Setup Work Quotes

Then, like magic, it seemed like the universe provided a solution. And I thought—okay, this is how. This will work. There’s hope—light at the end of the tunnel. A silver lining, you know?” Roy shook his head. “Fuck. I was so stupid. I was too proud to realize that there was no way it could ever happen. That there couldn’t be a happy ending for us. It was just a set-up. You see, the universe still had accounts to settle. And Susie and I, we were way overdrawn.

This idea comes to you, you can see it, but to accomplish it you need what I call a "setup." For example, you may need a working shop or a working painting studio. You may beed a working music studio. Or a computer room where you can write something. It's crucial to have a setup, so that, at any given moment, when you get an idea, you have the place and the tools to make it happen. If you don't have a setup, there are many times when you get the inspiration, the idea, but you have no tools, no place to put it together. And the idea just sits there and festers. Overtime, it will go away. You didn't filfill it--and that's just a heartache.

Doesn't your work interest you, Esther? You know, Esther, you've got the perfect setup of a true neurotic. You'll never get anywhere like that, you'll never get anywhere like that, you'll never get anywhere like that.

You see Carter, people are two things: greedy and cruel. So we have a perfect set-up here. The greed part - a kid pays a buck for a chance to win a hundred. Plus fifty boxes of chocolates. The cruel part - watching two guys hitting each other, maybe hurting each other, while they're safe in the bleachers. That's why it works, Carter, because we're all bastards.

Please don't entertain for a moment the utterly mistaken idea that there is no drudgery in writing. There is a great deal of drudgery in even the most inspired, the most noble, the most distinguished writing. Read what the great ones have said about their jobs; how they never sit down to their work without a sigh of distress and never get up from it witout a sigh of relief. Do you imagine that your Muse is forever flamelike -- breathing the inspired word, the wonderful situation, the superb solution into your attentive ear? ... Believe me, my poor boy, if you wait for inspiration in our set-up, you'll wait for ever.

And set-ups never work for me. It’s not the same without that moment, that chemistry. That split second when your eyes meet and your heart stops and they transform from a stranger into someone, right in front of you. That moment is everything.

We tell ourselves that we need the right setup before we finally buckle down and get serious. Or we tell ourselves that some vacation or time alone will be good for a relationship or an ailment. This is self-deceit at its finest. It’s far better that we become pragmatic and adaptable—able to do what we need to do anywhere, anytime. The place to do your work, to live the good life, is here.

I summoned my little chorus of voices. Doesn't your work interest you, Esther? You know, Esther, you've got the perfect setup of a true neurotic. You'll never get anywhere like that, you'll never get anywhere live that, you'll never get anywhere like that.

He worked for two hours, perfecting the storyline-the situation, the setup, the punchline.After changing her tire and practicing macho lines to impress her, Macintosh ended up with five dollars, a stutter, and soaked shoes as Veronica zoomed out of his life.

Algren’s book opens with one of the best historical descriptions of American white trash ever written.* He traces the Linkhorn ancestry back to the first wave of bonded servants to arrive on these shores. These were the dregs of society from all over the British Isles—misfits, criminals, debtors, social bankrupts of every type and description—all of them willing to sign oppressive work contracts with future employers in exchange for ocean passage to the New World. Once here, they endured a form of slavery for a year or two—during which they were fed and sheltered by the boss—and when their time of bondage ended, they were turned loose to make their own way. In theory and in the context of history the setup was mutually advantageous. Any man desperate enough to sell himself into bondage in the first place had pretty well shot his wad in the old country, so a chance for a foothold on a new continent was not to be taken lightly. After a period of hard labor and wretchedness he would then be free to seize whatever he might in a land of seemingly infinite natural wealth. Thousands of bonded servants came over, but by the time they earned their freedom the coastal strip was already settled. The unclaimed land was west, across the Alleghenies. So they drifted into the new states—Kentucky and Tennessee; their sons drifted on to Missouri, Arkansas and Oklahoma. Drifting became a habit; with dead roots in the Old World and none in the New, the Linkhorns were not of a mind to dig in and cultivate things. Bondage too became a habit, but it was only the temporary kind. They were not pioneers, but sleazy rearguard camp followers of the original westward movement. By the time the Linkhorns arrived anywhere the land was already taken—so they worked for a while and moved on. Their world was a violent, boozing limbo between the pits of despair and the Big Rock Candy Mountain. They kept drifting west, chasing jobs, rumors, homestead grabs or the luck of some front-running kin. They lived off the surface of the land, like army worms, stripping it of whatever they could before moving on. It was a day-to-day existence, and there was always more land to the west. Some stayed behind and their lineal descendants are still there—in the Carolinas, Kentucky, West Virginia and Tennessee. There were dropouts along the way: hillbillies, Okies, Arkies—they’re all the same people. Texas is a living monument to the breed. So is southern California. Algren called them “fierce craving boys” with “a feeling of having been cheated.” Freebooters, armed and drunk—a legion of gamblers, brawlers and whorehoppers. Blowing into town in a junk Model-A with bald tires, no muffler and one headlight … looking for quick work, with no questions asked and preferably no tax deductions. Just get the cash, fill up at a cut-rate gas station and hit the road, with a pint on the seat and Eddy Arnold on the radio moaning good back-country tunes about home sweet home, that Bluegrass sweetheart still waitin, and roses on Mama’s grave. Algren left the Linkhorns in Texas, but anyone who drives the Western highways knows they didn’t stay there either. They kept moving until one day in the late 1930s they stood on the spine of a scrub-oak California hill and looked down on the Pacific Ocean—the end of the road.

the perpetual disruptive nature of youth generally. “Desolation,” yes, but also a child’s sense of immediacy, the capacity to enter into the moment-by-moment flow of life as it unfolds, not trying to make narrative sense of one’s situation, and not caring overmuch if the whole setup comes crashing down.

In my client who had confessed her “alien abduction” experience, an alter had been instructed that if she began to remember the ritual abuse she was to remember the alien abduction, so that nobody would believe her account of the ritual abuse. This program did not work with us, but you can imagine the larger consequences of such a ruse. p55

We tell ourselves that we need the right setup before we finally buckle down and get serious. Or we tell ourselves that some vacation or time alone will be good for a relationship or an ailment. This is self-deceit at its finest. It’s far better that we become pragmatic and adaptable—able to do what we need to do anywhere, anytime. The place to do your work, to live the good life, is here

Middle school is prime time for failure, even among kids who have sailed through school up to that point. The combined stressors of puberty, heightened academic expectations, and increased workload are a setup for failure. How parents, teachers, and students work together to overcome those inevitable failures predicts so much about how children will fare in high school, college, and beyond.

Psychologist Jean Baker Miller, who has done extensive research on women’s development, has written about “a growth-fostering relationship” as having five characteristics. She says that in the relationship: 1.​Each person feels a greater sense of zest (vitality, energy). 2.​Each person feels more able to act and does act. 3.​Each person has a more accurate picture of herself or himself and the other person. 4.​Each person feels a greater sense of worth. 5.​Each person feels more connected to the other person and a greater motivation for connections with other people beyond those in the specific relationship.12 Though it was slow, hazardous, and often exasperating work, Sandy and I worked to undo the old marriage and create a new one stripped of the old dependencies and patriarchal set-up, a growth-inducing relationship that offered each of us freedom to choose and be, that not only allowed for but enhanced the soul in each of us.

French said: “It’s like this with us, baby. We’re coppers and everybody hates our guts. And as if we didn’t have enough trouble, we have to have you. As if we didn’t get pushed around enough by the guys in the corner offices, the City Hall gang, the day chief, the night chief, the Chamber of Commerce, His Honor the Mayor in his paneled office four times as big as the three lousy rooms the whole homicide staff has to work out of. As if we didn’t have to handle one hundred and fourteen homicides last year out of three rooms that don’t have enough chairs for the whole duty squad to sit down in at once. We spend our lives turning over dirty underwear and sniffing rotten teeth. We go up dark stairways to get a gun punk with a skinful of hop and sometimes we don’t get all the way up, and our wives wait dinner that night and all the other nights. We don’t come home any more. And nights we do come home, we come home so goddam tired we can’t eat or sleep or even read the lies the papers print about us. So we lie awake in the dark in a cheap house on a cheap street and listen to the drunks down the block having fun. And just about the time we drop off the phone rings and we get up and start all over again. Nothing we do is right, not ever. Not once. If we get a confession, we beat it out of the guy, they say, and some shyster calls us Gestapo in court and sneers at us when we muddle our grammar. If we make a mistake they put us back in uniform on Skid Row and we spend the nice cool summer evenings picking drunks out of the gutter and being yelled at by whores and taking knives away from greaseballs in zoot suits. But all that ain’t enough to make us entirely happy. We got to have you.” He stopped and drew in his breath. His face glistened a little as if with sweat. He leaned forward from his hips. “We got to have you,” he repeated. “We got to have sharpers with private licenses hiding information and dodging around corners and stirring up dust for us to breathe in. We got to have you suppressing evidence and framing set-ups that wouldn’t fool a sick baby. You wouldn’t mind me calling you a goddam cheap double-crossing keyhole peeper, would you, baby?” “You want me to mind?” I asked him. He straightened up. “I’d love it,” he said. “In spades redoubled.

Much as is observed in actual natural settings, in the informal process workplace, dominance hierarchies emerge. If you’re brash and disagreeable, or are a favorite of the boss, you can, like the strongest lion in the pride, avoid work you don’t like by staring down those who try to pass it off to you, ignoring their messages, or claiming overload. On the other hand, if you’re more reasonable and agreeable, you’ll end up overloaded with more work than makes sense for one person to handle. These setups are both demoralizing and a staggeringly inefficient deployment of attention capital. But without a countervailing force, these hierarchies are often unavoidable.

One way to get a life and keep it is to put energy into being an S&M (success and money) queen. I first heard this term in Karen Salmansohn’s fabulous book The 30-Day Plan to Whip Your Career Into Submission. Here’s how to do it: be a star at work. I don’t care if you flip burgers at McDonald’s or run a Fortune 500 company. Do everything with totality and excellence. Show up on time, all the time. Do what you say you will do. Contribute ideas. Take care of the people around you. Solve problems. Be an agent for change. Invest in being the best in your industry or the best in the world! If you’ve been thinking about changing professions, that’s even more reason to be a star at your current job. Operating with excellence now will get you back up to speed mentally and energetically so you can hit the ground running in your new position. It will also create good karma. When and if you finally do leave, your current employers will be happy to support you with a great reference and often leave an open door for additional work in the future. If you’re an entrepreneur, look at ways to enhance your business. Is there a new product or service you’ve wanted to offer? How can you create raving fans by making your customer service sparkle? How can you reach more people with your product or service? Can you impact thousands or even millions more? Let’s not forget the M in S&M. Getting a life and keeping it includes having strong financial health as well. This area is crucial because many women delay taking charge of their financial lives as they believe (or have been culturally conditioned to believe) that a man will come along and take care of it for them. This is a setup for disaster. You are an intelligent and capable woman. If you want to fully unleash your irresistibility, invest in your financial health now and don’t stop once you get involved in a relationship. If money management is a challenge for you, I highly recommend my favorite financial coach: David Bach. He is the bestselling author of many books, including The Automatic Millionaire, Smart Women Finish Rich, and Smart Couples Finish Rich. His advice is clear-cut and straightforward, and, most important, it works.

Dost thou renounce Satan, and all his Angels, and all his works, and all his services, and all his pride?" ... The first act of the Christian life is a renunciation, a challenge. No one can be Christ's until he has, first, faced evil, and then become ready to fight it. How far is this spirit from the way in which we often proclaim, or to use a more modern term, "sell" Christianity today! ... How could we then speak of "fight" when the very set-up of our churches must, by definition, convey the idea of softness, comfort, peace? ... One does not see very well where and how "fight" would fit into the weekly bulletin of a suburban parish, among all kings of counseling sessions, bake sales, and "young adult" get-togethers. ... "Dost thou unite thyself unto Christ?

[...]a man and a boy, side by side on a yellow Swedish sofa from the 1950s that the man had bought because it somehow reminded him of a zoot suit, watching the A’s play Baltimore, Rich Harden on the mound working that devious ghost pitch, two pairs of stocking feet, size 11 and size 15, rising from the deck of the coffee table at either end like towers of the Bay Bridge, between the feet the remains in an open pizza box of a bad, cheap, and formerly enormous XL meat lover’s special, sausage, pepperoni, bacon, ground beef, and ham, all of it gone but crumbs and parentheses of crusts left by the boy, brackets for the blankness of his conversation and, for all the man knew, of his thoughts, Titus having said nothing to Archy since Gwen’s departure apart from monosyllables doled out in response to direct yes-or-nos, Do you like baseball? you like pizza? eat meat? pork?, the boy limiting himself whenever possible to a tight little nod, guarding himself at his end of the sofa as if riding on a crowded train with something breakable on his lap, nobody saying anything in the room, the city, or the world except Bill King and Ken Korach calling the plays, the game eventless and yet blessedly slow, player substitutions and deep pitch counts eating up swaths of time during which no one was required to say or to decide anything, to feel what might conceivably be felt, to dread what might be dreaded, the game standing tied at 1 and in theory capable of going on that way forever, or at least until there was not a live arm left in the bullpen, the third-string catcher sent in to pitch the thirty-second inning, batters catnapping slumped against one another on the bench, dead on their feet in the on-deck circle, the stands emptied and echoing, hot dog wrappers rolling like tumbleweeds past the diehards asleep in their seats, inning giving way to inning as the dawn sky glowed blue as the burner on a stove, and busloads of farmhands were brought in under emergency rules to fill out the weary roster, from Sacramento and Stockton and Norfolk, Virginia, entire villages in the Dominican ransacked for the flower of their youth who were loaded into the bellies of C-130s and flown to Oakland to feed the unassuageable appetite of this one game for batsmen and fielders and set-up men, threat after threat giving way to the third out, weak pop flies, called third strikes, inning after inning, week after week, beards growing long, Christmas coming, summer looping back around on itself, wars ending, babies graduating from college, and there’s ball four to load the bases for the 3,211th time, followed by a routine can of corn to left, the commissioner calling in varsity teams and the stars of girls’ softball squads and Little Leaguers, Archy and Titus sustained all that time in their equally infinite silence, nothing between them at all but three feet of sofa;

I am well aware that certain exercises, tasks setup by the facilitator, can practically force the group to more of a here-and-now communication or more of a feeling level. There are leaders who do these very skillfully, and with good effect at the time. However, I am enough of a scientist-clinician to make many casual follow-up inquiries, and I know that frequently the lasting result of such procedures is not nearly as satisfying as the immediate effect. At it's best it may lead to discipleship (which I happen not to like): "What a marvelous leader he is to have made me open up when I had no intention of doing it!" It can also lead to a rejection of the whole experience. "Why did I do those silly things he asked me to?" At worst, it can make the person feel that his private self has been in some way violated, and he will be careful never to expose himself to a group again. From my experience I know that if I attempt to push a group to a deeper level it is not, in the long run, going to work.

OUR ABILITY TO RECOGNIZE FAMILIAR THINGS At first glance our ability to recognize familiar things may not seem so unusual, but brain researchers have long realized it is quite a complex ability. For example, the absolute certainty we feel when we spot a familiar face in a crowd of several hundred people is not just a subjective emotion, but appears to be caused by an extremely fast and reliable form of information processing in our brain. In a 1970 article in the British science magazine Nature, physicist Pieter van Heerden proposed that a type of holography known as recognition holography offers a way of understanding this ability. * In recognition holography a holographic image of an object is recorded in the usual manner, save that the laser beam is bounced off a special kind of mirror known as a focusing mirror before it is allowed to strike the unexposed film. If a second object, similar but not identical * Van Heerden, a researcher at the Polaroid Research Laboratories in Cambridge, Massachusetts, actually proposed his own version of a holographic theory of memory in 1963, but his work went relatively unnoticed. to the first, is bathed in laser light and the light is bounced off the mirror and onto the film after it has been developed, a bright point of light will appear on the film. The brighter and sharper the point of light the greater the degree of similarity between the first and second objects. If the two objects are completely dissimilar, no point of light will appear. By placing a light-sensitive photocell behind the holographic film, one can actually use the setup as a mechanical recognition system.7 A similar technique known as interference holography may also explain how we can recognize both the familiar and unfamiliar features of an image such as the face of someone we have not seen for many years. In this technique an object is viewed through a piece of holographic film containing its image. When this is done, any feature of the object that has changed since its image was originally recorded will reflect light differently. An individual looking through the film is instantly aware of both how the object has changed and how it has remained the same. The technique is so sensitive that even the pressure of a finger on a block of granite shows up immediately, and the process has been found to have practical applications in the materials testing industry.

You know the logics setup. You got a logic in your house. It looks like a vision receiver used to, only it's got keys instead of dials and you punch the keys for what you wanna get. It's hooked in to the tank, which has the Carson Circuit all fixed up with relays. Say you punch "Station SNAFU" on your logic. Relays in the tank take over an' whatever vision-program SNAFU is telecastin' comes on your logic's screen. Or you punch "Sally Hancock's Phone" an' the screen blinks an' sputters an' you're hooked up with the logic in her house an' if somebody answers you got a vision-phone connection. But besides that, if you punch for the weather forecast or who won today's race at Hialeah or who was mistress of the White House durin' Garfield's administration or what is PDQ and R sellin' for today, that comes on the screen too. The relays in the tank do it. The tank is a big buildin' full of all the facts in creation an' all the recorded telecasts that ever was made—an' it's hooked in with all the other tanks all over the country—an' everything you wanna know or see or hear, you punch for it an' you get it. Very convenient. Also it does math for you, an' keeps books, an' acts as consultin' chemist, physicist, astronomer, an' tea-leaf reader, with a "Advice to the Lovelorn" thrown in. The only thing it won't do is tell you exactly what your wife meant when she said, "Oh, you think so, do you?" in that peculiar kinda voice. Logics don't work good on women. Only on things that make sense. (1949)

In that moment, I felt Puck truly die, as Robin Goodfellow of the woods rose up and took his place. I smiled broadly as I turned to face the owner of the voice. Ash. Ice-boy. Son of Mab. Former prince of the Unseelie Court. Lots of names, but they all belonged to my greatest friend, and greatest rival, in all of Faery. He swept through the doorway in his long black coat, icy blade glittering blue at his side. Like his broody kid, he was dressed in stark black, from his shirt to his pants to his boots, but his dark hair and silver eyes gave him a dangerous edge that even Keirran could not match. I saw Coaleater take a step back and Nyx staring at him with a mix of curiosity and wary awe. I snorted under my breath. Ice-boy did have that effect on pretty much everyone. After the kings and queens, he was one of the strongest faeries in the entire Nevernever, and he had that presence that turned people into slack-jawed zombies for a moment of two. Except me. I was pretty much immune to the ice-boy effect. In fact, I'd made it my personal vendetta to get under his icy cold skin as much as possible, just to remind him that his natural awe didn't work on everyone. "Well, look who decided to join the party," I drawled as Ash strode to Meghan's side. Anger and resentment still simmered, but I tamped them down. Now was not the time for a Goodfellow prank, not in the middle of the Iron Palace, surrounded by Iron Knights, with the Iron Queen in the very same room. The best laid pranks always took a little time. "Always appearing at the most dramatic moment, ice-boy. Tell me, were you just lurking outside the door waiting for the perfect setup?

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ONCE YOU’VE HOOKED readers, your next task is to put your early chapters to work introducing your characters, settings, and stakes. The first 20-25% of the book comprises your setup. At first glance, this can seem like a tremendous chunk of story to devote to introductions. But if you expect readers to stick with you throughout the story, you first have to give them a reason to care. This important stretch is where you accomplish just that. Mere curiosity can only carry readers so far. Once you’ve hooked that sense of curiosity, you then have to deepen the pull by creating an emotional connection between them and your characters. These “introductions” include far more than just the actual moment of introducing the characters and settings or explaining the stakes. In themselves, the presentations of the characters probably won’t take more than a few scenes. After the introduction is when your task of deepening the characters and establishing the stakes really begins. The first quarter of the book is the place to compile all the necessary components of your story. Anton Chekhov’s famous advice that “if in the first act you have hung a pistol on the wall, then in the following one it should be fired” is just as important in reverse: if you’re going to have a character fire a gun later in the book, that gun should be introduced in the First Act. The story you create in the following acts can only be assembled from the parts you’ve shown readers in this First Act. That’s your first duty in this section. Your second duty is to allow readers the opportunity to learn about your characters. Who are these people? What is the essence of their personalities? What are their core beliefs (even more particularly, what are the beliefs that will be challenged or strengthened throughout the book)? If you can introduce a character in a “characteristic moment,” as we talked about earlier, you’ll be able to immediately show readers who this person is. From there, the plot builds as you deepen the stakes and set up the conflict that will eventually explode in the Inciting and Key Events. Authors sometimes feel pressured to dive right into the action of their stories, at the expense of important character development. Because none of us wants to write a boring story, we can overreact by piling on the explosions, fight sequences, and high-speed car chases to the point we’re unable to spend important time developing our characters. Character development is especially important in this first part of the story, since readers need to understand and sympathize with the characters before they’re hit with the major plot revelations at the quarter mark, halfway mark, and three-quarters mark. Summer blockbusters are often guilty of neglecting character development, but one enduring exception worth considering is Stephen Spielberg’s Jurassic Park. No one would claim the film is a leisurely character study, but it rises far above the monster movie genre through its expert use of pacing and its loving attention to character, especially in its First Act. It may surprise some viewers to realize the action in this movie doesn’t heat up until a quarter of the way into the film—and even then we have no scream-worthy moments, no adrenaline, and no extended action scenes until halfway through the Second Act. Spielberg used the First Act to build suspense and encourage viewer loyalty to the characters. By the time the main characters arrive at the park, we care about them, and our fear for their safety is beginning to manifest thanks to a magnificent use of foreshadowing. We understand that what is at stake for these characters is their very lives. Spielberg knew if he could hook viewers with his characters, he could take his time building his story to an artful Climax.

It doesn’t take much searching on the Web to find articles giving examples of “improving” your code by using a Setup (now @Before in JUnit). ObjectMother lives under many names, and each name comes with several articles explaining how it’s either successful or the programmer didn’t understand how to correctly apply the pattern. Our tests follow the common advice that above all, code must be DRY. DRY is an acronym for Don’t Repeat Yourself, and is defined as: Every piece of knowledge must have a single, unambiguous, authoritative representation within a system. Both of those pieces of advice are contextually valuable. I can easily think of situations where applying each of those patterns would be the right choice. However, in the context of “I would like to quickly understand this test I’ve never seen before”, those patterns come up short. While working on code written by a teammate or supporting an inherited system, I find myself in the latter context far more often than not.

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Along with John and Judi, we took a big risk and started filming on the movie before we had a contract signed with MGM. There didn’t seem to be any choice. I imagined all the insurance underwriters across the world reacting to the phrase “live crocodiles.” Those two words would be enough to blow them right out of their cubicles. So we began shooting with our zoo crocodiles, but without signatures on the dotted line for the movie. A particular scene in the script--and a good example of an insurance man’s nightmare--had a crocodile trying to lunge into a boat. Only Steve’s expertise could make this happen, since the action called for Steve and me to be in the boat at the time. If the lunging crocodile happened to hook his head over the edge of the boat, he would tip us both into the water. That would be a one-way trip. “How are you going to work it?” I asked Steve. “Get the crocs accustomed to the dinghy first,” he said. “Then I’ll see if I can get them interacting with me while I’m in the boat.” First he tried Agro, one of our biggest male crocs. Agro was too wary of the boat. He’s a smart crocodile. I think he remembered back when he was captured. He didn’t want any of it. We decided to try with our friend Charlie. Charlie had been very close to ending up at a farm, his skin turned into boots, bags, and belts. He definitely had attitude. He spent a lot of his time trying to kill everything within range. Steve felt good about the possibility of Charlie having a go. Because he was filming a movie and not shooting a documentary, John had a more complex setup than usual, utilizing three thirty-five-millimeter cameras. Each one would film in staggered succession, so that the film magazine changes would never happen all at once. There would never be a time when film was not rolling. We couldn’t very well ask a crocodile to wait while a fresh mag was loaded into a camera. “You need to be careful to stay out of Charlie’s line of sight,” Steve said to me. “I want Charlie focusing only on me. If he changes focus and starts attacking you, it’s going to be too difficult for me to control the situation.” Right. Steve got no argument from me. Getting anywhere near those bone-crushing jaws was the furthest thing from my mind. I wasn’t keen on being down on the water with a huge saltwater crocodile trying to get me. I would have to totally rely on Steve to keep me safe.

Are you engineering my bondage setup?” Maddy asked, incredulous, before she burst into delighted giggles. “Oh, dove. I’ve had men say a lot of things in this room, but never that and never quite like that. You’re Bill Nye–ing my sex rig.” Darren jerked up his head, his eyes wide. “I work in construction! Wood’s my thing!” “Well, it’s my thing, too, but I’m not sure we’re having the same conversation anymore.

At a large enough business, an IT pro might need to establish permissions, implement special configurations, or enter data to make the experience work for that business. The organization that made the software can provide UX content for this setup crew, and different UX content for the people who will use the experience day to

At a large enough business, an IT pro might need to establish permissions, implement special configurations, or enter data to make the experience work for that business. The organization that made the software can provide UX content for this setup crew, and different UX content for the people who will use the experience day to day.

Bad fit customers and technical support There is a line between helping a customer and building custom software for them. You want to avoid one-off features because the effort to build one custom feature is the same effort to help ten good fit customers. If a customer requires custom work, then they are usually a poor fit. These bad customers will drain the life from your team and these customers redirect resources from critical tasks, such as mandatory upgrades, and helping good fit customers succeed. Enough bad customers can cause low employee morale and high turn-over in any department. Here are the differences between good and bad fit customers: Good Customer Traits Bad Customer Traits Software performs the features that he needs Constantly emails about missing features An attractor that leaves reviews, case studies Rude or unpleasant over the phone, a detractor Entry level staff members provide support Senior level staff provides technical support Requires a short call to set-up and configure Requires coding changes and tons of phone support Company is organized Company is a mess Fits into an ideal customer profile Fits into no customer profile Feels like a good fit You get a bad feeling about the company

But Joelle doesn't do "nice". Nice is too passive for what she is, which is a genuinely sweet and kind and thoughtful person---one of the best I know. I've watched her for over a year and a half pouring her heart and soul into her bakery, treating her customers like members of her own family. She remembers their names, the names of their kids and pets, birthdays, first days of school and work, graduations and weddings. I've seen her give out pastries and drinks to people on the street near our building. I've seen her offer up her bakery as a hangout for local high school students who want a place to play cards and dominoes. I've seen her give cash out of her pocket to a kid in need. All because she cares. She doesn't do a single thing that isn't rooted in sincerity. That's why what she said to me yesterday meant so much. Because despite the stress of our current work setup and how it's caused countless fights between us, she still cares about me. And that means everything---more than she'll ever know.

Mr. Zelenskyy thinks he was assigned a movie project, titled "Foolish Brave President ". Shooting has started but it has no pack-up date, devastated cities, villages are the artificial movie setup, producer's money, so he doesn't care. There are no refugees also. 3 million citizens who fled are actually junior artists. millions of junior artists. There are working in this movie, 3 million have already returned home after playing their role. Shooting is also going live on telecast. He's glad to feel happy as the world media appreciates his acting, so throughout he's enjoying playing this role. And he's damn sure he will be entitled to each and every award. His character has deep emotions, touching drama, great actions, but the very important thing is completely missing, which is the main character of the leader. Diplomacy and citizens' safety policy !!!

Certain employees and subcontractors, each with ironclad nondisclosure agreements, had worked on various components of the facility. None of them had seen the entire setup or knew of its full capabilities.

Just because Jude was fast and loose with her personal life and her therapy sessions didn't mea the same setup worked for everyone. Some people's coping mechanisms were all about festering and secrecy and ruminating until you grew yourself a nice little tumor in your heart with a side of panic attack. Different strokes.

It was on my third viewing of Henry Levin’s 1959 movie Journey to the Center of the Earth that I first stumbled upon an exercise I still use today. I had left the living room with the TV’s sound turned low, and when I returned for the “exciting conclusion” that the program’s announcer always promised, I came upon my favorite action sequence, in which the protagonists encounter a convincingly real-looking dimetrodon dinosaur. I had long wondered how the filmmakers pulled this off. With the sound down, I could more easily decode the techniques and effects at work. I noticed that the monstrous dinosaur was actually an iguana of some kind with a spine sail glued to its back. I figured out that the ruins of Atlantis were really carefully rendered matte paintings. I identified the camera setups that the filmmakers used to stage the sequence and make the audience believe every second of it. Thereafter, I lowered the sound whenever there was a scene that I wanted to study closely. With my own money, I bought a Bauer

It looks like a setback, but really it's a setup to move you into your destiny.

And it will be like an injection, a replenishment coming into my set-up. I say to myself: 'I am normal, it's okay to be me, it's all right, you're going back to work soon, going to be back in your own home; you go back up there again and try and perform.' It's exhausting.

There’s a deep irony to this model. Employees who turn up for work day-in, day-out are essentially cast as outsiders: a production cost to be minimised, an input to be hired and fired as profitability requires. Shareholders, meanwhile, who probably never set foot on the company premises, are treated as the ultimate insiders: their narrow interest of maximising profits comes before all. No wonder that, under this set-up, the average worker has been losing out, especially since trade unions in many countries were stripped of their bargaining power from the 1980s onwards.

As I was heading back, I began to hear the sound of someone crying, which you sort of expect in a graveyard. I looked around to see where it was coming from. And there, sitting on a tombstone, was Francis Ford Coppola bawling like a baby. Profusely crying. Nobody was going near him, so I went up to him, and I said, “Francis, what’s wrong? What happened?” He wiped his eyes with his sleeve, paused, looked up at me, and said, “They won’t give me another shot.” He had wanted to film another setup that day, and he had not been allowed it. Even he had to answer to someone else. And he wanted this so badly that to have it denied had actually wounded him. One never knows if a film is going to be great. You know one thing, if it’s a really good script—and Mario and Francis wrote a really good script—there’s a chance. An actor comes in and plays his role, but the film is all in what happens after, how an editor cuts it together and how the director figures out the storytelling. But there in that graveyard I thought: If this is the kind of passion that Francis has for it, then something here is working. I knew I was in good hands.

There was a single upright metal plate, wired to the grid of an enormous vacuum tube. Several smaller tubes behind the detector tube made the instrument more sensitive. "It works," explained Gerry, "like an electric variable condenser --" "But I say, it has only one wall. Surely all condensers have two." "Exactly. Only in this case the second wall is formed by any metallic body which comes within a certain range. When I switch on the current, there'll be a perfect electronic balance in the vacuum-tube set-up. It will be upset by the approach of any metal, which naturally changes the capacity. Any such change is registered on the dial here, and rings an alarm bell." "Very ingenious," drawled Michaels. "Especially for Venus, which is poor in metals. Don't worry, Miss Carlyle; we'll find Mr. Strike all right. That's a pretty tough lad to hurt.

So many times when we get into emergencies and the situation seems totally hopeless - it's actually a setup. God wants to do something great. He wants to demonstrate his power, so that his name will be praised in a new and greater way. The next generation will hear all about it. After all, their spiritual nurture is far more important than material things.

There are dozens, if not hundreds of individuals around the planet who have built similar devices that operate on the same basic principles.  The pioneers in this field are Lester Hendershot, inventor of the "Power Capture Unit" (1920s); and the late Floyd "Sparky" Sweet, inventor of the Vacuum Triode Amplifier (VTA) or Space Quantum Modulator (1986). West referred to an inventor in Bullhead City, Earl Davenport, who has a set-up very similar to his, and speculated that his "over unity," (more power coming out than put in) was purportedly confirmed by Walter Rosenthal and is a function of high-power lines nearby.  Across the river, not ten miles away, in Laughlin Nevada, is a large power plant, with high power lines extending from it in all directions. Joseph Newman's motor is another possible variation of this wireless transformer phenomenon, according to West.  It has a super long wire, with decent capacitance.  "Some people build it and claim it works well, others build it and it doesn't work so well.  It just may be the story of ‘location, location, location.’” Continued Research into Wireless Power

just-concluded Paris Motor Show stood out for its dazzling concept and production cars, many of which are pointing to the future, low emission, electric or hybrid cars that are environmentally-friendly as well as fuel-savers that give more mileage than ever before. It also showcased exciting levels of French design and innovation. There was the Peugeot 208 Hybrid Air concept which Peugeot-Citroen has based on a standard 208 with an engine that uses compressed air instead of conventional battery power in a hybrid set-up. It works in the opposite way to electric hybrids by being best utilised with frequent use and regeneration. As regenerating the system takes just 10 seconds, it's also ideal for city

I’m not into setups. You know that.” “Lanie’s very nice. She’s an attorney too and works at my firm. She’s very successful.” “Yep, and I bet she wears granny panties.

Some courts allow “orientation” and “set-up” fees of $25 or more. There are picture fees ranging from $2 to $15, while “insurance” fees associated with a week of community service work often add another $15 to the tab. Drug screening fees are part of the fee schedule too, with some judges allowing $15 charges and others authorizing $25.

That’s one of the key challenges of remote work: keeping everyone’s outlook healthy and happy. That task is insurmountable if you’ve stacked your team with personalities who tend to let their inner asshole loose every now and again. Even for people with the best intentions, relations can go astray if the work gets stressful (and what work doesn’t occasionally?). The best ballast you can have is as many folks in your boat as possible with a thoroughly optimistic outlook. We’re talking about people who go out of their way to make sure everyone is having a good time. Remember: sentiments are infectious, whether good or bad. That’s also why it’s as important to continuously monitor the work atmosphere as to hire for it. It’s never a good idea to let poisonous people stick around to spoil it for everyone else, but in a remote-work setup it’s deadly. When you’re a manager and your employees are far flung, it’s impossible to see the dread in their eyes, and that can be fatal. With respect to drama, it therefore makes sense to follow the “No Broken Windows” theory of enforcement. What are we talking about? Well, in the same way that New York cracked down in the ’90s on even innocuous offenses like throwing rocks through windows or jumping the turnstile, a manager of remote workers needs to make an example of even the small stuff—things like snippy comments or passive-aggressive responses. While this responsibility naturally falls to those in charge, it works even better if policed by everyone in the company.

Setup: Alicia (the scientist) is speaking to an elementary school class about what she does. She’s just taken scads of questions from several young boys. The teachers says, “Maybe you could talk for a little bit about what it’s like to be a women in science……for the girls.” And I just got so sad. What the hell am I supposed to say? When I’m doing science my gender isn’t interesting to me. The science I’m doing is interesting. And okay, there was a past when women in science were anomalies but that was a dark and ridiculous time. We live in the future now. Can we just agree I can talk about gravitation without having to point out the existence of my vagina before I begin? It’s all so trivial. I half-way feel like I wasted my time going out there. I could have spent that time in the lab. We could have sent the possessor of a penis out there to handle the PR while I got some serious work done.

In what I call my office or command center, there is a high-level communication setup and a hidden pantry-like room behind my closet wall, which houses my weapons arsenal, passports, and other accoutrements needed for my dispatch work. It slides open when activated by my palm print. The palm must be warm, with a beating pulse. The second room, my guest room, is for appearances only, because I don’t intend to entertain overnight guests.

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God does not cause evil and suffering. But he can transform it. This is a phenomenally fine distinction, but one that matters. We live in a broken world. A world of accidents, unfairness, and sickness. A world of plane crashes and child abuse. A world of lying and manipulation and shallowness. A world that sometimes seems setup for the wicked to prosper, as Job 21:7 says. This is not the world God intended, or one that he will allow to persist forever. But while we are here, while he is working out a cosmic rescue and reconciliation that is far beyond our understanding, he promises to be present with us. He promises to make good out of bad. He promises to transform what is wrong, into something that is right. And that is an act of God.

Wrapping my hand back over her mouth, she shakes against me, her wide eyes set on the deacon deprived of life as I press her against the wall before us. She squints her eyes closed, not wanting to bear witness to the reality before her. “Look Briony!” I demand, kneeing her legs open wider as I thrust deeply into her from behind. “Open your fucking eyes!” She gasps as her palms slap against the wall, bracing her from the force. Her eyes snap open, falling back on the deacon. “They don’t want you! You’re fucking worthless to them!” I fist her hair, holding her head against the wall, trying to wake her up to the reality before her. “They never wanted you! You aren’t one of them! They want to eliminate the likes of you from their world. You pushed too far. You’re a force they can’t handle. You just kept fucking pushing!” The words fall from my mouth like venom. Pain sears throughout my emotional core at the deep unresolved wound this reopens. These are the words I’ve told myself from a past life that seems like a lifetime ago. That young man, so lost and confused after the set-up they knew I’d never conquer. They marked me a murderer. Branded me the enemy because Callum Westwood knew a life that included me could never work. I was his greatest mistake. His greatest downfall.

Understanding Financial Risks and Companies Mitigate them? Financial risks are the possible threats, losses and debts corporations face during setting up policies and seeking new business opportunities. Financial risks lead to negative implications for the corporations that can lead to loss of financial assets, liabilities and capital. Mitigation of risks and their avoidance in the early stages of product deployment, strategy-planning and other vital phases is top-priority for financial advisors and managers. Here's how to mitigate risks in financial corporates:- ● Keeping track of Business Operations Evaluating existing business operations in the corporations will provide a holistic view of the movement of cash-flows, utilisation of financial assets, and avoiding debts and losses. ● Stocking up Emergency Funds Just as families maintain an emergency fund for dealing with uncertainties, the same goes for large corporates. Coping with uncertainty such as the ongoing pandemic is a valuable lesson that has taught businesses to maintain emergency funds to avoid economic lapses. ● Taking Data-Backed Decisions Senior financial advisors and managers must take well-reformed decisions backed by data insights. Data-based technologies such as data analytics, science, and others provide resourceful insights about various economic activities and help single out the anomalies and avoid risks. Enrolling for a course in finance through a reputed university can help young aspiring financial risk advisors understand different ways of mitigating risks and threats. The IIM risk management course provides meaningful insights into the other risks involved in corporations. What are the Financial Risks Involved in Corporations? Amongst the several roles and responsibilities undertaken by the financial management sector, identifying and analysing the volatile financial risks. Financial risk management is the pinnacle of the financial world and incorporates the following risks:- ● Market Risk Market risk refers to the threats that emerge due to corporational work-flows, operational setup and work-systems. Various financial risks include- an economic recession, interest rate fluctuations, natural calamities and others. Market risks are also known as "systematic risk" and need to be dealt with appropriately. When there are significant changes in market rates, these risks emerge and lead to economic losses. ● Credit Risk Credit risk is amongst the common threats that organisations face in the current financial scenarios. This risk emerges when a corporation provides credit to its borrower, and there are lapses while receiving owned principal and interest. Credit risk arises when a borrower falters to make the payment owed to them. ● Liquidity Risk Liquidity risk crops up when investors, business ventures and large organisations cannot meet their debt compulsions in the short run. Liquidity risk emerges when a particular financial asset, security or economic proposition can't be traded in the market. ● Operational Risk Operational risk arises due to financial losses resulting from employee's mistakes, failures in implementing policies, reforms and other procedures. Key Takeaway The various financial risks discussed above help professionals learn the different risks, threats and losses. Enrolling for a course in finance assists learners understand the different risks. Moreover, pursuing the IIM risk management course can expose professionals to the scope of international financial management in India and other key concepts.

In Grapes he worked with astonishingly low levels of light; consider the many night scenes and the shots in the deserted Joad homestead, where Tom and the preacher seem illuminated of a single candle, Tom silhouetted, Casy side-lit. The power of Ford (1895-1973) was rooted in strong stories, classical technique, and direct expression. Years of apprenticeship in low-budget silent films, many of them quickies shot on location, had steeled him against unnecessary setups and fancy camera work. There is a rigorous purity in his visual style that serves the subject well. The Grapes of Wrath contains not a single shot that seems careless or routine.

The bathroom door opens after a polite tap. He peers into the room, spots me in the bath, and smiles. “Nice work, contessa. It’s a simple setup, but classic.” “Right?” I agree. “I’m all, ‘Oh, I’m just here taking a bath, don’t mind me.

The Monopoly experiment wasn’t the most rigorous science ever, and Piff never published it—although the study was later replicated by others and used in his popular TED Talk, “Does Money Make You Mean?” But his observations were consistent with a large and growing body of work by Piff and various colleagues. Inside and outside the lab, in a host of experiments deploying a multitude of setups, these researchers have found that people of higher socioeconomic status, compared with those lower down the ladder, are more self-oriented and less attuned to the needs of others. They are more willing to behave unethically in their own self-interest: to lie during negotiations, misreport the results of a dice game that results in a prize, or express willingness to steal from an employer—pilfering food from a restaurant where they work, for instance, or taking a ream of office paper for home use. “Lower-class” participants proved equally willing to do such things only when the goal was to help someone else, such as swiping the restaurant food for a hungry friend.

Interactive Voice Response (EVV) is a technology that uses a phone keypad to interact with employees or customers to answer questions on their own. It saves time when a quick and simple questions needs to be answered. Watch our tutorial video and step-by-step guides with screenshots. You will learn how the set-up process works including how to register a local area phone number, clock in and clock out, monitor real time through messages, and pull reports.

Product: •What is the product? •Who is it for? •What does it do? •How does it work? •How do people buy and use it? Benefits: •How does the product help people? •What are its most important benefits? Reader: •Who are you writing for? •How do they live? •What do they want? •What do they feel? •What do they know about the product, or this type of product? •Are they using a similar product already? Aim: •What do you want the reader to do, think or feel as a result of reading this copy? •What situation will they be in when they read it? Format: •Where will the copy be used? (Sales letter, web page, YouTube video, etc) •How long does it need to be? (500 words, 10 pages, 30 seconds, etc) •How should it be structured? (Main title, subtitles, sidebars, pullout quotes, calls to action, etc) •What other types of content might be involved? (Images, diagrams, video, music, etc) Tone: •Should the copy be serious, light-hearted, emotional, energetic, laid-back, etc? Constraints: •Maximum or minimum length •Anything that must be included or left out •Legal issues (regulations on scientific or health claims, prohibited words, trademarks, etc) •How this copy needs to fit in with other copy that’s already been written, or that will be written in the future •Whether the copy will form part of a campaign, so that different ideas along the same lines will be needed in future (see ‘Take it further’ in chapter 9) •Which countries the copy will appear in (whether in English, or translated) •SEO issues (for example, popular search terms that should feature in headings) •Brand or tone of voice guidelines (see ‘Tone of voice guidelines’ in chapter 15) Other background information about: •The product (development history, use cases, technical specifications, distribution, retail, buying processes, buying channels, marketing strategy) •The product’s market position (price point, offers and discounts, customer perceptions, competitors) •The target market (size, history, typical customer profile, marketing personas) •The client (history, current setup, culture, people, values) •The brand (history, positioning, values) Project management points: •Timescales (dates for copy plan, drafts, feedback, final copy, approval) •Who will provide feedback, and how •Who will approve the final copy, and how •How the copy will be delivered (usually a Word document, but not always) These are only suggestions.

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If you’re interested in working with a publisher, you will be judged on your social media pages. When I sat at auction with New York publishers, every single one of them had already investigated my sites. They were impressed with the setup, my followers, my interaction, and how seriously I took my social presence. They also informed me they had rejected a number of promising authors based on the lack of social media outlets and their refusal to engage. One particular author told one of the publishers her job was not to be on social media, it was only to write. That author didn’t get signed.

There is scarcely a book of mine that didn't have The Pigeon Tunnel at some time or another as its working title. Its origin is easily explained. I was in my mid-teens when my father decided to take me on one of his gambling sprees to Monte Carlo. Close by the old casino stood the sporting club, and at its base lay a stretch of lawn and a shooting range looking out to sea. Under the lawn ran small, parallel tunnels that led in a row to the sea's edge. Into them were inserted live pigeons that had been hatched and trapped on the casino roof. Their job was to flutter their way along the pitch-dark tunnel until they emerged in the Mediterranean sky as targets for well-lunched sporting gentlemen who were standing or lying in wait with their shotguns. Pigeons who were missed or merely winged then did what pigeons do. They returned to the place of their birth on the casino roof, where the same traps awaited them. Quite why this image has haunted me for so long is something the reader is perhaps better able to judge than I am.

What’s the economic setup?” Sam said. “Radical,” said Theodore with great gravity. “Arbitrary tokens of symbolic value are awarded to you, based on the benefit you've provided to everyone else in the world put together, in their collective opinion of its value. It’s called money.” Sam blinked, snorted, and was starting to laugh when another newcomer came forward and said, “That’s not how money actually works.” “It’s not how it’s treated,” Theodore said over his shoulder, “but it is precisely what it actually is.” The man behind him smiled smugly and said, “I’m an economist.” He was going to say more, but Theodore had turned and knocked him out.

How can you run Analytics “as one”? If you leave Analytics to IT, you will end up with a first-class race car without a driver: All the technology would be there, but hardly anybody could apply it to real-world questions. Where Analytics is left to Business, however, you’d probably see various functional silos develop, especially in larger organizations. I have never seen a self-organized, cross-functional Analytics approach take shape successfully in such an organization. Instead, you can expect each Analytics silo to develop independently. They will have experts familiar with their business area, which allows for the right questions to be asked. On the other hand, the technical solutions will probably be second class as the functional Analytics department will mostly lack the critical mass to mimic an organization’s entire IT intelligence. Furthermore, a lot of business topics will be addressed several times in parallel, as those Analytics silos may not talk to each other. You see this frequently in organizations that are too big for one central management team. They subdivide management either into functional groups or geographical groups. Federation is generally seen as an organizational necessity. It is well known that it does not make sense to regularly gather dozens of managers around the same table: You’d quickly see a small group discussing topics that are specific to a business function or a country organization, while the rest would get bored. A federated approach in Analytics, however, comes with risks. The list of disadvantages reaches from duplicate work to inconsistent interpretation of data. You can avoid these disadvantages by designing a central Data Analytics entity as part of your Data Office at an early stage, to create a common basis across all of these areas. As you can imagine, such a design requires authority, as it would ask functional silos to give up part of their autonomy. That is why it is worthwhile creating a story around this for your organization’s Management Board. You’d describe the current setup, the behavior it fosters, and the consequences including their financial impact. Then you’d present a governance structure that would address the situation and make the organization “future-proof.” Typical aspects of such a proposal would be The role of IT as the entity with a monopoly for technology and with the obligation to consider the Analytics teams of the business functions as their customers The necessity for common data standards across all of those silos, including their responsibility within the Data Office Central coordination of data knowledge management, including training, sharing of experience, joint cross-silo expert groups, and projects Organization-wide, business-driven priorities in Data Analytics Collaboration bodies to bring all silos together on all management levels

We couldn’t get hold of a good cop to work this routine properly,” Tarlo said. “They’re all out on the streets helping decent citizens in these troubled times. So we’re just going to have to do the bad cop, worse cop setup instead.

1. If you’re starting a new sales organization, do not offer traditional monthly cash commissions. It’s best to have everyone in your company compensated in the same way—so offer salespeople a competitive salary and sales performance bonuses of additional stock options that vest over time. Stock provides a built-in incentive to stick around and invest in long-term customers who are good for the business. 2. If you’re trying to transition to a relationship-driven culture, you may not be able to kill traditional commissions right away. In that case, any stock or cash (stock is still preferable) that you give as a commission should vest over time. Pay 10–15 percent of the commission at first, then another tranche in a few months, then another a few months after that, etc. If the customer leaves, the salesperson loses the remainder of their commission. 3. Every sale should be a team sale. So if you have a customer success team (the team that actually delivers, sets up, and maintains whatever is sold to the customer), then it should sign off on every deal. Sales and customer success should be under one leader, in the same silo, being compensated in the same way. In this setup, sales can’t just throw a customer over the fence and never think about them again. If there’s no customer success team, then sales should work very closely with customer support, operations, or manufacturing—create a board of people to approve each commitment.

The images on the tape had not been created mechanically, by a television camera or any similar device. Instead, the individual responsible had utilized his or her own psychological power to project them directly onto the videotape. Psychic photography, “thoughtography”. Psychic power had imprinted those images onto a blank tape that had been left in the VCR by pure chance. The Loop was a closed world. Going strictly by the physical laws that obtained there, such a thing was not possible. That wasn’t the way the set-up worked. Kaoru began to feel as if he were watching a movie—a well-made one, to be sure, but based on some pretty juvenile premises.

To Setup Asus AC1200 extender using the web-based URL is that the easiest method . Extender is additionally referred to as wireless repeaters. By using this you’ll boost your WiFi signals and one can use their stable data connection around their work area and residential . It is compatible with any sort of WiFi router, cable routers or modems. Asus AC1200 comes up with several features which make it different from other extenders. One thing that's good about this is often that you simply can enable it together with your smartphone also like PC and it's quite easy. Setup Asus AC1200 extender are often found out using just by pressing WPS button or by manual.

To Setup ASUS AC1900 extender, during this article we are getting to learn step by step procedure. Wireless extenders are basically referred to as wireless repeaters. It can boost the WiFi signals in order that one can utilize the high speed internet in every single corner during a big coverage area. ASUS AC1900 extender is an optimum product by ASUS and is capable of working perfectly with any Wi-Fi router, modems or cable routers. It can deliver high speed Wi-Fi signal to the whole home network. This range extender comes with various other features that make it unique among other extenders

For most work centers every such switch necessitates spending time to do the required setup. Since the containers, by design, called for a relatively small number of parts the production batches that they dictated were, many times, ridiculously smaller relative to the setup required. Initially for many work centers the time required for setups was more than the time required for production, resulting in a significant drop in throughput. It is no wonder that Ohno faced enormous resistance—so much so that Ohno wrote that his system was referred to as the ‘abominable Ohno system’ from the late 1940’s to the early 1960’s.8 Ohno (and his superiors) certainly had an extraordinary determination and vision to continue to push for the implementation of a system, that for any person who looked at it from a local perspective, as most shop personnel must have, simply didn’t make sense.

Most critics of online courts are romantic transcendentalists rather than pragmatic comparativists. When confronted with the idea of online courts, they swiftly isolate the shortcomings both of online judging and of extended courts and seek to show how they fall short of some idealized, perfect model of the court system. For long, I have observed their reactions at demonstrations of impressive new technologies. Invariably, their initial reaction is to assert, ‘well, of course, your system can’t do x, y, or z’, apparently oblivious to the fact that today’s set-up also cannot achieve x, y, or z. They choose to compare what is envisioned not with what is actually available today but with some imagined ideal system. And once they find fault, their inclination is then to reject online courts wholesale. This is transcendentalism hard at work. In response, comparativists must remind the critics that the proposed new system, overall, takes us to a better place. Transcendentalists often stand in the way of advance. In the name of justice, they miss the opportunity to reduce injustice.

others all have fountains or parks!” “Okay,” Reynie said, rubbing his chin, “so they’re to meet in the square, by the statue, on the south side—I think we can agree that south is the opposite of north—and, well, I guess the opposite of noon must be midnight, right?” “We’ve done it!” said Kate. “We’ve figured out their rendezvous! Oh, and this is perfect—the observation deck of the Pittfall Building is on that square, and it gives a direct view of that statue! It’s even on the south side! If I go up there—” “You?” Reynie said. “Oh, well, Milligan then. Whoever. The point is you would be in a perfect spot to spy on their rendezvous without being seen yourself. It’s all glassed in with reflective windows and everything. We couldn’t have asked for a better setup! This is going to work out brilliantly!” It did seem perfect. The only catch was that no one knew about the rendezvous but them. Mr. Benedict still had not shown up, and midnight was less than an hour away. What if he was still asleep, wherever he was? What if he was awake but something had happened? What if he was trying to come to the library but was delayed? What if he wasn’t coming at all? After mulling these possibilities over, Kate jumped up. “Sorry, but I just can’t risk it! I can’t sit here and give up what may be our last chance to stop Mr. Curtain. I have to go! You three can tell Mr. Benedict everything when he comes. I’ll be careful, I promise!” She was already strapping her bucket to her belt. “You aren’t serious, are you?” Sticky said. “Oh, wait, it’s you—of course you’re serious.” “It’s only eight blocks,” Kate said. “I can be there in no time.

A lot of business owners spend time solving problems they don’t have. Rob Walling refers to this as premature optimization. Examples include: 1. Getting a flawless credit card payment process setup before they have customers. 2. Optimizing their website before they have traffic. 3. Hiring staff before they have work for them. 4. Investing in the best systems before they have enough work to warrant it. Normally these decisions stem from believing that when you have a problem, you won’t be able to resolve it quickly.

If you consider the total time from the moment the material comes into the plant to the minute it goes out the door as part of a finished product, you can divide that time into four elements. One of them is setup, the time the part spends waiting for a resource, while the resource is preparing itself to work on the part. Another is process time, which is the amount of time the part spends being modified into a new, more valuable form. A third element is queue time, which is the time the part spends in line for a resource while the resource is busy working on something else ahead of it. The fourth element is wait time, which is the time the part waits, not for a resource, but for another part so they can be assembled together. As Jonah pointed out last night, setup and process are a small portion of the total elapsed time for any part. But queue and wait often consume large amounts of time—in fact, the majority of the elapsed total that the part spends inside the plant. For parts that are going through bottlenecks, queue is the dominant portion. The part is stuck in front of the bottleneck for a long time. For parts that are only going through non-bottlenecks, wait is dominant, because they are waiting in front of assembly for parts that are coming from the bottlenecks. Which means that in each case, the bottlenecks are what dictate this elapsed time. Which, in turn, means the bottlenecks dictate inventory as well as throughput.

Well, since we started keeping data on the bottlenecks, I’ve been noticing I’m able to predict several weeks in advance what each bottleneck will be working on at a particular time. See, as long as I know exactly what’s in queue, I just take the average setup and process times for each type of part, and I’m able to calculate when each batch should clear the bottleneck. Because we’re only dealing with one work center, with much less dependency, we can average the statistical fluctuations and get a better degree of accuracy.

We don’t break setups, or light a fire. We just point out to the foreman of that work center which job we would prefer he gets to next.

How to Fix Roku Error 014.30 Resolving this issue is generally straightforward, although it can be caused by problems outside of your control. Test your Wi-Fi network with another device, such as your cell phone or computer. Make sure your internet is working properly before you proceed. If not, stop and contact your internet service provider. Using your Roku remote, go to Settings > System > System restart on the Roku menu or Settings > System > Power > System restart if you have a Roku television to restart your Roku system. Reboot your modem and router. Rebooting the modem and router may reset your wireless signal to normal if there is other interference that has caused the Roku to lose signal. When all devices are powered on again, test the Roku to see if the error occurs. If the error still appears, use the Roku remote to go to Settings > Network > Setup connection and select Wireless. Choose your network and enter the network password to ensure it is entered correctly. Select Connect to proceed. If you use MAC address filtering on your network your Roku device may be blocked because the MAC address isn’t recognized. Add the MAC address provided on the error message screen to your router to see if that unblocks your Roku device and returns your service to normal. If you have determined that your Wi-Fi network is working efficiently and all other efforts to resolve error 014.30 have failed, performing a factory reset on your Roku device will restore it to its original settings. Then you can set the Roku up as if it were new and reconnect it to your network to see if it is operating properly. For further information contact :- +1 855-203-0401

Create Your Own Buyer Persona Now, it is time to create customer personas for your business. Here are some questions you can ask while creating customer personas. Describe their personal demographics. Describe their educational background. Describe their career path. Where do they work and what is their job profile? What does a typical day in their life look like? What are their unique skills? Does their job require any special skills? What are their biggest challenges? What are their goals? What are their fears? What triggers them? What encourages them to buy? What is their buying behavior? Are there any obstacles they face? What is their online behavior? What platforms or apps do they frequently use? Do they have any brand affinities? If yes, then what are their favorite brands? What are they looking for? What will make their life easier?

Everything she’d done, her whole setup, had screamed ‘evil mastermind at work’ to me.

She suspected that was the cause of most suspicion, people’s worry that monogamy could easily be vanquished by a solitary example of something else that was working just fine. People weren’t exactly eager to admit it, but it did seem that a lot of them implicitly viewed monogamy as particularly fragile, and a lot of people did seem to nurse a private worry that the only thing keeping monogamy going was a lack of competing alternative relationship styles – ones that were considered to be viable or healthy in any event. As a result, they were prone to viewing a non-monogamous setup with suspicion, not only more conflicted than they might have otherwise been but also largely unaware of those conflicts.

Remmy bit on her lip and tried not to cry. She loved her mom and she wanted her to be happy and she could see that Marcus made her the happiest she’d been in years. She knew that they weren’t going back to Sweet Lips. Her new life was here, and it was down to her to make it work. *** Remmy excitedly skipped her way into the kitchen. Her mom walked straight over to the kettle and began to boil it and it made her think of the old days when it was just the two of them. Back then; her mom could easily go through a dozen cups of tea a day...some things never change. ‘Mom, can I set-up my FB account now?’ ‘Fine,’ she sighed. ‘Go and get your laptop.’ ‘Thanks, mom.' Remmy rushed up the stairs to her room and grabbed her laptop off her desk. She hugged her laptop as she hurried up the corridor, (walking

These are some of the bigger issues the developer testing strategy needs to address, but there will be smaller ones too, which still need to be handled to avoid diverging implementations and misunderstandings. Here are some questions that may be helpful in reaching such an understanding: Which tests give bang for the buck and which don’t? What types of tests are we running and how do they overlap? What types of tests are we avoiding (and why)? How large should a test preferably be? (Size depends on the level of abstraction too.) How many layers is a single test allowed to touch? Do we optimize for speed of execution or test simplicity? How do we handle test data and its setup? How do we approach integrations with external systems? What testing frameworks and libraries do we use? What trade-offs are we willing to make in the spirit of working with legacy code?

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Chapter FEEDING YOUR ATTENTION HOG I was once at a New Age party and wanted to get the attention of some particularly lovely sari-wearing, belly-dancing women who were floating in and out of the various rooms. I had discovered that I could move past some of my fear and make a connection with people through singing. So I pulled out my guitar and started playing a song I had worked particularly hard to polish, Fleetwood Mac’s “A Crystalline Knowledge of You.” I was able to make it through without too many mistakes and was starting to feel the relief that comes from surviving traumatic experiences. Then one of the belly-dancing goddesses called to me from across the room, “You are some kind of attention hog, aren’t you!” As soon as she said it, my life passed before me. The room started to swirl, as a typhoon of shame began to suck me down the toilet of my soul. “Embarrassment” is an inadequate word, when someone pins the tail on the jackass of what seems to be your most central core defect. I am usually scrupulous about checking with people when I make requests for attention. But this time I was caught with my hand in the cookie jar up to the elbow. I remember slinking away in silent humiliation, putting my guitar back in its case and making a beeline for my car. I just wanted to get back to my lair to lick my wounds, and try to hold my self-hate demons at bay with a little help from my friend Jack Daniels. After that incident I quit playing music in public at all. Several years later I was attending a very intense, emotional workshop with Dr. Marshall Rosenberg. Our group of about twenty people had been baring and healing our souls for several days. The atmosphere of trust, safety and connectedness had dissolved my defenses and left me with a innocent, childlike need to contribute. And then the words popped out of my mouth, “I’d like to share a song with you all.” These words were followed by the thought: “Now I’ve gone and done it. When everyone turns on me and confirms that I have an incurable narcissistic personality disorder, it will be fifty years before I sing in public again.” Dr. Rosenberg responded in a cheerful, inviting voice. “Sure, go get your guitar!” he said, as though he were unaware that I was about to commit hara-kiri. The others in the group nodded agreement. I ran to my car to get my guitar, which I kept well hidden in the trunk. I was also hoping that I would not just jump in my car and leave. I brought the guitar in, sat down, and played my song. Sweating and relieved that I made it through the song, my first public performance in years, I felt relief as I packed my guitar in its case. Then Dr. Rosenberg said, “And now I would like to hear from each group member how they felt about Kelly playing his song.” “Oh my God!” my inner jackals began to howl, “It was a setup! They made me expose my most vulnerable part and now they are going to crucify me, or maybe just take me out to the rock quarry for a well-deserved stoning!

Texas Roadhouse Hey Dudes Shoe Collaboration: An April Fools’ Prank In the world of creative marketing, few brands manage to capture attention like Texas Roadhouse. Known for its mouthwatering steaks and legendary rolls, the brand took its humor game to the next level with the "Hey Dudes Shoe Collaboration," an April Fools' prank that left everyone talking. The Setup: A Perfect Match (Or Was It?) On April 1st, Texas Roadhouse announced a surprising partnership with Hey Dudes, a casual shoe company loved for its comfort and laid-back style. The concept? A limited-edition shoe line inspired by the iconic restaurant. From designs resembling freshly baked rolls to vibrant steakhouse-themed colors, the announcement was too good (or hilarious) to ignore. The Reaction: Fans Fell for It! Social media erupted with excitement. Fans speculated whether the quirky collaboration was real or a cleverly disguised April Fools' joke. Some were ready to purchase, while others laughed at the sheer absurdity of walking around in bread-themed footwear. Either way, Texas Roadhouse succeeded in sparking engagement and bringing a smile to its customers' faces. Why It Worked: The Power of Playful Marketing This April Fools' prank hit all the right notes: Relatable Humor: Combining everyday items like shoes with the love of food was a genius move. Brand Connection: Texas Roadhouse played to its strengths, celebrating its beloved menu items in a fun way. Viral Potential: The idea was outrageous enough to go viral, driving traffic and visibility for both brands. The Takeaway for Marketers The "Hey Dudes Shoe Collaboration" prank serves as a masterclass in playful branding. It shows how a well-executed joke can boost a brand’s image, spark conversations, and create a lasting impression. While no actual shoes hit the market, Texas Roadhouse walked away with a big win in creativity and customer connection.

Texas Roadhouse Hey Dudes Shoe Collaboration: An April Fools’ Prank In the world of creative marketing, few brands manage to capture attention like Texas Roadhouse. Known for its mouthwatering steaks and legendary rolls, the brand took its humor game to the next level with the "Hey Dudes Shoe Collaboration," an April Fools' prank that left everyone talking. The Setup: A Perfect Match (Or Was It?) On April 1st, Texas Roadhouse announced a surprising partnership with Hey Dudes, a casual shoe company loved for its comfort and laid-back style. The concept? A limited-edition shoe line inspired by the iconic restaurant. From designs resembling freshly baked rolls to vibrant steakhouse-themed colors, the announcement was too good (or hilarious) to ignore. The Reaction: Fans Fell for It! Social media erupted with excitement. Fans speculated whether the quirky collaboration was real or a cleverly disguised April Fools' joke. Some were ready to purchase, while others laughed at the sheer absurdity of walking around in bread-themed footwear. Either way, Texas Roadhouse succeeded in sparking engagement and bringing a smile to its customers' faces. Why It Worked: The Power of Playful Marketing This April Fools' prank hit all the right notes: Relatable Humor: Combining everyday items like shoes with the love of food was a genius move. Brand Connection: Texas Roadhouse played to its strengths, celebrating its beloved menu items in a fun way. Viral Potential: The idea was outrageous enough to go viral, driving traffic and visibility for both brands. The Takeaway for Marketers The "Hey Dudes Shoe Collaboration" prank serves as a masterclass in playful branding. It shows how a well-executed joke can boost a brand’s image, spark conversations, and create a lasting impression. While no actual shoes hit the market, Texas Roadhouse walked away with a big win in creativity and customer connection.

The neural activity patterns that correspond to our surround are first concocted by sensory organs such as our eyes, our ears, or the tactile corpuscles in our skin. The sensory organs work with the central nervous system, where nuclei in regions such as the spinal cord and the brain stem assemble the signals collected by the sensory organs. Eventually, after a few more intermediate stations, the cerebral cortices receive and organize the perceptual signals. Thanks to the pioneering work of physiologists such as David Hubel and Torsten Wiesel, we know that the result of this setup is the construction of maps of objects and of their territories, in varied sensory modalities, for example, sight, hearing, touch. The maps are the basis for the images we experience in our minds.1

Most mornings, arriving at work is like walking onto the set of a cozy sitcom. Every set-up is the same. Every scene routine and consistent.

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That setup yielded an accident that Paul decided to leave in the track. “At one point,” Steve recalled, “the elevator opened, and Linda came out with baby James in her arms, and he actually went, ‘aaaah.’ And that’s on the recording—you can hear it if you listen carefully, it’s right over one of the stops where there’s a little drum break,”8 about two minutes in.

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How to Contact Outlook Email Support

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