Original Senior Quotes

Everything we’ve been taught about the origins of civilization may be wrong,” says Danny Hilman Natawidjaja, PhD, senior geologist with the Research Center for Geotechnology at the Indonesian Institute of Sciences.

The families of graduating seniors emptied out of cars, sheepish in uncommon splendor, like milling clans at the origin of a parade. There is something spent about the families of teenagers; possibly it's the look of exhausted loyalties. Perhaps it's only right that we grow overbig in someone else's space. Perhaps we need to tire and differentiate, leave and adapt.

If you’re going to build a strong culture, it’s paramount to make diversity one of your core values. This is what separates Bridgewater’s strong culture from a cult: The commitment is to promoting dissent. In hiring, instead of using similarity to gauge cultural fit, Bridgewater assesses cultural contribution.* Dalio wants people who will think independently and enrich the culture. By holding them accountable for dissenting, Dalio has fundamentally altered the way people make decisions. In a cult, core values are dogma. At Bridgewater, employees are expected to challenge the principles themselves. During training, when employees learn the principles, they’re constantly asked: Do you agree? “We have these standards that are stress tested over time, and you have to either operate by them or disagree with them and fight for better ones,” explains Zack Wieder, who works with Dalio on codifying the principles. Rather than deferring to the people with the greatest seniority or status, as was the case at Polaroid, decisions at Bridgewater are based on quality. The goal is to create an idea meritocracy, where the best ideas win. To get the best ideas on the table in the first place, you need radical transparency. Later, I’m going to challenge some of Dalio’s principles, but first I want to explain the weapons he has used to wage a war on groupthink.

And how long an activity lasts seems to have little influence on our recollections at all—two weeks of vacation, Kahneman noted in a 2010 TED lecture, won’t be recalled with much more fondness or intensity than one week, because that extra week probably won’t add much new material to the original memory. (Never mind that the experiencing self might really enjoy that extra week of vacation.)

The headmaster used to expound the meaning of school life in his sermons.15 Sherborne was not, he explained, entirely devoted to ‘opening the mind’, although ‘historically … this was the primary meaning of school.’ Indeed, said the headmaster, there was ‘constantly a danger of forgetting the original object of school.’ For the English public school had been consciously developed into what he called ‘a nation in miniature’. With a savage realism, it dispensed with the lip service paid to such ideas as free speech, equal justice and parliamentary democracy, and concentrated upon the fact of precedence and power. As the headmaster put it: In form-room and hall and dormitory, on the field and on parade, in your relations with us masters and in the scale of seniority among yourselves, you have become familiar with the ideas of authority and obedience, of cooperation and loyalty, of putting the house and the school above your personal desires … The great theme of the ‘scale of seniority’ was the balance of privilege and duty, itself reflecting the more worthy side of the British Empire. But this was a theme to which ‘opening the mind’ came as at best an irrelevance.

There were three basic reasons why Librarians were sent out to alternates to find specific books: because the book was important to a senior Librarian, because the book would have an effect on the Language, or because the book was specific and unique to that alternate world. In this last case, the Library’s ownership of it would reinforce the Library’s links to the world from which the book originated.

If you’re going to build a strong culture, it’s paramount to make diversity one of your core values. This is what separates Bridgewater’s strong culture from a cult: The commitment is to promoting dissent. In hiring, instead of using similarity to gauge cultural fit, Bridgewater assesses cultural contribution.* Dalio wants people who will think independently and enrich the culture. By holding them accountable for dissenting, Dalio has fundamentally altered the way people make decisions. In a cult, core values are dogma. At Bridgewater, employees are expected to challenge the principles themselves. During training, when employees learn the principles, they’re constantly asked: Do you agree? “We have these standards that are stress tested over time, and you have to either operate by them or disagree with them and fight for better ones,” explains Zack Wieder, who works with Dalio on codifying the principles. Rather than deferring to the people with the greatest seniority or status, as was the case at Polaroid, decisions at Bridgewater are based on quality. The goal is to create an idea meritocracy, where the best ideas win. To get the best ideas on the table in the first place, you need radical transparency.

David had spent the last fourteen days, while Kate was away, learning how to operate the ship’s systems. He was still learning them. Kate had enabled the voice command routines to help with any commands David couldn’t figure out. “Alpha, what is Dr. Warner’s location?” David asked. The disembodied computer voice of the Alpha Lander boomed into the small room. “That information is classified.” “Why?” “You are not a senior member of the research staff.

These senior claims were supposed to be very low-risk; after all, how likely was it that a large number of people would default on their mortgages at the same time? The answer, of course, is that it was quite likely in an environment where homes were worth 30, 40, 50 percent less than the borrowers originally paid for them. So a lot of supposedly safe assets, assets that had been rated AAA by Standard & Poor's or Moody's, ended up becoming "toxic waste", worth only a fraction of their face value.

What’s the magic number of candidates then? I worked with our firm’s research center in India on a massive analysis to study the relationship between how many people we had presented to our clients in thousands of executive searches all over the world and the “stick rate” of the one hired—that is, how many years he or she had stayed at the company, either in the original position or moving up to a more senior role. My expectation was that a larger pool of people interviewed would increase the stick rate, and that happened up to a point. But after three or four candidates, it rapidly declined, confirming that too many options generate suboptimal decisions. So three to four seems to be the right number, just as it is with the interviewers you involve in your key people decisions. But wait: Weren’t Kepler and Darwin out of this range with their eleven

Wow. she is pretty,' Laila said. Her voice stuttered across the last word. The original thought had been, Wow she is hot, and the sentence had transformed on the way out. Laila couldn't talk about anybody like that. Not even her celebrity crushes, not even avatar of perfection Samuel Marquez. A barrier of shame as impermeable as plexiglas walled her off from everything sexual, every thought, every action, even something as small as the difference in connotation between 'pretty' and 'hot.' Hannah had teased her about this once and had stopped when Laila didn't come close to smiling. Her inexperience didn't feel charming or virtuous, like she was some good-girl persona from a movie. It felt furious and heated, humiliating and childish, as if physicality were a language she was supposed to have learned, and here she was in senior year, surrounded by a horde of native speakers, unable to translate the most basic concepts.

The central striking force of the Grande Armée had shrunk to less than half its original size in the eighty-two days between crossing the Niemen and entering Moscow. According to the figures Napoleon was given at the time, he had lost 92,390 men by the end of the battle of Borodino.27 Yet he did not act like a man whose options were limited. During the two days he spent at the beautiful Petrovsky Palace he considered almost immediately retreating to the Lower Dvina in a circular movement, while sending out Eugène’s corps to make it appear as if he were marching on to St Petersburg.28 He told Fain that he believed he could be between Riga and Smolensk by mid-October. Yet although he started looking at maps and drawing up orders, only Eugène supported the idea. Other senior officers reacted with ‘repugnance’, arguing that the army needed rest, and to go north would ‘look for the winter, as if it wasn’t coming soon enough!

Bollywood's economic workings are more mysterious. It still exists in what was known as the informal and high-risk sector of the Indian economy. Banks rarely invest in Bollywood, where moneylenders are rampant, demanding up to 35 percent interest. The big corporate houses seem no less keen to stay away from filmmaking. A senior executive with the Tatas, one of India's prominent business families, told me, "We went into Bollywood, made one film, lost a lot of money, and got out of it fast," adding that "the place works in ways we couldn't begin to explain to our shareholders." Since only six or seven of the two hundred films made each year earn a profit, the industry has generated little capital of its own. The great studios of the early years of the industry are now defunct. It is outsiders- regular moneylenders, small and big businessmen, real estate people, and, sometimes, mafia dons- who continue to finance new films, and their turnover, given the losses, is rapid. Their motives are mixed: sex, glamour, money laundering, and, more optimistically, profit. They rarely have much to do with the desire to make original, or even competent, films.

Although he always talked about technology and Oracle with passion and intensity, he didn’t have the methodical relentlessness that made Bill Gates so formidable and feared. By his own admission, Ellison was not an obsessive grinder like Gates: “I am a sprinter. I rest, I sprint, I rest, I sprint again.” Ellison had a reputation for being easily bored by the process of running a business and often took time off, leaving the shop to senior colleagues. One of the reasons often trotted out for Oracle’s success in the 1990s was Ellison’s decision to hire Ray Lane, a senior executive credited with bringing order and discipline to the business, allowing Ellison just to do the vision thing and bunk off to sail his boats whenever he felt like it. But Lane had left Oracle nearly eighteen months before after falling out with Ellison. Since then, Ellison had taken full control of the company—how likely was it that he would he stay the course? One reason to be skeptical was that Ellison just seemed to have too many things going on in his life besides Oracle. During the afternoon, we took a break from discussing the future of computing to take a tour of what would be his new home—nearly a decade in the making, and at that time, still nearly three years from completion. In the hills of Woodside, California, framing a five-acre artificial lake, six wooden Japanese houses, perfect replicas of the fifteenth- and sixteenth-century originals in Kyoto, were under construction. The site also contained two full-size ornamental bridges, hundreds of boulders trucked in from the high Sierras and arranged according to Zen principles and an equal number of cherry trees jostling for attention next to towering redwoods. Ellison remarked: “If I’m remembered for anything, it’s more likely to be for this than Oracle.”3 In the evening, I noticed in Ellison’s dining room a scale model of what would become his second home: a graceful-looking 450-foot motor-yacht capable of circumnavigating the globe. Already the owner of two mega-yachts, bought secondhand and extensively modified (the 192-foot Ronin based in Sausalito and the 244-foot Katana, which was kept at Antibes in the South of France), Ellison wanted to create the perfect yacht. The key to achieving this had been his successful courtship of a seventy-two-year-old Englishman, Jon Bannenberg, recognized as the greatest designer of very big, privately-owned yachts. With a budget of $200 million—about the same as that for the Japanese imperial village in Woodside—it would be Bannenberg’s masterpiece. Bannenberg had committed himself to “handing over the keys” to Ellison in time for his summer holiday in 2003.

gave up on the idea of creating “socialist men and women” who would work without monetary incentives. In a famous speech he criticized “equality mongering,” and thereafter not only did different jobs get paid different wages but also a bonus system was introduced. It is instructive to understand how this worked. Typically a firm under central planning had to meet an output target set under the plan, though such plans were often renegotiated and changed. From the 1930s, workers were paid bonuses if the output levels were attained. These could be quite high—for instance, as much as 37 percent of the wage for management or senior engineers. But paying such bonuses created all sorts of disincentives to technological change. For one thing, innovation, which took resources away from current production, risked the output targets not being met and the bonuses not being paid. For another, output targets were usually based on previous production levels. This created a huge incentive never to expand output, since this only meant having to produce more in the future, since future targets would be “ratcheted up.” Underachievement was always the best way to meet targets and get the bonus. The fact that bonuses were paid monthly also kept everyone focused on the present, while innovation is about making sacrifices today in order to have more tomorrow. Even when bonuses and incentives were effective in changing behavior, they often created other problems. Central planning was just not good at replacing what the great eighteenth-century economist Adam Smith called the “invisible hand” of the market. When the plan was formulated in tons of steel sheet, the sheet was made too heavy. When it was formulated in terms of area of steel sheet, the sheet was made too thin. When the plan for chandeliers was made in tons, they were so heavy, they could hardly hang from ceilings. By the 1940s, the leaders of the Soviet Union, even if not their admirers in the West, were well aware of these perverse incentives. The Soviet leaders acted as if they were due to technical problems, which could be fixed. For example, they moved away from paying bonuses based on output targets to allowing firms to set aside portions of profits to pay bonuses. But a “profit motive” was no more encouraging to innovation than one based on output targets. The system of prices used to calculate profits was almost completely unconnected to the value of new innovations or technology. Unlike in a market economy, prices in the Soviet Union were set by the government, and thus bore little relation to value. To more specifically create incentives for innovation, the Soviet Union introduced explicit innovation bonuses in 1946. As early as 1918, the principle had been recognized that an innovator should receive monetary rewards for his innovation, but the rewards set were small and unrelated to the value of the new technology. This changed only in 1956, when it was stipulated that the bonus should be proportional to the productivity of the innovation. However, since productivity was calculated in terms of economic benefits measured using the existing system of prices, this was again not much of an incentive to innovate. One could fill many pages with examples of the perverse incentives these schemes generated. For example, because the size of the innovation bonus fund was limited by the wage bill of a firm, this immediately reduced the incentive to produce or adopt any innovation that might have economized on labor.

a serious contender for my book of year. I can't believe I only discovered Chris Carter a year ago and I now consider him to be one of my favourite crime authors of all time. For that reason this is a difficult review to write because I really want to show just how fantastic this book is. It's a huge departure from what we are used to from Chris, this book is very different from the books that came before. That said it could not have been more successful in my opinion. After five books of Hunter trying to capture a serial killer it makes sense to shake things up a bit and Chris has done that in best possible way. By allowing us to get inside the head of one of the most evil characters I've ever read about. It is also the first book based on real facts and events from Chris's criminal psychology days and that makes it all the more shocking and fascinating. Chris Carter's imagination knows no bounds and I love it. The scenes, the characters, whatever he comes up with is both original and mind blowing and that has never been more so than with this book. I feel like I can't even mention the plot even just a little bit. This is a book that should be read in the same way that I read it: with my heart in my mouth, my eyes unblinking and in a state of complete obliviousness to the world around me while I was well and truly hooked on this book. This is addictive reading at its absolute best and I was devastated when I turned the very last page. Robert Hunter, after the events of the last few books is looking forward to a much needed break in Hawaii. Before he can escape however his Captain calls him to her office. Arriving, Hunter recognises someone - one of the most senior members of the FBI who needs his help. They have in custody one of the strangest individuals they have ever come across, a man who is more machine than human and who for days has uttered not a single word. Until one morning he utters seven: 'I will only speak to Robert Hunter'. The man is Hunter's roommate and best friend from college, Lucien Folter, and found in the boot of his car are two severed and mutilated heads. Lucien cries innocence and Hunter, a man incredibly difficult to read or surprise is played just as much as the reader is by Lucien. There are a million and one things I want to say but I just can't. You really have to discover how this story unfolds for yourself. In this book we learn so much more about Hunter and get inside his head even further than we have before. There's a chapter that almost brought me to tears such is the talent of Chris to connect the reader with Hunter. This is a character like no other and he is now one of my favourite detectives of all time. We go back in time and learn more about Hunter when he was younger, and also when he was in college with Lucien. Lucien is evil. The scenes depicted in this book are some of the most graphic I've ever read and you know what, I loved it. After five books of some of the scariest and goriest scenes I've ever read I wondered whether Chris could come up with something even worse (in a good way), but trust me, he does. This book is horrifying, terrifying and near impossible to put down until you reach its conclusion. I spent my days like a zombie and my nights practically giving myself paper cuts turning the pages. If when reading this book you think you have an idea of where it will go, prepare to be wrong. I've learnt never to underestimate Chris, keeping readers on their toes he takes them on an absolute rollercoaster of a ride with the twistiest of turns and the biggest of drops you will finish this book reeling. I am on a serious book hangover, what book can I read next that can even compare to this? I have no idea but if you are planning on reading An Evil Mind I cannot reccommend it enough. Not only is this probably my book of the year it is probably the best crime fiction book I have ever read. An exaggeration you might say but my opinion is my own and this real

Each day, Internet users share more than 1.8 billion photos, according to a report by venture firm Kleiner Perkins Caufield & Byers. For advertisers, the social media posts that include those photos are more valuable than those with just text because pictures reveal how consumers act "in the wild." "You have a window into their world," said Duncan Alney, CEO of Firebelly Marketing in Indianapolis, which uses Ditto Labs' service. Alney, whose firm represents a beer company, learned from Ditto that people drink beer not just with pub grub but also with healthier snacks like hummus. And that consumers who favor mainstream beers also consume craft brews. Other companies use it to interact with fans. Nissan North America found a photo on Twitter of a baby peeking out from behind a cardboard cutout of a Nissan race car driver. Nissan got the Twitter user's permission and reposted the photo on the company's account, garnering 17 retweets and 37 favorites. The original photo was not tagged with "Nissan," so without Ditto the company never would have found it, said Rob Robinson, a senior specialist in social communications at the automaker.

Getting ready on the day of launch takes much longer than you’d think it would, like so many aspects of spaceflight. First I take a final trip to the banya to relax, then go through the preflight enema ritual—our guts shut down in space initially, so the Russians encourage us to get things cleaned out ahead of time. The cosmonauts have their doctors do this, with warm water and rubber hoses, but I opt for the drugstore type in private, which lets me maintain a comfortable friendship with my flight surgeon. I savor a bath in the Jacuzzi tub, then a nap (because our launch is scheduled for 1:42 a.m. local time). When I wake, I take a shower, lingering awhile. I know how much I’ll miss the feeling of water for the next year. The Russian flight surgeon we call “Dr. No” shows up shortly after I’m out of the shower. He is called Dr. No because he gets to decide whether our families can see us once we’re in quarantine. His decisions are arbitrary, sometimes mean-spirited, and absolute. He is here to wipe down our entire bodies with alcohol wipes. The original idea behind the alcohol swab-down was to kill any germs trying to stow away with space travelers, but now it seems like just another ritual. After a champagne toast with senior management and our significant others, we sit in silence for a minute, a Russian tradition before a long trip. As we leave the building, a Russian Orthodox priest will bless us and throw holy water into each of our faces. Every cosmonaut since Yuri Gagarin has gone through each of these steps, so we will go through them, too. I’m not religious, but I always say that when you’re getting ready to be rocketed into space, a blessing can’t hurt.

High school seniors: 70 percent report that they have “above average” leadership skills, compared with 2 percent “below average”; in the ability to get along with others, 25 percent rate themselves in the top 1 percent, and 60 percent put themselves in the top 10 percent. • College professors: 94 percent rate themselves as doing above-average work. • Engineers: In two different companies, 32 percent and 42 percent rated themselves among the top 5 percent of performers. • Entrepreneurs: When 3,000 small-business owners rated the probability that different companies would succeed, on average they rated the prospects of their own businesses as 8.1 out of 10 but gave similar enterprises odds of only 5.9 out of 10.

Such a procedure would divide the work between senior and junior analysts as follows: (1) The senior analyst would set up the formula to apply to all companies generally for determining past-performance value. (2) The junior analysts would work up such factors for the designated companies—pretty much in mechanical fashion. (3) The senior analyst would then determine to what extent a company’s performance—absolute or relative—is likely to differ from its past record, and what change should be made in the value to reflect such anticipated changes. It would be best if the senior analyst’s report showed both the original valuation and the modified one, with his reasons for the change. Is

D. Donovan, Senior Reviewer, Midwest Book Review writes: "Sea Creatures and Poems: Plus Some Other Fish Rhymes illustrates the fun that poetry can embrace, providing a zany collection for all ages that is both ocean-focused and whimsical. The operative description for both poems and pictures is "silly," and the book fulfills this promise with a series of engaging observations that belay the usual staid approaches of too many poetry books. Art combined with poetry is "a delicious combination," as Richard Merritts reflects in the collection's introduction. The poems inspired the author to add illustrations which are just as whimsically touched...and, also, quite artistically rendered. These aren't demanding works. Take "Pompano Pompano Pompano," for example. Its very short observation concludes with an ironic twist after identifying the "flat fish from Florida" outside of its normal sea environment. Succinct? Yes. But the poem really...snags readers, landing a winning insight on both the pompano and its ultimate fate. Readers trawling for humor will find plenty in this book. Even the poetry titles present original, fun observations, as in "By Jove, I Hooked a Snook." Aside from its delightful observations, the poems represent diverse structures, from free verse to rhyme: "From the depths of the sea;/Came a fish that could be;/From a prison did flee;/Dressed in stripes, so you see..." From redfish and ahi to the anglers who long for them, Sea Creatures and Poems will appeal to a wide audience, especially those who do not view poetry as an opportunity for philosophical and psychological analysis alone. Its blend of natural history info, inviting color illustrations, and accompanying fun insights is recommended for those who fish to those who enjoy eating or studying them, as well as poetry lovers who will appreciate the very different approaches, poetic variety, and whimsical inspections within. Libraries catering to these audiences will want to include it in their collections, but Sea Creatures and Poems will prove a delightful choice for adults who seek to instill in the young an appreciation for poetry's capability for fun and its diverse structural representations.

The search for, and quite often assumed discovery of some paternal-like God or a testy senior after the fashion of Jehovah, frequently has its origins in an adolescent rejection of the father.

Chapter 3 addresses the issue of bone-density loss and WBV’s capacity to stimulate bone growth. WBV was, in fact, originally developed forty years ago in Russia to counteract the devastating effects of zero gravity on their cosmonauts in outer space.

I’ve found the same results at numerous organizations. At a senior leadership event at JPMorgan Chase, CEO Jamie Dimon predicted that the executive sitting next to him would have a 100 percent chance of guessing it. He turned out to be right—but most of the time, we’re overconfident in our predictions. Why? It’s humanly impossible to tap out the rhythm of a song without hearing the tune in your head. That makes it impossible to imagine what your disjointed knocks sound like to an audience that is not hearing the accompanying tune. As Chip and Dan Heath write in Made to Stick, “The listeners can’t hear that tune—all they can hear is a bunch of disconnected taps, like a kind of bizarre Morse Code.

Claudia Fine, originally the co-owner of Fine Newcombe & Winsby and now executive vice president of SeniorBridge,

Initially working out of our home in Northern California, with a garage-based lab, I wrote a one page letter introducing myself and what we had and posted it to the CEOs of twenty-two Fortune 500 companies. Within a couple of weeks, we had received seventeen responses, with invitations to meetings and referrals to heads of engineering departments. I met with those CEOs or their deputies and received an enthusiastic response from almost every individual. There was also strong interest from engineers given the task of interfacing with us. However, support from their senior engineering and product development managers was less forthcoming. We learned that many of the big companies we had approached were no longer manufacturers themselves but assemblers of components or were value-added reseller companies, who put their famous names on systems that other original equipment manufacturers (OEMs) had built. That didn't daunt us, though when helpful VPs of engineering at top-of-the-food-chain companies referred us to their suppliers, we found that many had little or no R & D capacity, were unwilling to take a risk on outside ideas, or had no room in their already stripped-down budgets for innovation. Our designs found nowhere to land. It became clear that we needed to build actual products and create an apples-to-apples comparison before we could interest potential manufacturing customers. Where to start? We created a matrix of the product areas that we believed PAX could impact and identified more than five hundred distinct market sectors-with potentially hundreds of thousands of products that we could improve. We had to focus. After analysis that included the size of the addressable market, ease of access, the cost and time it would take to develop working prototypes, the certifications and metrics of the various industries, the need for energy efficiency in the sector, and so on, we prioritized the list to fans, mixers, pumps, and propellers. We began hand-making prototypes as comparisons to existing, leading products. By this time, we were raising working capital from angel investors. It's important to note that this was during the first half of the last decade. The tragedy of September 11, 2001, and ensuing military actions had the world's attention. Clean tech and green tech were just emerging as terms, and energy efficiency was still more of a slogan than a driver for industry. The dot-com boom had busted. We'd researched venture capital firms in the late 1990s and found only seven in the United States investing in mechanical engineering inventions. These tended to be expansion-stage investors that didn't match our phase of development. Still, we were close to the famous Silicon Valley and had a few comical conversations with venture capitalists who said they'd be interested in investing-if we could turn our technology into a website. Instead, every six months or so, we drew up a budget for the following six months. Via a growing network of forward-thinking private investors who could see the looming need for dramatic changes in energy efficiency and the performance results of our prototypes compared to currently marketed products, we funded the next phase of research and business development.

The Origins and Development of the Spirit of the Prussian Officer,” he tells the story of a staff officer dutifully carrying out an order without question, only to be pulled up short by a high-ranking general with the words: “The King made you a staff officer because you should know when not to obey.” In contrast to other European officer corps, Prince Friedrich Karl comments, the Prussians do not allow themselves to be hemmed in with rules and regulations, but give rein to the imagination and exploit every opportunity opened up by unexpected success. Such behavior would not be possible if senior commanders were to demand full control over every unit.10

This process uniquely identifies the impact of hidden causes, rather than merely exploring the factors that are readily apparent. RCA was created by Sakichi Toyoda, founder of Toyota Industries—who Forbes Magazine ranks as the 13th most influential businessman of all time and is often compared to Thomas Edison for his industry-redefining inventions. Toyoda developed a unique system to identify the (often inconspicuous) source of a problem, then implement solutions that prevent the problem from recurring. It was originally applied in the field of engineering, but has since been widely adopted in many industries. I became acquainted with this methodology as a strategy to find corporate solutions, back in my days as a Senior Database Architect. And upon first introduction, the psychologist in me instantly recognized its potential value in dealing with the cream cheese danish in my left hand. And the rest—was history.

Little idea about my teacher: 1. First and foremost My Parents (Both are equal). 2. Next to all my respected teachers who taught me subjective as well practical knowledge, and help me to shape up as a responsible person. 3. Next to all my seniors and elder people who guided me in the path of progress time to time throughout my journey. 4. Next to all my beloved family and friends who are always stood along with me, no matter the time what it was? 5. Next to those entire know-unknown persons who has passed through journey and taught few lessons, tips. 6. Next is the nature, just see it, feel it & learn it. 7. Last but not least kids/children’s- a lot of things, no worry, smiles, happiness, this is the best part of this journey. So it’s time to Salute the Real Commanders of our Life HAPPY TEACHERS DAY Original from: Amit Gupta

DOWN A PEG (OR TWO) Humbled. An admiral flew his personal standard at the highest point of the mast, attached by rope to one of a series of pegs at its base. If a more senior admiral came aboard, the original standard would be taken down a peg or two to make room for the new flag. DRESSING

At this point the reader should possess insight into the Atonist origins of both the exoteric and esoteric branches of Judaism and Christianity. The highest ranking members of Europe’s nobility, as well as senior members of both Catholic and Protestant Churches, know the truth revealed here. Naturally, such men are sworn to keep the salient facts from the masses of the world and normally do not admit the truth in words. However, as we show in The Trees of Life, the truth has been conveyed via the symbolism repeatedly employed by hierarchs and their lieutenants down through the ages to the present. This is the crucial thing to remember when inquiries are made into the shadowy

profit. At SeniorBridge, which bought Fine Newcombe & Winsby, for instance, fees for aides and for hourly care management have gone up considerably in the years since my family was a client. But the original consultation fee remains $500, a way to introduce prospective families to the services (or to lure them in, depending on your level of cynicism).

At this point the reader should possess insight into the Atonist origins of both the exoteric and esoteric branches of Judaism and Christianity. The highest ranking members of Europe’s nobility, as well as senior members of both Catholic and Protestant Churches, know the truth revealed here. Naturally, such men are sworn to keep the salient facts from the masses of the world and normally do not admit the truth in words. However, as we show in The Trees of Life, the truth has been conveyed via the symbolism repeatedly employed by hierarchs and their lieutenants down through the ages to the present. This is the crucial thing to remember when inquiries are made into the shadowy secrets of religion.

According to Fred Dick, a senior lecturer in psychology at Birkbeck, University of London, all the laboratories that have tried to find a language area have been successful in that they have indeed found dozens, even hundreds, of them.

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In a similar vein the author recalls sending an email to a senior music executive in the early 2000’s and getting a reply in the post, hand written on a print out of his original email.

Among the VIPs was Dr Syed Mahmud, a veteran freedom fighter who had been with Nehru at Cambridge and in jail. Like the others, he had to disembark from his car and walk up the steeply sloping lawn that fronted the prime minister’s residence. Austin saw a weeping Mahmud given a helping hand by Jagjivan Ram, a senior Congress politician and Cabinet minister of low-caste origin. This was truly ‘a scene symbolic of Nehru’s India: a Muslim aided by an Untouchable coming to the home of a caste Hindu’.

In 1956, Prof. Vladimir Porfir’yev, the USSRs senior petroleum geologist, told a Moscow conference on petroleum geology, “The overwhelming preponderance of geological evidence compels the conclusion that crude oil and natural petroleum gas have no intrinsic connection with biological matter originating near the surface of the Earth. They are primordial materials which have been erupted from great depths.

A book written by PLA Chinese military scientists and senior Chinese public health officials in 2015, titled The Unnatural Origin of SARS and New Species of Man-Made Viruses as Genetic Bioweapons, was obtained by the US State Department as it conducted an investigation into the origins of Covid-19. The 263-page volume was published in 2015 by the Chinese Military Medical Science Press, a government-owned publishing house managed by the General Logistics Department of the PLA. It describes SARS coronaviruses as heralding a “new era of genetic weapons” and says they can be “artificially manipulated into an emerging human disease virus, then weaponised and unleashed in a way never seen before”. Some of China’s senior public health and military figures are listed among the 18 authors of the document, including the former Deputy Director of China’s Bureau of Epidemic Prevention, Li Feng. Ten of the authors are scientists and weapons experts affiliated with the Air Force Medical University in Xi’an, which the Australian Strategic Policy Institute’s Defence Universities Tracker ranks as “very high-risk” for its level of defence research, including its work on medical and psychological sciences.

research university that primarily awards master’s degrees and PhDs, JNU saw the number of seats offered to students wishing to enroll in a master’s or a doctoral program plummet by 84 percent, from 1,234 to 194 in one year.101 Furthermore, admissions committees were made up solely of experts appointed by the JNU vice-chancellor, flouting university statutes and guidelines followed by the University Grants Commission (UGC), which stipulate that academics should be involved.102 This made it possible to hire teachers from Hindu nationalist circles,103 with few qualifications,104 and some facing charges of plagiarism.105 In particular, several former ABVP student activists from JNU have been appointed as assistant professors even after being disqualified by the committee in charge of short-listing applicants.106 The vice-chancellor replaced deans in the School of Social Sciences without following appointment procedures, cutting the number of researchers by 80 percent and ceasing to apply rules JNU had set to ensure diversity through a mechanism taking into account the social background and geographic origin of its applicants.107 The new recruitment procedure strongly disadvantaged Dalits, Adivasis, and OBCs, who used to make up nearly 50 percent of the student intake and who now accounted for a mere 7 percent. The vice-chancellor also issued ad hoc promotions, nominating recently appointed faculty members to the post of full professor. Conversely, the freeze on promotions for “antigovernment” teachers who should have been promoted on the basis of seniority prompted some of the diktat’s victims to take the matter to court.108 However, even after the court—taking note of the illegality of the rejection procedure—ordered a reexamination of the claimants’ promotions, the latter were once again denied.109

Ivar joined Durant on road shows, and interest grew as Ivar repeated his speech throughout 1923. By the fall Durant believed he finally had found enough investors, and Ivar and Lee Higginson began preparing to close a deal. They followed the same procedure as anyone seeking money. First, they created a new firm, called International Match Corporation, and incorporated it in Delaware. During the late nineteenth century, states had begun competing for corporate charters, the formative documents that corporations are required to file when they are created. Delaware had recently surpassed New Jersey as the incorporation state of choice, and increasingly companies chose to file in Delaware, even if their operations were in another state. Delaware judges took a hands-off approach to business, and would be unlikely to second-guess Ivar’s decisions. By incorporating International Match in Delaware, Lee Higginson would give Ivar and themselves maximum flexibility. Next, Durant and Ivar chose the initial shareholders and directors of International Match. The two original shareholders would be Swedish Match and a syndicate of Swedish banks; they would contribute start-up capital of 30 million dollars and receive the company’s shares, in equal amounts. As shareholders, Swedish Match and the bank syndicate would vote for the company’s board of directors, as well as other major business decisions. The shareholders would elect five directors to oversee International Match’s business: Ivar; Krister Littorin, Ivar’s engineering classmate from Stockholm; Donald Durant; Frederic Allen, Lee Higginson’s senior statesman and head of the firm’s New York office; and Percy A. Rockefeller, a nephew of John D. Rockefeller. Percy Rockefeller owned the World Match Company of Walker-ville, Ontario, and recently had met Ivar while negotiating the sale of a Canadian match manufacturing plant to Swedish Match.29 The two men had impressed each other, and Ivar saw that Rockefeller, who then served on more than sixty other boards, would be the ideal director of International Match: he was well connected, wealthy, generally familiar with the match industry, and far too busy to care about any details. Ivar had idolized the Rockefellers since he was a boy in Kalmar; now, a member of that family would serve on his board.

Every therapy session belongs to both patient and therapist, to the interaction between them. It was the psychoanalyst Harry Stack Sullivan who, in the early twentieth century, developed a theory of psychiatry based on interpersonal relationships. Breaking away from Freud’s position that mental disorders were intrapsychic in origin (meaning “in one’s mind”), Sullivan believed that our struggles were interactional (meaning “relational”). He went so far as to say, “It’s the mark of a senior clinician that he or she is the same person in their living room that they are in their office.” We can’t teach patients to be relational if we aren’t relational with them.

Saving Saboteurs from Themselves John Henry, a senior management consultant with one of the world’s largest firms, advises a diverse portfolio of senior executive clients and boards. Though he’s found that the social dynamics impeding productive work are often the same wherever he goes, it can be difficult to broach the topic without raising his clients’ hackles. That’s why he keeps a copy of the CIA’s Simple Sabotage Field Manual, a set of guidelines devised by U.S. government officials to sabotage terrorist organizations from the inside, in his briefcase. Originally developed by the OSS during World War II, the Simple Sabotage Field Manual is a guide for, as the CIA puts it, “teaching people how to do their jobs badly.” Here’s a sample of some of the tactics our nation’s best intelligence officers recommend you use to undermine the operations and efficiency of a terrorist cell—or a typical American board meeting: When possible, refer all matters to committees for “further study and consideration.” Attempt to make the committees as large as possible—no fewer than five people. Make speeches. Talk as frequently as possible and at great length. Illustrate your “points” by long anecdotes and accounts of personal experiences. Haggle over the precise wording of communications, minutes, resolutions. Bring up irrelevant issues as frequently as possible. Refer back to matters decided upon at the last meeting and attempt to reopen the question of the advisability of that decision.

In 1956 the senior petroleum exploration geologist for the USSR said, The overwhelming preponderance of geological evidence compels the conclusion that crude oil and natural petroleum gas have no intrinsic connection with biological matter originating near the surface of the Earth. They are primordial materials which have been erupted from great depths. But few people listened to those words. Raymond Learsy, in his 2005 book Over a Barrel, wrote, Nothing lasts: not fame, fortune, beauty, love, power, youth, or life itself. Scarcity rules. Accordingly, scarcity—or more accurately, the perception of scarcity—spells opportunity for manipulators. The best example of this is OPEC, which continues to extract obscene profits from a scarcity of its own creation. Learsy, though, leaves no doubt. He, and many others, the Russians included, are absolutely convinced. Oil is not scarce. We only fear that it is.

In a famous speech he criticized “equality mongering,” and thereafter not only did different jobs get paid different wages but also a bonus system was introduced. It is instructive to understand how this worked. Typically a firm under central planning had to meet an output target set under the plan, though such plans were often renegotiated and changed. From the 1930s, workers were paid bonuses if the output levels were attained. These could be quite high—for instance, as much as 37 percent of the wage for management or senior engineers. But paying such bonuses created all sorts of disincentives to technological change. For one thing, innovation, which took resources away from current production, risked the output targets not being met and the bonuses not being paid. For another, output targets were usually based on previous production levels. This created a huge incentive never to expand output, since this only meant having to produce more in the future, since future targets would be “ratcheted up.” Underachievement was always the best way to meet targets and get the bonus. The fact that bonuses were paid monthly also kept everyone focused on the present, while innovation is about making sacrifices today in order to have more tomorrow.

WBV was originally developed because of its intense workout effect over forty years ago in Russia for their Olympic athletes and space program, and it is currently used widely by athletes around the world, from amateur athletes to top athletes and sports franchises and teams. Originally studied primarily with athletes and healthy young people, more recent studies have also shown promising results with older people.2–6[2] [3] [4] [5] [6]

The original Romeo, Coby Reid, had driven his car into a tree only a few hours earlier, though no one was sure if it was on purpose or not, and no one seemed interested in knowing for certain. Since Coby was not dead but merely in the hospital with a broken collarbone and a collapsed lung and spectacular damage to his wonderful smile, the cast and crew decided that the show need not be canceled but rather recast. That Buster, the stage manager, had memorized every line of the entire play seemed to make the decision fairly obvious. That his sister, two years his senior and in her final performance as a high school student, would be playing the role of Juliet was seen as only a minor inconvenience.

You could count the female investment bankers at the firm on two hands. And the number of female executives on one finger. The head of human resources was a woman and there was a woman on the board – a great niece of the original Stanhope founder. That was it. Most of the women employed at the firm were in support roles; marketing, communications, HR and admin. The army of personal assistants was almost entirely female. Without them the firm wouldn’t function. The firm’s senior executives paid lip-service to diversity just as they gave lip-service to corporate social responsibility, another buzzword they bandied about in employee communications and brochures. All they really cared about was making money. It was the firm’s raison d’être and it was ours as well.

the American public will probably continue to refrain from broadly challenging both male and female corporate leaders who compensate themselves far in excess of their value to society. That is ironic, because the political origins of the United States lay in confronting precisely this kind of resource seizure by people in power. King George III of England caused the English colonies in America to rebel by trying to tax them without allowing them a voice in government. In this sense, democratic revolutions are just a formalized version of the sort of group action that coalitions of senior males have used throughout the ages to confront greed and abuse.

About ten seconds later, my assistant popped her head into my office. “Mr. Dimon is on the line.” I took off my earrings (the Oakland in me) and picked up the receiver. “You’re trying to steal from my shareholders!” he yelled, almost as soon as he heard my voice. I gave it right back. “Your shareholders? Your shareholders? My shareholders are the homeowners of California! You come and see them. Talk to them about who got robbed.” It stayed at that level for a while. We were like dogs in a fight. A member of my senior team later recalled thinking, “This was either a really good or a colossally bad idea.” I shared with Dimon the way his lawyers were presenting his position, and why it was unacceptable to me. As temperatures cooled, I got into the details of my demands so that he would understand exactly what I needed—not through the filter of his general counsel, but directly from me. At the end of the conversation, he said he would talk to his board and see what they could do. I’ll never know what happened on Dimon’s side. But I do know that two weeks later, the banks gave in. When all was said and done, instead of the $2 billion to $4 billion that was originally on the table, we secured an $18 billion deal, which ultimately grew to $20 billion in relief to homeowners.

Quoting page 56-57: Most important for the content of immigration reform, the driving force at the core of this movement, reaching back to the 1920s, were Jewish organizations long active in opposing racial and ethnic quotas. These included the American Jewish Congress, the American Jewish Committee, the Anti-Defamation League of B’nai B’rith, and the American Federation of Jews from Eastern Europe. Jewish members of Congress, particularly representatives from New York and Chicago, had maintained steady but largely ineffective pressure against the national origins quotas since the 1920s. But the war against Hitler and the postwar movement against colonialism sharply changed the ideological and moral environment, putting defenders of racial, caste, and ethnic hierarchies on the defensive. Jewish political leaders in New York, most prominently Governor Herbert Lehman, had pioneered in the 1940s in passing state antidiscrimination legislation. Importantly, these statutes and executive orders added “national origin” to race, color, and religion as impermissible grounds for discrimination. Following the shock of the Holocaust, Jewish leaders had been especially active in Washington in furthering immigration reform. To the public, the most visible evidence of the immigration reform drive was played by Jewish legislative leaders, such as Representative Celler and Senator Jacob Javits of New York. Less visible, but equally important, were the efforts of key advisers on presidential and agency staffs. These included senior policy advisers such as Julius Edelson and Harry Rosenfield in the Truman administration, Maxwell Rabb in the Eisenhower White House, and presidential aide Myer Feldman, assistant secretary of state Abba Schwartz, and deputy attorney general Norbert Schlei in the Kennedy-Johnson administration.

With the exception of a few supporters at Bell Laboratories who understood digital technology, AT&T continued to resist the idea. The most outspoken skeptics were some of AT&T’s most senior technical people. “After I heard the melodic refrain of ‘bullshit’ often enough,” Baran recalled, “I was motivated to go away and write a series of detailed memoranda papers, to show, for example, that algorithms were possible that allowed a short message to contain all the information it needed to find its own way through the network.” With each objection answered, another was raised and another piece of a report had to be written. By the time Baran had answered all of the concerns raised by the defense, communications, and computer science communities, nearly four years had passed and his volumes numbered eleven.

The parallels between contemporary Russia and the society that emerged in the hundred years following the death of Peter the Great are striking. Despite modern Russia’s formal constitution and written laws, the country is run by shadowy elite networks that resemble the Saltykov and Naryshkin families that used to control imperial Russia. These elites have access to power in ways that are not defined either by law or regularized procedure. But unlike in China, Russia’s most senior elites do not have a comparable sense of moral accountability to the nation as a whole. As one moves up the political hierarchy in China, the quality of government improves, whereas it gets worse in Russia. Contemporary elites are willing to use nationalism to legitimate their power, but in the end they seem to be in it largely for themselves.

Both GRU spetsnaz and KBG osnaz teams disguised themselves as enlisted men and mingled on special assignments with regular military units, including submariners. The special operations units were broken into teams of eight to ten men with an officer, warrant officer, or senior petty officer in charge. This unit description corresponds to the odd group of sailors who boarded K-129 at the last minute. That group numbered ten men and a leader wearing the insignia of a senior petty officer. It was later reported that, while a number of crew replacements came from other submarines in the Kamchatka Flotilla, the origin of this last group of eleven men has never been determined—or at least never been reported by Russians authorities writing about the K-129 incident.