be like this that’s a general response. However, what you should know is that there is no joy in getting things that easily… working hard to achieve it will make difference. There are multiple paths in front of you and you must choose, you may get lost, you may get tired, you may get overwhelmed, you may doubt that’s not the right path for me and then the truth starts to reveal itself, everything begins and ends with you … yes, it's you… It is you who can control it, who can defeat the challenges it's you the author of your reality it's you the dreamer it's you the believer it's you the wiser it is you who prove that you are unique… your mindset and your thoughts must harmonize to create your story, to illustrate your dream to make your unique print because you are different and you never want to be a copy… it's not easy to change or to adapt but you have that flame inside you, that the light that will guide you in the worse and the best... Tick Tock… Time...That’s another story…

Breakthrough innovation occurs when reconciling opposites. Living at one end or the other of a philosophical or cultural spectrum is comfortable, but not terribly interesting or instructive. You know the answers before people ask the questions. Your past, present, and future are hard wired and unchanging. But people who live at the confluence of disparate approaches and opinions have a broader perspective. They see connections and possibilities that others miss. They speak multiple languages and gracefully move between different groups and norms. They continuously translate, synthesize, and unify. As a result, they imagine new ways to solve old problems, and they reinvent old ways to tackle new challenges.They are powerful change agents and value creators.

About 41 percent of mothers are primary breadwinners and earn the majority of their family’s income. Another 23 percent of mothers are co-breadwinners, contributing at least a quarter of the family’s earnings.30 The number of women supporting families on their own is increasing quickly; between 1973 and 2006, the proportion of families headed by a single mother grew from one in ten to one in five.31 These numbers are dramatically higher in Hispanic and African-American families. Twenty-seven percent of Latino children and 51 percent of African-American children are being raised by a single mother.32 Our country lags considerably behind others in efforts to help parents take care of their children and stay in the workforce. Of all the industrialized nations in the world, the United States is the only one without a paid maternity leave policy.33 As Ellen Bravo, director of the Family Values @ Work consortium, observed, most “women are not thinking about ‘having it all,’ they’re worried about losing it all—their jobs, their children’s health, their families’ financial stability—because of the regular conflicts that arise between being a good employee and a responsible parent.”34 For many men, the fundamental assumption is that they can have both a successful professional life and a fulfilling personal life. For many women, the assumption is that trying to do both is difficult at best and impossible at worst. Women are surrounded by headlines and stories warning them that they cannot be committed to both their families and careers. They are told over and over again that they have to choose, because if they try to do too much, they’ll be harried and unhappy. Framing the issue as “work-life balance”—as if the two were diametrically opposed—practically ensures work will lose out. Who would ever choose work over life? The good news is that not only can women have both families and careers, they can thrive while doing so. In 2009, Sharon Meers and Joanna Strober published Getting to 50/50, a comprehensive review of governmental, social science, and original research that led them to conclude that children, parents, and marriages can all flourish when both parents have full careers. The data plainly reveal that sharing financial and child-care responsibilities leads to less guilty moms, more involved dads, and thriving children.35 Professor Rosalind Chait Barnett of Brandeis University did a comprehensive review of studies on work-life balance and found that women who participate in multiple roles actually have lower levels of anxiety and higher levels of mental well-being.36 Employed women reap rewards including greater financial security, more stable marriages, better health, and, in general, increased life satisfaction.37 It may not be as dramatic or funny to make a movie about a woman who loves both her job and her family, but that would be a better reflection of reality. We need more portrayals of women as competent professionals and happy mothers—or even happy professionals and competent mothers. The current negative images may make us laugh, but they also make women unnecessarily fearful by presenting life’s challenges as insurmountable. Our culture remains baffled: I don’t know how she does it. Fear is at the root of so many of the barriers that women face. Fear of not being liked. Fear of making the wrong choice. Fear of drawing negative attention. Fear of overreaching. Fear of being judged. Fear of failure. And the holy trinity of fear: the fear of being a bad mother/wife/daughter.

My target customer will be? (Tip: how would you describe your primary target customer) The problem my customer wants to solve is? (Tip: what does your customer struggle with or what need do they want to fulfill) My customer’s need can be solved with? (Tip: give a very concise description / elevator pitch of your product) Why can’t my customer solve this today? (Tip: what are the obstacles that have prevented my customer from solving this already) The measurable outcome my customer wants to achieve is? (Tip: what measurable change in your your customer’s life makes them love your product) My primary customer acquisition tactic will be? (Tip: you will likely have multiple marketing channels, but there is often one method, at most two, that dominates your customer acquisition — what is your current guess) My earliest adopter will be? (Tip: remember that you can’t get to the mainstream customer without getting early adopters first) I will make money (revenue) by? (Tip: don’t list all the ideas for making money, but pick your primary one) My primary competition will be? (Tip: think about both direct and indirect competition) I will beat my competitors primarily because of? (Tip: what truly differentiates you from the competition?) My biggest risk to financial viability is? (Tip: what could prevent you from getting to breakeven? is there something baked into your revenue or cost model that you can de-risk?) My biggest technical or engineering risk is? (Tip: is there a major technical challenge that might hinder building your product?)

Today’s digital organizations simply just can’t stand still. Bridging the 'gap of opportunity' between where you are and want to become is a welcomed challenge.

JUST LIKE A scientist devises an experiment to test a working theory about a disease, you need to determine how to test your client’s problem or challenge. Interviewers commonly call this step problem structuring

We are still managing to waste poor children's time on activities that have no real relationship to intellectual development. We are still driving great, creative teachers out of the field by proscribing their efforts to bring challenging, meaningful instruction to their charges. Kohl rightly says that the sham, the stupidity, is disheartening, but perhaps it can also be a call to resistance and the rebirth of teacher—and let's hope researcher—militancy. Rather than spending time on such "foolishness," what teachers should be doing is developing the knowledge of the outside world that children from less privileged families might lack.