Team Merging Quotes

years ago, a Fortune 500 firm was expected to last around seventy-five years. Today this life expectancy is less than fifteen years and is constantly declining. The Fortune 500 list of 2011 featured only sixty-seven companies that appeared on the list of 1955, meaning that just 13.4 percent of the Fortune 500 firms in 1955 were still on the list fifty-six years later. Eighty-seven percent of the companies simply couldn’t keep up; they had either gone bankrupt, merged with other companies, been forced to go private, or fallen off the list completely.

The next time you’re about to dive into fixing a complicated one-off situation, consider taking a step back and documenting the problem but not trying to solve it. Commit to refreshing the policy in a month, and batch all exceptions requests until then. Merge the escalations and your current policy into a new revision. This will save your time, build teams’ trust in the system, and move you from working the exceptions to working the policy.

On September 14, 2015, the LIGO gravitational-wave detectors (built by a 1,000-person project that Rai and I and Ronald Drever co-founded, and Barry Barish organised, assembled and led) registered their first gravitational waves. By comparing the wave patterns with predictions from computer simulations, our team concluded that the waves were produced when two heavy black holes, 1.3 billion light years from Earth, collided. This was the beginning of gravitational-wave astronomy. Our team had achieved, for gravitational waves, what Galileo achieved for electromagnetic waves. I am confident that, over the coming several decades, the next generation of gravitational-wave astronomers will use these waves not only to test Stephen’s laws of black hole physics, but also to detect and monitor gravitational waves from the singular birth of our universe, and thereby test Stephen’s and others’ ideas about how our universe came to be. During our glorious year of 1974–5, while I was dithering over gravitational waves, and Stephen was leading our merged group in black hole research, Stephen himself had an insight even more radical than his discovery of Hawking radiation. He gave a compelling, almost airtight proof that, when a black hole forms and “and then subsequently evaporates away completely by emitting radiation, the information that went into the black hole cannot come back out. Information is inevitably lost.

Dream Meditation Practices are best performed in an isolated (close to nature) chamber that is clean and dry. Diet should be modified before practice so that solid food is reduced and a sense of lightness is obtained. This meditation is best done after bathing; the student can be nude or wear a light robe. Begin by lying on your back. Focus your mind on the lower tan tien. Summon the spirits residing in the organs by chanting their names in the order of the creation cycle: Houhou or Shen (heart), Beibei or Yi (spleen), Yanyan or Po (lungs), Fu Fu or Zhi (kidneys), and Jianjian or Hun (liver).20 Repeat the chanting and gathering until a bright light and warmth appear in the lower tan tien. Opening this place will automatically open the Microcosmic Orbit. Coordinate your breathing with this meditation to assist the process: inhaling stimulates the kidneys and liver, while exhaling moves the heart and lungs to the centerpoint—the stomach and spleen. Bring the merged five spirits from the lower tan tien (you can also include the other four spirits) up to the heart, and then to the Crystal Palace (also known as the Divine Palace or Hall of Light). The team of merged spirits—now the Yuan Shen or Original Spirit—can exit via the crown. Being conscious during the whole dream, or alternatively remembering the dream after waking, completes the process. You also have the choice of practicing meditation during your dream state. Process the content of the dream during the day, taking any actions in the material world that are now necessary. Remember that one of our goals with the Kan and Li practice is to merge the everyday mind with your dream landscape and meditation. Fusion of these three minds (different from the three tan tiens) is a feature of the developing sage. Ideally, dreaming can include the practice of Microcosmic Orbit, Fusion, and even Kan and Li.

Harris: Let’s talk about how the AI future might look. It seems to me there are three paths it could take. First, we could remain fundamentally in charge: that is, we could solve the value-alignment problem, or we could successfully contain this god in a box. Second, we could merge with the new technology in some way—this is the cyborg option. Or third, we could be totally usurped by our robot overlords. It strikes me that the second outcome, the cyborg option, is inherently unstable. This is something I’ve talked to Garry Kasparov about. He’s a big fan of the cyborg phenomenon in chess. The day came when the best computer in the world was better than the best human—that is, Garry. But now the best chess player in the world is neither a computer nor a human, but a human/computer team called a cyborg, and Garry seemed to think that that would continue for quite some time. Tegmark: It won’t. Harris: It seems rather obvious that it won’t. And once it doesn’t, that option will be canceled just as emphatically as human dominance in chess has been canceled. And it seems to me that will be true for every such merger. As the machines get better, keeping the ape in the loop will just be adding noise to the system.

At Apple his status revived. Instead of seeking ways to curtail Jobs’s authority, Sculley gave him more: The Lisa and Macintosh divisions were folded together, with Jobs in charge. He was flying high, but this did not serve to make him more mellow. Indeed there was a memorable display of his brutal honesty when he stood in front of the combined Lisa and Macintosh teams to describe how they would be merged. His Macintosh group leaders would get all of the top positions, he said, and a quarter of the Lisa staff would be laid off. “You guys failed,” he said, looking directly at those who had worked on the Lisa. “You’re a B team. B players. Too many people here are B or C players, so today we are releasing some of you to have the opportunity to work at our sister companies here in the valley.” Bill Atkinson, who had worked on both teams, thought it was not only callous, but unfair. “These people had worked really hard and were brilliant engineers,” he said. But Jobs had latched onto what he believed was a key management lesson from his Macintosh experience: You have to be ruthless if you want to build a team of A players. “It’s too easy, as a team grows, to put up with a few B players, and they then attract a few more B players, and soon you will even have some C players,” he recalled. “The Macintosh experience taught me that A players like to work only with other A players, which means you can’t indulge B players.

Taking control of the situation There are a great many parents—as I’ve learned by attending endless parent support group meetings— who had the same high hopes for their families as I. If you’re such a parent, then you probably know that it isn’t just the child who can be out of control, but also the parent. Possibly you are also aware that continuous reacting on your part is useless as well as extremely hazardous to your health and well-being. The most ruinous thing you can do is to allow the situation to continue on its present destructive course. Here are some simple steps you can take to deactivate the negativity so rampant in your family dynamics. Please note that it takes courage and determination to carry this off successfully. Cut off all funds to the addict. Holding onto the purse strings with an iron fist will have immediate results, as well as repercussions. (Keep an eye on family valuables. In fact, lock them away.) Cut off all privileges accorded to your addicts— such as use of the family car or having their friends in your house. Carry out all threats you make. The fastest way to lose credibility with addicted children is to become a “softie” at the last minute. Refuse to rescue your addicts when they get into legal jams. Don’t pay their fines or their bail. Get yourself into a support group such as Al-Anon, Nar-Anon, Parents Anonymous, or Tough Love as fast as you can. Attempt to get your addicted kids into rehabs. If they’re underage you can sign them in. Adult admission is done on a voluntary basis, so you may be out of luck. Drugs erase any trace of conscience. Be aware that many of today’s drugged youths will think nothing of injuring or even murdering their parents for money. If you suspect that your child could resort to this level of violence, get in touch with the police. If you’re a single parent there will be one voice, but if you’re married there’ll be two. It’s important to merge those two voices so that a single, clear message reaches the addict. If you can work with your partner as a team to institute these simple steps when dealing with the addict, you’ll have done yourself and your family a great service. If, however, you entertain the notion that you were responsible for your child’s addictions in the first place, chances are you won’t be effective in enforcing these guidelines. That’s what the next chapter is all about. Note 1. Drug abuse and alcoholism are officially listed in The International Classification of Diseases, 4th edition, 9th revision, the World Health Organization’s directory on diseases.

Teams that did well had fewer than three active branches at any time, their branches had very short lifetimes (less than a day) before being merged into trunk and never had “code freeze” or stabilization periods.

Trunk-based development has been shown to be a predictor of high performance in software development and delivery. It is characterized by fewer than three active branches in a code repository; branches and forks having very short lifetimes (e.g., less than a day) before being merged into master; and application teams rarely or never having “code lock” periods when no one can check in code or do pull requests due to merging conflicts, code freezes, or stabilization phases.

When we have long deployment lead times, heroics are required at almost every stage of the value stream. We may discover that nothing works at the end of the project when we merge all the development team’s changes together, resulting in code that no longer builds correctly or passes any of our tests. Fixing each problem requires days or weeks of investigation to determine who broke the code and how it can be fixed, and still results in poor customer outcomes.

The Fortune 500 list of 2011 featured only sixty-seven companies that appeared on the list of 1955, meaning that just 13.4 percent of the Fortune 500 firms in 1955 were still on the list fifty-six years later. Eighty-seven percent of the companies simply couldn’t keep up; they had either gone bankrupt, merged with other companies, been forced to go private, or fallen off the list completely.

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When a sixteen-year-old female epileptic patient was undergoing brain surgery in the late 1990s, the neurosurgeon Itzhak Fried kept her awake so she could respond to what was happening.[58] This was feasible because there are no pain receptors in the brain.[59] Whenever he stimulated a particular spot on her neocortex, she would laugh. Fried and his team quickly realized that they were triggering the actual perception of humor. She was not just laughing as a reflex—she genuinely found the present situation funny, even though nothing humorous had occurred in the operating room. When the doctors asked her why she was laughing, she did not reply along the lines of “Oh, no particular reason” or “You just stimulated my brain,” but instead would immediately find a cause to account for it. She would explain her laughter with a comment like, “You guys are just so funny—standing around.”[

In 2020 a team at MIT used AI to develop a powerful antibiotic that kills some of the most dangerous drug-resistant bacteria in existence. Rather than evaluate just a few types of antibiotics, it analyzed 107 million of them in a matter of hours and returned twenty-three potential candidates, highlighting two that appear to be the most effective.[

The German invasion of the Soviet Union on June 22, 1941, put the Soviet Union at risk of collapsing altogether. In this environment, the Soviet tendency to merge espionage and sabotage into a single mission came to the fore, strengthening practices Soviet intelligence and state security services had implemented from the beginning of the Soviet era. Soviet intelligence activities were divided into two lines: intelligence and diversion. Initially, the intelligence directorate, led during World War II by Pavel Fitin, was responsible for collecting intelligence about Germany and its allies. The diversionary directorate, led by Pavel Sudoplatov, dispatched "intelligence sabotage" teams behind German lines to disrupt Germany's supply lines, command and control, and rear areas and to assassinate German officers. According to Fitin, the intelligence directorate supplied intelligence for the diversionary directorate, and officers were regularly exchanged between the two. This crossover between intelligence and sabotage operations is a continuing characteristic of Russian intelligence services today.

Get Other People to Sell the Product for You A great way to grow your sales is to have more people selling your product. Obvious, right? You can hire salespeople or find external resources to sell the product for you, but at some point your sales force has to consist of more than just you. As a small team of one, I needed to leverage as much help as I could to distribute and sell WebMerge. My primary approach to scaling our distribution was using consulting partners and integration partners. I built a large network of people who liked working with WebMerge and would recommend it to their customers/clients

the 100-Day Action Plan.

Sounding off in military cadences serves a few purposes. It helps you breathe, releases a shot of adrenaline, and builds up morale. To the uninformed, it may look and sound like unnecessary ra-ra-ra, but if you’re part of an exhausted, physically and mentally taxed team, that kind of camaraderie turns something monotonous and brutal into an empowering rite of passage. You aren’t even doing push-ups anymore. You are becoming one with the team, merging with a common energy force, and that helps everyone stay on course to get through each day, each module of training. We all grew to love those push-ups!

Sophie sighed. “You do realize you basically agreed to merge your brain with his, right?” he pressed. “You’ll be Fitzphie! Or Sophitz! Personally I’d go with Sophitz. Better make it clear you’re the boss.” “You’re just jealous,” Fitz said with his best attempt at a smirk. Keefe shrugged. “Team Foster-Keefe will always be cooler.” “Yeah, but Sophitz will be unstoppable,” Fitz said, pushing back his chair. “I can’t wait to start training tomorrow.

During their brief history the newly formed Special Operations Forces had already achieved a notable record, but they had yet to tackle a major rescue of the magnitude of the Lady Flamborough hijacking. The orphan child of the Pentagon, the Special Operations Forces were not molded into a single command until the fall of 1989. At that time the Army's Delta Force, whose fighters were drawn from the elite Ranger and Green Beret units and a secret aviation unit known as Task Force 160, merged with the top-of-the-line Navy SEAL Team Six and the Air Force's Special Operations Wing. The unified forces cut across service rivalries and boundaries and became a separate command, numbering twelve thousand men, headquartered at a tightly restricted base in southeast Virginia. The crack fighters were heavily trained in guerrilla tactics, parachuting, wilderness survival and scuba diving, with special emphasis on storming buildings, ships and aircraft for rescue missions.

Mauna K Noroc că nu mor caii când vor câinii. Le-am arătat noi. Chiar înainte să înceapă războiul am fost întrebată la un interviu pentru Antena Arretului ce aș lua cu mine dacă ar fi să merg pe o insulă pustie. Trebuia să zic trei chestii și am răspuns fără să mă gândesc prea mult: "Trei bătrani". Pentru că asta avem noi cel mai pretios - înțelepciunea celor trecuți prin viață.

The great leader speaks little. He never speaks carelessly. He works without self-interest and leaves no trace. When all is finished, the people say, ‘We did it ourselves.

I began to feel as if we were merging with one another. The process was more than simply emotional. It was biological, systemic. Each of our bodies was a biosphere, slick with bacterial and insect life. Reteamed, and what we teamed with brought us closer not only to each other, but to the ecosystem we inhabited, fed off, and nourished. Bacteria bred in the ooze of our waste, our discarded food remains and puddled shit, then travelled onto us and between us, carried not only on the thickened air, but by the fleas and lice that hopped and crawled from one body to another. There was no difference, I began to think, between the puddles on the floor and the streaks of filth on my skin and the acne that erupted on Margot’s face. It was all just life, matter, the biome. We were leaking out into the world, and the pooled primordial essence of the world was soaking back into us in turn. (p.235)

In her later e-mails to me, Nancy struggled to capture the existential reality of trauma. “I want to tell you what a flashback is like. It is as if time is folded or warped, so that the past and present merge, as if I were physically transported into the past. Symbols related to the original trauma, however benign in reality, are thoroughly contaminated and so become objects to be hated, feared, destroyed if possible, avoided if not. For example, an iron in any form—a toy, a clothes iron, a curling iron, came to be seen as an instrument of torture. Each encounter with a scrub suit left me disassociated, confused, physically ill and at times consciously angry. “My marriage is slowly falling apart—my husband came to represent the heartless laughing people [the surgical team] who hurt me. I exist in a dual state. A pervasive numbness covers me with a blanket; and yet the touch of a small child pulls me back to the world. For a moment, I am present and a part of life, not just an observer. “Interestingly, I function very well at work, and I am constantly given positive feedback. Life proceeds with its own sense of falsity. “There is a strangeness, bizarreness to this dual existence. I tire of it. Yet I cannot give up on life, and I cannot delude myself into believing that if I ignore the beast it will go away. I’ve thought many times that I had recalled all the events around the surgery, only to find a new one. “There are so many pieces of that 45 minutes of my life that remain unknown. My memories are still incomplete and fragmented, but I no longer think that I need to know everything in order to understand what happened. “When the fear subsides I realize I can handle it, but a part of me doubts that I can. The pull to the past is strong; it is the dark side of my life; and I must dwell there from time to time. The struggle may also be a way to know that I survive—a re-playing of the fight to survive—which apparently I won, but cannot own.

GitHub Project Management: Streamlining Your Workflow Effective project management is crucial for any business aiming to enhance productivity and deliver high-quality outcomes. GitHub's premium accounts offer a suite of advanced project management tools designed to streamline your workflow. With features such as project boards, task lists, and milestones, you can easily organize and prioritize tasks, track progress, and ensure that your team stays on schedule. Project boards provide a visual representation of your project's progress, allowing you to categorize tasks into columns such as "To Do," "In Progress," and "Done." This Kanban-style approach helps teams visualize their workload and identify bottlenecks. Task lists within issues and pull requests enable you to break down larger tasks into manageable steps, ensuring that nothing is overlooked. Milestones are another powerful feature that allows you to group issues and pull requests into specific goals or deadlines. By setting milestones, you can track the progress of your project and ensure that critical deadlines are met. Additionally, GitHub's integration with various project management tools, such as Trello and Asana, allows you to sync your tasks and updates seamlessly. If you have any question about our service please contact us: Skype: Seosmmbiz Telegram: @Seosmmbiz Email: seosmmbiz@gmail.com WhatsApp: +1 (629) 935-9878 GitHub Code Review: Ensuring High-Quality Code Code review is an essential practice for maintaining code quality and fostering collaboration within your development team. GitHub's premium accounts offer advanced code review features that make this process more efficient and effective. With tools like pull requests, code owners, and required reviews, you can ensure that every piece of code is thoroughly examined before being merged into the main codebase. Pull requests are a core feature of GitHub, allowing developers to propose changes to the codebase and discuss them with the team. With premium accounts, you can enforce branch protection rules, such as requiring a certain number of approvals before a pull request can be merged. This ensures that multiple team members review the code, reducing the likelihood of bugs and improving overall code quality. Code owners allow you to designate specific team members as responsible for reviewing certain parts of the codebase. This ensures that the most knowledgeable and experienced developers are reviewing the code, leading to more thorough and accurate assessments. Additionally, GitHub's premium accounts offer features like inline code comments and suggestions, making it easier for reviewers to provide feedback and for developers to address it. If you have any question about our service please contact us: Skype: Seosmmbiz Telegram: @Seosmmbiz Email: seosmmbiz@gmail.com WhatsApp: +1 (629) 935-9878 GitHub Issue Tracking: Managing Bugs and Enhancements Effective issue tracking is vital for managing bugs, feature requests, and other tasks in your projects. GitHub's premium accounts provide advanced issue tracking features that help you stay organized and ensure that nothing falls through the cracks. With tools like labels, assignees, and custom templates, you can efficiently categorize, assign, and prioritize issues. Labels allow you to categorize issues based on their type, priority, or status. For example, you can create labels for "bug," "enhancement," "high priority," or "in progress." This makes it easy to filter and search for specific issues, ensuring that your team can quickly identify and address the most critical tasks.

GitHub Project Management: Streamlining Your Workflow Effective project management is crucial for any business aiming to enhance productivity and deliver high-quality outcomes. GitHub's premium accounts offer a suite of advanced project management tools designed to streamline your workflow. With features such as project boards, task lists, and milestones, you can easily organize and prioritize tasks, track progress, and ensure that your team stays on schedule. Project boards provide a visual representation of your project's progress, allowing you to categorize tasks into columns such as "To Do," "In Progress," and "Done." This Kanban-style approach helps teams visualize their workload and identify bottlenecks. Task lists within issues and pull requests enable you to break down larger tasks into manageable steps, ensuring that nothing is overlooked. Milestones are another powerful feature that allows you to group issues and pull requests into specific goals or deadlines. By setting milestones, you can track the progress of your project and ensure that critical deadlines are met. Additionally, GitHub's integration with various project management tools, such as Trello and Asana, allows you to sync your tasks and updates seamlessly. If you have any question about our service please contact us: Skype: Seosmmbiz Telegram: @Seosmmbiz Email: seosmmbiz@gmail.com WhatsApp: +1 (629) 935-9878 GitHub Code Review: Ensuring High-Quality Code Code review is an essential practice for maintaining code quality and fostering collaboration within your development team. GitHub's premium accounts offer advanced code review features that make this process more efficient and effective. With tools like pull requests, code owners, and required reviews, you can ensure that every piece of code is thoroughly examined before being merged into the main codebase. Pull requests are a core feature of GitHub, allowing developers to propose changes to the codebase and discuss them with the team. With premium accounts, you can enforce branch protection rules, such as requiring a certain number of approvals before a pull request can be merged. This ensures that multiple team members review the code, reducing the likelihood of bugs and improving overall code quality. Code owners allow you to designate specific team members as responsible for reviewing certain parts of the codebase. This ensures that the most knowledgeable and experienced developers are reviewing the code, leading to more thorough and accurate assessments. Additionally, GitHub's premium accounts offer features like inline code comments and suggestions, making it easier for reviewers to provide feedback and for developers to address it. If you have any question about our service please contact us: Skype: Seosmmbiz Telegram: @Seosmmbiz Email: seosmmbiz@gmail.com WhatsApp: +1 (629) 935-9878 GitHub Issue Tracking: Managing Bugs and Enhancements Effective issue tracking is vital for managing bugs, feature requests, and other tasks in your projects. GitHub's premium accounts provide advanced issue tracking features that help you stay organized and ensure that nothing falls through the cracks. With tools like labels, assignees, and custom templates, you can efficiently categorize, assign, and prioritize issues. Labels allow you to categorize issues based on their type, priority, or status. For example, you can create labels for "bug," "enhancement," "high priority," or "in progress." This makes it easy to filter and search for specific issues, ensuring that your team can quickly identify and address the most critical tasks. Assignees enable you to assign specific team members to issues, ensuring that everyone knows who is responsible for resolving each task. This promotes accountability and helps prevent issues from being overlooked.

The traditional use of development branches is another example of policy that has built-in scaling problems. An organization might identify that merging large features into trunk has destabilized the product and conclude, “We need tighter controls on when things merge. We should merge less frequently.” This leads quickly to every team or every feature having separate dev branches. Whenever any branch is decided to be “complete,” it is tested and merged into trunk, triggering some potentially expensive work for other engineers still working on their dev branch, in the form of resyncing and testing. Such branch management can be made to work for a small organization juggling 5 to 10 such branches. As the size of an organization (and the number of branches) increases, it quickly becomes apparent that we’re paying an ever-increasing amount of overhead to do the same task.

You will not be teamed up or partnered with. You will fuse, you will meld, you will unify.” This goes against everything we’ve been taught. Squads are sacred. Squads are family. Squads are born after Parapet and forged through the Gauntlet, Threshing, and War Games. Squads aren’t merged unless they’re dissolved due to deaths—and we’re the Iron Squad. We do not bend. And we definitely do not blend.

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