Service Coordinator Quotes

There's an internally recognized beauty of motion and balance on any man-healthy planet,' Kynes said. 'You see in this beauty a dynamic stabilizing effect essential to all life. It's aim is simple: to maintain and produce coordinated patterns of greater and greater diversity. Life improves the closed system's capacity to sustain life. Life - all life - is in the service of life. Necessary nutrients are made available to life by life in greater and greater richness as the diversity of life increases. The entire landscape comes alive, filled with relationships and relationships within relationships.

Democratic government is no longer an exercise of arbitrary authority from one above, but is an organization for public service of the people themselves--or will be when it is really attained. In this change government ceases to be compulsion, and becomes agreement; law ceases to be authority and becomes co-ordination. When we learn the rules of whist or chess we do not obey them because we fear to be punished if we don't, but because we want to play the game.

February 2, 2010—Groundhog Day Addistar Network, Inc. Bridget Maslow, HR bmaslow@addistar.com Dear Ms. Maslow: Though I prefer to send letters of recommendation via the U.S. Postal Service, now considered by many to be as quaint as muttonchop whiskers and the butter churn, I hereby accede to your request for an e-mail evaluation of Quentin Eshe, who has applied for the position of assistant communications coordinator at Addistar.

Ogvald attempted to eat a rack of ribs whilst being serviced by three of his favorites simultaneously. Sadly, the feat required rather more coordination than anticipated, and unlike his concubines, the good king inhaled when she should have swallowed.

There’s an internally recognized beauty of motion and balance on any man-healthy planet,” Kynes said. “You see in this beauty a dynamic stabilizing effect essential to all life. Its aim is simple: to maintain and produce coordinated patterns of greater and greater diversity. Life improves the closed system’s capacity to sustain life. Life—all life—is in the service of life. Necessary nutrients are made available to life by life in greater and greater richness as the diversity of life increases. The entire landscape comes alive, filled with relationships and relationships within relationships.” This

For instance, while writing this, I was summoned to attend jury duty. Throughout the jury selection process, coordinators and judges reminded us how important our presence was, and how deeply they and the State of Oregon appreciated our service. The Chief Justice of the Supreme Court of Oregon and several judges who may or may not have been actors thanked us via video. The big joke of it was that attending jury service is mandatory and my summons threatened me with the possibility of being held in contempt of court for non-compliance. That pretty much sums up how the state “appreciates” its citizens. “We

There was also the matter of four dead Americans at the U.S. compound in Benghazi, Libya: Ambassador Chris Stevens, the first U.S. ambassador killed on duty since the Carter years; foreign service officer Sean Smith; and retired Navy SEALs Tyrone Woods and Glen Doherty. The September 11, 2012, attack on the Benghazi compound was coordinated and carried out by radical Islamic terrorists. Secretary of Defense Leon Panetta testified to the Senate that he knew “immediately” that it was a terrorist attack. And yet for weeks President Obama and Secretary Clinton insisted instead that it was a spontaneous protest over an Internet video.

The Internal Revenue Service which collects taxation in America is also a private company, though the public believe it is part of their government. In 1863 the Bureau of Internal Revenue was formed to collect taxation, but in 1933, that year again, came the start of another coup on the American people. Three members of the Prescott Bush circle, Helen and Clifton Barton and Hector Echeverria, formed the Internal Revenue Tax and Audit Service, registered in Delaware, America’s flag of convenience state, where few questions are asked. Prescott Bush was the father of George Bush. In 1936, this organisation changed its name to the Internal Revenue Service and ran as a private company. In 1953, the original Bureau of Internal Revenue was disbanded, leaving the private Internal Revenue Service to collect all the taxes, illegal taxes most of them, too. This is controlled by the same people who own the Federal Reserve and the Virginia Company and it is bleeding America dry. The Internal Revenue Service was, appropriately, created by American Nazis who were funding Adolf Hitler under the coordination of Prescott Bush, George’s father.

How often do we hear from the local diocesan people—the bishop, the communications director, the victim assistance coordinator, and others—that this abuse is not restricted to clergy, but, rather, it is a societal problem? It does occur outside in the public realm. When was the last time you heard of a sex offender not being held accountable for his actions once caught? The Church treated the abuse as a sin only and nothing more. Out in society, sex offenders are not moved to another community quietly. “But protest that priests are 'no worse' than other groups or than men in general is a dire indictment of the profession. It is surprising that this attitude is championed by the Church authorities. Although the extent of the problem will continue to be debated, sexual abuse by Catholic priests is a fact. The reason why priests, publicly dedicated to celibate service, abuse is a question that cries out for explanation. Sexual activity of any adult with a minor is a criminal offense. By virtue of the requirement of celibacy, sexual activity with anyone is proscribed for priests. These factors have been constant and well-known by all Church authorities” (Sipe 227−228).

Here’s the other thing I think about. It makes little sense to try to control what happens to your remains when you are no longer around to reap the joys or benefits of that control. People who make elaborate requests concerning disposition of their bodies are probably people who have trouble with the concept of not existing. Leaving a note requesting that your family and friends travel to the Ganges or ship your body to a plastination lab in Michigan is a way of exerting influence after you’re gone—of still being there, in a sense. I imagine it is a symptom of the fear, the dread, of being gone, of the refusal to accept that you no longer control, or even participate in, anything that happens on earth. I spoke about this with funeral director Kevin McCabe, who believes that decisions concerning the disposition of a body should be made by the survivors, not the dead. “It’s none of their business what happens to them when they die,” he said to me. While I wouldn’t go that far, I do understand what he was getting at: that the survivors shouldn’t have to do something they’re uncomfortable with or ethically opposed to. Mourning and moving on are hard enough. Why add to the burden? If someone wants to arrange a balloon launch of the deceased’s ashes into inner space, that’s fine. But if it is burdensome or troubling for any reason, then perhaps they shouldn’t have to. McCabe’s policy is to honor the wishes of the family over the wishes of the dead. Willed body program coordinators feel similarly. “I’ve had kids object to their dad’s wishes [to donate],” says Ronn Wade, director of the Anatomical Services Division of the University of Maryland School of Medicine. “I tell them, ‘Do what’s best for you. You’re the one who has to live with it.

Farmers in the South, West, and Midwest, however, were still building a major movement to escape from the control of banks and merchants lending them supplies at usurious rates; agricultural cooperatives—cooperative buying of supplies and machinery and marketing of produce—as well as cooperative stores, were the remedy to these conditions of virtual serfdom. While the movement was not dedicated to the formation of worker co-ops, in its own way it was at least as ambitious as the Knights of Labor had been. In the late 1880s and early 1890s it swept through southern and western states like a brushfire, even, in some places, bringing black and white farmers together in a unity of interest. Eventually this Farmers’ Alliance decided it had to enter politics in order to break the power of the banks; it formed a third party, the People’s Party, in 1892. The great depression of 1893 only spurred the movement on, and it won governorships in Kansas and Colorado. But in 1896 its leaders made a terrible strategic blunder in allying themselves with William Jennings Bryan of the Democratic party in his campaign for president. Bryan lost the election, and Populism lost its independent identity. The party fell apart; the Farmers’ Alliance collapsed; the movement died, and many of its cooperative associations disappeared. Thus, once again, the capitalists had managed to stomp out a threat to their rule.171 They were unable to get rid of all agricultural cooperatives, however, even with the help of the Sherman “Anti-Trust” Act of 1890.172 Nor, in fact, did big business desire to combat many of them, for instance the independent co-ops that coordinated buying and selling. Small farmers needed cooperatives in order to survive, whether their co-ops were independent or were affiliated with a movement like the Farmers’ Alliance or the Grange. The independent co-ops, moreover, were not necessarily opposed to the capitalist system, fitting into it quite well by cooperatively buying and selling, marketing, and reducing production costs. By 1921 there were 7374 agricultural co-ops, most of them in regional federations. According to the census of 1919, over 600,000 farmers were engaged in cooperative marketing or purchasing—and these figures did not include the many farmers who obtained insurance, irrigation, telephone, or other business services from cooperatives.173

Mourning and moving on are hard enough. Why add to the burden? If someone wants to arrange a balloon launch of the deceased's ashes into inner space, that's fine. But if it's burdensome or troubling for any reason, then perhaps they shouldn't have to. McCabe's policy is to honor the wishes of the family over the wishes of the dead. Willed body program coordinator's feel similarly. 'I've had kids object to their dad's wishes [to donate],' says Ronn Wade, director of the Anatomical Services Division of the University of Maryland School of Medicine. 'I tell them, "Do what's best for you. You're the one who has to live with it.

Specialisation, accompanied by exchange, is the source of economic prosperity. Here, in my own words, is what a modern version of Smithism claims. First, the spontaneous and voluntary exchange of goods and services leads to a division of labour in which people specialise in what they are good at doing. Second, this in turn leads to gains from trade for each party to a transaction, because everybody is doing what he is most productive at and has the chance to learn, practise and even mechanise his chosen task. Individuals can thus use and improve their own tacit and local knowledge in a way that no expert or ruler could. Third, gains from trade encourage more specialisation, which encourages more trade, in a virtuous circle. The greater the specialisation among producers, the greater is the diversification of consumption: in moving away from self-sufficiency people get to produce fewer things, but to consume more. Fourth, specialisation inevitably incentivises innovation, which is also a collaborative process driven by the exchange and combination of ideas. Indeed, most innovation comes about through the recombination of existing ideas for how to make or organise things. The more people trade and the more they divide labour, the more they are working for each other. The more they work for each other, the higher their living standards. The consequence of the division of labour is an immense web of cooperation among strangers: it turns potential enemies into honorary friends. A woollen coat, worn by a day labourer, was (said Smith) ‘the produce of a great multitude of workmen. The shepherd, the sorter of the wool, the wool-comber or carder, the dyer, the scribbler, the spinner, the weaver, the fuller, the dresser . . .’ In parting with money to buy a coat, the labourer was not reducing his wealth. Gains from trade are mutual; if they were not, people would not voluntarily engage in trade. The more open and free the market, the less opportunity there is for exploitation and predation, because the easier it is for consumers to boycott the predators and for competitors to whittle away their excess profits. In its ideal form, therefore, the free market is a device for creating networks of collaboration among people to raise each other’s living standards, a device for coordinating production and a device for communicating information about needs through the price mechanism. Also a device for encouraging innovation. It is the very opposite of the rampant and selfish individualism that so many churchmen and others seem to think it is. The market is a system of mass cooperation. You compete with rival producers, sure, but you cooperate with your customers, your suppliers and your colleagues. Commerce both needs and breeds trust.

But despite the Secret Service–like behavior, and the regal nomenclature, there’s nothing hierarchical about the way an ant colony does its thinking. “Although queen is a term that reminds us of human political systems,” Gordon explains, “the queen is not an authority figure. She lays eggs and is fed and cared for by the workers. She does not decide which worker does what. In a harvester ant colony, many feet of intricate tunnels and chambers and thousands of ants separate the queen, surrounded by interior workers, from the ants working outside the nest and using only the chambers near the surface. It would be physically impossible for the queen to direct every worker’s decision about which task to perform and when.” The harvester ants that carry the queen off to her escape hatch do so not because they’ve been ordered to by their leader; they do it because the queen ant is responsible for giving birth to all the members of the colony, and so it’s in the colony’s best interest—and the colony’s gene pool—to keep the queen safe. Their genes instruct them to protect their mother, the same way their genes instruct them to forage for food. In other words, the matriarch doesn’t train her servants to protect her, evolution does. Popular culture trades in Stalinist ant stereotypes—witness the authoritarian colony regime in the animated film Antz—but in fact, colonies are the exact opposite of command economies. While they are capable of remarkably coordinated feats of task allocation, there are no Five-Year Plans in the ant kingdom. The colonies that Gordon studies display some of nature’s most mesmerizing decentralized behavior: intelligence and personality and learning that emerges from the bottom up.

The fact that it is not a single individual or group of individuals who control or coordinate the innumerable economic activities in a market economy, does not mean that they occur randomly or in a chaotic way. Each consumer, producer, retailer, rental land owner, or worker conducts individual transactions with other individuals on pre-agreed terms. Prices convey these terms not only to the individuals directly involved in the transaction, but throughout the entire economic system, and indeed throughout the world. When someone somewhere else has a better product or a lower price for the same product or service, this is passed on and influences everyone's decisions, without the need for a public official or planning commission to issue orders to consumers. or producers. In fact, this happens faster than any bureaucrat takes to collect the information necessary to make their decisions.

Conceive a world-society developed materially far beyond the wildest dreams of America. Unlimited power, derived partly from the artificial disintegration of atoms, partly from the actual annihilation of matter through the union of electrons and protons to form radiation, completely abolished the whole grotesque burden of drudgery which hitherto had seemed the inescapable price of civilization, nay of life itself. The vast economic routine of the world-community was carried on by the mere touching of appropriate buttons. Transport, mining, manufacture, and even agriculture were performed in this manner. And indeed in most cases the systematic co-ordination of these activities was itself the work of self-regulating machinery. Thus, not only was there no longer need for any human beings to spend their lives in unskilled monotonous labour, but further, much that earlier races would have regarded as highly skilled though stereotyped work, was now carried on by machinery. Only the pioneering of industry, the endless exhilarating research, invention, design and reorganization, which is incurred by an ever-changing society, still engaged the minds of men and women. And though this work was of course immense, it could not occupy the whole attention of a great world-community. Thus very much of the energy of the race was free to occupy itself with other no less difficult and exacting matters, or to seek recreation in its many admirable sports and arts. Materially every individual was a multi-millionaire, in that he had at his beck and call a great diversity of powerful mechanisms; but also he was a penniless friar, for he had no vestige of economic control over any other human being. He could fly through the upper air to the ends of the earth in an hour, or hang idle among the clouds all day long. His flying machine was no cumbersome aeroplane, but either a wingless aerial boat, or a mere suit of overalls in which he could disport himself with the freedom of a bird. Not only in the air, but in the sea also, he was free. He could stroll about the ocean bed, or gambol with the deep-sea fishes. And for habitation he could make his home, as he willed, either in a shack in the wilderness or in one of the great pylons which dwarfed the architecture even of the American age. He could possess this huge palace in loneliness and fill it with his possessions, to be automatically cared for without human service; or he could join with others and create a hive of social life. All these amenities he took for granted as the savage takes for granted the air which he breathes. And because they were as universally available as air, no one craved them in excess, and no one grudged another the use of them.

Each one of these decisions, even when they were ultimately reversed, set recovery efforts back further. Is this all a masterful conspiracy to make sure Puerto Ricans are too desperate, distracted, and despairing to resist Wall Street’s bitter economic medicine? I don’t believe it’s anything that coordinated. Much of this is simply what happens when you bleed the public sphere for decades, laying off competent workers and neglecting basic maintenance. Run-of-the-mill corruption and cronyism are no doubt at work as well. But it’s also true that many governments have deployed a starve-then-sell strategy when it comes to public services: cut health care/transit/education to the bone until people are so disillusioned and desperate that they are willing to try anything, including selling off those services altogether. And if Rosselló and the Trump administration have seemed remarkably unconcerned about the nonstop relief and reconstruction screw-ups, the attitude may be at least partly informed by an understanding that the worse things get, the stronger the case for privatization becomes.

Second, the production of RNA Messages was coordinately regulated. When the sugar source was switched to lactose, the bacteria turned on an entire module of genes-several lactose-metabolizing genes-to digest lactose. One of the genes in the module specified a "transporter protein" that allowed lactose to enter the bacterial cell. Another gene encoded an enzyme that was needed to break down lactose into parts. Yet another specified an enzyme to break those chemical parts into subparts. Surprisingly, all the genes dedicated to a particular metabolic pathway were physically present next to each other on the bacterial chromosome-like library books stacked by subject-and they were induced simultaneously in cells. The metabolic alteration produced a profound genetic alteration in a cell. It wasn't just a cutlery switch; the whole dinner service was altered in a single swoop. A functional circuit of genes was switched on and off, as if operated by a common spool or a master switch. Monod called one such gene module an operon. The genesis of proteins was thus perfectly synchronized with the requirements of the environment: supply the correct sugar, and a set of sugar-metabolizing genes would be turned on together.

Addicts should not be coerced into treatment, since in the long term coercion creates more problems than it solves. On the other hand, for those addicts who opt for treatment, there must be a system of publicly funded recovery facilities with clean rooms, nutritious food, and access to outdoors and nature. Well-trained professional staff need to provide medical care, counseling, skills training, and emotional support. Our current nonsystem is utterly inadequate, with its patchwork of recovery homes run on private contracts and, here and there, a few upscale addiction treatment spas for the wealthy. No matter how committed their staff and how helpful their services may be, they are a drop in comparison to the ocean of vast need. In the absence of a coordinated rehabilitation system, the efforts of individual recovery homes are limited and occur in a vacuum, with no follow-up. It may be thought that the cost of such a drug rehabilitation and treatment system would be exorbitant. No doubt the financial expenses would be great — but surely less than the funds now freely squandered on the War on Drugs, to say nothing of the savings from the cessation of drug-related criminal activity and the diminished burden on the health care system.

As I became older, I was given many masks to wear. I could be a laborer laying railroad tracks across the continent, with long hair in a queue to be pulled by pranksters; a gardener trimming the shrubs while secretly planting a bomb; a saboteur before the day of infamy at Pearl Harbor, signaling the Imperial Fleet; a kamikaze pilot donning his headband somberly, screaming 'Banzai' on my way to my death; a peasant with a broad-brimmed straw hat in a rice paddy on the other side of the world, stooped over to toil in the water; an obedient servant in the parlor, a houseboy too dignified for my own good; a washerman in the basement laundry, removing stains using an ancient secret; a tyrant intent on imposing my despotism on the democratic world, opposed by the free and the brave; a party cadre alongside many others, all of us clad in coordinated Mao jackets; a sniper camouflaged in the trees of the jungle, training my gunsights on G.I. Joe; a child running with a body burning from napalm, captured in an unforgettable photo; an enemy shot in the head or slaughtered by the villageful; one of the grooms in a mass wedding of couples, having met my mate the day before through our cult leader; an orphan in the last airlift out of a collapsed capital, ready to be adopted into the good life; a black belt martial artist breaking cinderblocks with his head, in an advertisement for Ginsu brand knives with the slogan 'but wait--there's more' as the commercial segued to show another free gift; a chef serving up dog stew, a trick on the unsuspecting diner; a bad driver swerving into the next lane, exactly as could be expected; a horny exchange student here for a year, eager to date the blonde cheerleader; a tourist visiting, clicking away with his camera, posing my family in front of the monuments and statues; a ping pong champion, wearing white tube socks pulled up too high and batting the ball with a wicked spin; a violin prodigy impressing the audience at Carnegie Hall, before taking a polite bow; a teen computer scientist, ready to make millions on an initial public offering before the company stock crashes; a gangster in sunglasses and a tight suit, embroiled in a turf war with the Sicilian mob; an urban greengrocer selling lunch by the pound, rudely returning change over the counter to the black patrons; a businessman with a briefcase of cash bribing a congressman, a corrupting influence on the electoral process; a salaryman on my way to work, crammed into the commuter train and loyal to the company; a shady doctor, trained in a foreign tradition with anatomical diagrams of the human body mapping the flow of life energy through a multitude of colored points; a calculus graduate student with thick glasses and a bad haircut, serving as a teaching assistant with an incomprehensible accent, scribbling on the chalkboard; an automobile enthusiast who customizes an imported car with a supercharged engine and Japanese decals in the rear window, cruising the boulevard looking for a drag race; a illegal alien crowded into the cargo hold of a smuggler's ship, defying death only to crowd into a New York City tenement and work as a slave in a sweatshop. My mother and my girl cousins were Madame Butterfly from the mail order bride catalog, dying in their service to the masculinity of the West, and the dragon lady in a kimono, taking vengeance for her sisters. They became the television newscaster, look-alikes with their flawlessly permed hair. Through these indelible images, I grew up. But when I looked in the mirror, I could not believe my own reflection because it was not like what I saw around me. Over the years, the world opened up. It has become a dizzying kaleidoscope of cultural fragments, arranged and rearranged without plan or order.

2006 interview by Jim Gray, Amazon CTO Werner Vogels recalled another watershed moment: We went through a period of serious introspection and concluded that a service-oriented architecture would give us the level of isolation that would allow us to build many software components rapidly and independently. By the way, this was way before service-oriented was a buzzword. For us service orientation means encapsulating the data with the business logic that operates on the data, with the only access through a published service interface. No direct database access is allowed from outside the service, and there’s no data sharing among the services.3 That’s a lot to unpack for non–software engineers, but the basic idea is this: If multiple teams have direct access to a shared block of software code or some part of a database, they slow each other down. Whether they’re allowed to change the way the code works, change how the data are organized, or merely build something that uses the shared code or data, everybody is at risk if anybody makes a change. Managing that risk requires a lot of time spent in coordination. The solution is to encapsulate, that is, assign ownership of a given block of code or part of a database to one team. Anyone else who wants something from that walled-off area must make a well-documented service request via an API.

While amassing one of the most lucrative fortunes in the world, the Kochs had also created an ideological assembly line justifying it. Now they had added a powerful political machine to protect it. They had hired top-level operatives, financed their own voter data bank, commissioned state-of-the-art polling, and created a fund-raising operation that enlisted hundreds of other wealthy Americans to help pay for it. They had also forged a coalition of some seventeen allied conservative groups with niche constituencies who would mask their centralized source of funding and carry their message. To mobilize Latino voters, they formed a group called the Libre Initiative. To reach conservative women, they funded Concerned Women for America. For millennials, they formed Generation Opportunity. To cover up fingerprints on television attack ads, they hid behind the American Future Fund and other front groups. Their network’s money also flowed to gun groups, retirees, veterans, antilabor groups, antitax groups, evangelical Christian groups, and even $4.5 million for something called the Center for Shared Services, which coordinated administrative tasks such as office space rentals and paperwork for the others. Americans for Prosperity, meanwhile, organized chapters all across the country. The Kochs had established what was in effect their own private political party.

His cause in the mid-1980s was solving the systemic problems in DOD that he believed to be responsible for the catastrophic handling of the bombing of the Marine barracks in Beirut in October 1983. The hearings he called for, and parallel ones in the House, revealed a riot of military disorganization that rivaled that of the Crimean War: an unclear chain of command; almost nonexistent communications between the military services; vague rules of engagement; and poor coordination, even in the timely evacuation of the wounded. Goldwater and Nichols, both veterans with a deep understanding of the military, took the lead on investigating these debacles.

the school leadership team should specifically: • Build consensus for the school’s mission of collective responsibility • Create a master schedule that provides sufficient time for team collaboration, core instruction, supplemental interventions, and intensive interventions • Coordinate schoolwide human resources to best support core instruction and interventions, including the site counselor, psychologist, speech and language pathologist, special education teacher, librarian, health services, subject specialists, instructional aides, and other classified staff • Allocate the school’s fiscal resources to best support core instruction and interventions, including school categorical funding • Assist with articulating essential learning outcomes across grade levels and subjects • Lead the school’s universal screening efforts to identify students in need of Tier 3 intensive interventions before they fail • Lead the school’s efforts at Tier 1 for schoolwide behavior expectations, including attendance policies and awards and recognitions (the team may create a separate behavior team to oversee these behavioral policies) • Ensure that all students have access to grade-level core instruction • Ensure that sufficient, effective resources are available to provide Tier 2 interventions for students in need of supplemental support in motivation, attendance, and behavior • Ensure that sufficient, effective resources are available to provide Tier 3 interventions for students in need of intensive support in the universal skills of reading, writing, number sense, English language, motivation, attendance, and behavior • Continually monitor schoolwide evidence of student learning

innovation—perhaps from the translation world’s equivalent of Uber, a taxi app. Software is unlikely to replace the translators, but it could co-ordinate their work with clients more efficiently. Smartling, an American company which seeks to cut out middlemen in this way, has clients including Tesla, an electric carmaker, and Spotify, a music-streaming service. Jochen Hummel, a pioneer in translation memory, says that a real breakthrough would come from combining software, memory and content management in a single database. But making money may still be tricky. The American tech titan has not tried to commercialise Google Translate. A former executive says the firm experimented with content-management software but “decided to focus on easier stuff, like self-driving cars.

The reasons why industrial-scale CHP has not been used more widely in the United States are all related to regulatory and institutional hurdles. It can be difficult to make the necessary coordination arrangements with a large building that will accept and use a generator’s waste heat. It also requires navigating many siting, land use, and other rules to put generators into or near heat users. Arrangements with utilities are also a frequent issue. Because cogenerators displace utility sales, utilities don’t have an economic incentive to help them get established—yet utilities have to connect up and monitor the cogenerator and provide backup service when the cogenerator trips off (some cogenerators are “off the grid,” in which case there is no backup, but most are not).

1 = Very important. Do this at once. 2 = Worth doing but takes more time. Start planning it. 3 = Yes and no. Depends on how it’s done. 4 = Not very important. May even be a waste of effort. 5 = No! Don’t do this. Fill in those numbers before you read further, and take your time. This is not a simple situation, and solving it is a complicated undertaking. Possible Actions to Take ____ Explain the changes again in a carefully written memo. ____ Figure out exactly how individuals’ behavior and attitudes will have to change to make teams work. ____ Analyze who stands to lose something under the new system. ____ Redo the compensation system to reward compliance with the changes. ____ “Sell” the problem that is the reason for the change. ____ Bring in a motivational speaker to give employees a powerful talk about teamwork. ____ Design temporary systems to contain the confusion during the cutover from the old way to the new. ____ Use the interim between the old system and the new to improve the way in which services are delivered by the unit—and, where appropriate, create new services. ____ Change the spatial arrangements so that the cubicles are separated only by glass or low partitions. ____ Put team members in contact with disgruntled clients, either by phone or in person. Let them see the problem firsthand. ____ Appoint a “change manager” to be responsible for seeing that the changes go smoothly. ____ Give everyone a badge with a new “teamwork” logo on it. ____ Break the change into smaller stages. Combine the firsts and seconds, then add the thirds later. Change the managers into coordinators last. ____ Talk to individuals. Ask what kinds of problems they have with “teaming.” ____ Change the spatial arrangements from individual cubicles to group spaces. ____ Pull the best people in the unit together as a model team to show everyone else how to do it. ____ Give everyone a training seminar on how to work as a team. ____ Reorganize the general manager’s staff as a team and reconceive the GM’s job as that of a coordinator. ____ Send team representatives to visit other organizations where service teams operate successfully. ____ Turn the whole thing over to the individual contributors as a group and ask them to come up with a plan to change over to teams. ____ Scrap the plan and find one that is less disruptive. If that one doesn’t work, try another. Even if it takes a dozen plans, don’t give up. ____ Tell them to stop dragging their feet or they’ll face disciplinary action. ____ Give bonuses to the first team to process 100 client calls in the new way. ____ Give everyone a copy of the new organization chart. ____ Start holding regular team meetings. ____ Change the annual individual targets to team targets, and adjust bonuses to reward team performance. ____ Talk about transition and what it does to people. Give coordinators a seminar on how to manage people in transition. There are no correct answers in this list, but over time I’ve

County workers are usually the legal guardians for the children on their caseloads, to an extent. There may also be a CASA (Court Appointed Special Advocate) and/or a Guardian Ad Litem (see glossary for definitions). All have a slightly different role, but the county worker usually tends to have the final say in all major decisions regarding the child, in conjunction, of course, with the judge. County workers are responsible for coordination of services, preparation of case plans, permanency plans, court reports and presentations, and work with the bio-family. They may however delegate some of these responsibilities if there is a private agency involved or if the county contracts with other agencies for provision of ancillary services.

This assault wasn’t on mere buildings. It was an attack on our entire nation by targeting its chain of command, its military capability, its economy, and its civilian population. It obviously resulted from the highest levels of coordination and—however evil—professionalism. It was the sort of atrocity we always feared and always prepared for. Our forces couldn’t be everywhere, but they could be anywhere. And not only that, they were already there. Close enough to sit next to you on a plane. But you’d never know. Danger-close.

Regardless of whether you think the industrial era has been good or bad, three profoundly fundamental shifts underlie this revolution. The first is that industrialists harnessed new sources of energy, primarily to produce things. Preindustrial people occasionally used wind or water to generate power, but they mostly relied on muscles—human and animal—to generate force. Industrial pioneers such as James Watt (who invented the modern steam engine) figured out how to transform energy from fossil fuels such as coal, oil, and gas into steam, electricity, and other kinds of power to run machines. The first of these machines were designed to make textiles, but within decades others were invented to make iron, mill wood, plow fields, transport things, and do just about everything else one can manufacture and sell (including beer)7. A second major component of the Industrial Revolution was a reorganization of economies and social institutions. As industrialization gathered steam, capitalism, in which individuals compete to produce goods and services for profit, became the world’s dominant economic system, spurring the development of further industrialization and social change. As workers changed their locus of activity from the farm to factories and companies, more people had to work together even as they needed to perform more specialized activities. Factories required more coordination and regulation. In

What is an operating system, really? What did Cutler’s team wish to create? Picture a wealthy English household in the early 1900s. Think of a computer—the hardware—as a big house, the family’s residence. The house consists of plumbing and lighting, bricks and mortar, windows and doors—all manner of physical things and processes. Next, imagine computer software as the people in the house. The household staff, living downstairs, provide a whole range of services at once. The butler stands by the door, the driver washes the car, the housekeeper presses the linen, the cook provides meals and bakes cakes, the gardener rakes the leaves from the lawn. And this activity, which seemingly happens of its own accord, is coordinated by the head of the household staff. Such is the life of the downstairs dwellers, who in a certain sense exist in the background. Then consider the people upstairs. They are the whole reason for the toil of the people downstairs. The husband desires a driver not simply for peace of mind but because he wishes to travel. The wife employs a cook, so her family can eat well. The children benefit from the work of the gardener, who clears the yard of debris, enabling them to play outdoors safely. The picture of the family upstairs and their faithful downstairs servants neatly illustrates the great divide in the world of software. The people upstairs are the applications: the word-processing, electronic ledger, database, publishing and numerous other programs that satisfy human needs and wants. The people downstairs collectively perform the functions of an operating system. Theirs is a realm of services, some automatic, some requiring a special request. These services lay the basis for the good stuff of life. Cutler

When Tony Abbott became prime minister in 2013, he announced that he would be a prime minister for indigenous affairs and that responsibility for this area would be moved into the Department of the Prime Minister and Cabinet. Yet PM&C had no substantial infrastructure for developing or delivering indigenous policy – one of the most difficult areas of public policy. PM&C is a department that specialises in coordinating the work of the rest of the public service, not in running a major area of spending in its own right. To start with the basics, PM&C doesn’t have offices around the country, let alone in remote locations. So it immediately had to assign the delivery of indigenous services to other parts of the bureaucracy.

This single team finds it easy to communicate about proposed changes and refactorings, and typically has a good sense of ownership. Now let’s imagine a different scenario. Instead of a single, geolocated team owning our catalog service, suppose that teams in the UK and India both are actively involved in changing a service — effectively having joint ownership of the service. Geographical and time zone boundaries here make fine-grained communication between those teams difficult. Instead, they rely on more coarse-grained communication via video conferencing and email. How easy is it for a team member in the UK to make a simple refactoring with confidence? The cost of communications in a geographically distributed team is higher, and therefore the cost of coordinating changes is higher. When the cost of coordinating change increases, one of two things happen. Either people find ways to reduce the coordination/communication costs, or they stop making changes. The latter is exactly how we end up with large, hard-to-maintain codebases.

Unfortunately, the mental health centers legislation passed by Congress was fatally flawed. It encouraged the closing of state mental hospitals without and realistic plan regarding what would happen to the discharged patients, especially those who refused to take the medication they needed to remain well. It included no plan for the future funding of the community mental health centers. It focused resources on prevention when nobody understood enough about mental illnesses to know how to prevent them. And by bypassing the states, it guaranteed that future services would not be coordinated.

Economist Ronald Coase presented his views on why the firm existed in a lecture in Dundee in 1932, when he was just 21 years old. He argued that the firm was created and still exists because going to market for the resources was more expensive than hiring those resources internally. More specifically, the firm exists to lower transaction costs. The search for resources, their coordination, contracting, and the establishing trust was easier inside the walls of the firm. He further argued that these transaction costs tended to grow as the enterprises grew. His insights were dismissed and ignored for decades, but he was eventually awarded a Nobel Prize in 1991.

And here is where we could see the emergence of new types of companies—“Auto-Tech.” These would either be vertically integrated or strategically allied companies, from vehicle manufacture, to fleet management, to ride hailing through their own platforms. They would be the master coordinators of multiple capabilities—manufacturing, data and supply chain management, machine learning, software and systems integration, and the delivery of high-quality “mobility as a service” to customers around the world. At this point, there is still no tipping point where the benefits of new technology and business models prove so overwhelming that they obliterate the oil-fueled personal car model that has reigned for so long.

The first step in breaking organizational culture inertia is simplification. This helps to eliminate the complex routines, processes, and hidden bargains among units that mask waste and inefficiency. Strip out excess layers of administration and halt nonessential operations—sell them off, close them down, spin them off, or outsource the services. Coordinating committees and a myriad of complex initiatives need to be disbanded. The simpler structure will begin to illuminate obsolete units, inefficiency, and simple bad behavior that was hidden from sight by complex overlays of administration and self-interest. After the first round of simplification, it may be necessary to fragment the operating units. This will be the case when units do not need to work in close coordination—when they are basically separable. Such fragmentation breaks political coalitions, cuts the comfort of cross-subsidies, and exposes a larger number of smaller units to leadership’s scrutiny of their operations and performance. After this round of fragmentation, and more simplification, it is necessary to perform a triage. Some units will be closed, some will be repaired, and some will form the nuclei of a new structure. The triage must be based on both performance and culture—you cannot afford to have a high-performing unit with a terrible culture infect the others. The “repair” third of the triaged units must then be put through individual transformation and renewal maneuvers. Changing a unit’s culture means changing its members’ work norms and work-related values. These norms are established, held, and enforced daily by small social groups that take their cue from the group’s high-status member—the alpha. In general, to change the group’s norms, the alpha member must be replaced by someone who expresses different norms and values. All this is speeded along if a challenging goal is set. The purpose of the challenge is not performance per se, but building new work habits and routines within the unit. Once the bulk of operating units are working well, it may then be time to install a new overlay of coordinating mechanisms, reversing some of the fragmentation that was used to break inertia.

Rather, in our distorted fee-for-service world, the work to coordinate and oversee care just isn't as profitable as other activities.

Ironically, the increase in numbers of the strategic planners had the effect of releasing the client service people from any previous responsibilities they had for brand strategic thinking – leaving them free simply to coordinate with their clients and give them all the service they needed. One

NumbersUSA's work was critical to derailing the 2007 comprehensive federal immigration bill, which had, at that point, received the support of President Buch, the U.S. Chamber of Commerce, the high-tech industry, the Catholic Church, immigrant-advocacy organizations, and several industries reliant on immigration labor, including farming, food services, and construction. During the weeks leading up to the floor vote on the bill, NumbersUSA coordinated weekly phone calls with the Congressional Immigration Reform Caucus, mobilized its members to engage key senators, and provided those senators with information and arguments necessary to oppose the bill. Several actors, including pro-immigrant advocates, restrictionists, and members of Congress, have credited NumbersUSA with causing the collapse of the bill in the Senate.

Uh-Oh . . . One year I was the guest speaker at an annual conference. The person who coordinated the agenda mistakenly typed my name as “Sue” rather than “Susan.” I felt odd and a little disrespected because they didn’t take the time to ask the spelling of my name. It felt awkward when I saw it on all the tables throughout the ballroom, to say the least. I asked, “Please make sure that you introduce me as Susan because I’ve never been called Sue.” The initial impression was sticky for an instant, but they quickly made it right. The correction was shared and everything turned out fine. Even an innocent and unintentional name error can impact your first impressions. Making a joke about it once I was on stage was a light-hearted way to confirm my real name.

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It was the German powerhouse Deutsche Bank AG, not my fictitious RhineBank, that financed the construction of the extermination camp at Auschwitz and the nearby factory that manufactured Zyklon B pellets. And it was Deutsche Bank that earned millions of Nazi reichsmarks through the Aryanization of Jewish-owned businesses. Deutsche Bank also incurred massive multibillion-dollar fines for helping rogue nations such as Iran and Syria evade US economic sanctions; for manipulating the London interbank lending rate; for selling toxic mortgage-backed securities to unwitting investors; and for laundering untold billions’ worth of tainted Russian assets through its so-called Russian Laundromat. In 2007 and 2008, Deutsche Bank extended an unsecured $1 billion line of credit to VTB Bank, a Kremlin-controlled lender that financed the Russian intelligence services and granted cover jobs to Russian intelligence officers operating abroad. Which meant that Germany’s biggest lender, knowingly or unknowingly, was a silent partner in Vladimir Putin’s war against the West and liberal democracy. Increasingly, that war is being waged by Putin’s wealthy cronies and by privately owned companies like the Wagner Group and the Internet Research Agency, the St. Petersburg troll factory that allegedly meddled in the 2016 US presidential election. The IRA was one of three Russian companies named in a sprawling indictment handed down by the Justice Department in February 2018 that detailed the scope and sophistication of the Russian interference. According to special counsel Robert S. Mueller III, the Russian cyber operatives stole the identities of American citizens, posed as political and religious activists on social media, and used divisive issues such as race and immigration to inflame an already divided electorate—all in support of their preferred candidate, the reality television star and real estate developer Donald Trump. Russian operatives even traveled to the United States to gather intelligence. They focused their efforts on key battleground states and, remarkably, covertly coordinated with members of the Trump campaign in August 2016 to organize rallies in Florida. The Russian interference also included a hack of the Democratic National Committee that resulted in a politically devastating leak of thousands of emails that threw the Democratic convention in Philadelphia into turmoil. In his final report, released in redacted form in April 2019, Robert Mueller said that Moscow’s efforts were part of a “sweeping and systematic” campaign to assist Donald Trump and weaken his Democratic rival, Hillary Clinton. Mueller was unable to establish a chargeable criminal conspiracy between the Trump campaign and the Russian government, though the report noted that key witnesses used encrypted communications, engaged in obstructive behavior, gave false or misleading testimony, or chose not to testify at all. Perhaps most damning was the special counsel’s conclusion that the Trump campaign “expected it would benefit electorally from the information stolen and released through Russian efforts.

For example, each service should be owned by one team, and that team should be able to release new versions of the service frequently, without having to coordinate with other teams.

If each team exposes to other teams a formalized notion of “Here’s what we do, and here’s how to engage with us,” then the cost of coordination is reduced. It’s a way of standardizing those types of interactions, making them into a well-understood and scalable process. You can even put a “price tag” on the services, to aid with internal accounting and resource planning.

Wood and his friends knew their phones were tapped, and he was personally aware of being monitored. His daily routine would have him cross through Checkpoint Charlie into the western zone, mainly to coordinate coverage with Uli Jörges, or report on West Berlin stories, occassionally meet our guys in the military to trade gossip, or simply do some shopping. Uli Jörges was aware of the East German intelligence service’s surveillance in West Berlin as well as East. “The Stasi obviously bugged my phone in our West Berlin Reuters office, and we knew they had mapped out our homes and wherever we stayed.

From the beginning, the UX writer needs to know the business constraints, including resources available for localization and the timelines to coordinate engineering and UX content with content for marketing, sales, and support. We also need to know what languages the people using the experience are fluent in, on which devices, and in what contexts. As the experience develops, we need to know technical, display, and design constraints (like maximum URL lengths and text box sizes), which text needs to be coded before hardware is shipped, and which text can be updated from live services.

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policymakers and humanitarian practitioners often lack a basic understanding of how markets operate to coordinate activities and generate mutually beneficial outcomes to improve human welfare. In many cases, the result of this ignorance is that interventions intended to help people in the wake of crises actually end up hurting those most in need. One example of this is price-gouging laws intended to protect those already suffering from being exploited by sellers who charge a supposed “unconscionable” or “obscene” price. While the rhetoric of these laws is politically appealing, in reality they reduce the amount of goods and services available to those who are most in need because the inability to charge a higher price provides a disincentive for entrepreneurs to adapt and redirect goods to the crisis-stricken area.

He laid out the defining characteristics, workflow, and management as follows. A two-pizza team will: Be small. No more than ten people. Be autonomous. They should have no need to coordinate with other teams to get their work done. With the new service-based software architecture in place, any team could simply refer to the published application programming interfaces (APIs) for other teams. (More on this new software architecture to follow.) Be evaluated by a well-defined “fitness function.” This is the sum of a weighted series of metrics. Example: a team that is in charge of adding selection in a product category might be evaluated on: a)  how many new distinct items were added for the period (50 percent weighting) b)  how many units of those new distinct items were sold (30 percent weighting) c)  how many page views those distinct items received (20 percent weighting) Be monitored in real time. A team’s real-time score on its fitness function would be displayed on a dashboard next to all the other two-pizza teams’ scores. Be the business owner. The team will own and be responsible for all aspects of its area of focus, including design, technology, and business results. This paradigm shift eliminates the all-too-often heard excuses such as, “We built what the business folks asked us to, they just asked for the wrong product,” or “If the tech team had actually delivered what we asked for and did it on time, we would have hit our numbers.” Be led by a multidisciplined top-flight leader. The leader must have deep technical expertise, know how to hire world-class software engineers and product managers, and possess excellent business judgment. Be self-funding. The team’s work will pay for itself. Be approved in advance by the S-Team. The S-Team must approve the formation of every two-pizza team.

In a 2006 interview by Jim Gray, Amazon CTO Werner Vogels recalled another watershed moment: We went through a period of serious introspection and concluded that a service-oriented architecture would give us the level of isolation that would allow us to build many software components rapidly and independently. By the way, this was way before service-oriented was a buzzword. For us service orientation means encapsulating the data with the business logic that operates on the data, with the only access through a published service interface. No direct database access is allowed from outside the service, and there’s no data sharing among the services.3 That’s a lot to unpack for non–software engineers, but the basic idea is this: If multiple teams have direct access to a shared block of software code or some part of a database, they slow each other down. Whether they’re allowed to change the way the code works, change how the data are organized, or merely build something that uses the shared code or data, everybody is at risk if anybody makes a change. Managing that risk requires a lot of time spent in coordination. The solution is to encapsulate, that is, assign ownership of a given block of code or part of a database to one team. Anyone else who wants something from that walled-off area must make a well-documented service request via an API.

Serving the Father will often express itself in service to others. However, it is important to always keep in mind exactly who you are striving to please. Trying to satisfy others will leave you empty and burned out, since there will always be more needs than you can possibly meet. Serving your Father, who is inviting you into his work and coordinating all the other pieces that need to be brought to bear, is something altogether different.

As the fire made its way up Main Street with alarming rapidity, individual homeowners started bidding for the fire companies’ services so as to protect their own houses. Instead of working together as a coordinated unit, the companies split off in different directions, allowing the blaze to build into an uncontrollable

If multiple teams have direct access to a shared block of software code or some part of a database, they slow each other down. Whether they’re allowed to change the way the code works, change how the data are organized, or merely build something that uses the shared code or data, everybody is at risk if anybody makes a change. Managing that risk requires a lot of time spent in coordination. The solution is to encapsulate, that is, assign ownership of a given block of code or part of a database to one team. Anyone else who wants something from that walled-off area must make a well-documented service request via an API.

For example, you are a physician in Illinois, and a patient reaches out to you from North Carolina to consult remotely. You can work with a physician licensed in the state in which the patient is located (North Carolina) to coordinate care. However, the nature of the services provided should be in the form of a second opinion or consultation.

management as follows. A two-pizza team will: Be small. No more than ten people. Be autonomous. They should have no need to coordinate with other teams to get their work done. With the new service-based software architecture in place, any team could simply refer to the published application programming interfaces (APIs) for other teams. (More on this new software architecture to follow.) Be evaluated by a well-defined “fitness function.” This is the sum of a weighted series of metrics.

We tend to underplay the significance of something when it is not significant to our immediate frame of reference. In the mid-1990s, Clifford Stoll said that the internet couldn’t survive in part because of a “wasteland of unfiltered data” where there was no way to search for information easily. Because Stoll was an early super-user, his vision was naturally limited to the Internet v1.0’s significant shortcomings. Robert Metcalfe was similarly biased by his own expertise. He was questioning capacity—How could the internet continue to grow without suffering outages? A lack of coordination and cooperation between the first Internet Service Providers had already led to big network problems. Without any changes in sight, Metcalfe saw outages rather than advancements

When we first started working with this wolf, he was ninety-nine miles down a one-hundred-mile-long road to extinction. We now have him identified, and we feel we have him turned around the other way. It will be a long uphill push to save him; I don't know if we can do it. If we do decide that it is feasible, we need you to help pull; we are sure going to push." Curtis J. Carley, first Red Wolf Recovery Project field coordinator, Fish and Wildlife Service, at a public outreach presentation (1977)

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When we first started working with this wolf, he was ninety-nine miles down a one-hundred-mile-long road to extinction. We now have him identified, and we feel we have him turned around the other way. It will be a long uphill push to save him; I don’t know if we can do it. If we do decide that it is feasible, we need you to help pull; we are sure going to push. Curtis J. Carley, first Red Wolf Recovery Project field coordinator, Fish and Wildlife Service, at a public outreach presentation (1977)

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Processes are defined as a set of coordinated activities combining and implementing resources and capabilities to produce an outcome that, directly or indirectly, creates value for an external customer or stakeholder.

The message implicit in the account of the lepers coordinates with the one already made clear in the preceding parable: what we do for God cannot make God our debtor, and should never be done primarily for our gain. For if we are serving God primarily for our personal gain, then whom are we really serving? Only self. Too many Christians fail to realize this. They serve God in order either to get favors from him (in which case their real motive is self-promotion) or to keep “the ogre in the sky” off their backs (in which case their real motive is self-protection). In each of these cases the motive behind the service is nothing more than sanctified selfishness and, thus, the efforts do not actually honor God. What such people think is gaining them “brownie points” with God is actually to their demerit in heaven’s accounting, which considers the motives of the heart as well as deeds of service. Dealing with God according to his grace is hard to conceptualize for Christians used to thinking that they must broker God’s affection with their deeds.

The advance of computerization and automation technologies has meant that many medium-skilled jobs—clerks, travel agents, bookkeepers, and factory workers—have been replaced with new technologies. New jobs have arisen in their place, but those jobs are often one of two types: either they are high-skilled jobs, such as engineers, programmers, managers, and designers, or they are lower-skilled jobs such as retail workers, cleaners, or customer service agents. Exacerbating the trends caused by computers and robots are globalization and regionalization. As medium-skilled technical work is outsourced to workers in developing nations, many of those jobs are disappearing at home. Lower-skilled jobs, which often require face-to-face contact or social knowledge in the form of cultural or language abilities, are likely to remain. Higher-skilled work is also more resistant to shipping overseas because of the benefits of coordination with management and the market. Think of Apple’s tagline on all of its iPhones: “Designed in California. Made in China.” Design and management stay; manufacturing goes.

CrossFit’s ten attributes of fitness—Endurance, Stamina, Speed, Strength, Balance, Accuracy, Coordination, Agility, Flexibility, Power. And then, in continuous fashion, Courage, Confidence, Perseverance, Virtuosity, Resilience, Service, Faith.

From the moment when she was told that the manager of the Car Service Department had been out of town for a week and had left no address where one could reach him—she knew that the report of the man from Minnesota was true. Then came the faces of the assistants in the Car Service Department, who would neither confirm the report nor deny it, but kept showing her papers, orders, forms, file cards that bore words in the English language, but no connection to intelligible facts. “Were the freight cars sent to Minnesota?” “Form 357W is filled out in every particular, as required by the office of the Co-ordinator in conformance with the instructions of the comptroller and by Directive 11-493.” “Were the freight cars sent to Minnesota?” “The entries for the months of August and September have been processed by—” “Were the freight cars sent to Minnesota?” “My files indicate the locations of freight cars by state, date, classification and—” “Do you know whether the cars were sent to Minnesota?” “As to the interstate motion of freight cars, I would have to refer you to the files of Mr. Benson and of—

Another challenge with using the microservice architecture is that deploying features that span multiple services requires careful coordination between the various development teams. You have to create a rollout plan that orders service deployments based on the dependencies between services. That’s quite different than a monolithic architecture, where you can easily deploy updates to multiple components atomically.

Each team can develop, deploy, and scale their services without coordinating with other teams.

has a clearly defined business-oriented mission: developing and possibly operating one or more services that implement a feature or a business capability. The team is cross-functional and can develop, test, and deploy its services without having to frequently communicate or coordinate with other teams.

A pessimistic orientation does not seek accommodations with the system. We share the goal of the undercommons, which “is not to end the troubles but to end the world that created those particular troubles as the ones that must be opposed” (Halberstam 2013, 9). Moten and Harney don’t play the liberal game of reform; they are constantly reframing the problems at hand. What questions we ask are crucial—for bad questions yield worse answers, ones that compound the problem. On prison abolition, their intervention is decisive and reconfigures the coordinates of the debate: for them, it is “not so much the abolition of prisons but the abolition of a society that could have prisons, that could have slavery” (Moten and Harney 2013, 42). How do you abolish a society? How do you fight state power? Is anti-statism, ethical (that is, nonviolent) anarchism, the only solution? Is it a solution? Or do you dare to seize power, as with the example of Morales? A universal politics takes these questions to heart. For this reason, its skeptical negativity is put into the service of a more virtuous end: locating antagonisms, rather than settling for conflicts or pseudo-struggles. Its challenge is to sustain the antagonistic logic of class struggle, and avoid the comfort of static oppositions. The cultural Left has its enemies (Trump, Putin, Le Pen, Erdoğan, Modi, Duterte, Netanyahu, Orbán, Bolsonaro, Suu Kyi, MBS, etc.)—and, conversely, notorious leaders blame liberal media, demonizing bad press with the “enemy of the people” charge—but nothing really changes; the basic features or coordinates of the current society remain the same. Worse, the liberal capitalist system is legitimized (only in a free democracy can you, as a citizen, criticize tyrants abroad and, more importantly, express your outrage at the president, politicians, or state power without the fear of retribution) and the cultural Left is tacitly compensated for playing by the rules—for practicing non-antagonistic politics, for forgoing class insurgency and not engaging in class war (Žižek 2020f)—rewarded with “libidinal profit” (Žižek 1997b, 47), with what Lacan calls a “surplus-enjoyment” (2007, 147), an enjoyment-in-sacrifice. That is to say, cultural leftists, with their “Beautiful Souls” intact, enjoy not being a racist, a misogynist, a transphobe, an ableist, and so on. Hating the haters, the morally repulsive, the fascists of the world, is indeed an endless source of libidinal satisfaction for “woke” liberals. But what changes does it actually produce?

Here are the major drawbacks and issues of the microservice architecture: Finding the right set of services is challenging. Distributed systems are complex, which makes development, testing, and deployment difficult. Deploying features that span multiple services requires careful coordination. Deciding when to adopt the microservice architecture is difficult.

1.4.3. Each service has its own database A key characteristic of the microservice architecture is that the services are loosely coupled and communicate only via APIs. One way to achieve loose coupling is by each service having its own datastore. In the online store, for example, Order Service has a database that includes the ORDERS table, and Customer Service has its database, which includes the CUSTOMERS table. At development time, developers can change a service’s schema without having to coordinate with developers working on other services. At runtime, the services are isolated from each other—for example, one service will never be blocked because another service holds a database lock.

The purpose of logistics management is to plan and coordinate all those activities necessary to achieve desired levels of delivered service and quality at lowest possible cost.

Resources are to coordinated activity as capital is to labor. It takes a great deal of labor to build a dam, but the dam’s services may then be available, for a time, without further labor. In the same way, Xerox’s powerful resource position—its knowledge and patents regarding plain-paper copying—was the accumulated result of years of clever, focused, coordinated, inventive activity. And, like a dam, once that well-protected resource position was achieved, it persisted for many years.

patient-centric is a system that discounts the power or importance of a physician’s, or a nurse’s, professional impact on patient healing. The healing relationship is multi-faceted, and as Dr. John Burroughs describes it, the relationship combines three critical components: A patient who wants to be healed, practitioners who desire to provide healing services and a healthy organization to create the optimal environment for healing. But a patient-centric hospital can neither be a care-provider’s democracy nor a loose confederation of aligned interests. Medicine now is far too complex for cottage industry methods. In fact, the ideal healing environment is one of harmonious synergy in which the hospital is the focal point of coordination and responsibility for standards, continuity and competence—as well as the means of forming and supporting the care team. The patient’s best interests, however, must be the primary and overriding center of everything the team does.

It will be noted that the specific duties assigned to the new agency (CIA) specifically itemized most of the standard tasks of Intelligence, with the exception of “collection.” It would seem that a Congress that had debated the subject so long and so thoroughly would not have overlooked the function of collection. It is more likely that Congress fully intended what it stated—that the task of the CIA was that of “coordinating” intelligence. The duties of the CIA were set forth in the law as follows: to advise the National Security Council in matters concerning such intelligence activities of the government departments and agencies as relate to national security; to make recommendations to the NSC for the coordination of such intelligence activities. . . .; to correlate and evaluate intelligence relating to the national security, and provide for the appropriate dissemination of such intelligence within the government . . . provided that the Agency shall have no police, subpoena, law-enforcement powers, or internal security functions. . . .; to perform, for the benefit of the existing intelligence agencies, such additional services of common concern as the NSC determines can be more efficiently accomplished centrally; to perform such other functions and duties related to intelligence affecting the national security as the NSC may from time to time direct. For those familiar with that language used in legislative writing, it should be very clear that Congress knew exactly what it was doing when it set up a central authority to coordinate intelligence and when it further delineated the responsibilities into those five brief and explicit paragraphs shown above. Yet few such uncomplicated and simple lines defining the law of the land have ever been subject to so much misinterpretation, intentional and accidental, as have these.

Perhaps most centrally, the blockchain is an information technology. But blockchain technology is also many other things. The blockchain as decentralization is a revolutionary new computing paradigm. The blockchain is the embedded economic layer the Web never had. The blockchain is the coordination mechanism, the line-item attribution, credit, proof, and compensation rewards tracking schema to encourage trustless participation by any intelligent agent in any collaboration. The blockchain “is a decentralized trust network.”194 The blockchain is Hayek’s multiplicity of private complementary currencies for which there could be as many currencies as Twitter handles and blogs, all fully useful and accepted in their own hyperlocal contexts, and where Communitycoin issuance can improve the cohesion and actualization of any group. The blockchain is a cloud venue for transnational organizations. The blockchain is a means of offering personalized decentralized governance services, sponsoring literacy, and facilitating economic development. The blockchain is a tool that could prove the existence and exact contents of any document or other digital asset at a particular time. The blockchain is the integration and automation of human/machine interaction and the machine-to-machine (M2M) and Internet of Things (IoT) payment network for the machine economy. The blockchain and cryptocurrency is a payment mechanism and accounting system enabler for M2M communication. The blockchain is a worldwide decentralized public ledger for the registration, acknowledgment, and transfer of all assets and societal interactions, a society’s public records bank, an organizing mechanism to facilitate large-scale human progress in previously unimagined ways. The blockchain is the technology and the system that could enable the global-scale coordination of seven billion intelligent agents. The blockchain is a consensus model at scale, and possibly the mechanism we have been waiting for that could help to usher in an era of friendly machine intelligence.

Here at the new frontier of urban policy the chairman and his committee were in harmony: PCJD staff members were not timid bureaucrats but lively, self-styled “guerrillas.” Bobby matched their social science credentials with his zeal. Together they developed contrarian, almost radical, views. Two, as it turned out, were crucial: first, that insufficient opportunity was the root cause of poverty; and second, that the problem required “community action”—a vague notion but clearly something other than bureaucratic, top-down, federal largess. “We felt that you could spend $30 million in one city and not have any impact whatsoever,” Hackett explained later. The committee held that government must not impose solutions but empower the poor to develop their own. The PCJD financed and coordinated a dozen local initiatives on an experimental basis in cities like Cleveland, New Haven, and New York. The programs provided comprehensive services (education, employment, and job training) that encouraged self-sufficiency.

Fundamentally, there are only two ways of co-ordinating the economic activities of millions. One is central direction involving the use of coercion—the technique of the army and of the modern totalitarian state. The other is voluntary co-operation of individuals—the technique of the market place. The possibility of co-ordination through voluntary co-operation rests on the elementary—yet frequently denied—proposition that both parties to an economic transaction benefit from it, provided the transaction is bi-laterally voluntary and informed. Exchange can therefore bring about co-ordination without coercion. A working model of a society organized through voluntary exchange is a free private enterprise exchange economy—what we have been calling competitive capitalism. In its simplest form, such a society consists of a number of independent households—a collection of Robinson Crusoes, as it were. Each household uses the resources it controls to produce goods and services that it exchanges for goods and services produced by other households, on terms mutually acceptable to the two parties to the bargain. It is thereby enabled to satisfy its wants indirectly by producing goods and services for others, rather than directly by producing goods for its own immediate use. The incentive for adopting this indirect route is, of course, the increased product made possible by division of labor and specialization of function. Since the household always has the alternative of producing directly for itself, it need not enter into any exchange unless it benefits from it. Hence, no exchange will take place unless both parties do benefit from it. Co-operation is thereby achieved without coercion. Specialization of function and division of labor would not go far if the ultimate productive unit were the household. In a modern society, we have gone much farther. We have introduced enterprises which are intermediaries between individuals in their capacities as suppliers of service and as purchasers of goods. And similarly, specialization of function and division of labor could not go very far if we had to continue to rely on the barter of product for product. In consequence, money has been introduced as a means of facilitating exchange, and

Retirement Lifestyle Planning There are four (4) major financial questions that you must be able to answer in order to know if your current or future plan will work for you. What rate of return do you have to earn on your savings and investment dollars to be able to retire at your current standard of living and have your money last through your life expectancy? How much do you need to save on a monthly or annual basis to be able to retire at your current standard of living and your money last your life expectancy? Doing what you are currently doing, how long will you have to work to be able to retire and live your current lifestyle till life expectancy? If you don’t do anything different than you are doing today, how much will you have to reduce your standard of livingat retirement for your money to last your life expectancy? Motto for Retirement Lifestyle Planning A solid financial plan is a powerful possession that offers a sense of peace and freedom. Our process allows us to determine appropriate strategies and help you understand how to achieve your goals and live your dreams. Our process stresses informed financial decision making. We encourage you to review all decisions with your team of tax and legal professionals. For the record, we are not tax or legal professionals and this information is not intended as tax or legal advice. Now we’d like to remind you that a well-executed financial plan requires diverse knowledge and utilizes some or all of the following strategies and services: -Retirement Lifestyle Planning Making the most of your employer-sponsored retirement plans and IRAs. Determining how much you need to retire comfortably. Managing assets before and during retirement including Social Security analysis. -Estate Planning Referring you to qualified Estate Attorneys to review your wills and trusts to help preserve your estate for your intended heirs by helping with beneficiary designations. Reducing exposure to estate taxes and probate costs. Coordinating with your tax and legal advisors. -Tax Management Helping to reduce your current and future tax burden by considering multiple strategies for review by your tax professional.Also, referring you to qualified tax specialists if needed. -Legacy Planning/Charitable Planning Creating a solid future for generations to come by ensuring that your legacy will live on through those you love or causes you care deeply about. -Risk Management Reviewing existing insurance policies. Recommending policy changes when appropriate. Finding the best policy for your individual wants and needs. -Investment Planning Determining your asset allocation needs. Helping you understand your risk tolerance. Recommending the appropriate investment vehicles to help you reach and exceed your goals.

This issue of Stvar we dedicate to the anniversaries. Each effort that commences from historical years and epochal dates, however, is not only supposed to cope with the legacy and lessons of evoked events and figures, but also to question a certain (dominant) relation to the past and history. In other words, the task is not a commemorative one, that is, a fetishist relation to the epoch of decisive dates and big events, but rather the radical grasping of the materiality of history following its work where social contradictions require that fight for emancipation and progress is to be taken up. What is at stake here is not an academic requiem or a leftist memorial service to the era of revolutions and great revolutionaries; it is all about casting our gaze toward the past in order to better examine those moments where the past opens itself toward the future. The relation toward past, therefore, should contain perspectives of different future. Amputation of the future is nowadays one of the features of many current academic, scientific and ideological discourses. Once this perspective of different future has been eliminated, the resignification of Marx, Luxemburg, Kollontai, Lenin and others becomes possible, because their doctrines and results have been quite depoliticized. On the contrary, it is the memory that calls for struggle that is the main cognitive attitude toward the events remembered in the collected texts in this issue. Not nostalgic or collectionist remembrance but critical memory filled with hope. The main question, thus, is that of radical social transformations, i.e. theory and practice of revolution. In this sense, Marx, Kollontai, Lenin and other Bolsheviks, and Gramsci as well, constitute the coordinates in which every theoretical practice that wants to offer resistance to capitalist expansion and its ideological forms is moving. The year 1867, when the first Volume of Marx’s Capital is brought out in Hamburg, then October 1917 in Russia, when all power went to the hands of Soviets, and 1937, when Gramsci dies after 11 years of fascist prison: these are three events that we are rethinking, highlighting and interpreting so that perspective of the change of the current social relations can be further developed and carried on. Publishing of the book after which nothing was the same anymore, a revolutionary uprising and conquest of the power, and then a death in jail are the coordinates of historical outcomes as well: these events can be seen as symptomatic dialectical-historical sequence. Firstly, in Capital Marx laid down foundations for the critique of political economy, indispensable frame for every understanding of production and social relations in capitalism, and then in 1917, in the greatest attempt of the organization of working masses, Bolsheviks undermined seriously the system of capitalist production and created the first worker’s state of that kind; and at the end, Gramsci’s death in 1937 somehow symbolizes a tragical outcome and defeat of all aspirations toward revolutionizing of social relations in the Western Europe. Instead of that, Europe got fascism and the years of destruction and sufferings. Although the 1937 is the symbolic year of defeat, it is also a testimony of hope and survival of a living idea that inspires thinkers and revolutionaries since Marx. Gramsci also handed down the huge material of his prison notebooks, as one of the most original attempts to critically elaborate Marx’s and Lenin’s doctrine in new conditions. Isn’t this task the same today?

Captain Eddie Hastings, a retired Royal Navy officer, now working for BSC in Washington; according to Hastings, America needed a new agency capable of “offensive” spy maneuvers in foreign countries. In July 1941, Roosevelt established the Office of the Coordinator of Information, a new civilian intelligence organization attached to the White House. The following year, the Office of the COI was renamed the Office of Strategic Services, which was the forerunner of the CIA. So this is where the CIA began—with J. Edgar Hoover telling the British to go to hell, and the British not appreciating it.

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If indeed we had that chance, we fumbled it. We never lived up to any of our lofty goals. Chief among our missteps was failing to conceive of our software as a single product instead of as a set of separate projects. We never figured out how to integrate the pieces. Nothing worked smoothly. Our software update feature was riddled with bugs that often broke programs while trying to update them. Our code to connect Nautilus to our cloud services didn’t work at all. The Nautilus team had persistent problems coordinating with GNOME—the loose structure and lack of profit motive of the free software community meant that they did not share our money-making goals or care to coordinate with us so we could meet our delivery schedules. All these setbacks caused delay after delay.

The Role of the Launch Coordination Engineer Our Launch Coordination Engineering team is composed of Launch Coordination Engineers (LCEs), who are either hired directly into this role, or are SREs with hands-on experience running Google services. LCEs are held to the same technical requirements as any other SRE, and are also expected to have strong communication and leadership skills

The way Brad’s business works,” she said, “is that companies who are looking to expand send his agency locations where they want to go, and I don’t mean towns or regions. I mean coordinates. Latitude and longitude. Often they’ve already identified the site themselves.” “Why don’t they just buy the property themselves?” I asked. “Something about retailers not wanting to also be in real estate,” she said with a shrug. “It never made much sense to me either, but apparently it’s about showing their investors that they are staying within a particular area of business expertise and subcontracting for related services. Anyway. So a company like yours—Great Deal, right?” “Right.” “Great Deal says they want three stores in metro Atlanta in these locations and they’ll pay between one and three million per lot. Brad goes in, negotiates the deal with the property owner through a broker, ensures the land is suitable, then purchases it for Great Deal. But say he finds out that the seller will part with the land for only a few hundred thousand? He knows Great Deal will pay way more than that so . . .” “He convinces the seller to ask for a higher price and gets a cut of the extra?” I suggest. “Worse,” she said, and now her previous despondency settled back into her body so that she sagged and, for a second, squeezed her eyes shut. “He buys the land himself. Sets up a shell company under someone else’s name, then tries to sell it on to Great Deal at the markup he knows they’ll pay. A million plus profit per site.

The launch process varies from team to team but usually involves things like: Running through a launch checklist. There might be final approvals from key stakeholders like Legal or coordination steps with teams like Marketing and Operations. Making sure that the teams who will support the product going forward are prepared. For a web product this might be the customer service team; for a hardware product it could be the manufacturing team; for a service-based product it could be the operations team. Preparing for all the things that could go wrong. As the release nears, urgent issues inevitably pop up, and the PM thinks on her feet to fight the fires.

In procurement for humanitarian assistance, optimization is achieved when goods and services offering value for money are purchased and delivered within good time to aid people in need at quantity volumes which ensure economies of scale at prices that maximize reach to beneficiaries.

There’s an internally recognized beauty of motion and balance on any man-healthy planet,” Kynes said. “You see in this beauty a dynamic stabilizing effect essential to all life. Its aim is simple: to maintain and produce coordinated patterns of greater and greater diversity. Life improves the closed system’s capacity to sustain life. Life—all life—is in the service of life. Necessary nutrients are made available to life by life in greater and greater richness as the diversity of life increases. The entire landscape comes alive, filled with relationships and relationships within relationships.