Protocol Team Quotes

Make the Leader Occasionally Disappear: Several leaders of successful groups have the habit of leaving the group alone at key moments. One of the best at this is Gregg Popovich. Most NBA teams run time-outs according to a choreographed protocol: First the coaches huddle as a group for a few seconds to settle on a message, then they walk over to the bench to deliver that message to the players. However, during about one time-out a month, the Spurs coaches huddle for a time-out…and then never walk over to the players. The players sit on the bench, waiting for Popovich to show up. Then, as they belatedly realize he isn’t coming, they take charge, start talking among themselves, and figure out a plan.

I had sent the lift to the bio pod, the nearest junction to the team’s position. The door slid open and I stepped into a wall of sound: screaming, energy weapon fire. I ran down the corridor and rounded the corner. I’m going to describe this as I reconstructed it from my and Miki’s camera feeds later, since at the time even I was mostly thinking, Oh shit oh shit.

I couldn’t pin down what was bothering me. Scan was negative, and this far away from the team there was no ambient sound except the whisper through the air system. Maybe it was the lack of security camera access, but I’d been in worse places with no cameras. Maybe it was something subliminal. Actually, it felt pretty liminal. Pro-liminal. Up-liminal? Whatever, there was no knowledge base here to look it up.

The goal is to be as neutral, as analytical—as “Mr. Spock”—as possible. This perhaps explains how it was possible for a team of Canadian researchers to find nine men and women willing to create a canned-cat-food flavor lexicon and a set of tasting protocols. For humans. Tasting cat food. And they couldn’t be shy about it. The protocol for evaluating the “meat chunk” portion (“gravy gel” having its own distinct protocol) stipulated that the sample be “moved around mouth and chewed for 10 to 15 seconds, [and] a portion of the sample swallowed.

Dr. Fauci, Bill Gates, and WHO financed a cadre of research mercenaries to concoct a series of nearly twenty studies—all employing fraudulent protocols deliberately designed to discredit HCQ as unsafe. Instead of using the standard treatment dose of 400 mg/day, the 17 WHO studies administered a borderline lethal daily dose starting with 2,400 mg.61 on Day 1, and using 800 mg/day thereafter. In a cynical, sinister, and literally homicidal crusade against HCQ, a team of BMGF operatives played a key role in devising and pushing through the exceptionally high dosing. They made sure that UK government “Recovery” trials on 1,000 elderly patients in over a dozen British, Welsh, Irish and Scottish hospitals, and the U.N. “Solidarity” study of 3,500 patients in 400 hospitals in 35 countries, as well as additional sites in 13 countries (the “REMAP-COVID” trial), all used those unprecedented and dangerous doses.62 This was a brassy enterprise to “prove” chloroquine dangerous, and sure enough, it proved that elderly patients can die from deadly overdoses. “The purpose seemed, very clearly, to poison the patients and blame the deaths on HCQ,” says Dr. Meryl Nass, a physician, medical historian, and biowarfare expert.

One day Spinner, the woman who runs PR tells me, “I like that idea, but I’m not sure that it’s one-plus-one-equals-three enough.” What does any of this nutty horseshit actually mean? I have no idea. I’m just amazed that hundreds of people can gobble up this malarkey and repeat it, with straight faces. I’m equally amazed by the high regard in which HubSpot people hold themselves. They use the word awesome incessantly, usually to describe themselves or each other. That’s awesome! You’re awesome! No, you’re awesome for saying that I’m awesome! They pepper their communication with exclamation points, often in clusters, like this!!! They are constantly sending around emails praising someone who is totally crushing it and doing something awesome and being a total team player!!! These emails are cc’d to everyone in the department. The protocol seems to be for every recipient to issue his or her own reply-to-all email joining in on the cheer, writing things like “You go, girl!!” and “Go, HubSpot, go!!!!” and “Ashley for president!!!” Every day my inbox fills up with these little orgasmic spasms of praise. At first I ignore them, but then I feel like a grump and decide I should join in the fun. I start writing things like, “Jan is the best!!! Her can-do attitude and big smile cheer me up every morning!!!!!!!” (Jan is the grumpy woman who runs the blog; she scowls a lot.) Sometimes I just write something with lots of exclamation points, like, “Woo-hoo!!!!!!! Congratulations!!!!!!! You totally rock!!!!!!!!!!!!” Eventually someone suspects that I am taking the piss, and I am told to cut that shit out.

recalled Stephen Crocker, a graduate student on the UCLA team who had driven up with his best friend and colleague, Vint Cerf. So they decided to meet regularly, rotating among their sites. The polite and deferential Crocker, with his big face and bigger smile, had just the right personality to be the coordinator of what became one of the digital age’s archetypical collaborative processes. Unlike Kleinrock, Crocker rarely used the pronoun I; he was more interested in distributing credit than claiming it. His sensitivity toward others gave him an intuitive feel for how to coordinate a group without trying to centralize control or authority, which was well suited to the network model they were trying to invent. Months passed, and the graduate students kept meeting and sharing ideas while they waited for some Powerful Official to descend upon them and give them marching orders. They assumed that at some point the authorities from the East Coast would appear with the rules and regulations and protocols engraved on tablets to be obeyed by the mere managers of the host computer sites. “We were nothing more than a self-appointed bunch of graduate students, and I was convinced that a corps of authority figures or grownups from Washington or Cambridge would descend at any moment and tell us what the rules were,” Crocker recalled. But this was a new age. The network was supposed to be distributed, and so was the authority over it. Its invention and rules would be user-generated. The process would be open. Though it was funded partly to facilitate military command and control, it would do so by being resistant to centralized command and control. The colonels had ceded authority to the hackers and academics. So after an especially fun gathering in Utah in early April 1967, this gaggle of graduate students, having named itself the Network Working Group, decided that it would be useful to write down some of what they had conjured up.95 And Crocker, who with his polite lack of pretense could charm a herd of hackers into consensus, was tapped for the task. He was anxious to find an approach that did not seem presumptuous. “I realized that the mere act of writing down what we were talking about could be seen as a presumption of authority and someone was going to come and yell at us—presumably some adult out of the east.

Are any of your employees on the brink of going AWOL because they’re overworked and underappreciated? When is it right for the leader to overturn protocol in the effort to rescue a single stressed-out subordinate? What messages do you need to keep repeating in your business to make sure your management team doesn’t take care of themselves first, to the neglect of their teams?

The practice that molded me at Intel and saved me at Sun—that still inspires me today—is called OKRs. Short for Objectives and Key Results. It is a collaborative goal-setting protocol for companies, teams, and individuals. Now, OKRs are not a silver bullet. They cannot substitute for sound judgment, strong leadership, or a creative workplace culture. But if those fundamentals are in place, OKRs can guide you to the mountaintop.

Papa, Malachi, Sean, Roderick, and Nasir were a team, but each their own boss. No one answered to the other, but there was a protocol for everything they did. Papa

Did our preoccupation with measurement reach a point of diminishing returns? It could be argued that our research was overly focused on one question: Is this real, or is it an artifact of (a) researchers’ fugue states, (b) malfunctioning equipment, or (c) natural causes? In short, did NIDS leave any stones unturned? Could we have more emotionally engaged the phenomenon without sacrificing scientific objectivity? Was the period from March to August 1997, during which the activity appeared to intensify dramatically, some kind of test designed to assess the scientific team? And did NIDS fail the test? Was some kind of emotional engagement expected or needed in order to deepen the dialogue? Was “contact” of some kind being offered? Did NIDS’ strict adherence to scientific protocols get in the way?

This change in our thinking was of course nudged along by Jeff. In my tenure at Amazon I heard him say many times that if we wanted Amazon to be a place where builders can build, we needed to eliminate communication, not encourage it. When you view effective communication across groups as a “defect,” the solutions to your problems start to look quite different from traditional ones. He suggested that each software team should build and clearly document a set of application program interfaces (APIs) for all their systems/services. An API is a set of routines, protocols, and tools for building software applications and defining how software components should interact. In other words, Jeff’s vision was that we needed to focus on loosely coupled interaction via machines through well-defined APIs rather than via humans through emails and meetings. This would free each team to act autonomously and move faster.

In my tenure at Amazon I heard him say many times that if we wanted Amazon to be a place where builders can build, we needed to eliminate communication, not encourage it. When you view effective communication across groups as a “defect,” the solutions to your problems start to look quite different from traditional ones. He suggested that each software team should build and clearly document a set of application program interfaces (APIs) for all their systems/services. An API is a set of routines, protocols, and tools for building software applications and defining how software components should interact. In other words, Jeff’s vision was that we needed to focus on loosely coupled interaction via machines through well-defined APIs rather than via humans through emails and meetings. This would free each team to act autonomously and move faster.

As the 1970s drew to a close, and Commodore, Tandy, Altair, and Apple began to emerge from the sidelines, PARC director Bert Sutherland asked Larry Tesler to assess what some analysts were already predicting to be the coming era of “hobby and personal computers.” “I think that the era of the personal computer is here,” Tesler countered; “PARC has kept involved in the world of academic computing, but we have largely neglected the world of personal computing which we helped to found.”41 His warning went largely unheeded. Xerox Corporation’s parochial belief that computers need only talk to printers and filing cabinets and not to each other meant that the “office of the future” remained an unfulfilled promise, and in the years between 1978 and 1982 PARC experienced a dispersal of core talent that rivals the flight of Greek scholars during the declining years of Byzantium: Charles Simonyi brought the Alto’s Bravo text editing program to Redmond, Washington, where it was rebooted as Microsoft Word; Robert Metcalf used the Ethernet protocol he had invented at PARC to found the networking giant, 3Com; John Warnock and Charles Geschke, tiring of an unresponsive bureaucracy, took their InterPress page description language and founded Adobe Systems; Tesler himself brought the icon-based, object-oriented Smalltalk programming language with him when he joined the Lisa engineering team at Apple, and Tim Mott, his codeveloper of the Gypsy desktop interface, became one of the founders of Electronic Arts—five startups that would ultimately pay off the mortgages and student loans of many hundreds of industrial, graphic, and interaction designers, and provide the tools of the trade for untold thousands of others.

The coaching team put a lot of effort into growing us as people, and developing our leadership and decision-making skills. The only way of doing that is by giving us players real power over our own systems and protocols, and by integrating them into all the major decisions.

You need to be receptive to feedback   Timeliness is of essence when working with Lean Six Sigma. As such, you need to break a few walls and let team members air their views freely. That is the only way you are going to learn things as they are. But if you insist on conventional protocol and formal language and format of feedback presentation, you may not learn enough authentic details to help you make effective decisions.   In any case, with a methodology like this that pushes for perfection, you need data and information that is as true and as real as it can be. After all, the reality always comes out in the results, when it is clear how far away from, or how close to, perfection your processes were. 

It’s about the archeological team you have in Peru,” said Jasper as he sat down. “I’m afraid there’s been an incident.” “Incident?” Milton froze behind his desk, hovering over his chair, his fingers spread across the blotting pad there more for decoration or the occasional scratch pad for numbers rather than its original purpose. Incident. Not accident. His stomach churned and his mouth began to fill with bile. He swallowed. “Are they okay?” Jasper took a deep breath. “I’m afraid not, sir, they’re all dead.

LACP Also called Dynamic Teaming and based on IEEE 802.1ax, this mode is supported by most enterprise-class switches and allows automatic creation of a team using the Link Aggregation Control Protocol (LACP), which dynamically /динамично/ identifies /идентифицирует/ links between the server and a specific switch. To use this mode, you generally need to enable LACP manually on the port of the switch.

He knew no matter what he did while Jackson was President, his job was safe, for he was there for one specific task, one the American public could never know about, one that even his own wife knew nothing about. One that had been handed down to him by his own father. He pressed the talk button. “Masters.”  “Sir, we have an Umbra Gamma Prime document here for immediate review.” “I’ll be right there.” He hung up the phone and pressed the button to lower the glass partition separating him from the driver. “Jerry, turn us around, I need to get back to the office, fast.” His chauffeur of many years radioed the escort vehicles as he raised the partition, picked up his glass and gripped the overhead handhold. The mini-motorcade’s lead Lincoln Navigator cut left, jumped the median and blocked oncoming traffic. The Town Car limo locked up its brakes and followed, jostling its well-prepared VIP as the trailing Navigator cut across, assuming the role of lead vehicle. All three vehicles turned on their lights and sirens, leaving a trail of burnt rubber, smoke and a dozen confused drivers in their wake. Umbra Gamma Prime. It was one of the highest classifications of Top Secret there was in his business. In fact he had never had one cross his desk since he had taken the job, despite dealing with countless terrorist threats—both domestic and abroad—and having sent teams across the world in secret.

Dr. Fauci, Bill Gates, and WHO financed a cadre of research mercenaries to concoct a series of nearly twenty studies—all employing fraudulent protocols deliberately designed to discredit HCQ as unsafe. Instead of using the standard treatment dose of 400 mg/day, the 17 WHO studies administered a borderline lethal daily dose starting with 2,400 mg.61 on Day 1, and using 800 mg/day thereafter. In a cynical, sinister, and literally homicidal crusade against HCQ, a team of BMGF operatives played a key role in devising and pushing through the exceptionally high dosing

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Critically, the French investigative team would also be given whatever support they required in Ireland, including full access to the original garda murder file. This ensured that the French investigators would have access to all witness statements, forensic reports, the crime scene photographs and the post-mortem examination file of State Pathologist Professor John Harbison. If the French police team had not had access to the Irish files, an investigation would be fatally compromised from the outset. This granting of access was unprecedented. It also confirmed, beyond any doubt, that no action would ever be taken by the DPP over the garda case file in Ireland. Any such action would be critically undermined from the very start by the fact that access to the file had been given to someone outside the Irish judicial process–and would open any future prosecution, even one taken on the basis of new evidence, to an immediate legal challenge based on a breach of process. While it was never confirmed, the astonishing level of access granted to Magistrate Gachon and his police team was clearly the result of consultations between Paris and Dublin at the very highest levels. Even allowing for existing European judicial and police cooperation protocols, journalists covering the case–including myself–felt the level of access given to the French was astonishing.

viral loads and transmission.50 McCullough discovered he could prophylax patients and drop viral load and prevent transmission with a variety of other oral/nasal rinses and dilute virucidal agents, including povidone iodine, hydrogen peroxide, hypochlorite, and Listerine or mouthwash with cetylpyridinium chloride. Mass General’s infectious disease maven Dr. Michael Callahan had seen hundreds of patients in Wuhan in January 2020, and assessed the impressive efficacy of Pepcid, an over-the-counter indigestion medicine. The Japanese were already using Prednisone, Budesonide, and Famotidine with extraordinary results. By July 1, McCullough and his team had developed the first protocol based on

At that point on the trip, I was starting to get as fed up with her behavior as the rest of the East Wing team was. Ivanka was constantly getting into the press shots that truly should have been reserved for the president and first lady. It was yet another example of the Kushners putting themselves on the same level as the first couple, and it was unseemly. For Mrs. Trump, it was about protocol and the rules; for all of us as staff, it was about allowing her to be in her role and have the people of the United States see her representing them with dignity and class.

Moreover, Clay knew Miller and Langford had their secret protocol regarding Clay’s team should something happen to either of them.  Or worse, both.  Protective measures Clay knew may call for disbanding the group and deleting everything.

The practice of relaying decisions up and down the chain of command is premised on the assumption that the organization has the time to do so, or, more accurately, that the cost of the delay is less than the cost of the errors produced by removing a supervisor. In 2004 this assumption no longer held. The risks of acting too slowly were higher than the risks of letting competent people make judgment calls. We concluded that we would be better served by accepting the 70 percent solution today, rather than satisfying protocol and getting the 90 percent solution tomorrow (in the military you learn that you will never have time for the 100 percent solution).

To recap, here’s what we all can do to stop the mass shooting epidemic: As Individuals: Trauma: Build relationships and mentor young people Crisis: Develop strong skills in crisis intervention and suicide prevention Social proof: Monitor our own media consumption Opportunity: Safe storage of firearms; if you see or hear something, say something. As Institutions: Trauma: Create warm environments; trauma-informed practices; universal trauma screening Crisis: Build care teams and referral processes; train staff Social proof: Teach media literacy; limit active shooter drills for children Opportunity: Situational crime prevention; anonymous reporting systems As a Society: Trauma: Teach social emotional learning in schools. Build a strong social safety net with adequate jobs, childcare, maternity leave, health insurance, and access to higher education Crisis: Reduce stigma and increase knowledge of mental health; open access to high quality mental health treatment; fund counselors in schools Social proof: No Notoriety protocol; hold media and social media companies accountable for their content Opportunity: Universal background checks, red flag laws, permit-to-purchase, magazine limits, wait periods, assault rifle ban

Liz gasped and scrambled to cover whatever parts of her body Zack's wasn't hiding. Zack didn't move. He merely looked up. "I'm busy right now, Thomas." "I'm sorry, sir. I'm unused to you being busy. I'll let the team know we have new protocols.

Although the Inspection Department of the MZO rolled its eyes at these and similar representations by the two British liaison teams, marveling over their insistence on “the most minute details” of the expulsion protocol and their seeming anxiety to take the Germans “under their solicitous protection, to the extent of frequently threatening to withdraw and thereby disrupt the evacuation,” Polish officials on the ground conceded the general accuracy of these criticisms.88

The team repeated the prerelease protocol with John and Judy, but this time, they held the pair in an acclimation pen for six months. They also built a fixed-position telemetry antenna receiver on a 110-foot-high fire tower on the island. This freed them from needing to use the jeep to tail the wolves, which Carley feared may have proved too intrusive. The fixed-position antenna held a ten-mile range. Carley attached a portable telemetry antenna to an eighteen-foot speed boat in case they needed to pursue the animals across the inlets or open water - a possibility that Margie had proven likely. As a joke, Carley also posed by John and Judy’s kennel box with a long sheet of paper, from which he read aloud while a colleague snapped photos. “Since the animals seem to understand more than they let on, we did another thing differently” the second time around, Carley quipped while showing the photo in a public presentation. “We read them The Plan.

the protocols themselves are not companies. They don’t have income statements, cash flows, or shareholders they report to. The creation of these foundations is intended to help the protocol by providing some level of structure and organization, but the protocol’s value does not depend on the foundation. Furthermore, as open-source software projects, anyone with the proper merits can join the protocol development team. These protocols have no need for the capital markets because they create self-reinforcing economic ecosystems. The more people use the protocol, the more valuable the native assets within it become, drawing more people to use the protocol, creating a self-reinforcing positive feedback loop. Often, core protocol developers will also work for a company that provides application(s) that use the protocol, and that is a way for the protocol developers to get paid over the long term. They can also benefit from holding the native asset since inception.

With the microservices-based architecture, each service is designed with its own autonomy and highly decoupled from each other. The team behind each microservice can follow their own standards, tools, and protocols. This makes a decentralized governance model more meaningful for microservices architecture.

A leader should not strive to make people happy, they should strive for what's fair for the team. Happiness is relative. Fairness is absolute.

Short for Objectives and Key Results. It is a collaborative goal-setting protocol for companies, teams, and individuals. Now, OKRs are not a silver bullet. They cannot substitute for sound judgment, strong leadership, or a creative workplace culture. But if those fundamentals are in place, OKRs can guide you to the mountaintop.

Cryptoassets adhere to a twenty-first century model of governance unique from all other asset classes and largely inspired by the open source software movement. The procurers of the asset and associated use cases are three pronged. First, a group of talented software developers decide to create the blockchain protocol or distributed application that utilizes a native asset. These developers adhere to an open contributor model, which means that over time any new developer can earn his or her way onto the development team through merit.

An intolerance of bureaucracy Small companies feel different to big ones. I have worked at both. In large companies, if I am travelling for work I will be forced to use some admin staff to book a hotel with a corporate travel provider. Perhaps eight e-mails will be sent to me with various approval chains and updates, my boss will be asked to agree, a business reason is noted. Some systems will talk to others, and my assistant will orchestrate the whole thing. It will take perhaps 10 minutes of my time, 30 minutes of my assistant’s, and likely an hour of other people’s in back offices. All this to book a hotel stay for $200 that on the Hotel Tonight app I could book in around three seconds and for $100 cheaper. Why is it I can call an hour-long meeting with 20 people, costing perhaps $2,500 of time and nobody cares, but I need to ensure I use approved agents to get a hotel room? Every company, large and small, needs to reject bureaucracy and busy work. We worry a lot about seniority and protocol, but often it is an excuse. I love a memo sent out by Elon Musk, in which he says: ‘Anyone at Tesla can and should e-mail/talk to anyone else according to what they think is the fastest way to solve a problem for the benefit of the whole company. You can talk to your manager’s manager without his permission, you can talk directly to a VP in another department, you can talk to me.’ He goes on to say, while realizing the challenge and opportunity ahead and what they have against them, ‘We obviously cannot compete with the big car companies in size, so we must do so with intelligence and agility’ (Bariso, 2017). Get better at knowing when to call and when to e-mail, when to pop over for a chat, which partner meetings to never accept. A lack of bureaucracy doesn’t mean chaos, it’s about focusing on the best way to make a difference and sometimes that means anarchically barging into a meeting to get someone to make a decision. I often think teams are too big. We’ve long heard about two pizza teams, but let’s be more flexible. Tom Peters talks about the need to recruit the very best talent and pay the world’s best compensation. Steve Jobs was widely reported to have stated that a small number of A+ people can outperform any large teams of B players (Keller and Meaney, 2017). I see a lot of time and energy spent bringing people into the loop, people being part of things to look important and not adding clear value.

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One of the benefits of microservices, for example, is that it allows many teams to contribute to the same system independently from one another. Whereas a monolith would require coordination in the form of code reviews—a personal, direct interaction between colleagues—service-oriented architecture scales the same guarantees with process. Engineers document contracts and protocols; automation is applied to ensure that those contracts are not violated, and it prescribes a course of action if they are. For that reason, engineers who want to “jump ahead” and build something with microservices from the beginning often struggle. The level of complexity and abstraction is out of sync with the communication patterns of the organization.

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