Speeding Safety Quotes

Why Dream? Life is a difficult assignment. We are fragile creatures, expected to function at high rates of speed, and asked to accomplish great and small things each day. These daily activities take enormous amounts of energy. Most things are out of our control. We are surrounded by danger, frustration, grief, and insanity as well as love, hope, ecstasy, and wonder. Being fully human is an exercise in humility, suffering, grace, and great humor. Things and people all around us die, get broken, or are lost. There is no safety or guarantees. The way to accomplish the assignment of truly living is to engage fully, richly, and deeply in the living of your dreams. We are made to dream and to live those dreams.

In skating over thin ice, our safety is in our speed.

How do you make a book that anyone will read out of lives as quiet as these? Where are the things that novelists seize upon and readers expect? Where is the high life, the conspicuous waste, the violence, the kinky sex, the death wish? Where are the suburban infidelities, the promiscuities, the convulsive divorces, the alcohol, the drugs, the lost weekends? Where are the hatreds, the political ambitions, the lust for power? Where are speed, noise, ugliness, everything that makes us who we are and makes us recognize ourselves in fiction?

Volcano surfing is a sport in which a person rides down an active volcano at speeds up to 50 miles per hour using nothing but a wooden board. When I heard about this activity, I thought to myself, it must be nice to feel so safe, you have to invent new ways to put yourself in danger.

If only she were a boy, speeding in khaki by Carol's side to the western front! She had wished that in a burst of romance when Jem had gone, without perhaps, meaning it. She meant it now. There were moments when waiting at home, in safety and comfort, seemed an unendurable thing.

There was only one road back to L.A. - U.S. Interstate 15. Just a flat-out high speed burn through Baker and Barstow and Berdoo. Then onto the Hollywood Freeway, and straight on into frantic oblivion. Safety. Obscurity.

More than 90 percent of these accidents are caused by very human errors: somebody drinking alcohol and driving, somebody texting a message while driving, somebody falling asleep at the wheel, somebody daydreaming instead of paying attention to the road. The National Highway Traffic Safety Administration estimated in 2012 that 31 percent of fatal crashes in the United States involved alcohol abuse, 30 percent involved speeding, and 21 percent involved distracted drivers.7 Self-driving vehicles will never do any of these things. Though they suffer from their own problems and limitations, and though some accidents are inevitable, replacing all human drivers by computers is expected to reduce deaths and injuries on the road by about 90 percent.8 In other words, switching to autonomous vehicles is likely to save the lives of one million people every year.

1. Question every requirement. Each should come with the name of the person who made it. You should never accept that a requirement came from a department, such as from “the legal department” or “the safety department.” You need to know the name of the real person who made that requirement. Then you should question it, no matter how smart that person is. Requirements from smart people are the most dangerous, because people are less likely to question them. Always do so, even if the requirement came from me. Then make the requirements less dumb. 2. Delete any part or process you can. You may have to add them back later. In fact, if you do not end up adding back at least 10% of them, then you didn’t delete enough. 3. Simplify and optimize. This should come after step two. A common mistake is to simplify and optimize a part or a process that should not exist. 4. Accelerate cycle time. Every process can be speeded up. But only do this after you have followed the first three steps. In the Tesla factory, I mistakenly spent a lot of time accelerating processes that I later realized should have been deleted. 5. Automate. That comes last. The big mistake in Nevada and at Fremont was that I began by trying to automate every step. We should have waited until all the requirements had been questioned, parts and processes deleted, and the bugs were shaken out.

Why Dream? Life is a difficult assignment. We are fragile creatures, expected to function at high rates of speed, and asked to accomplish great and small things each day. These daily activities take enormous amounts of energy. Most things are out of our control. We are surrounded by danger, frustration, grief, and insanity as well as love, hope, ecstasy, and wonder. Being fully human is an exercise in humility, suffering, grace, and great humor. Things and people all around us die, get broken, or are lost. There is no safety or guarantees. The way to accomplish the assignment of truly living is to engage fully, richly, and deeply in the living of your dreams. We are made to dream and to live those dreams.

There are further considerations I might raise. How do you make a book that anyone will read out of lives as quiet as these? What are the things that novelists seize upon and readers expect? Where is the high life, the kinky sex, the death wish? Where are the suburban infidelities, the promiscuities, the convulsive divorces, the alcohol, the drugs, the lost weekends? Where are the hatreds, the political ambitions, the lust for power? Where are speed, noise, ugliness, everything that makes us who we are and makes us recognizable in fiction?

Identify your Radar – it’s your brain functioning optimally; not a vague intuition or cosmic sixth sense. Train your Radar in key areas like: evaluating people, personal safety, healthy relationships, physical and mental well-being, money and credit cards, career choice, how to get organized. Meet the Radar Jammers. They have the power to turn down or turn off our clear thinking Radars.
Some are well known: alcohol and drugs, peer pressure, infatuation, sleep deprivation.
Others are surprising: showing off, fake complexity, anger, unthinking religions, the need for speed, dangerous personality disorders, and even fast food!
Learn reasonable approaches and specific techniques to deal with them all.

In vain did he point out its 823cc engine, its three-speed gearbox, its incredible safety devices like the balloons which inflated on dangerous occasions such as when you were doing 45 mph on a straight dry road but were about to crash because a huge safety balloon had just obscured the view.

We are focus-points of consciousness, [...] enormously creative. When we enter the self-constructed hologrammetric arena we call spacetime, we begin at once to generate creativity particles, imajons, in violent continuous pyrotechnic deluge. Imajons have no charge of their own but are strongly polarized through our attitudes and by the force of our choice and desire into clouds of conceptons, a family of very-high-energy particles which may be positive, negative or neutral. [...] Some common positive conceptions are exhilarons, excytons, rhapsodons, jovions. Common negative conceptions include gloomons, tormentons, tribulons, agonons, miserons. "Indefinite numbers of conceptions are created in nonstop eruption, a thundering cascade of creativity pouring from every center of personal consciousness. They mushroom into conception clouds, which can be neutral or strongly charged - buoyant, weightless or leaden, depending on the nature of their dominant particles. "Every nanosecond an indefinite number of conception clouds build to critical mass, then transform in quantum bursts to high-energy probability waves radiating at tachyon speeds through an eternal reservoir of supersaturated alternate events. Depending on their charge and nature, the probability waves crystallize certain of these potential events to match the mental polarity of their creating consciousness into holographic appearance. [...] "The materialized events become that mind's experience, freighted with all the aspects of physical structure necessary to make them real and learningful to the creating consciousness. This autonomic process is the fountain from which springs every object and event in the theater of spacetime. "The persuasion of the imajon hypothesis lies in its capacity for personal verification. The hypothesis predicts that as we focus our conscious intention on the positive and life-affirming, as we fasten our thought on these values, we polarize masses of positive conceptions, realize beneficial probability-waves, bring useful alternate events to us that otherwise would not have appeared to exist. "The reverse is true in the production of negative events, as is the mediocre in-between. Through default or intention, unaware or by design, we not only choose but create the visible outer conditions that are most resonant to our inner state of being [...]

The way I saw it, life wasn't always so clear cut as to call one thing a sin and another thing holy. Sometimes, you just had to give people enough space, time, and grace to find their way to safety. Despite whatever mistakes I had made in my own journey toward faith, I couldn't see how forcing the issue upon others did much to speed up the process. Still, it didn't seem to stop some folks from trying.

What the hell was that?!" Tom asked, fighting his way to his feet. "That..was not normal," Bram said, gripping the wheel like he was afraid to let go. "I modified the engine somewhat," Renfield confessed. That grin started sneaking back onto his face. "Modifications?" Gram asked. He slowly released his death grip on the steering wheel and turned around to look at Ren. "What modifications?" "Modification." Ren really stressed the shun at the end of the word. "I just removed the governor. I told you some parts needed to come out. You were there when I did it!" "The what?" I asked. Bram stared at Renfield, his expression going completely slack. "You did what? I didn't see you...You did what?" "What's a governor?" "You didn't," Tom said, voice filled with awe. "You are not telling me that you left a piece of the engine behind on the ground. " Renfield sighed and turned to address me, waving a hand casually. "The governor, on an airship engine, caps the maximum speed the engine can achieve. So,by taking the governor off, I've allowed us to go much faster." "And then we'll blow up!" Bram yelled. "Because you took a safety valve off!" "You've turned the ship into a freaking death trap!" Tom shouted. "It isn't critical. We just have to be mindful of the engine pressure ourselves, that's all! Trust me, she can take it!

In many ways, communications networks are like road systems: their purpose is to move traffic quickly from one place to another with minimum congestion. They therefore present similar problems to their designers. Speed is important, of course, and so is safety, which means essentially the same in communications as it does on highways: what arrives at a destination should bear as close a resemblance as possible to whatever left the departure point.

That’s just the way life is. It can be exquisite, cruel, frequently wacky, but above all utterly, utterly random. Those twin imposters in the bell-fringed jester hats, Justice and Fairness—they aren’t constants of the natural order like entropy or the periodic table. They’re completely alien notions to the way things happen out there in the human rain forest. Justice and Fairness are the things we’re supposed to contribute back to the world for giving us the gift of life—not birthrights we should expect and demand every second of the day. What do you say we drop the intellectual cowardice? There is no fate, and there is no safety net. I’m not saying God doesn’t exist. I believe in God. But he’s not a micromanager, so stop asking Him to drop the crisis in Rwanda and help you find your wallet. Life is a long, lonely journey down a day-in-day-out lard-trail of dropped tacos. Mop it up, not for yourself, but for the guy behind you who’s too busy trying not to drop his own tacos to make sure he doesn’t slip and fall on your mistakes. So don’t speed and weave in traffic; other people have babies in their cars. Don’t litter. Don’t begrudge the poor because they have a fucking food stamp. Don’t be rude to overwhelmed minimum-wage sales clerks, especially teenagers—they have that job because they don’t have a clue. You didn’t either at that age. Be understanding with them. Share your clues. Remember that your sense of humor is inversely proportional to your intolerance. Stop and think on Veterans Day. And don’t forget to vote. That is, unless you send money to TV preachers, have more than a passing interest in alien abduction or recentlypurchased a fish on a wall plaque that sings ‘Don’t Worry, Be Happy.’ In that case, the polls are a scary place! Under every ballot box is a trapdoor chute to an extraterrestrial escape pod filled with dental tools and squeaking, masturbating little green men from the Devil Star. In conclusion, Class of Ninety-seven, keep your chins up, grab your mops and get in the game. You don’t have to make a pile of money or change society. Just clean up after yourselves without complaining. And, above all, please stop and appreciate the days when the tacos don’t fall, and give heartfelt thanks to whomever you pray to….

William sees it all happen again. The pain is not in the event. The subjection to it and his powerless state each time is where his anguish lies. He is unable to influence the situation, despite his desire. He sees the nest outside his house. He sees the baby bird that fell. The mother bird cries frantically for her lost chick. William knows as he approaches the chick that if he touches it his scent will linger, and the mother will reject it. Circling around the fallen creature William hopes it will flee from him, back toward the tree from which it had fallen. His presence only intensifies the creature’s fear. It speeds to his left, heading for the street. Again William tries to flank the bird, but it is too frightened to return to the nest. The chick’s mother wails vainly. William walks into the street trying to herd the bird to safety. The stop light a block away has just turned green. The driver accelerates. William moves from the car’s path and it runs over the bird. The momentum from its wake lifts the bird to the underside of the car, breaking its neck, but not killing it. William watches the bird roll helplessly. It is silent for a second, before it begins to whimper. Its contorted head dangles limply from its body. The noise is tragic. The bird’s mother hears the chick’s pain, but nothing can be done. She laments. A second speeder crushes the chick, leaving only a wet feathered spot in the street. As the cars continue to pass, only one bird is heard. A mother’s grief falls deafly on an unconcerned world.

1. Question every requirement. Each should come with the name of the person who made it. You should never accept that a requirement came from a department, such as from “the legal department” or “the safety department.” You need to know the name of the real person who made that requirement. Then you should question it, no matter how smart that person is. Requirements from smart people are the most dangerous, because people are less likely to question them. Always do so, even if the requirement came from me. Then make the requirements less dumb. 2. Delete any part or process you can. You may have to add them back later. In fact, if you do not end up adding back at least 10% of them, then you didn’t delete enough. 3. Simplify and optimize. This should come after step two. A common mistake is to simplify and optimize a part or a process that should not exist. 4. Accelerate cycle time. Every process can be speeded up. But only do this after you have followed the first three steps. In the Tesla factory, I mistakenly spent a lot of time accelerating processes that I later realized should have been deleted. 5. Automate. That comes last. The big mistake in Nevada and at Fremont was that I began by trying to automate every step. We should have waited until all the requirements had been questioned, parts and processes deleted, and the bugs were shaken out. The algorithm was sometimes accompanied by a few corollaries, among them: All technical managers must have hands-on experience. For example, managers of software teams must spend at least 20% of their time coding. Solar roof managers must spend time on the roofs doing installations. Otherwise, they are like a cavalry leader who can’t ride a horse or a general who can’t use a sword. Comradery is dangerous. It makes it hard for people to challenge each other’s work. There is a tendency to not want to throw a colleague under the bus. That needs to be avoided. It’s OK to be wrong. Just don’t be confident and wrong. Never ask your troops to do something you’re not willing to do. Whenever there are problems to solve, don’t just meet with your managers. Do a skip level, where you meet with the level right below your managers. When hiring, look for people with the right attitude. Skills can be taught. Attitude changes require a brain transplant. A maniacal sense of urgency is our operating principle. The only rules are the ones dictated by the laws of physics. Everything else is a recommendation

At 01:23:04, turbine 8 was disconnected and began to coast down.114 The operators still had no idea what was about to happen and began a calm discussion, remarking that the reactor’s task was complete and they could start to shut it down.115 Exactly what happened next is not 100% clear. Dyatlov claimed afterwards that the test proceeded as normal with no problems and that Akimov pressed the EPS-5 emergency safety button simply to shut down the reactor at the test’s conclusion as planned. Others said there were shouts and that Akimov pressed it after Toptunov saw readings on his control board that indicated a serious problem. Though reactivity increased slightly as the turbine speed dropped, some reports and simulations have concluded that no strange phenomena occurred prior to pressing the button and that all readings, under the circumstances, were normal.

The talk then turned to the topic of risk. The dozen or so regulatory agencies that had to approve the flight test did not share Musk’s love of it. The engineers briefed him on all the safety reviews and requirements they had endured. “Getting the license was existentially soul-sucking,” Juncosa said. Shana Diez and Jake McKenzie provided details. “My fucking brain is hurting,” Musk said, holding his head. “I’m trying to figure out how we get humanity to Mars with all this bullshit.” He processed in silence for two minutes, and when he emerged from his trance, he was philosophical. “This is how civilizations decline. They quit taking risks. And when they quit taking risks, their arteries harden. Every year there are more referees and fewer doers.” That’s why America could no longer build things like high-speed rail or rockets that go to the moon. “When you’ve had success for too long, you lose the desire to take risks.

self-driving vehicles could provide people with much better transportation services, and in particular reduce mortality from traffic accidents. Today close to 1.25 million people are killed annually in traffic accidents (twice the number killed by war, crime, and terrorism combined).6 More than 90 percent of these accidents are caused by very human errors: somebody drinking alcohol and driving, somebody texting a message while driving, somebody falling asleep at the wheel, somebody daydreaming instead of paying attention to the road. The National Highway Traffic Safety Administration estimated in 2012 that 31 percent of fatal crashes in the United States involved alcohol abuse, 30 percent involved speeding, and 21 percent involved distracted drivers.7 Self-driving vehicles will never do any of these things. Though they suffer from their own problems and limitations, and though some accidents are inevitable, replacing all human drivers by computers is expected to reduce deaths and injuries on the road by about 90 percent.8 In other words, switching to autonomous vehicles is likely to save the lives of one million people every year.

As we go forward in life, we come more and more to realize the wisdom of being obedient, not because we are afraid of the law, but because we recognize the importance, wisdom, and necessity of law in civilized life. Freedom within the law is indispensable if your life is to be rich and radiant. Liberty is a prized possession, which should be jealously guarded, but it may be jeopardized by disobedience. We should not assume that liberty and license are synonymous. Sometimes we find people of all ages who resent regulations, restraints, or prohibitions of any kind. They seem to assume that rebellious disregard for rules or laws indicates emancipation and independence. In a foolish attempt to demonstrate their freedom they lose it, forgetting that real liberty can only be enjoyed by obedience to law. Consider for a moment our traffic laws, with their daily toll of suffering, loss, and death. It must be evident to all that these laws are enacted and enforced for the good and protection of people and property. Is it not, therefore, foolhardy to endanger oneself and others simply to show one's independence or importance. Of course, we may disregard the traffic laws, drive on the wrong side of the street, exceed speed limits, go through red lights, just for the satisfaction of showing off and doing as we please, but if we continue to act in such an irresponsible manner, we must eventually pay a price all out of proportion to any momentary satisfaction. . . . Speaking of the duty of parents to children, [John] Locke said, "Liberty and indulgence can do no good to children; their want of judgment makes them stand in need of restraint." . . . Any person is stupid who thinks he can defy the law with impunity. They who obey the law find it to be a safeguard and protection, a guarantee against privilege and favoritism; it applies to all, regardless of rank, station, or status. When properly administered, its rewards and punishments are inflexible. They are at once a warning, a promise, and a safeguard. If they whose duty it is to enforce the law were whimsical or capricious, or if the laws were not administered and enforced with undeviating justice and equity, there would be confusion, defiance, and rebellion. With the average, normal person, force will not become necessary, but sometimes, for the safety of society, drastic measures must be employed.

By 01:00, after around half an hour, the pair had succeeded in increasing the power to 200MWt by retracting about half of the control rods, but that was as high as it would go - nowhere near the intended 700MWt. Xenon poisoning had already taken its toll, seriously reducing the fuel’s reactivity. Russian safety regulations have since changed to require that an RBMK reactor be kept at a minimum of 700MWt during normal operation because of thermal-hydraulic instability at reduced power. Knowing 200MWt was still far too low to perform the test, they overrode additional automatic systems and manually raised still more control rods to compensate for the poisoning effect.108 At the same time, they connected all 8 main circulating pumps and increased the flow of coolant into the core, up to around 60,000 tons per hour.109 This volume of water was another violation of safety regulations, since very high water flow could lead to cavitation in the pipes. Increased coolant levels meant less steam, which soon caused the turbine speeds to drop. To counteract negative reactivity from all the extra coolant water, the operators withdrew most of the few control rods still inside the reactor, until the equivalent of only 8 fully inserted rods remained.110 The normal absolute minimum allowed at the time was 15, which increased to 30 after the accident.111

five commandments: 1. Question every requirement. Each should come with the name of the person who made it. You should never accept that a requirement came from a department, such as from “the legal department” or “the safety department.” You need to know the name of the real person who made that requirement. Then you should question it, no matter how smart that person is. Requirements from smart people are the most dangerous, because people are less likely to question them. Always do so, even if the requirement came from me. Then make the requirements less dumb. 2. Delete any part or process you can. You may have to add them back later. In fact, if you do not end up adding back at least 10% of them, then you didn’t delete enough. 3. Simplify and optimize. This should come after step two. A common mistake is to simplify and optimize a part or a process that should not exist. 4. Accelerate cycle time. Every process can be speeded up. But only do this after you have followed the first three steps. In the Tesla factory, I mistakenly spent a lot of time accelerating processes that I later realized should have been deleted. 5. Automate. That comes last. The big mistake in Nevada and at Fremont was that I began by trying to automate every step. We should have waited until all the requirements had been questioned, parts and processes deleted, and the bugs were shaken out.

Lava is best. It’d certainly help in this situation. WAIT, I HAVE SOME IN MY BACKPACK!” “NOOOO!” we all cried out. But of course, it was too late. The Head Admin emptied the bucket as we ran, and although it did a fantastic job in cooking the giant zombie, it also did a fantastic job in setting fire to the forest around us. “YOU DOLT!” I screamed, as we accelerated our speed, “DO YOU REALIZE WHAT YOU’VE DONE!?” “ALL HAIL THE LAVA GODS!” I’m starting to think he may have hit his head on the way down here. To prevent any further incidents, I grabbed a roll of duct tape and buried him in the stuff. “HAVE MERCY!” With the Head Admin unable to inflict any more trouble, I threw him over my shoulder and ran with the others to safety. And whilst I can’t say I enjoy fleeing for my life, being chased by boiling flames, I will say it did look quite pretty. Oh, and as a plus, it took out all the evil creatures following us. I guess that’s a bonus. “The lava gods are pleased,” the Head Admin grinned, before I stuck duct tape over his mouth as well. That would keep him quiet, I hoped to myself. “OVER THERE!” Dinnerbone shouted, pointing forward to what looked like a mountain. “IT’S A MOUNTAIN!” Charles cried. “A BEAUTIFUL MOUNTAIN!” Dr. Boom looked like he was going to cry out of happiness, “WE’RE SAVED!” “MMMMPHPHPHPHPH!” I could only assume the Head Admin was glad as well. I later found out he had a fear of mountains, and was begging to be left to the lava instead. Oh well.

Question every requirement. Each should come with the name of the person who made it. You should never accept that a requirement came from a department, such as from “the legal department” or “the safety department.” You need to know the name of the real person who made that requirement. Then you should question it, no matter how smart that person is. Requirements from smart people are the most dangerous, because people are less likely to question them. Always do so, even if the requirement came from me. Then make the requirements less dumb. 2. Delete any part or process you can. You may have to add them back later. In fact, if you do not end up adding back at least 10% of them, then you didn’t delete enough. 3. Simplify and optimize. This should come after step two. A common mistake is to simplify and optimize a part or a process that should not exist. 4. Accelerate cycle time. Every process can be speeded up. But only do this after you have followed the first three steps. In the Tesla factory, I mistakenly spent a lot of time accelerating processes that I later realized should have been deleted. 5. Automate. That comes last. The big mistake in Nevada and at Fremont was that I began by trying to automate every step. We should have waited until all the requirements had been questioned, parts and processes deleted, and the bugs were shaken out. The algorithm was sometimes accompanied by a few corollaries, among them: All technical managers must have hands-on experience.

You whom I could not save, Listen to me. Can we agree Kevlar backpacks shouldn’t be needed for children walking to school? Those same children also shouldn’t require a suit of armor when standing on their front lawns, or snipers to watch their backs as they eat at McDonalds. They shouldn’t have to stop to consider the speed of a bullet or how it might reshape their bodies. But one winter, back in Detroit, I had one student who opened a door and died. It was the front door to his house, but it could have been any door, and the bullet could have written any name. The shooter was thirteen years old and was aiming at someone else. But a bullet doesn’t care about “aim,” it doesn’t distinguish between the innocent and the innocent, and how was the bullet supposed to know this child would open the door at the exact wrong moment because his friend was outside and screaming for help. Did I say I had “one” student who opened a door and died? That’s wrong. There were many. The classroom of grief had far more seats than the classroom for math though every student in the classroom for math could count the names of the dead. A kid opens a door. The bullet couldn’t possibly know, nor could the gun, because “guns don’t kill people,” they don’t have minds to decide such things, they don’t choose or have a conscience, and when a man doesn’t have a conscience, we call him a psychopath. This is how we know what type of assault rifle a man can be, and how we discover the hell that thrums inside each of them. Today, there’s another shooting with dead kids everywhere. It was a school, a movie theater, a parking lot. The world is full of doors. And you, whom I cannot save, you may open a door and enter a meadow, or a eulogy. And if the latter, you will be mourned, then buried in rhetoric. There will be monuments of legislation, little flowers made from red tape. What should we do? we’ll ask again. The earth will close like a door above you. What should we do? And that click you hear? That’s just our voices, the deadbolt of discourse sliding into place.

five commandments: 1. Question every requirement. Each should come with the name of the person who made it. You should never accept that a requirement came from a department, such as from “the legal department” or “the safety department.” You need to know the name of the real person who made that requirement. Then you should question it, no matter how smart that person is. Requirements from smart people are the most dangerous, because people are less likely to question them. Always do so, even if the requirement came from me. Then make the requirements less dumb. 2. Delete any part or process you can. You may have to add them back later. In fact, if you do not end up adding back at least 10% of them, then you didn’t delete enough. 3. Simplify and optimize. This should come after step two. A common mistake is to simplify and optimize a part or a process that should not exist. 4. Accelerate cycle time. Every process can be speeded up. But only do this after you have followed the first three steps. In the Tesla factory, I mistakenly spent a lot of time accelerating processes that I later realized should have been deleted. 5. Automate. That comes last. The big mistake in Nevada and at Fremont was that I began by trying to automate every step. We should have waited until all the requirements had been questioned, parts and processes deleted, and the bugs were shaken out. The algorithm was sometimes accompanied by a few corollaries, among them: All technical managers must have hands-on experience. For example, managers of software teams must spend at least 20% of their time coding. Solar roof managers must spend time on the roofs doing installations. Otherwise, they are like a cavalry leader who can’t ride a horse or a general who can’t use a sword. Comradery is dangerous. It makes it hard for people to challenge each other’s work. There is a tendency to not want to throw a colleague under the bus. That needs to be avoided. It’s OK to be wrong. Just don’t be confident and wrong. Never ask your troops to do something you’re not willing to do. Whenever there are problems to solve, don’t just meet with your managers. Do a skip level, where you meet with the level right below your managers. When hiring, look for people with the right attitude. Skills can be taught. Attitude changes require a brain transplant. A maniacal sense of urgency is our operating principle.

Question every requirement. Each should come with the name of the person who made it. You should never accept that a requirement came from a department, such as from “the legal department” or “the safety department.” You need to know the name of the real person who made that requirement. Then you should question it, no matter how smart that person is. Requirements from smart people are the most dangerous, because people are less likely to question them. Always do so, even if the requirement came from me. Then make the requirements less dumb. 2. Delete any part or process you can. You may have to add them back later. In fact, if you do not end up adding back at least 10% of them, then you didn’t delete enough. 3. Simplify and optimize. This should come after step two. A common mistake is to simplify and optimize a part or a process that should not exist. 4. Accelerate cycle time. Every process can be speeded up. But only do this after you have followed the first three steps. In the Tesla factory, I mistakenly spent a lot of time accelerating processes that I later realized should have been deleted. 5. Automate. That comes last. The big mistake in Nevada and at Fremont was that I began by trying to automate every step. We should have waited until all the requirements had been questioned, parts and processes deleted, and the bugs were shaken out. The algorithm was sometimes accompanied by a few corollaries, among them: All technical managers must have hands-on experience. For example, managers of software teams must spend at least 20% of their time coding. Solar roof managers must spend time on the roofs doing installations. Otherwise, they are like a cavalry leader who can’t ride a horse or a general who can’t use a sword. Comradery is dangerous. It makes it hard for people to challenge each other’s work. There is a tendency to not want to throw a colleague under the bus. That needs to be avoided. It’s OK to be wrong. Just don’t be confident and wrong. Never ask your troops to do something you’re not willing to do. Whenever there are problems to solve, don’t just meet with your managers. Do a skip level, where you meet with the level right below your managers. When hiring, look for people with the right attitude. Skills can be taught. Attitude changes require a brain transplant. A maniacal sense of urgency is our operating principle. The only rules are the ones dictated by the laws of physics.

Question every requirement. Each should come with the name of the person who made it. You should never accept that a requirement came from a department, such as from “the legal department” or “the safety department.” You need to know the name of the real person who made that requirement. Then you should question it, no matter how smart that person is. Requirements from smart people are the most dangerous, because people are less likely to question them. Always do so, even if the requirement came from me. Then make the requirements less dumb. 2. Delete any part or process you can. You may have to add them back later. In fact, if you do not end up adding back at least 10% of them, then you didn’t delete enough. 3. Simplify and optimize. This should come after step two. A common mistake is to simplify and optimize a part or a process that should not exist. 4. Accelerate cycle time. Every process can be speeded up. But only do this after you have followed the first three steps. In the Tesla factory, I mistakenly spent a lot of time accelerating processes that I later realized should have been deleted. 5. Automate. That comes last. The big mistake in Nevada and at Fremont was that I began by trying to automate every step. We should have waited until all the requirements had been questioned, parts and processes deleted, and the bugs were shaken out. The algorithm was sometimes accompanied by a few corollaries, among them: All technical managers must have hands-on experience. For example, managers of software teams must spend at least 20% of their time coding. Solar roof managers must spend time on the roofs doing installations. Otherwise, they are like a cavalry leader who can’t ride a horse or a general who can’t use a sword. Comradery is dangerous. It makes it hard for people to challenge each other’s work. There is a tendency to not want to throw a colleague under the bus. That needs to be avoided. It’s OK to be wrong. Just don’t be confident and wrong. Never ask your troops to do something you’re not willing to do. Whenever there are problems to solve, don’t just meet with your managers. Do a skip level, where you meet with the level right below your managers. When hiring, look for people with the right attitude. Skills can be taught. Attitude changes require a brain transplant. A maniacal sense of urgency is our operating principle. The only rules are the ones dictated by the laws of physics. Everything else is a recommendation.

Within our own species we have great variation between these two reactions. One man may beat his life away in furious assault on the barrier, where another simply waits for the tide to pick him up. Such variation is also observable among the higher vertebrates, particularly among domestic animals. It would be strange if it were not also true of the lower vertebrates, among the individualistic ones anyway. A fish, like the tuna or the sardine, which lives in a school, would be less likely to vary than this lonely horned shark, for the school would impose a discipline of speed and uniformity, and those individuals which would not or could not meet the school’s requirements would be killed or lost or left behind. The overfast would be eliminated by the school as readily as the over-slow, until a standard somewhere between the fast and slow had been attained. Not intending a pun, we might note that our schools have to some extent the same tendency. A Harvard man, a Yale man, a Stanford man—that is, the ideal—is as easily recognized as a tuna, and he has, by a process of elimination, survived the tests against idiocy and brilliance. Even in physical matters the standard is maintained until it is impossible, from speech, clothing, haircuts, posture, or state of mind, to tell one of these units of his school from another. In this connection it would be interesting to know whether the general collectivization of human society might not have the same effect. Factory mass production, for example, requires that every man conform to the tempo of the whole. The slow must be speeded up or eliminated, the fast slowed down. In a thoroughly collectivized state, mediocre efficiency might be very great, but only through the complete elimination of the swift, the clever, and the intelligent, as well as the incompetent. Truly collective man might in fact abandon his versatility. Among school animals there is little defense technique except headlong flight. Such species depend for survival chiefly on tremendous reproduction. The great loss of eggs and young to predators is the safety of the school, for it depends for its existence on the law of probability that out of a great many which start some will finish. It is interesting and probably not at all important to note that when a human state is attempting collectivization, one of the first steps is a frantic call by the leaders for an increased birth rate—replacement parts in a shoddy and mediocre machine.

I became a broken record on the algorithm,” Musk says. “But I think it’s helpful to say it to an annoying degree.” It had five commandments: 1. Question every requirement. Each should come with the name of the person who made it. You should never accept that a requirement came from a department, such as from “the legal department” or “the safety department.” You need to know the name of the real person who made that requirement. Then you should question it, no matter how smart that person is. Requirements from smart people are the most dangerous, because people are less likely to question them. Always do so, even if the requirement came from me. Then make the requirements less dumb. 2. Delete any part or process you can. You may have to add them back later. In fact, if you do not end up adding back at least 10% of them, then you didn’t delete enough. 3. Simplify and optimize. This should come after step two. A common mistake is to simplify and optimize a part or a process that should not exist. 4. Accelerate cycle time. Every process can be speeded up. But only do this after you have followed the first three steps. In the Tesla factory, I mistakenly spent a lot of time accelerating processes that I later realized should have been deleted. 5. Automate. That comes last. The big mistake in Nevada and at Fremont was that I began by trying to automate every step. We should have waited until all the requirements had been questioned, parts and processes deleted, and the bugs were shaken out. The algorithm was sometimes accompanied by a few corollaries, among them: All technical managers must have hands-on experience. For example, managers of software teams must spend at least 20% of their time coding. Solar roof managers must spend time on the roofs doing installations. Otherwise, they are like a cavalry leader who can’t ride a horse or a general who can’t use a sword. Comradery is dangerous. It makes it hard for people to challenge each other’s work. There is a tendency to not want to throw a colleague under the bus. That needs to be avoided. It’s OK to be wrong. Just don’t be confident and wrong. Never ask your troops to do something you’re not willing to do. Whenever there are problems to solve, don’t just meet with your managers. Do a skip level, where you meet with the level right below your managers. When hiring, look for people with the right attitude. Skills can be taught. Attitude changes require a brain transplant. A maniacal sense of urgency is our operating principle. The only rules are the ones dictated by the laws of physics. Everything else is a recommendation.

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.

Water Sports Package in Goa: Though you can enjoy individual rides like Parasailing , jet-ski etc according to your liking it is always profitable to opt for a complete package. The Full complete watersports package in Goa can cost effective and enjoyable. The Watersports package we provide includes – Parasailing, Jet-ski Ride, Bumper Ride,Banana Boat Ride and a Speed Boat Prasailing Explore Parasailing in Goa, one of the most fabulous water activities in Goa. Parasailing or para-ascending is an entertaining water sport with two significant instruments- parachute and speedboat. The speedboats speed ahead while the parachute is tied up to the speedboat. The parasail harness is at one end while the speedboat zooms ahead. Eventually the parachute flies high as the speedboat moves ahead. Imagine enjoying the feeling of flying in the sky with wonderful view of the sea. Banana ride Banana Boat Ride is one of the most fun-filled water sport activities and very popular with youngsters. If you are the sporty kinds and looking for adventure and thrill than definitely, you should try Banana Ride in Goa. The banana boat which is a bright yellow Banana shaped swinging ship attached to another speedboat and is pulled inside the water, lashing against waves, and the rider tries to turn it upside down. Banana Boat Ride is a great fun sport that will test your team spirit and stamina. For safety reasons every person willing to go for banana boat ride are supposed to wear a life jacket. Jet Ski Jet skiing in Goa is one of the most exciting and thrilling water sports done in Goa. Jet skiing is one of the perfect vacation activity with the friends and family. The average power of the jet skis is 100-135 hp, It is very easy to operate a jet ski, though you are usually accompanied by an instructor. Jet skiing should surely thrill you in Goa. Bumper Boat Ride A Bumper Boat ride is a very popular water sport activity in Goa. Suitable for all age groups, it's an exhilarating addition to the world of water sports. We provide one round of 500 meter or 600 meter max. Bumper ride is fun and captivating ride, in which a round pipe boat is coupled with a rate boat. As the speed of the boat increases, the bumper pipe jumps on the surface of the standard water. This is a totally amazing bumpy ride but the passengers get to almost fly on the waves. The joy filled shrieks are part and parcel of the bumper ride fun in Goa. Speed Boat Ride Most popular speed boat rides in Goa. The speed and the wind blowing against one's face gives a spine chilling experience. Breaking through the waves in a speed boat and feeling the whistling wind on your face is an exceptional experience. Cruising at more than 50 mph is like tearing the waves of the sea away, Speed Boat rides are sure to increase your heart beat and people find this activity very exciting so most of the tourists in Goa are attracted to speed boat rides. Location - Calangute, Baga, Candolim, Anjuna Timing - 10am - 5 pm Price - 1799/- Per Person Goa Waters[prts Activities +91 8432325222 /6222 Timming:10:00 AM-5:00PM

Looking back, Ford didn’t lack for objectives or key results. But its goal-setting process was fatally flawed: “The specific, challenging goals were met (speed to market, fuel efficiency, and cost) at the expense of other important features that were not specified (safety, ethical behavior, and company reputation).

Those who only watched pro football from the safety of their stadium seats or big-screen TVs could never imagine the devastating power of enormous men running at speed into other enormous men. It was like being in a car accident over and over. It didn’t merely hurt; it stunned. It shocked the body in so many different ways that one could never be the same afterward.

Our safety is not in ourselves, nor in imperfect fellow-men; not in the church, nor in its office-bearers: it is in the Lord -- in that Lord who, on the night before his death, ordered all things aright for the battle of tomorrow: & let us not forget that he wakes while we sleep; that he is preparing rescue before we have seen the hazard; and that although evil should descend swift as the lightening, his arm can transcend its speed, and intercept its stroke. -- David King, 'The Lord's Supper.

The modern Berkshire Hathaway that he had created churned out new beads for the rosary almost like a clockwork. Buffett’s hunt for things to buy had become more ambitious, free of the cigar butts and lawsuits of the decades before. The great engine of compounding worked as a servant on his behalf, at exponential speed and under the gathering approval of a public gaze. The method was the same: estimate an investment’s intrinsic value, handicap its risk, buy using margin of safety, concentrate, stay in the circle of competence, let it roll as compounding did the work. Anyone could understand these simple ideas, but few could execute them. Even though Buffett made the process look effortless, the technique and discipline underlying it actually did involve an enormous amount of work for him and his employees. As

n the treetops, this powerful vision was built for speed—seeing and reacting quickly. On the open grassland, it was the opposite. Safety and finding food relied upon slow, patient observation of the environment, on the ability to pick out details and focus on what they might mean. Our ancestors’ survival depended on the intensity of their attention. The longer and harder they looked, the more they could distinguish between an opportunity and a danger. If they simply scanned the horizon quickly they could see a lot more, but this would overload the mind with information—too many details for such sharp vision. The human visual system is not built for scanning, as a cow’s is, but for depth of focus.

For once, the super power of superhuman speed proved useful in the safety of residents.

Quand un industriel de l'automobile commercialise un 4 x 4 offrant cinq places et pesant plus de 2 tonnes, qui produit trois fois plus de dioxyde de carbone qu'un véhicule "raisonnable" assurant le même service, nous sommes confrontés à une urgence de sécurité sanitaire. [...] Lutter contre de tels excès et contre les manipulations qui leur sont liés n'est pas un excès "hygiéniste, c'est un devoir social. Sur ce dossier, les industriels ont eu un comportement manipulateur et irresponsable qui est bien documenté. Ils ont pendant les quarante dernières années réalisé des progrès très importants dans la sécurité primaire et secondaire de leurs véhicules tout en supprimant une partie de ces progrès par des accroissements en grande partie inutiles de la masse et totalement inutiles de la vitesse maximale.

In comparing karate and Krav Maga, we notice various differences. In traditional karate, the advance forward has the rear foot sliding forward from a low dip stance into a forward dip. When comparing straight punches in boxing and in Krav Maga, there are two major differences. First, take into account the limitations of reaction time. The punch is lunged into the opponent’s face as the gap is closed, before the front foot has landed. Second, training in Krav Maga separates the retraction of the hand and stresses that the body should never come to a centered position to help with a quick linear motion backwards. Instead, Krav Maga recommends staying in this newly angled stance until students recognize what needs to be done next to end the fight. Fortunately, this also helps finish the punch and ensure the full body weight has shifted to the desired direction before rushing to the next punch. If the speed is kept at its maximum at the time of the blow, this ensures a knockout! Closing the distance to reach an opponent, karate fighters are taught to lunge their rear leg for a kick as their upper bodies remain static. They are taught to contract their abdomen and hip muscles as they send their hands and legs for a blow. The way the foot or hand makes contact with the opponent’s pressure point depends on how it fits the targeted part of the body. For example, the shin or open hand for the groin, the ball of the foot or open hand to the chin, the heel or palm to the sternum, the knife side of the foot, or extended fingers for the throat. Krav Maga fighters close the gap by pushing their toes and shifting their weight forward. They are trained to pivot their torso for greater reach. Lunging forward, they kick with their front foot and land on their rear foot. The momentum of the kick is being generated with gravity as they throw the ball of the foot in their opponent’s groin or torso in an upward motion (depending on the availability). The speed is kept at its peak by swinging the leg to ninety degrees. The contact point of the foot should preferably be the heel or ball of the foot. The ankle should be kept in a neutral position upon contact, so the ligaments are not in an overstretched position. This is a safety feature that will minimize trauma upon contact with the opponent’s bones.

The nature of being at the correct distance from the opponent and of understanding the principle of reaction time does not give the attacker the luxury of completing more than one strike before being counterattacked by a skilled defender. Once you have created the distraction with your first strike, you need to continue and attack appropriately. Therefore, when you train, students need to gain a complete understanding of what they are drilling and the training drill should be designed accordingly. Be aware that the human mind is constantly trying to create imaginary connections between motion possibilities without always seeing the whole picture. Shortening the range from a kick to a hand strike cuts down on time between the first and subsequent attacks. Such an attempt does not recognize that a good defense against a kick eliminates the option for a continuous hand attack since that was already taken into account. Executing multiple attacks on the defense however would break the opponent’s train of thought and give the initiator another second to hit again. If you have reached the target through the first strike, with no obstacles, you are buying time for a more devastating attack. You must recognize that with less devastating strikes, you buy less time, and in a real fight it is measured in splits of a second. It should only take a few seconds to finish the opponent. Krav Maga principles dictate a perfect relationship in which a counterattack requires the same speed as the block, but sometimes the distance can be too close to accelerate the hand to a maximum speed—and then you are just buying another second and must follow up with a more devastating attack. If you deliver attacks of medium strength, your opponent might get the message and stop attacking you. However, while it is a good practice to change an attacker’s mind and habits, you may not want to risk your own life protecting your attacker from extensive harm. Finally, when executing a counterattack, please be as precise as possible, so you do not need to rework. I personally would not spend more than two seconds on one opponent, since it would occupy and distract me from other dangerous changes that might occur in the environment. If you break glass in a store, you would want to get out of there as quickly as possible instead of waiting around in the same spot. I’d like to remind the reader that the above paragraphs elaborate the dangers and safety in both training and in reality. By understanding safe training, you need to understand the dangers of reality. To master the process, you need to train in simulated scenarios that are as close as possible to a realistic fight for survival. Keep in mind that when you identify a threat, you should set your boundaries, and decide that if the opponent gets too close to you, you should attack him by kicking or punching according to the distance between you two. If however the attacker attacks you by surprise, not giving you enough time to think, your body instinctively defends itself. This means that if you are at the point where you notice an attack coming at you, your primary instinct is to defend as opposed to attack.

The one big exception was a hostage rescue mission, where safety was sacrificed for speed in the name of protecting the hostage.

She is too beautiful. Too smart. But too young. This girl will be your undoing.” A warning that had me speeding Cecelia straight back into the safety of Sean’s arms. Whoosh. Whoosh. The wind kicks up, the breeze rolling through the junkyard as thunder rumbles in the distance. A reminder that at some point in the future, a giant is coming to dole out retribution to those ignorant of its existence. A giant that exists because I took part in its creation, and with each day that passes, it draws near. Dread cloaks me with the knowledge that when it finally arrives, it will be just as blind and unforgiving as I’ve been, and none of us will be able to stop it.

The National Transportation Safety Board’s recent speed report suggests five approaches.15 First, they want to lower speed limits. Cool. Second, they want to use “data-driven approaches for speed enforcement” in combination with their third approach, automated enforcement. OK. Fourth on the list is what they call “intelligent speed adaptation.” This term refers to things like onboard warnings when the driver speeds, but also includes using technology to limit car speeds in particular locations and on specific streets. Sounding better. Last, they say we need to do better when it comes to exercising “national leadership,” which basically means we need more funding and more education. I

Meanwhile, U.S. rates of infections and deaths were among the worst in the world. Finally, Trump openly rejected the idea that the federal government had any responsibility for managing the pandemic. He insisted that governors should be the ones to issue stay-at-home orders, and he refused to use the Defense Production Act (DPA) to speed up production of PPE, although he did use it to enable meatpacking industry leaders to continue production without addressing the health and safety of their workers. He told states they were on their own for testing and masks.

Nonetheless, the bigger problem has little to do with any particular product or industry, but with the way we look at risk. America takes the Hollywood approach, going to extremes to avoid the rare but dramatic risk--the chance that minutes residues of pesticide applied to our food will kill us, or that we will die in a plane crash... ... On the other hand, we constantly expose ourselves to the likely risks of daily life, riding bicycles (and even motorcycles) without helmets, for example. We think nothing of exceeding the speed limit, and rarely worry about the safety features of the cars we drive. The dramatic rarities, like plane crashes, don't kill us. The banalities of everyday life do.

Benedict advanced immediately, lunging and attacking, but Colin had always been particularly fleet of foot, and he retreated carefully, meeting Benedict’s attack with an expert parry. “You’re in a bloody bad mood today,” Colin said, lunging forward and just nearly catching Benedict on the shoulder. Benedict stepped out of his way, lifting his blade to block the attack. “Yes, well, I had a bad”— he advanced again, his foil stretched straight forward—“ day.” Colin sidestepped his attack neatly. “Nice riposte,” he said, touching his forehead with the handle of his foil in a mock salute. “Shut up and fence,” Benedict snapped. Colin chuckled and advanced, swishing his blade this way and that, keeping Benedict on the retreat. “It must be a woman,” he said. Benedict blocked Colin’s attack and quickly began his own advance. “None of your damned business.” “It’s a woman,” Colin said, smirking. Benedict lunged forward, the tip of his foil catching Colin on the collarbone. “Point,” he grunted. Colin gave a curt nod. “Touch for you.” They walked back to the center of the room. “Are you ready?” he asked. Benedict nodded. “En garde. Fence!” This time Colin was the first to take the attack. “If you need some advice about women . . .” he said, driving Benedict back to the corner. Benedict raised his foil, blocking Colin’s attack with enough force to send his younger brother stumbling backward. “If I need advice about women,” he returned, “the last person I’d go to would be you.” “You wound me,” Colin said, regaining his balance. “No,” Benedict drawled. “That’s what the safety tip is for.” “I certainly have a better record with women than you.” “Oh really?” Benedict said sarcastically. He stuck his nose in the air, and in a fair imitation of Colin said, “‘ I am certainly not going to marry Penelope Featherington!’” Colin winced. “You,” Benedict said, “shouldn’t be giving advice to anyone.” “I didn’t know she was there.” Benedict lunged forward, just barely missing Colin’s shoulder. “That’s no excuse. You were in public, in broad daylight. Even if she hadn’t been there, someone would have heard and the bloody thing would have ended up in Whistledown.” Colin met his lunge with a parry, then riposted with blinding speed, catching Benedict neatly in the belly. “My touch,” he grunted. Benedict gave him a nod, acknowledging the point. “I was foolish,” Colin said as they walked back to the center of the room. “You, on the other hand, are stupid.” “What the hell does that mean?” Colin sighed as he pushed up his mask. “Why don’t you just do us all a favor and marry the girl?

For instance, it has been argued since the 1970s that limiting speed on the highway (and enforcing it) leads to an extremely effective increase in safety. This can be plausible because risks of accidents increase disproportionally (that is, nonlinearly) with speed, and humans are not ancestrally equipped with such intuition. Someone recklessly driving a huge vehicle on the highway is endangering your safety and needs to be stopped before he hits your convertible Mini—or put in a situation in which he is the one exiting the gene pool, not you.

Emmie had not told her vicar she would marry him, but as October drifted into November, St. Just knew she hadn’t turned the man down, either. It had taken some time to see why the decision was difficult, though he’d initially considered that he held the trump card—Winnie. Except there were low cards in his hand, as well, something he was finding it difficult to come to grips with. In the army, his men had become loyal to him for three reasons. He did not have charm, luck, or diplomacy in sufficient quantity to inspire followers, but he was, first, foremost, and to the marrow of his bones, a horseman. In the cavalry, a man who truly admired and understood the equine, and the cavalry mount in particular, was respected. St. Just’s unit was always a little better mounted, their tack in a little better shape, and their horses in better condition, primarily because St. Just saw to it. He commandeered the best fodder, requisitioned the best gear, and insisted on sound, sane animals, though it might cost him his personal coin to see to it. The second attribute that won him the respect of his subordinates was a gentleman’s quotient of simple common sense. Stupid orders, written for stupid reasons, were commonplace. St. Just would not disobey such an order, but he would time implementation of it to ensure the safety of his men. In rare cases, he might interpret an order at variance with its intended meaning, if necessary, again, to protect the lives of his men and their mounts. But when battle was joined, St. Just’s third strength as a commander of soldiers manifested itself. His men soon found those fighting in St. Just’s vicinity were safer than their comrades elsewhere. Once the order to charge was given, St. Just fought with the strength, size, speed, and skill of the berserkers of old, leaving murder, mayhem, and maiming on all sides until the enemy was routed. His capacity for sheer, cold-blooded brutality appalled, even as it awed, particularly when, once victory was assured, his demeanor became again the calm, organized, slightly detached commanding officer. And Emmie Farnum had no use for that latent capacity for brutality. She’d seen its echoes in his setbacks and his temper, in his drinking and insomnia, and St. Just knew in his bones she was smart enough to sense exactly what she’d be marrying were she to throw in with him. Barbarians might be interesting to bed, but no sane woman let one take her to wife. Nonetheless, having reasoned to this inevitable, uncomfortable conclusion, St. Just was still unable to fathom why, on the strength of one intimate interlude, he could not convince himself to stop wanting her to do just that.

One cannot examine the actions of the Secret Service on November 22, 1963, without concluding that the Service stood down on protecting President Kennedy. Indeed, the 120-degree turn into Dealey Plaza violates Secret Service procedures, because it required the presidential limousine to come to a virtual stop. The reduction of the president’s motorcycle escort from six police motorcycles to two and the order for those two officers to ride behind the presidential limousine also violates standard Secret Service procedure. The failure to empty and secure the tall buildings on either side of the motorcade route through Dealey Plaza likewise violates formal procedure, as does the lack of any agents dispersed through the crowd gathered in Dealey Plaza. Readers who are interested in a comprehensive analysis of the Secret Service’s multiple failures and the conspicuous violation of longstanding Secret Service policies regarding the movement and protection of the president on November 22, 1963, should read Vince Palamara’s Survivor’s Guilt: The Secret Service and the Failure to Protect. The difference in JFK Secret Service protection and its adherence to the services standard required procedures in Chicago and Miami would be starkly different from the arrangements for Dallas. Palamara established that Agent Emory Roberts worked overtime to help both orchestrate the assassination and cover up the unusual actions of the Secret Service in the aftermath. Roberts was commander of the follow-up car trailing the presidential limousine. Roberts covered up the escapades of his fellow secret servicemen at The Cellar, a club in downtown Ft. Worth, where agents, some directly responsible for the safety of President Kennedy during the motorcade, drank until dawn on November 22. He also ordered a perplexed agent Donald Lawton off the back of the presidential limousine while at Love Field, thus giving the assassins clearer, more direct shots and more time to get them off. Also, although Roberts recognized rifle fire being discharged in Dealey Plaza, he neglected to mobilize any of the agents under his watch to act. To mask the inactivity of his agents, Roberts, in sworn testimony, falsely increased the speed of the cars (from 9–11 mph to 20–25 mph) and the distance between them (from five feet to 20–25 feet).85 No analysis of the Secret Service’s actions on the day of the assassination can be complete without mentioning that Secret Service director James Rowley was a former FBI agent and close ally of FBI Director J. Edgar Hoover, as well as a crony of Lyndon Johnson. Hoover was one of Johnson’s closest associates. The FBI Director would take the unusual step of flying to Dallas for a victory celebration in 1948 when Johnson illegally stole his Senate seat through election fraud. Johnson and Hoover were neighbors in the Foxhall Road area of the District of Columbia. Hoover’s budget would virtually triple during the years LBJ dominated the appropriations process as Senate Majority Leader. Rowley was a protégé of the director and one of the few men who left the FBI on good terms with Hoover. Rowley’s first public service job in the Roosevelt administration was arranged for him by LBJ. The neglect of assigning even one Secret Service agent to secure Dealey Plaza, as well as cleaning blood and other relatable pieces of evidence from the presidential limousine immediately following the assassination, seizing Kennedy’s body from Parkland Hospital to prevent a proper, well-documented autopsy, failing to record Oswald’s interrogation—all were important pieces of the assassination deftly executed by Rowley.

I have another idea,” Tommy said with a grin that meant it was not an idea I would enjoy. “And that would be?” Olivia asked. “I noticed you have a helicopter,” Tommy said to the LOA agent. “I’m not jumping out of a helicopter,” I told everyone. They all completely ignored me and instead started working out exactly how I was going to jump out of said helicopter. I’m sure I’ve said it before, but my friends suck. They suck hard enough that when I was getting fitted with a parachute and loaded onto a helicopter, no one listened to me as I pointedly reiterated the fact that I did not wish to jump out of the fucking thing. I watched as the second part of Tommy’s glorious plan came to fruition, namely the part where the agents stood well back and shot at the Vanguard from the relative safety of being on the ground. “You done this before?” asked an agent who was sitting in the rear of the Eurocopter with me. “Once or twice. Not in one of these, though.” “The EC145 is excellent. Loads of room back here.” Indeed there was tons of room in the back of the helicopter, plenty to put five or six people without too much trouble. He glanced out of the window and then turned back to me. “We’re just over a thousand feet high, got a bit more to climb. You’ll be jumping at fifteen hundred feet.” “Screw you, Tommy,” I whispered, which caused the agent to laugh as he heard it through my microphone. “Not a fan of heights.” “Mostly I’m not a fan of hitting the ground at speed from a great height.

The faces we wear at the wheel could be used to make our driving safer. BMW has announced a three-year project with Loughborough University to determine your state of mind from the look on your face. Anger and disgust, for instance, can be read by computer software linked to embedded cameras. These expressions of “emotional stress” indicate your driving is compromised. The vehicle’s computer could then decide to take action. It could limit your speed or stop the car altogether. It could activate passive safety features or maybe a stern verbal warning: “Get a grip, you dick!

Clearly making a slow ascent by following your smallest bubble and making a slow ascent without the aid of a beeping dive computer is very hard to do.

Breath-hold divers doing many repetitive dives over 100 ft are at great risk of developing DCS and so too breath-hold divers practicing for long durations (around three to five hours) even in shallower waters.

The hood had a clear see-through sheet that allowed you to see (like a mask) and allowed the person to breathe and talk on ascent due to the air released from the expanding jacket. To make sure the trainees did not hold their breath (one could not be sure if the bubbles where from the jacket or trainees breathing) they had to sing (normally go ho ho ho) on the way up. Early Santa Clause practice. The Steinke hood replaced the Momsen lung and was later replaced by escape suits, called Submarine Escape Immersion Equipment.

An engineer designing a street or road prioritizes the world in this way, no matter how they are instructed: Traffic speed, Traffic volume, Safety, Cost The rest of the world generally would prioritize things differently, as follows: Safety, Cost, Traffic volume, Traffic speed In other words, the engineer first assumes that all traffic must travel at speed. Given that speed, all roads and streets are then designed to handle a projected volume. Once those parameters are set, only then does an engineer look at mitigating for safety and, finally, how to reduce the overall cost (which at that point is nearly always ridiculously expensive).

ahead of ICAO audit By Tarun Shukla | 527 words New Delhi: India's civil aviation regulator has decided to restructure its safety board and hire airline safety professionals ahead of an audit by the UN's aviation watchdog ICAO (International Civil Aviation Organization). The Directorate General of Civil Aviation (DGCA) announced its intent, and advertised the positions on its website. ICAO told the Indian regulator recently that it would come down to India to conduct an audit, its third in just over a decade, Mint reported on 12 February. Previous ICAO audits had highlighted the paucity of safety inspectors in DGCA. After its 2006 and 2012 audits, ICAO had placed the country in its list of 13 worst-performing nations. US regulator Federal Aviation Authority followed ICAO's 2012 audit with its own and downgraded India, effectively barring new flights to the US by Indian airlines. FAA is expected to visit India in the summer to review its downgrade. The result of the ICAO and FAA audits will have a bearing on the ability of existing Indian airlines to operate more flights to the US and some international destinations and on new airlines' ability to start flights to these destinations. The regulator plans to hire three directors of safety on short-term contracts to be part of the accident investigation board, according to the information on DGCA's website. This is first time the DGCA is hiring external staff for this board, which is critical to ascertain the reasoning for any crashes, misses or other safety related events in the country. These officers, the DGCA said on its website, must have at least 12 years of experience in aviation, specifically on the technical aspects, and have a degree in aeronautical engineering. DGCA has been asked by international regulators to hire at least 75 flight inspectors. It has only 51. India's private airlines offer better pay and perks to inspectors compared with DGCA. The aviation ministry told DGCA in January to speed up the recruitment and do whatever was necessary to get more inspectors on board, a government official said, speaking on condition of anonymity. DGCA has also announced it will hire flight operations inspectors as consultants on a short-term basis for a period of one year with a fixed remuneration of `1.25 lakh per month. "There will be a review after six months and subsequent continuation will be decided on the basis of outcome of the review," DGCA said in its advertisement. The remuneration of `1.25 lakh is higher than the salary of many existing DGCA officers. In its 2006 audit, ICAO said it found that "a number of final reports of accident and serious incident investigations carried out by the DGCA were not sent to the (member) states concerned or to ICAO when it was applicable". DGCA had also "not established a voluntary incident reporting system to facilitate the collection of safety information that may not otherwise be captured by the state's mandatory incident reporting system". In response, DGCA "submitted a corrective action plan which was never implemented", said Mohan Ranganthan, an aviation safety analyst and former member of government appointed safety council, said of DGCA. He added that the regulator will be caught out this time. Restructuring DGCA is the key to better air safety, said former director general of civil aviation M.R. Sivaraman. Hotel industry growth is expected to strengthen to 9-11% in 2015-16: Icra By P.R. Sanjai | 304 words Mumbai: Rating agency Icra Ltd on Monday said Indian hotel industry revenue growth is expected to strengthen to 9-11% in 2015-16, driven by a modest increase in occupancy and small increase in rates. "Industry wide revenues are expected to grow by 5-8% in 2014-15. Over the next 12 months, Icra expects RevPAR (revenue per available room) to improve by 7-8% driven by up to 5% pickup in occupancies and 2-3% growth in average room rates (ARR)," Icra said. Further, margins are expected to remain largely flat for 2014-15 while

From the tests it showed that the best ascent speed was 30 ft/minute, with the best stop depth at ½ the distance for a 2½ minute deep stop and a safety stop at 20 ft for three to five minutes. Ascent rates slower than 20 ft/minute would add significantly to the overall decompression time.

to reduce the diameter of a sphere bubble by half the pressure needs to be increased by ten times.

Note, caffeine constricts cerebral blood vessels that in turn reduce cerebral blood flow and can trap silent bubbles.

If the internal pressure in the lungs compared to the ambient pressure exceeds 80 mm Hg (equivalent to around 2 to 3 ft water pressure), the lungs may be damaged and gas bubbles can be forced directly into the arterial side. This can be from holding one's breath when there is a pressure change (ascending) to ascending so fast that normal exhaling is not fast enough (run away ascent).

It is then seen that the sensitivity of blood protein complimentary activation plays a major role in individual DCS susceptibility.

From the tests done, it is clear that being warm on the bottom and cold on the decompression is not ideal for decompression. It is suggested not to do work on the bottom that will exert you, and not to stay still and get cold on decompression. By doing slight exercise (light finning) may help circulation and help keep your muscles warm.

Few people would dream of hiring a contractor to build them a house and expect it to be built to a safe standard only 85 percent of the time; similarly, few people would want to eat out in a restaurant where only 85 percent of the meals were safe to eat. Why then do we accept such sloppiness in road safety, where a situation in which 85 percent of drivers going the speed limit is deemed to be good enough?

What is the speed breaker (speed bump) on the road for? It is for your safety. Therefore, these difficulties that come on your path are for your benefit. If these obstructions are not there, people will speed through without stopping and cause accident. These obstructions are there to keep one within normality.

summed up Zuckerberg’s attitude perfectly, noting, “Between speech and truth, he chose speech. Between speed and perfection, he chose speed. Between scale and safety, he chose scale.” That idea of “mistakes were made” in service to the bigger idea would carry throughout Zuckerberg’s career and bleed into Facebook’s culture. This approach was distilled in the “Move fast and break things” posters that adorned the company headquarters early on. While this motto was a geek coding reference to software, it was a telling choice. The aim was to “break things” instead of “change things” or “fix things” or “improve things.

When Chief Justice John Roberts was an advocate, he once wrote that determining the “best” technology for controlling air pollution is like asking people to pick the “best” car: Mario Andretti may select a Ferrari; a college student a Volkswagen Beetle; a family of six a mini-van. A Minnesotan’s choice will doubtless have four-wheel drive; a Floridian’s might well be a convertible. The choices would turn on how the decisionmaker weighed competing priorities such as cost, mileage, safety, cargo space, speed, handling, and so on. I have shared this passage with lawyers all over the world. “Brilliant,” exclaim some. “Look how he gets his point across,” say others. But they all agree on one thing: “Writing like that is an art.” This book will reveal the craft behind that art. I am convinced that if you learn why the best advocates write the way they do, you can import those same techniques into your own work.

La pensée unique qui cimente ce groupe est l'affirmation que la vitesse n'est pas dangereuse en elle-même, c'est seulement un facteur d'aggravation des conséquences des accidents, ce qui permet aux "bons conducteurs" de s'affranchir des règles sur la limitation de vitesse. Cette négation de l'évidence permet d'avoir une bonne conscience tout en transgressant les règles. Elle constitue un obstacle majeur au développement d'un consensus social sur le risque lié à la vitesse.

the most notable instance being that which is described in Adamnan's famous 6th century Life of St Columba. There we read that in the year AD 565, Columba, on yet another of his missionary journeys north, needed to cross the river Ness. As he was about to do so, he saw a burial party. On enquiry, he was informed that they were burying a man who had just been killed by a savage bite from a monster which had snatched him while swimming. On hearing this, and with never a thought for his own safety, the brave saint immediately ordered one of his followers to jump into the freezing water to see if the monster was still in the vicinity. Adamnan relates how the thrashing about of the alarmed and unhappy swimmer, Lugne Mocumin by name, attracted the monster's attention. Suddenly, on breaking the surface, the monster was seen to speed towards the luckless chap with its mouth wide open and screaming like a banshee. Columba, however, refused to panic, and from the safety of the dry land rebuked the beast. Whether the swimmer added any rebukes of his own is not recorded, but the monster was seen to turn away, having approached the swimmer so closely that not the length of a punt-pole lay between them.

For example, when the recent decisions by a number of states to raise the speed limit on certain highways to 65 m.p.h. and not to impose stiffer penalties on drunk driving were challenged by safety groups, they were defended with the patently false assertion that there would be no increase in accident rates, instead of with a frank acknowledgment of economic and political factors which outweighed the likely extra deaths. Dozens of other incidents, many involving the environment and toxic wastes (money vs. lives), could be cited. They make a mockery of the usual sentiments about the pricelessness of every human life. Human lives are priceless in many ways, but in order to reach reasonable compromises, we must, in effect, place a finite economic value on them. Too often when we do this, however, we make a lot of pious noises to mask how low that value is. I’d prefer less false piety and a considerably higher economic value placed on human lives.

Refuser la relation mathématique entre la vitesse moyenne de circulation sur un réseau autoroutier et l'accidentalité fait partie des attitudes de déni qui permettent peut-être de conserver une forme puérile d'estime de soi, mais qui sont à la fois ridicules et manipulatoires.

Too bad about that Caspian tern,” and “Where’s the nearest restroom?” She was in the midst of pointing it out when Lucas Holt strode past. He’d shucked his waders and wore work pants tucked into rubber boots, along with an obviously hand-knit sweater the color of smoke. It smelled like smoke, too—like wood smoke curling through crystal clear air on a winter’s night. She had a quick image of him kneeling next to a campfire, blowing on the flames, while she snuggled under a blanket to keep warm. She shook it off. It was just a fantasy, because she and Lucas Holt would never find themselves camping together, anywhere. She’d rather run into Lost Souls Wilderness across the bay and take her chances with the bears. Usually Lucas ignored her and her passengers. They weren’t his speed; they didn’t bring coolers of beer on the boat or boast about the size of their last catch. But this time he paused and cast a charming smile across her little crew of elderly naturalists. “Sorry about the close call out there. I’m training a new guy. He still has a few things to learn. I hope no one got wet because of that bonehead move.” Lucas had dark hair and dark stubble and dark eyes and no wonder she secretly called him Lucifer. But he was good-looking; she had to admit that. Not that it mattered. Character was what counted. Not looks. “You’re seriously going to blame your crew?” she asked. A hint of irritation crossed his face. She hated the way he always looked at her—as if she was a frivolous birdbrain hippie chick. She had part of a PhD, for pete’s sake. But that seemed to mean nothing to him, even though she’d mentioned it more than once. “Just explaining what happened. He got a little carried away. He won’t do it again.” “I hope not because I have witnesses. And I’d really prefer not to go the harbormaster again.” His dark eyebrows quirked together. “On the one hand, I doubt that’s true, because I’m sure it gives you a special kind of joy to report on me. On the other hand, maybe it is true because I hear it didn’t go so well the last time.” She gritted her teeth together. Unfortunately, he had a point. After her third trip to the harbormaster’s office, she’d decided there had to be better ways to handle her feud with Lucas. Sadly, she hadn’t figured them out yet. “I am not easily deterred,” she said stoutly. “Especially when it comes to Ruby’s safety.” Lucas smiled down at Ruby, who glowed back at him. Darn him. That smile changed things in an unfortunate way. If he ever smiled at her like that… She sighed. Luckily, there was no chance of such a thing.

Archetype Other descriptions Achievement Performance, accountability, focus, speed, delivery, meritocracy, discipline, transparency, rigour Customer-Centric External focus, service, responsiveness, reliability, listening One-Team Collaboration, globalisation, internal customer, teamwork, without boundaries Innovative Learning, entrepreneurial, agility, creativity, challenging status quo, continuous improvement, pursuit of excellence People-First Empowerment, delegation, development, safety, care, respect, balance, diversity, relationships, fun Greater-Good Social responsibility, environment, citizenship, meaning, community, making a difference, sustainability

I can distance myself from the disease. There’s money in the savings account and food in the pantry,” I say, embarrassed. “So many people are so much more vulnerable.” It is the same story I see playing out all across our climate-changed country, but at warp speed. Those who can afford to limit their exposure—by working from home or building a floodwall, for example—do. And those who cannot, suffer. This safety, for me and my unborn child, is the definition of privilege in the twenty-first century, though never before have I reaped its benefits in such a sudden, obvious way.

What Death Is Whenever the weather is half-decent, my dad and his motorcycle are one—cruising up the back roads into the Virginia hills in search of a lunch spot with the best fried chicken. And, on certain warm weekends, for twenty minutes or so around town, my dad and his motorcycle and Benny are one. Freddy has no interest in the bike—he has hated the noise since he was a baby—but Benny has the bug, the need for speed as he and my dad like to say, giving each other five. My broken skeleton and I stay home these days. It’s not like me to allow something so reckless as my kid on a motorcycle. Of course they wear helmets and my Dad is a paragon of safety, but this is objectively not a prudent idea—or possibly even a legal one. It’s something else completely: perilous and fantastic. I think of the five-point harness booster seat in my car and wonder at the incredible contortions that logic can do. I love watching Benny’s arms wrapped firm at my dad’s waist. Benny tells me his favorite part about it is that he likes to holler really loudly when they are going fast. “I scream whooooo-eeeeeeee up into the air and it makes me feel good!” My dad tells me that one time, on one of their more ambitious outings—about fifteen minutes in to a smooth ride just outside town—he could feel Benny’s arms start to slacken their grip. And he could feel the helmet resting on his back. Benny was falling asleep. “Come on, Benny—stay with me!” he said, jostling his torso gently to try to wake him up without startling him. Benny woke up. “You can’t do that again,” my dad said as they waited at a red light. “It’s not safe. You have to stay awake so you can hold on.” “But it sure felt good,” said Benny, who was able to hold it together the rest of the way home. I think of this feeling sometimes—and I can imagine that sort of letting go: warm, dangerous, seductive. What if this is what death is: The engine beneath you steady; those that hold you strong; the sun warm? I think maybe it wouldn’t be so bad to fall into that, to loosen the grip at the waist, let gravity and fate take over—like a thought so good you can’t stop having it.

Driver Behavior & Safety Proper driving behavior is vital for the safety of drivers, passengers, pedestrians and is a means to achieve fewer road accidents, injuries and damage to vehicles. It plays a role in the cost of managing a fleet as it impacts fuel consumption, insurance rates, car maintenance and fines. It is also important for protecting a firm’s brand and reputation as most company- owned vehicles carry the company’s logo. Ituran’s solution for driver behavior and safety improves organizational driving culture and standards by encouraging safer and more responsible driving. The system which tracks and monitors driver behavior using an innovative multidimensional accelerometer sensor, produces (for each driver) an individual score based on their performance – sudden braking and acceleration, sharp turns, high-speed driving over speed bumps, erratic overtaking, speeding and more. The score allows fleet managers to compare driver performance, set safety benchmarks and hold each driver accountable for their action. Real-time monitoring identifies abnormal behavior mode—aggressive or dangerous—and alerts the driver using buzzer or human voice indication, and detects accidents in real time. When incidents or accidents occurs, a notification sent to a predefined recipient alerts management, and data collected both before and after accidents is automatically saved for future analysis. • Monitoring is provided through a dedicated application which is available to both fleet manager and driver (with different permission levels), allowing both to learn and improve • Improves organizational driving culture and standards and increases safety of drivers and passengers • Web-based reporting gives a birds-eye view of real-time driver data, especially in case of an accident • Detailed reports per individual driver include map references to where incidents have occurred • Comparative evaluation ranks driving according to several factors; the system automatically generates scores and a periodic assessment certificate for each driver and/or department Highlights 1. Measures and scores driver performance and allows to give personal motivational incentives 2. Improves driving culture by encouraging safer and more responsible driving throughout the organization 3. Minimizes the occurrence of accidents and protects the fleet from unnecessary wear & tear 4. Reduces expenses related to unsafe and unlawful driving: insurance, traffic tickets and fines See how it works:

When you’re in need of a rescue the approaching thump-thump-thump of rapidly rotating blades is a joyous sound. To give the helicopter rescue the greatest chance of success, a suitable landing zone will have to be found. The ideal landing zone should not require a completely vertical landing or takeoff, both of which reduce the pilot’s control. The ground should slope away on all sides, allowing the helicopter to immediately drop into forward flight when it’s time to take off. Landings and liftoffs work best when the aircraft is pointed into the wind because that gives the machine the greatest lift. The area should be as large as possible, at least 60 feet across for most small rescue helicopters, and as clear as possible for obstructions such as trees and boulders. Clear away debris (pine needles, dust, leaves) that can be blown up by the wash of air, with the possibility of producing mechanical failure. Light snow can be especially dangerous if it fluffs up dramatically to blind the pilot. Wet snow sticks to the ground and adds dangerous weight. If you have the opportunity, pack snow flat well before the helicopter arrives—the night before would be ideal—to harden the surface of the landing zone. Tall grass can be a hazard because it disturbs the helicopter’s cushion of supporting air and hides obstacles such as rocks and tree stumps. To prepare a landing zone, clear out the area as much as possible, including removing your equipment and all the people except the one who is going to be signaling the pilot. Mark the landing zone with weighted bright clothing or gear during the day or with bright lights at night. In case of a night rescue, turn off the bright lights before the helicopter starts to land—they can blind the pilot. Use instead a low-intensity light to mark the perimeter of the landing area, such as chemical light sticks, or at least turn the light away from the helicopter’s direction. Indicate the wind’s direction by building a very small smoky fire, hanging brightly colored streamers, throwing up handfuls of light debris, or signaling with your arms pointed in the direction of the wind. The greatest danger to you occurs while you’re moving toward or away from the helicopter on the ground. Never approach the rear and never walk around the rear of a helicopter. The pilot can’t see you, and the rapidly spinning tail rotor is virtually invisible and soundless. In a sudden shift of the aircraft, you can be sliced to death. Don’t approach by walking downhill toward the helicopter, where the large overhead blade is closest to the ground. It is safest to come toward the helicopter from directly in front, where the pilot has a clear field of view, and only after the pilot or another of the aircraft’s personnel has signaled you to approach. Remove your hat or anything that can be sucked up into the rotors. Stay low because blades can sink closer to the ground as their speed diminishes. Make sure nothing is sticking up above your pack, such as an ice ax or ski pole. In most cases someone from the helicopter will come out to remind you of the important safety measures. One-skid landings or hovering while a rescue is attempted are solely at the discretion of the pilot. They are a high risk at best, and finding a landing zone and preparing it should always be given priority.

The New York Herald Tribune ran a story on October 15, 1911 called “Tesla’s New Monarch of Machines.” In it, Tesla proclaimed that he was working on a flying machine that “will have neither wings or propellers” or any on-board source of fuel, and that would resemble a gas stove in shape. Using the gyroscopic action of an engine that Tesla had built, and assisted by devices that he was “not prepared to talk about,” the machine would be able to “move through the air in any direction with perfect safety, higher speeds than have yet been reached, regardless of weather and oblivious of ‘holes’ in the air.” Further, it would be able to “remain absolutely stationary in the air, even in a wind, for great length of time.

The City of Chicago had expected $90 million dollars in traffic fines from newly installed red-light and speed cameras to balance the 2015 city budget, but Chicago drivers didn't play along and racked up only $40 million in fines from the cameras, leaving the city in a $50 million budget shortfall. Though the city says it was for safety, many critics have said the red-light cameras don't enhance safety and are merely used as a cash-grab method to inflate the city's coffers and pad the budget. Even the University of Illinois at Chicago determined that the red-light cameras didn't make things safer in a study they conducted.

Our first day’s run out of Pampatar was our best day’s run to date on the whole voyage from San Diego—171 miles. That’s over the twenty-four hours noon to noon. The second day’s run beat it—174 miles. On the evening of the third day out we were at anchor in Frederiksted, on the island of St. Croix. That’s 420 miles in sixty hours. That’s the crossing of the Caribbean Sea, from south to north, in two and a half days. That’s flying. Total fuel consumption—one pint of diesel oil to charge batteries. Breakages, nil; and that was a fully loaded trimaran—loaded to traditional, oceangoing monohull standards and more. There were, don’t forget, three months’ supplies of canned food for three men on board, plus the remaining dried and packaged food, say six weeks’ supply, plus eighty-two gallons of cheap diesel fuel and eighty-two gallons of fresh water, plus all our personal effects, the three of us, together with the ship’s equipment. That was a total payload of around four tons. I suggest that this is the most important statistic, besides the speed of the passage, in this account. I suggest that, together with the safety factors built into Outward Leg—the self-righting system, and the cool-tubes to prevent capsize—we realized at St. Croix that what we had under our feet was one of the fastest, and one of the safest, cruising vessels afloat under sail. Hitherto multihulls had been considered as either hair-shirt racing craft, for speed-drunk masochists with tiny appetites, or boxy floating sheds for short cruises and always downwind, because they were thought—and quite rightly in most instances—to have the windward ability of Carnegie Hall.

The RAF ensures crews see the fruits of their mea culpas. Safety investigators telephone all those who flag problems within twenty-four hours and later tell them how the case was concluded. They also conduct weekly workshops with engineers to explain the outcome of all investigations and why people were dealt with as they were. “You can see their eyebrows go up when it’s clear they won’t be punished for making a mistake and they might actually get a pat on the back,” says one investigator.

After the epic Exxon Valdez oil spill off the coast of Alaska in 1989, the company set out to catch and investigate every screw-up, however small. It walked away from a large drilling project in the Gulf of Mexico because, unlike BP, it decided drilling there was too risky. Safety is now such a part of the corporate DNA that every buffet laid out for company events comes with signs warning not to consume the food after two hours. In its cafeterias, the kitchen staff monitor the temperature of their salad dressings. Every time an error occurs at an ExxonMobil facility, the first instinct of the company is to learn from it rather than punish those involved. Employees talk about the “gift” of the near miss. Glenn Murray, a staffer for nearly three decades, was part of the Valdez cleanup. Today, as head of safety at the company, he believes no blunder is too small to ignore. “Every near miss,” he says, “has something to teach us, if we just take the time to investigate it.” Like the RAF and Toyota, ExxonMobil encourages even the most junior employee to speak up when something goes wrong.

In their open front cockpit the crew were completely unprotected from the bitter lash of the wind. And the same westerly winds also proved an additional threat when at last, mission accomplished, they tried to fly back to safety: The prevailing wind was against us when returning from any flight over the lines and when it was strong, as it often was, our ground speed was much reduced thereby presenting us as ‘sitting birds’ for the anti-aircraft guns. When landing back at the aerodrome I have known the wind speed to be greater than my landing speed, so that I had to use my engine to get down after finding that my aeroplane was flying backwards relative to the ground.7 Second Lieutenant Geoffrey Hopkins, 22 Squadron, RFC

The conceptual auto-disaster. The volunteer panels were shown fake safety propaganda movies in which implausible accidents were staged. Far from eliciting a humorous or sardonic response from the audience, marked feelings of hostility were shown towards the film and medical support staff. Subsequent films of genuine accidents exerted a notably calming effect. From this and similar work it is clear that Freud’s classic distinction between the manifest and latent content of the inner world of the psyche now has to be applied to the outer world of reality. A dominant element in this reality is technology and its instrument, the machine. In most roles the machine assumes a benign or passive posture - telephone exchanges, engineering hardware, etc. The twentieth century has also given birth to a vast range of machines - computers, pilotless planes, thermonuclear weapons - where the latent identity of the machine is ambiguous even to the skilled investigator. An understanding of this identity can be found in a study of the automobile, which dominates the vectors of speed, aggression, violence and desire. In particular the automobile crash contains a crucial image of the machine as conceptualized psychopathology. Tests on a wide range of subjects indicate that the automobile, and in particular the automobile crash, provides a focus for the conceptualizing of a wide range of impulses involving the elements of psychopathology, sexuality and self-sacrifice.

I call these lessons ‘learned on the fly’ because the knowledge gained from the experiences connected with them were very much akin to the spirit of the centerfielder in baseball running backward at full speed, looking towards the heavens, trying to not lose sight of the ball or fail to notice the sensation of gravel from the warning track under his cleats as he knowingly approaches the blindside impact of an outfield wall. His focused intention guides him into trying to make the catch that will save the game for his team, his city and the harmony of the moment, despite the foreboding threat of a pending collision. Decisions in these situations are made in an instant. One weighs the purpose of the game, the success of the catch and one’s own safety of survival in a fleeting moment, and in all hopes one lives to tell about it in the glow of great success.

at just under fifteen miles over the speed limit. He knew from experience it was the safety zone, the