Pioneer Team Quotes

During World War II, the British spy agency MI8 secretly recruited a crew of teenage wireless operators (prohibited from discussing their activities even with their families) to intercept coded messages from the Nazis. By forwarding these transmissions to the crack team of code breakers at Bletchley Park led by the computer pioneer Alan Turing, these young hams enabled the Allies to accurately predict the movements of the German and Italian forces. Asperger’s prediction that the little professors in his clinic could one day aid in the war effort had been prescient, but it was the Allies who reaped the benefits.

This sudden sharpening of our attention doesn’t just apply to pioneering artworks. It can be seen in an ordinary high school classroom. In a recent study, psychologists Connor Diemand-Yauman, Daniel M. Oppenheimer, and Erikka Vaughan teamed up with teachers, getting them to reformat the teaching handouts they used. Half their classes, chosen at random, got the original materials. The other half got the same documents, reformatted into one of three challenging fonts: the dense , the florid , or the zesty . These are, on the face of it, absurd and distracting fonts. But the fonts didn’t derail the students. They prompted them to pay attention, to slow down, and to think about what they were reading. Students who had been taught using the ugly fonts ended up scoring higher on their end-of-semester exams.21 Most of us don’t have

But Sony couldn’t. It had pioneered portable music with the Walkman, it had a great record company, and it had a long history of making beautiful consumer devices. It had all of the assets to compete with Jobs’s strategy of integration of hardware, software, devices, and content sales. Why did it fail? Partly because it was a company, like AOL Time Warner, that was organized into divisions (that word itself was ominous) with their own bottom lines; the goal of achieving synergy in such companies by prodding the divisions to work together was usually elusive. Jobs did not organize Apple into semiautonomous divisions; he closely controlled all of his teams and pushed them to work as one cohesive and flexible company, with one profit-and-loss bottom line. “We don’t have ‘divisions’ with their own P&L,” said Tim Cook. “We run one P&L for the company.

It was fitting that a virus-fighting team would be led by a CRISPR pioneer. The gene-editing tool that Doudna and others developed in 2012 is based on a virus-fighting trick used by bacteria, which have been battling viruses for more than a billion years. In their DNA, bacteria develop clustered repeated sequences, known as CRISPRs, that can remember and then destroy viruses that attack them.

I’m not going to insult you by feeding you aphorisms about omelets and broken eggs,” I said. “But you signed up for this job. You thought, as much as I did, that what we were doing was world-changing. That’s what you wanted, remember? Do you think the world changes by being asked politely? Or do you think there has to be risk?” She took a deep breath. All the emotions I normally watched her puree into professionalism were churning on her face. “I came here,” she said, “because you—because—I thought you would understand. Don’t you? Being the experiment. Being the pioneer they break the concepts on. The first. Are there any other Cambodians on the core team? Any other Southeast Asians, even? I can tell you exactly how many Black people there are, and I’d only need one hand to count them off.

The fire was farther away by now, but it seemed to be growing in intensity. Even I could tell the wind had picked up. Marlboro Man and Tim looked at each other…and burst out in nervous laughter--the kind of laugh you laugh when you almost fall but don’t; when your car almost goes off a cliff but comes to a stop right at the edge; when your winning team almost misses the winning pass but doesn’t; or when your fiancée and a local cowboy are almost burned alive…but aren’t.

Society would have much to gain from decriminalization. On the immediate practical level, we would feel safer in our homes and on our streets and much less concerned about the danger of our cars being burgled. In cities like Vancouver such crimes are often committed for the sake of obtaining drug money. More significantly perhaps, by exorcising this menacing devil of our own creation, we would automatically give up a lot of unnecessary fear. We could all breathe more freely. Many addicts could work at productive jobs if the imperative of seeking illegal drugs did not keep them constantly on the street. It’s interesting to learn that before the War on Drugs mentality took hold in the early twentieth century, a prominent individual such as Dr. William Stewart Halsted, a pioneer of modern surgical practice, was an opiate addict for over forty years. During those decades he did stellar and innovative work at Johns Hopkins University, where he was one of the four founding physicians. He was the first, for example, to insist that members of his surgical team wear rubber gloves — a major advance in eradicating post-operative infections. Throughout his career, however, he never got by with less than 180 milligrams of morphine a day. “On this,” said his colleague, the world-renowned Canadian physician Sir William Osler, “he could do his work comfortably and maintain his excellent vigor.” As noted at the Common Sense for Drug Policy website: Halsted’s story is revealing not only because it shows that with a morphine addiction the proper maintenance dose can be productive. It also illustrates the incredible power of the drug in question. Here was a man with almost unlimited resources — moral, physical, financial, medical — who tried everything he could think of and he was hooked until the day he died. Today we would send a man like that to prison. Instead he became the father of modern surgery.

Then I heard it--the voice over the CB radio. “You’re on fire! You’re on fire!” The voice repeated, this time with more urgency, “Charlie! Get out! You’re on fire!” I sat there, frozen, unable to process the reality of what I’d just heard. “Oh, shit!” sweet little Charlie yelled, grabbing his door handle. “We’ve got to get out, darlin’--get outta here!” He opened his door, swung his feeble knees around, and let gravity pull him out of the pickup; I, in turn, did the same. Covering my head instinctively as I ditched, I darted away from the vehicle, running smack-dab into Marlboro Man’s brother, Tim, in the process. He was spraying the side of Charlie’s pickup, which, by now, was engulfed in flames. I kept running until I was sure I was out of the path of danger. “Ree! Where’d you come from?!?” Tim yelled, barely taking his eyes off the fire on the truck, which, by then, was almost extinguished. Tim hadn’t known I was on the scene. “You okay?” he yelled, glancing over to make sure I wasn’t on fire, too. A cowboy rushed to Charlie’s aid on the other side of the truck. He was fine, too, bless his heart. By now Marlboro Man had become aware of the commotion, not because he’d seen it happen through the smoke, but because his hose had reached the end of its slack and Charlie’s truck was no longer following behind. Another spray truck had already rushed over to Marlboro Man’s spot and resumed chasing the fire--the same fire that might have gobbled up a rickety, old spray truck, an equally rickety man named Charlie, and me. Luckily Tim had been nearby when a wind gust blew the flames over Charlie’s truck, and had acted quickly. The fire on the truck was out by now, and Marlboro Man rushed over, grabbed my shoulders, and looked me over--trying, in all the confusion, to make sure I was in one piece. And I was. Physically, I was perfectly fine. My nervous system, on the other hand, was a shambles. “You okay?” he shouted over the crackling sounds of the fire. All I could do was nod and bite my lip to keep from losing it. Can I go home now? was the only thing going through my mind. That, and I want my mommy. The fire was farther away by now, but it seemed to be growing in intensity. Even I could tell the wind had picked up. Marlboro Man and Tim looked at each other…and burst out in nervous laughter--the kind of laugh you laugh when you almost fall but don’t; when your car almost goes off a cliff but comes to a stop right at the edge; when your winning team almost misses the winning pass but doesn’t; or when your fiancée and a local cowboy are almost burned alive…but aren’t. I might have laughed, too, if I could muster any breath.

The new alpinism comes full circle as small teams of fit, trained athletes emulate Mummery, aspire to Preuss, climb like the young Messner. Because those pioneers knew that alpinism—indeed all mindful pursuits—is at its most simple level the sum of your daily choices and daily practices. Progress is entirely personal. The spirit of climbing does not lie in outcomes—lists, times, your conquests. You do keep those; you will always know which mountains you have climbed, which you have not. What you can climb is a manifestation of the current, temporary, state of your whole self. You can’t fake a sub-four-minute mile just as you can’t pretend to do an asana.

The Indians say that the river once ran both ways, one half up and the other down, but that, since the white man came, it all runs down, and now they must laboriously pole their canoes against the stream, and carry them over numerous portages. In the summer, all stores—the grindstone and the plow of the pioneer, flour, pork, and utensils for the explorer—must be conveyed up the river in batteaux; and many a cargo and many a boatman is lost in these waters. In the winter, however, which is very equable and long, the ice is the great highway, and the loggers' team penetrates to Chesuncook Lake, and still higher up, even two hundred miles above Bangor. Imagine the solitary sled-track running far up into the snowy and evergreen wilderness, hemmed in closely for a hundred miles by the forest, and again stretching straight across the broad surfaces of concealed lakes! We

Insta Tech Experts is a team of qualified and experienced professionals and is an independent support agency. Pioneering Windows tech support services are offered for all over USA and Canada. To get support from leading Windows support professionals dial 1-844-305-0563 (toll-free)

Rescue dogs are trained to perform such responses on command, often in repulsive situations, such as fires, that they would normally avoid unless the entrapped individuals are familiar. Training is accomplished with the usual carrot-and stick method. One might think, therefore, that the dogs perform like Skinnerian rats, doing what has been reinforced in the past, partly out of instinct, partly out of a desire for tidbits. If they save human lives, one could argue, they do so for purely selfish reasons. The image of the rescue dog as a well-behaved robot is hard to maintain, however, in the face of their attitude under trying circumstances with few survivors, such as in the aftermath of the bombing of the Murrah Federal Building in Oklahoma City. When rescue dogs encounter too many dead people, they lose interest in their job regardless of how much praise and goodies they get. This was discovered by Caroline Hebard, the U.S. pioneer of canine search and rescue, during the Mexico City earthquake of 1985. Hebard recounts how her German shepherd, Aly, reacted to finding corpse after corpse and few survivors. Aly would be all excited and joyful if he detected human life in the rubble, but became depressed by all the death. In Hebard's words, Aly regarded humans as his friends, and he could not stand to be surrounded by so many dead friends: "Aly fervently wanted his stick reward, and equally wanted to please Caroline, but as long as he was uncertain about whether he had found someone alive, he would not even reward himself. Here in this gray area, rules of logic no longer applied." The logic referred to is that a reward is just a reward: there is no reason for a trained dog to care about the victim's condition. Yet, all dogs on the team became depressed. They required longer and longer resting periods, and their eagerness for the job dropped off dramatically. After a couple of days, Aly clearly had had enough. His big brown eyes were mournful, and he hid behind the bed when Hehard wanted to take him out again. He also refused to eat. All other dogs on the team had lost their appetites as well. The solution to this motivational problem says a lot about what the dogs wanted. A Mexican veterinarian was invited to act as stand-in survivor. The rescuers hid the volunteer somewhere in a wreckage and let the dogs find him. One after another the dogs were sent in, picked up the man's scent, and happily alerted, thus "saving" his life. Refreshed by this exercise, the dogs were ready to work again. What this means is that trained dogs rescue people only partly for approval and food rewards. Instead of performing a cheap circus trick, they are emotionally invested. They relish the opportunity to find and save a live person. Doing so also constitutes some sort of reward, but one more in line with what Adam Smith, the Scottish philosopher and father of economics, thought to underlie human sympathy: all that we derive from sympathy, he said, is the pleasure of seeing someone else's fortune. Perhaps this doesn't seem like much, but it means a lot to many people, and apparently also to some bighearted canines.

The Kindle Press Release Kindle was the first product offered by the digital media group, and it, along with several AWS products, was among the first at Amazon to be created using the press release approach. Kindle was a breakthrough in multiple dimensions. It used an E Ink display. The customer could shop for, buy, and download books directly from the device—no need to connect to a PC or to Wi-Fi. Kindle offered more e-books than any other device or service available at the time and the price was lower. Today, that set of features sounds absolutely standard. In 2007, it was pioneering. But Kindle had not started out that way. In the early stages of its development—before we got started on the press release approach and when we were still using PowerPoint and Excel—we had not described a device that could do all these things from the customer perspective. We had focused on the technology challenges, business constraints, sales and financial projections, and marketing opportunities. We were working forward, trying to invent a product that would be good for Amazon, the company, not the customer. When we wrote a Kindle press release and started working backwards, everything changed. We focused instead on what would be great for customers. An excellent screen for a great reading experience. An ordering process that would make buying and downloading books easy. A huge selection of titles. Low prices. We would never have had the breakthroughs necessary to achieve that customer experience were it not for the press release process, which forced the team to invent multiple solutions to customer problems. (We tell the whole Kindle story in chapter seven.)

Site Reliability Engineering is an approach to the operation and improvement of software applications pioneered by Google to deal with their global, multi-million-user systems. If adopted in full, SRE is significantly different from IT operations of the past, due to its focus on the “error budget” (namely defining what is an acceptable amount of downtime) and the ability of SRE teams to push back on poor software.

The Five Whys The "Five Whys" is another lean manufacturing tool pioneered by Toyota. When faced with a problem, the first answer will likely be superficial and fail to address the root cause. Asking "why?" five times in succession can help get to the root of the problem. For example, a software company releases a new product feature that caused its service to fail: Why did the service fail? Because a particular server failed. Why did the server fail? Because an obscure subsystem was used in the wrong way. Why was it used in the wrong way? The engineer didn't know how to use it properly. Why didn't he know? Because he was never trained. Why wasn't he trained? Because his manager doesn't believe in training because he and his team are "too busy." Without the Five Whys, most companies would stop at the first question, fix the server and move on. However, pursuing the five whys reveals the root cause which is the manager's negative attitude on training. Without fixing the training problem, issues like this would probably happen again. Note that the process of five whys typically moves the focus from a technical fault towards human error.

Dorothy Parker, Sylvia Plath, Bessie Smith, Janis Joplin -- I can't help but note that most of the women who hold their own with the men seem unhappy and apt to die young. Lazy, popular opinion has it that this is because women are fundamentally unsuited to putting their head over the parapet and competing on the same terms as men. They just can't handle the big-boy stuff. They simply need to stop trying. But when I look at their undoing - despair, self-loathing, low self-esteem, exhaustion, frustration at repeated lack of opportunity, space, understanding, support, or context - to me it seems as if they are all dying of the same thing: being stuck in the wrong century. All these earlier ages are poisonous to women, I begin to think...They are surrounded by men, without a team or a den mother to cheer them on. They are the sole pair of high heels clacking through a room of brogues. They are loaded with all the wearisomeness of being a novelty. ... They are astronauts in the Mir Space Station, or hearts sewn into early transplant patients. They can pioneer, yes, but it's not sustainable. Eventually, the body rejects them. The atmosphere proves to thin. It doesn't work.

The strength of the culture, and not its size or resources, determines an organization’s ability to adapt to the times, overcome adversity and pioneer new innovations.

The study of wildlife was a household passion. Bob loved all reptiles, even venomous snakes. Lyn took in the injured and orphaned. They made a great team, and Steve was born directly from their example and teaching. “Whenever we were driving,” Steve told me, “if we saw a kangaroo on the side of the roadway that had been killed by a car, we always stopped.” Mother and son would investigate the dead roo and, if it was female, check its pouch. They rescued dozens, maybe hundreds, of live kangaroo joeys this way, brought them home, and raised them. “We had snakes and goannas mostly, but also orphaned roo joeys, sugar gliders, and possums,” Steve said about these humble beginnings. “We didn’t have enclosures for crocodiles. That came later, after my parents became sick to death of the hatred they saw directed toward crocs.” I soon became aware that as much as Steve loved his parents equally, he got different things from each of them. Bob was his hero, his mentor, the man he wanted to become. Bob’s knowledge of reptile--and especially snake--behavior made him an invaluable resource for academics all over the country. The Queensland Museum wanted to investigate the ways of the secretive fierce snake, and Bob shared their passion. When the administrators of the Queensland Parks and Wildlife Service wanted to relocate problem crocodilians, they called Bob. Meanwhile, Lyn became, in Steve’s words, “the Mother Teresa of animal rescue.” Lyn designed a substitute pouch for orphaned roo and wallaby joeys. She came up with appropriate formulas to feed them too. Lyn created the warm, nurturing environment that made Steve’s dreams, goals, and aspirations real and reachable. Steve was always a boy who loved his mum, and Lyn was the matriarch of the family. While Bob and Steve were fearless around taipans and saltwater crocs, they had the utmost respect for Lyn. She was a pioneering wildlife rehabilitator who set the mark for both Steve and myself. From the very first, I was welcomed into the Irwin family. The greatest thing was that I felt Lyn and Bob loved me not just because I was married to Steve, but for myself, for who I was. That gave me confidence to feel at home as a new arrival to Australia.

The quality of students wasn’t an issue; Tsinghua and nearby Peking University attracted the highest-scoring students from each year’s national examinations. But the SEM’s curriculum and teaching methods were dated, and new faculty members were needed. To be a world-class school required world-class professors, but many instructors, holdovers from a bygone era, knew little about markets or modern business practices. The school’s teaching was largely confined to economic theory, which wasn’t very practical. China needed corporate leaders, not Marxist theoreticians, and Tsinghua’s curriculum placed too little emphasis on such critical areas as finance, marketing, strategy, and organization. The way I see it, a business education should be as much vocational as academic. Teaching business is like teaching medicine: theory is important, but hands-on practice is essential. Medical students learn from cadavers and hospital rounds; business students learn from case studies—a method pioneered more than a century ago by Harvard Business School that engages students in analyzing complex real-life dilemmas faced by actual companies and executives. Tsinghua’s method of instruction, like too much of China’s educational system, relied on rote learning—lectures, memorization, and written tests—and did not foster innovative, interactive approaches to problem solving. Students needed to know how to work as part of a team—a critical lesson in China, where getting people to work collaboratively can be difficult. At Harvard Business School we weren’t told the “right” or “wrong” answers but were encouraged to think for ourselves and defend our ideas before our peers and our at-times-intimidating professors. This helped hone my analytical skills and confidence, and I believed a similar approach would help Chinese students.

As Jack Welch, the famous former CEO of General Electric, once said, “Before you become a leader, success is all about growing yourself. When you become a leader, success is all about growing others.

In 1857, to encourage continued settlement of the West, Congress passed the Pacific Wagon Road Act, which among other improvements to the trail called for the surveying of a shorter route to Idaho across the bottom of the Wind Rivers and the forested Bridger-Teton wilderness to the west. Frederick W. Lander, a hotheaded but experienced explorer and engineer, was assigned the job. He made Burnt Ranch the trailhead and main supply depot for the trail-building job, which became one of the largest government-financed projects of the nineteenth century. Lander hired hundreds of workers from the new Mormon settlement at Salt Lake and supplied the enterprise with large mule-team caravans that ferried provisions and equipment from U.S. Army depots in Nebraska and eastern Wyoming. “With crowds of laborers hauling wood, erecting buildings and tending stock,” writes historian Todd Guenther, “the area was a beehive of activity.” The engineers, logging crews, and workers quickly hacked out what became known as the Lander Cutoff, which saved more than sixty miles, almost a week’s travel, across the mountains. In places, the Lander Cutoff was a steep up-and-down ride, but the route offered cooler, high terrain and plentiful water, an advantage over the scorching desert of the main ruts to the south. Eventually an estimated 100,000 pioneers took this route, and the 230-mile Lander Cutoff was considered an engineering marvel of its time. This

We human pioneers of the “great camping trip,” as George Attla would dub it, will remain incorporated, as it were, in the fabric that weaves our history. But what of the four hundred pioneer dogs? Those wonders of God’s creation, who weathered Arctic gales, slept in snowbanks, suffered exhaustion, sore, raw feet, and, to some degree, human ignorance, and neglect. What of them? Leaders Genghis, Kiana, and Sonny. Others, who strained in wheel, team, and swing positions, and at times, in lead as well, were Kuchik, Koyuk, Snippy, Eska, Shiak, Flame, Bandit, Casper, and Crazy. Names listed on a sheet of paper seem such a hollow tribute to twelve of a person’s most loyal, tested friends. And hollow that tribute would be, if all twelve of them were not imprinted indelibly in my heart. Those twelve devoted, steadfast trail companions bestowed upon me the one true adventure of my life. In so doing, they became the pathfinders for all ensuing generations of endurance race dogs. Genghis, Kiana, Sonny, Kuchik, Koyuk, Snippy, Eska, Shiak, Flame, Bandit, Casper, and Crazy—a renewed and heartfelt salute.

However, what an opportunity for a once-in-a-lifetime adventure. A chance to truly go somewhere consequential, somewhere distant by dog team. What a thrill it would be to soak in the very essence of a trail known only vicariously through book and legend. How overpowering the thought: To ride runners over a pioneer’s boulevard, where august spirits of old-time dog men sit in watch. Here was an occasion where all the noble qualities of a noble animal could be demonstrated to an ever-growing remote and mechanized world. Dare I hope that such an event would excite a renewed interest in the historic trail? That my adopted hometown, indeed all the communities along the way, would begin anew, an appreciative relationship with that heritage treasure? Yes, I just had to do it. There could never be another first Iditarod Race, and for that matter, the first could well be the last.

As leaders you can never tell people that they are empowered, all you can do is to create the environment and give people the skills and tools to enable them to grow. You feel valued for the part that you play and from that you breed loyalty. Loyalty not only to the team, the leadership, but to the organisation as a whole.

The AAWSAP team documented the effects on human health as a result of interacting with UAPs. Primarily the team pioneered the concept of focusing on the human body to research the effects of UAPs. From the very inception of the program, the research team placed a new emphasis on the human body as a readout system for examining the aftereffects of close encounters. Why? Because the human body, including the human immune system and the brain, are exquisitely sophisticated and sensitive information-processing systems that can be “perturbed” by outside influences, for example a close encounter with a UAP. Beginning in 2008, the AAWSAP scientific staff intuited that the record of that perturbation in the human body can sometimes be unmasked or decoded with the use of immunological, imaging, or chemical approaches.

In Robert Noyce’s office there hung a black-and-white photo that showed a jovial crew of young scientists offering a champagne toast to the smiling William Shockley. The picture was taken on November 1, 1956, a few hours after the news of Shockley’s Nobel Prize had reached Palo Alto. By the time that happy picture was taken, however, Shockley Semiconductor Laboratories was a chaotic and thoroughly unhappy place. For all his technical expertise, Shockley had proven to be an inexpert manager. He was continually shifting his researchers from one job to another; he couldn’t seem to make up his mind what, if anything, the company was trying to produce. “There was a group that worked for Shockley that was pretty unhappy,” Noyce recalled many years later. “And that group went to Beckman and said, hey, this isn’t working. . . . About that time, Shockley got his Nobel Prize. And Beckman was sort of between the devil and the deep blue sea. He couldn’t fire Shockley, who had just gotten this great international honor, but he had to change the management or else everyone else would leave.” In the end, Beckman stuck with Shockley—and paid a huge price. Confused and frustrated, eight of the young scientists, including Noyce, Moore, and Hoerni, decided to look for another place to work. That first group—Shockley called them “the traitorous eight”—turned out to be pioneers, for they established a pattern that has been followed time and again in Silicon Valley ever since. They decided to offer themselves as a team to whichever employer made the best offer. Word of this unusual proposal reached an investment banker in New York, who offered a counterproposal: Instead of working for somebody else, the eight scientists should start their own firm. The banker knew of an investor who would provide the backing—the Fairchild Camera and Instrument Corporation, which had been looking hard for an entrée to the transistor business. A deal was struck. Each of the eight young scientists put up $500 in earnest money, the corporate angel put up all the rest, and early in 1957 the Fairchild Semiconductor Corporation opened for business, a mile or so down the road from Shockley’s operation.

We’re talking about them as athletes, rather than some of the conversations we had in ’99: My god, who are these women? They’re kind of hot!” Julie Foudy said. After the team won in 1999, the players turned into one-of-a-kind heroes, pioneers, and role models overnight. Many people rooted for them as a larger statement about women in sports. But by 2015, the players of the national team were athletes that America grew to love simply as athletes. If fans were going to be jubilant about a victory in the 2015 World Cup final, it wouldn’t just be because of some deeper meaning or greater impact—it would be because fans knew these players and wanted them to win. It was evidenced by Alex Morgan’s almost 2 million followers on Twitter, Hope Solo’s autobiography becoming a New York Times bestseller, and Abby Wambach appearing in Gatorade television ads on heavy rotation. No longer did the players need to show up at schools and youth clinics to hand out flyers, like the 1999 team did. The word about the national team was already out. In the team’s three May 2015 send-off games, they sold out every match, drawing capacity crowds at Avaya Stadium, the StubHub Center, and Red Bull Arena. Consider what Foudy told reporters in 1999 after the World Cup win: “It transcends soccer. There’s a bigger message out there: When people tell you no, you just smile and tell them, Yes, I can.” By 2015? Players like Carli Lloyd were talking about world domination. It was all about the soccer—and that, in and of itself, was something special and powerful.

I am proud of my racing trophies,” Seppala once said, “but I would trade them all for the satisfaction of knowing that my dogs and I tried honestly to give our very best in humanitarian service to our fellowman, regardless of race, creed, color, in Alaska’s pioneer days. Often the going was rough—sometimes my courage was greater than my team’s—several times I was ready to quit but was ashamed because of the great fighting heart of the Siberian Husky.

Both Biruté and Jane are firmly rooted in the world of human endeavor. Jane has not become a chimp; Biruté has not become an orangutan. Yet the lives of all three women have been transformed by their visions; they are inexorably linked to the other nations through which they have traveled. In a sense they are, in the words of Henry Beston, living by voices we shall never hear; they are gifted with extensions of the senses we have lost or never attained. You need only listen to Jane’s excitement at seeing “a tree laden with luscious fruit”—fruit that to human senses is so tart it prompts a grimace. You need only remember how Dian would sing to the gorillas a gorilla song—praising the taste of rotting wood. You need only imagine what goes through Biruté’s mind when she does the “fruit stare” of the orangutan. Western scientists do not like to talk about these things, for to do so is to voice what for so long has been considered unspeakable. The bonds between human and animal and the psychic tools of empathy and intuition have been “coded dark” by Western science—labeled as hidden, implicit, unspoken. The truths through which we once explained our world, the truths spoken by the ancient myths, have been hushed by the louder voice of passionless scientific objectivity. But perhaps we are rediscovering the ancient truths. In his book Life of the Japanese Monkeys, the renowned Japanese primate researcher Kawai Masao outlines a new concept, upon which his research is built: he calls it kyokan, which translates as “feel-one.” He struck upon the concept after observing a female researcher on his team interacting with female Japanese macaques. “We [males] had always found it more difficult to distinguish among female [macaques],” he wrote. “However, a female researcher who joined our study could recognize individual females easily and understood their behavior, personality and emotional life better. . . . I had never before thought that female monkeys and women could immediately understand each other,” he wrote. “This revelation made me feel I had touched upon the essence of the feel-one method.” Masao’s book, unavailable to Western readers until translated into English by Pamela Asquith in 1981, explains that kyokan means “becoming fused with the monkeys’ lives where, through an intuitive channel, feelings are mutually exchanged.” Embodied in the kyokan approach is the idea that it is not only desirable to establish a feeling of shared life and mutual attachment with the study animals—to “feel one” with them—but that this feeling is necessary for proper science, for discovering truth. “It is our view that by positively entering the group, by making contact at some level, objectivity can be established,” Masao wrote. Masao is making a call for the scientist to return to the role of the ancient shaman: to “feel one” with the animals, to travel within their nations, to allow oneself to become transformed, to see what ordinary people cannot normally see. And this, far more than the tables of data, far more than the publications and awards, is the pioneering achievement of Jane Goodall, Biruté Galdikas, and Dian Fossey: they have dared to reapproach the Other and to sanctify the unity we share with those other nations that are, in Beston’s words, “caught with ourselves in the net of life and time, fellow prisoners of the splendor and travail of the earth.

she co-ran Five by Five, a consulting agency she founded with open-data pioneer Chloé Bonnet that built or reinforced innovation teams within large organizations and start-ups.

In addition to pioneering a new product, the Wave team had been run in an experimental way. We were exploring whether setting milestones and allowing teams the possibility of IPO-like rewards for the achievement of IPO-like ambitions would spur greater success. They had chosen to forgo Google bonuses and stock awards for the possibility of much larger rewards. The team had worked for two years on this product, putting in countless hours in an effort to transform how people communicated online. They took a massive, calculated risk. And failed. So we rewarded them. In a sense, it was the only reasonable thing to do. We wanted to make sure that taking enormous risks wasn’t penalized.

In James’s time, smallpox was sometimes called the Speckled Monster. Throughout recorded history, it killed ten percent of the population. As a youngster, before being variolated (intentionally infected with smallpox as a preventative measure), Edward Jenner was “prepared” by being starved, purged, and bled, and afterward he was locked in a stable with other ailing boys until the disease had run its course. All in all, it was an experience he would never forget—one that later inspired him to experiment and discover that immunization with cowpox prevented smallpox. In 1801, after he pioneered vaccination, Jenner issued a pamphlet that ended with these words: “…the annihilation of the Small Pox, the most dreadful scourge of the human species, must be the final result of this practice.” Unfortunately, almost 180 years went by before his prophecy came to pass. In Juliana, James was too optimistic in hoping smallpox vaccinations would soon be made compulsory. England didn’t pass such a law until 1853, and the World Health Organization (WHO) didn’t launch its campaign to conquer smallpox until 1967. At that time, there were fifteen million cases of smallpox each year. The WHO’s plan was to vaccinate everyone everywhere. Teams of vaccinators traveled the world to the remotest of communities. The last documented case of smallpox occurred just eight years later, in 1975. After an anxious period of watching for new cases, in 1980 the WHO formally declared, “Smallpox is Dead!” Jenner’s dream had come true: The most feared disease of all time had been eradicated.

you will marvel at how very unusual Yale’s team of star performers is in combining rigor and objectivity with the personal warmth and trust that avoids “politics” or “positioning” and maximizes real listening for full understanding every day.

The fifth secret may well be the most important: personal respect and affection. Visitors to Yale’s Investments Office are invariably impressed by the open architecture and informal “happy ship” climate that is almost as obvious as the disciplined intensity with which the staff work at their tasks and responsibilities. Positive professionals perform at their peak productivity and teams get better with low turnover.

Finally, David Swensen has made it fun to work on investing for Yale—recruiting a team of exceptionally talented Yale graduates,

Your team comes first! It’s not your team’s job to adapt to you, it’s your job to adapt to them. You are as strong as the team you surround yourself with. They will be the reason you succeed, but they won’t be the reason you fail. -- Dr. Hitesh Tolani CEO AND FOUNDER, VIRTUDENT

Hitler and Mussolini, by contrast, not only felt destined to rule but shared none of the purists’ qualms about competing in bourgeois elections. Both set out—with impressive tactical skill and by rather different routes, which they discovered by trial and error—to make themselves indispensable participants in the competition for political power within their nations. Becoming a successful political player inevitably involved losing followers as well as gaining them. Even the simple step of becoming a party could seem a betrayal to some purists of the first hour. When Mussolini decided to change his movement into a party late in 1921, some of his idealistic early followers saw this as a descent into the soiled arena of bourgeois parliamentarism. Being a party ranked talk above action, deals above principle, and competing interests above a united nation. Idealistic early fascists saw themselves as offering a new form of public life—an “antiparty”—capable of gathering the entire nation, in opposition to both parliamentary liberalism, with its encouragement of faction, and socialism, with its class struggle. José Antonio described the Falange Española as “a movement and not a party—indeed you could almost call it an anti-party . . . neither of the Right nor of the Left." Hitler’s NSDAP, to be sure, had called itself a party from the beginning, but its members, who knew it was not like the other parties, called it “the movement” (die Bewegung). Mostly fascists called their organizations movements or camps or bands or rassemblements or fasci: brotherhoods that did not pit one interest against others, but claimed to unite and energize the nation. Conflicts over what fascist movements should call themselves were relatively trivial. Far graver compromises and transformations were involved in the process of becoming a significant actor in a political arena. For that process involved teaming up with some of the very capitalist speculators and bourgeois party leaders whose rejection had been part of the early movements’ appeal. How the fascists managed to retain some of their antibourgeois rhetoric and a measure of “revolutionary” aura while forming practical political alliances with parts of the establishment constitutes one of the mysteries of their success. Becoming a successful contender in the political arena required more than clarifying priorities and knitting alliances. It meant offering a new political style that would attract voters who had concluded that “politics” had become dirty and futile. Posing as an “antipolitics” was often effective with people whose main political motivation was scorn for politics. In situations where existing parties were confined within class or confessional boundaries, like Marxist, smallholders’, or Christian parties, the fascists could appeal by promising to unite a people rather than divide it. Where existing parties were run by parliamentarians who thought mainly of their own careers, fascist parties could appeal to idealists by being “parties of engagement,” in which committed militants rather than careerist politicians set the tone. In situations where a single political clan had monopolized power for years, fascism could pose as the only nonsocialist path to renewal and fresh leadership. In such ways, fascists pioneered in the 1920s by creating the first European “catch-all” parties of “engagement,”17 readily distinguished from their tired, narrow rivals as much by the breadth of their social base as by the intense activism of their militants. Comparison acquires some bite at this point: only some societies experienced so severe a breakdown of existing systems that citizens began to look to outsiders for salvation. In many cases fascist establishment failed; in others it was never really attempted.

Welch and others, through the 1980s, pioneered using people as an expendable resource to the benefit of investors. Since then, it has become increasingly more common for companies to use layoffs to beef up their bottom line. It is considered an acceptable business practice today to lay off people, often ending their careers, simply to balance the books for the quarter or the year. If careers are to be ended, it should be for negligence or incompetence or as a last resort to save the company. But in our twenty first-century version of capitalism, the expectation that we are working in meritocracies seems false. In many cases, it doesn’t matter how hard we’ve worked; if the company falls a little short, people will have to be laid off. No hard feelings, it’s just business. Can you imagine getting rid of one of your children because you made less money than you expected last year? Imagine how your kids would feel if that were the plan. Well, that’s how it is in too many companies today.

Why didn't you just give them their dumb ball?" Joe glowered at Emma. "It isn't theirs anymore," Emma said. "It was in the stands." She rubbed her fingers along the seams of the baseball and stared at the pictures. Most of them were of past Pioneers' teams with the dates of the years printed underneath. "Maybe we could make a run for it," Michael said. "How stupid can you get," Joe said. "The guards are right outside." Emma could see them through the window in the door. "Well, anyway, the game's got to be over soon," Michael said. "Then they'll have to let us go." "I'm not spending the night here, that's for sure," Joe said. "Stuff it," Michael said. "Someone's coming.

When artificial-intelligence guru Andrew Ng joined Chinese Internet pioneer Baidu Baidu last May as chief scientist, he was a little cagey about what he and his team might work on at a newly opened lab in Sunnyvale, Calif. But he couldn’t help revealing better speech recognition as a key area of interest in the age of the smartphone. Today, Baidu, often called China’s Google Google, unveiled the first results of what the former Google researcher, Stanford professor and Coursera cofounder had in mind. In a paper published today on Cornell University Library’s arXiv.org site, Ng and 10 members of his Baidu Research team led by research scientist Awni Hannun said they’ve come up with a new method of more accurately recognizing speech, an increasingly important feature used in Apple's Apple's Siri and Dictation services as well as Google’s voice search.

Agra-Etawah Toll Road Project: Transforming Uttar Pradesh's Infrastructure Landscape Spanning an impressive 124.52 kilometers, the Agra-Etawah Toll Road Project signifies a monumental stride in reshaping Uttar Pradesh's infrastructure network. Designed to significantly cut travel times and boost regional trade, this essential corridor between Agra and Etawah also promises to catalyze economic growth across the state. Amid India’s rapidly advancing infrastructure endeavors, the Agra-Etawah Toll Road stands as a beacon of modernization. At the helm of this ambitious initiative is Modern Road Creators, a leading name in highway and expressway construction. Their role in this project underscores India’s dedication to creating world-class infrastructure. A Marvel of Engineering Excellence Modern Road Creators’ involvement in the Agra-Etawah Toll Road highlights their expertise in delivering cutting-edge infrastructure solutions. From meticulous planning and advanced surveying techniques to flawless execution, every stage reflects their unwavering commitment to quality, precision, and operational excellence. Modern Road Creators: Pioneers of Progress Unmatched Infrastructure Expertise With extensive experience in transforming India’s landscape, Modern Road Creators bring unparalleled knowledge and skill to the Agra-Etawah project. Their dedicated team ensures adherence to the highest standards of safety, durability, and quality, setting a new benchmark for road construction in the region. Commitment to Sustainability Environmental stewardship is central to Modern Road Creators’ approach. By utilizing eco-friendly construction methods and sustainable practices, the Agra-Etawah project minimizes ecological impact while fostering a balance with nature. Shaping a More Connected Future As the Agra-Etawah Toll Road nears completion, it promises to transform the region into a more interconnected and economically vibrant hub. By championing innovation and integrity, Modern Road Creators are paving the way for a unified and prosperous future for Uttar Pradesh and beyond. Conclusion: Building India’s Future Modern Road Creators play a pivotal role in driving transformative projects like the Agra-Etawah Toll Road. Their contributions go beyond infrastructure, creating employment opportunities, strengthening communities, and accelerating India’s growth trajectory. As this project unfolds, its impact is poised to resonate for generations, reinforcing its place in India’s development journey. Key Project Highlights Length: Six-lane highway spanning 124.52 kilometers Total Road Coverage: 750 kilometers New Road Construction: 84.725 kilometers Bridges: Three major and 30 minor bridges Railway Structures: Seven railway bridges and seven overhead structures Noise Barriers: Stretching 3.08 kilometers Lighting: Road illumination over 44.68 kilometers Project Cost: ₹3,244 crore Concession Period: 24 years

I was also able to join the class Pioneer leadership team, but wasn’t allowed to become group council chair because I was a pastor’s daughter.