Technical Analysis Quotes

In the eighteenth century, philosophers considered the whole of human knowledge, including science, to be their field and discussed questions such as: Did the universe have a beginning? However, in the nineteenth and twentieth centuries, science became too technical and mathematical for the philosophers, or anyone else except a few specialists. Philosophers reduced the scope of their inquiries so much that Wittgenstein, the most famous philosopher of this century, said, "The sole remaining task for philosophy is the analysis of language." What a comedown from the great tradition of philosophy from Aristotle to Kant!

a greater probability of one thing happening over another. In a sense, technical analysis allows you

the essence of technical analysis is to identify markets that have a temporary imbalance of buying and selling pressure, and to limit our trading to those environments.

Of course, in men’s sports no one ever talks about beauty, or grace, or the body. Men may profess their “love” of sports, but that love must always be cast and enacted in the symbology of war: elimination vs. advance, hierarchy of rank and standing, obsessive stats and technical analysis, tribal and/or nationalist fervor, uniforms, mass noise, banners, chest-thumping, face-painting, etc.

Investors look at economic fundamentals; traders look at each other; ‘quants’ look at the data. Dealing on the basis of historic price series was once described as technical analysis, or chartism (and there are chartists still). These savants identify visual patterns in charts of price data, often favouring them with arresting names such as ‘head and shoulders’ or ‘double bottoms’. This is pseudo-scientific bunk, the financial equivalent of astrology. But more sophisticated quantitative methods have since proved profitable for some since the 1970s’ creation of derivative markets and the related mathematics. Profitable

They don't try to trade 'reality', they try to trade other people's perceptions of reality. If a market is dominated by enough technical traders, it could lapse into a 'postmodern' state, with traders trading perceptions of perceptions of reality.

A stock screening feature is then used to find the leading stocks within the leading sectors.

Our analysis is clear: in today’s fast-moving and competitive world, the best thing you can do for your products, your company, and your people is institute a culture of experimentation and learning, and invest in the technical and management capabilities that enable it.

Bull markets are born on pessimism, grow on skepticism, mature on optimism, and die on euphoria. The time of maximum pessimism is the best time to buy, and the time of maximum optimism is the best time to sell.

Why does the universe go to all the bother of existing? Is the unified theory so compelling that it brings about its own existence? Or does it need a creator, and, if so, does he have any other effect on the universe? And who created him? Up to now, most scientists have been too occupied with the development of new theories that describe what the universe is to ask the question why. On the other hand, the people whose business it is to ask why, the philosophers, have not been able to keep up with the advance of scientific theories. In the eighteenth century, philosophers considered the whole of human knowledge, including science, to be their field and discussed questions such as: Did the universe have a beginning? However, in the nineteenth and twentieth centuries, science became too technical and mathematical for the philosophers, or anyone else except a few specialists. Philosophers reduced the scope of their inquiries so much that Wittgenstein, the most famous philosopher of this century, said, 'The sole remaining task for philosophy is the analysis of language.' What a comedown from the great tradition of philosophy from Aristotle to Kant! However, if we do discover a complete theory, it should in time be understandable in broad principle by everyone, not just a few scientists. Then we shall all, philosophers, scientists, and just ordinary people, be able to take part in the discussion of the question of why it is that we and the universe exist. If we find the answer to that, it would be the ultimate triumph of human reason--for then we would know the mind of God.

When Walter and Edwin were asked in 1989 by Outstanding Investors Digest, “How would you summarize your approach?” Edwin replied, “We try to buy stocks cheap.” So much for Modern Portfolio Theory, technical analysis, macroeconomic thoughts and complex algorithms.

Therefore it is not arrogance or narrow-mindedness that leads the economist to discuss these things from the standpoint of economics. No one, who is not able to form an independent opinion about the admittedly difficult and highly technical problem of calculation in the socialist economy, should take sides in the question of socialism versus capitalism. No one should speak about interventionism who has not examined the economic consequences of interventionism. An end should be put to the common practice of discussing these problems from the standpoint of the prevailing errors, fallacies, and prejudices. It might be more entertaining to avoid the real issues and merely to use popular catchwords and emotional slogans. But politics is a serious matter. Those who do not want to think its problems through to the end should keep away from it.

You don’t make money by trading, you make it by sitting.” It takes patience to wait for the trade to develop, for the opportunity to present itself. Let the market come to you, instead of chasing the market. Chart patterns are very accurate. They have proven their accuracy and predictability time and time again, but you have to wait for them to develop.

Cricket is an art. Like all arts it has a technical foundation. To enjoy it does not require technical knowledge, but analysis that is not technically based is mere impressionism.

internal trend lines are far more useful than conventional trend lines in defining potential support and resistance areas.

It should be stressed here again, however, that basic trend analysis is still the overriding consideration.

Buying stocks when the broader overall market is trending up is a good idea, for long positions. The trend will provide a tailwind for the stock prices to move higher.

The tools and resources used in this book are FREE and readily available on the internet. Details on how to access these tools are shown.

For international readers, the FREE tools presented in this book are applicable for trading any stock market in the world.

trend line penetrations often prove to be false signals.

the fact that the actual inequalities of power exceed what is made necessary by technical causes, can only be explained in terms of individual psychology and physiology.

As with all technical indicators, signals on weekly charts are always more important than those on daily charts. The best way to combine them is to use weekly signals to determine market direction and the daily signals to fine-tune entry and exit points.

The Interborough issues are an example of a rather special group of situations in which analysis may reach more definite conclusions respecting intrinsic value than in the ordinary case. These situations may involve a liquidation or give rise to technical operations known as “arbitrage” or “hedging.

There is a mistake technical and scientific people make. We think that if we have made a clever and thoughtful argument, based on data and smart analysis, then people will change their minds. This isn't true. If yoy want to change people's behavior, you need to touch their hearts, not just win the arguments. We call this the Oprah Winfrey rule.

There have been ample opportunities since 1945 to show that material superiority in war is not enough if the will to fight is lacking. In Algeria, Vietnam and Afghanistan the balance of economic and military strength lay overwhelmingly on the side of France, the United States, and the Soviet Union, but the will to win was slowly eroded. Troops became demoralised and brutalised. Even a political solution was abandoned. In all three cases the greater power withdrew. The Second World War was an altogether different conflict, but the will to win was every bit as important - indeed it was more so. The contest was popularly perceived to be about issues of life and death of whole communities rather than for their fighting forces alone. They were issues, wrote one American observer in 1939, 'worth dying for'. If, he continued, 'the will-to-destruction triumphs, our resolution to preserve civilisation must become more implacable...our courage must mount'. Words like 'will' and 'courage' are difficult for historians to use as instruments of cold analysis. They cannot be quantified; they are elusive of definition; they are products of a moral language that is regarded sceptically today, even tainted by its association with fascist rhetoric. German and Japanese leaders believed that the spiritual strength of their soldiers and workers in some indefinable way compensate for their technical inferiority. When asked after the war why Japan lost, one senior naval officer replied that the Japanese 'were short on spirit, the military spirit was weak...' and put this explanation ahead of any material cause. Within Germany, belief that spiritual strength or willpower was worth more than generous supplies of weapons was not confined to Hitler by any means, though it was certainly a central element in the way he looked at the world. The irony was that Hitler's ambition to impose his will on others did perhaps more than anything to ensure that his enemies' will to win burned brighter still. The Allies were united by nothing so much as a fundamental desire to smash Hitlerism and Japanese militarism and to use any weapon to achieve it. The primal drive for victory at all costs nourished Allied fighting power and assuaged the thirst for vengeance. They fought not only because the sum of their resources added up to victory, but because they wanted to win and were certain that their cause was just. The Allies won the Second World War because they turned their economic strength into effective fighting power, and turned the moral energies of their people into an effective will to win. The mobilisation of national resources in this broad sense never worked perfectly, but worked well enough to prevail. Materially rich, but divided, demoralised, and poorly led, the Allied coalition would have lost the war, however exaggerated Axis ambitions, however flawed their moral outlook. The war made exceptional demands on the Allied peoples. Half a century later the level of cruelty, destruction and sacrifice that it engendered is hard to comprehend, let alone recapture. Fifty years of security and prosperity have opened up a gulf between our own age and the age of crisis and violence that propelled the world into war. Though from today's perspective Allied victory might seem somehow inevitable, the conflict was poised on a knife-edge in the middle years of the war. This period must surely rank as the most significant turning point in the history of the modern age.

But within the framework of an ideology such pluralism cannot be so enlarged as to incorporate into the political system and submit to political arbitration radical structural conflicts between family life and economic development, religión and culture, personality and the need for governmental administration, or between the expected motives of agents and the methods of recruiting. In such States, political pluralism remains on a technical and instrumental level; the problem-solving capacity of the political system is built on the premise that, in the last analysis, all critical problems can be reduced to economic problems. For this reason (and because of the political ideologization of all publíc life) limits are set to the level of complexity such a society can reach.

A government of the rich prevailed in all the free cities of the Middle Ages, and survived in Venice until Napoleon extinguished it. Such governments have been, on the whole, more enlightened and astute than any others known to history. Venice, in particular, steered a prudent course through centuries of complicated intrigue, and had a diplomatic service far more efficient than that of any other State. Money made in commerce is made by cleverness which is not dictatorial, and this characteristic is displayed by governments composed of successful merchants. The modern industrial magnate is a totally different type, partly because he deals largely with the technical manipulation of materials, partly because his dealings with human beings are preponderantly with an army of employees rather than with equals who must be persuaded, not coerced.

the broad rule is that it is easier now than in former days to exert power at a distance from the centre. The effect of this is to increase the intensity of competition between States, and to make victory more absolute, since the resulting increase of size need not impair efficiency. A World State is now a technical possibility, and might be established by a victor in some really serious world-war, or, more probably, by the most powerful of the neutrals.

Beauty is not the goal of competitive sports, but high-level sports are a prime venue for the expression of human beauty. The relation is roughly that of courage to war. The human beauty we’re talking about here is beauty of a particular type; it might be called kinetic beauty. Its power and appeal are universal. It has nothing to do with sex or cultural norms. What it seems to have to do with, really, is human beings’ reconciliation with the fact of having a body. Of course, in men’s sports no one ever talks about beauty or grace or the body. Men may profess their “love” of sports, but that love must always be cast and enacted in the symbology of war: elimination vs. advance, hierarchy of rank and standing, obsessive statistics, technical analysis, tribal and/or nationalist fervor, uniforms, mass noise, banners, chest-thumping, face-painting, etc. For reasons that are not well understood, war’s codes are safer for most of us than love’s." - from "Federer Both Flesh and Not

As for Resistances! They are almost an item of dogma in the current secular religion. Persons who would never dream of going to the time, expense, or trouble of a full analysis will tell you complacently that they have “a resistance” to this or that, and feel that they have done all and more than can be asked of them by admitting their handicap. Remarkable cures of resistances, however, have been observed in those who took solemnly the advice to replace that word with our ancestors’ outmoded synonym for the same thing: “bone-laziness.” It is not quite so much fun, nor so flattering, to be foolishly lazy as it is to be the victim of a technical term, but many are crippled for knowing an impressive word who would have had no such trouble if they had lived in a simpler and less self-indulgent society. Those who are genuinely, deeply, and unhappily in the grip of a neurosis should turn at once to one of the well known therapies. Unless one is willing to do so, it should be made a matter of social disapproval to refer technically to such difficulties.

Trends consist of three specific phases. Every trend moves through three phases. The accumulation phase is the period when investors with exceptional information actively buy (in a bullish trend) or sell (in a bearish trend). The public participation phase occurs when, due to price movement caused by activity in the accumulation phase, the general public joins in the trend. Finally, the distribution phase occurs when speculators enter the market and over-buy or over-sell, and at this point the observant investor begins to transact in the opposite direction.

Eliot's understanding of poetic epistemology is a version of Bradley's theory, outlined in our second chapter, that knowing involves immediate, relational, and transcendent stages or levels. The poetic mind, like the ordinary mind, has at least two types of experience: The first consists largely of feeling (falling in love, smelling the cooking, hearing the noise of the typewriter), the second largely of thought (reading Spinoza). The first type of experience is sensuous, and it is also to a great extent monistic or immediate, for it does not require mediation through the mind; it exists before intellectual analysis, before the falling apart of experience into experiencer and experienced. The second type of experience, in contrast, is intellectual (to be known at all, it must be mediated through the mind) and sharply dualistic, in that it involves a breaking down of experience into subject and object. In the mind of the ordinary person, these two types of experience are and remain disparate. In the mind of the poet, these disparate experiences are somehow transcended and amalgamated into a new whole, a whole beyond and yet including subject and object, mind and matter. Eliot illustrates his explanation of poetic epistemology by saying that John Donne did not simply feel his feelings and think his thoughts; he felt his thoughts and thought his feelings. He was able to "feel his thought as immediately as the odour of a rose." Immediately" in this famous simile is a technical term in philosophy, used with precision; it means unmediated through mind, unshattered into subject and object. Falling in love and reading Spinoza typify Eliot's own experiences in the years in which he was writing The Waste Land. These were the exciting and exhausting years in which he met Vivien Haigh-Wood and consummated a disastrous marriage, the years in which he was deeply involved in reading F. H. Bradley, the years in which he was torn between the professions of philosophy and poetry and in which he was in close and frequent contact with such brilliant and stimulating figures as Bertrand Russell and Ezra Pound, the years of the break from his family and homeland, the years in which in every area of his life he seemed to be between broken worlds. The experiences of these years constitute the material of The Waste Land. The relevant biographical details need not be reviewed here, for they are presented in the introduction to The Waste Land Facsimile. For our purposes, it is only necessary to acknowledge what Eliot himself acknowledged: the material of art is always actual life. At the same time, it should also be noted that material in itself is not art. As Eliot argued in his review of Ulysses, "in creation you are responsible for what you can do with material which you must simply accept." For Eliot, the given material included relations with and observations of women, in particular, of his bright but seemingly incurably ill wife Vivien(ne).

Historical accounts of philosophy deal with both the chronological development of ideas over time and the timeliness of those ideas in response to the specific social conditions and challenges of their eras. The chronological perspective follows a particular line of thought as it develops through the years, emphasizing the progressive aspect of philosophizing. New ideas build on former ideas by expanding, modifying, or even rejecting them. In this way schools of thought emerge and the chronological perspective focuses on a community of thinkers who may agree or disagree, but who always share common ground: a cluster of problems, technical vocabulary, forms of analysis, and points of departure.

During an individual's immersion in a domain, the locus of flow experiences shifts: what was once too challenging becomes attainable and even pleasurable, while what has long since become attainable no longer proves engaging. Thus, the journeyman musical performer gains flow from the accurate performance of familiar pieces in the repertoire; the youthful master wishes to tackle the most challenging pieces, ones most difficult to execute in a technical sense; the seasoned master may develop highly personal interpretations of familiar pieces, or, alternatively, return to those deceptively simple pieces that may actually prove difficult to execute convincingly and powerfully. Such an analysis helps explain why creative individuals continue to engage in the area of their expertise despite its frustrations, and why so many of them continue to raise the ante, posing ever-greater challenges for themselves, even at the risk of sacrificing the customary rewards.

Even if there is only one possible unified theory, it is just a set of rules and equations. What is it that breathes fire into the equations and makes a universe for them to describe? The usual approach of science of constructing a mathematical model cannot answer the questions of why there should be a universe for the model to describe. Why does the universe go to all the bother of existing? Is the unified theory so compelling that it brings about its own existence? Or does it need a creator, and, if so, does he have any other effect on the universe? And who created him? Up to now, most scientists have been too occupied with the development of new theories that describe what the universe is to ask the question why. On the other hand, the people whose business it is to ask why, the philosophers, have not been able to keep up with the advance of scientific theories. In the eighteenth century, philosophers considered the whole of human knowledge, including science, to be their field and discussed questions such as: did the universe have a beginning? However, in the nineteenth and twentieth centuries, science became too technical and mathematical for the philosophers, or anyone else except a few specialists. Philosophers reduced the scope of their inquiries so much that Wittgenstein, the most famous philosopher of this century, said, “The sole remaining task for philosophy is the analysis of language.” What a comedown from the great tradition of philosophy from Aristotle to Kant! However, if we do discover a complete theory, it should in time be understandable in broad principle by everyone, not just a few scientists. Then we shall all, philosophers, scientists, and just ordinary people, be able to take part in the discussion of the question of why it is that we and the universe exist. If we find the answer to that, it would be the ultimate triumph of human reason – for then we would know the mind of God.

There is a crisis in contemporary mathematics, and anybody who has not noticed it is being willfully blind. The crisis is due to our neglect of philosophical issues. The courses in the foundations of mathematics as taught in our universities emphasize the mathematical analysis of formal systems, at the expense of philosophical substance. Thus it is the mathematical profession that tends to equate philosophy with the study of formal systems, which require knowledge of technical theorems for comprehension. They do not want to learn yet another branch of mathematics and therefore leave the philosophy to the experts. As a consequence, we prove these theorems and we do not know what they mean. The job of proving theorems is not impeded by inconvenient inquires into their meaning or purpose. In order to resolve one aspect of this crisis, emphasis will have to be transferred from the mechanics of the assembly line which keeps grinding out the theorems, to an examination of what is being proved.

Jacques Ellul has a word for this instrumentalizing attitude: technique. His analysis helps us to appreciate just how deep and wide the n-shaped dynamic runs in our society. He defines technique as “the totality of methods rationally arrived at and having absolute efficiency in every field of human activity.”14 It is “never anything but a collection of means and the search for the most efficient means” in any given situation,15 with its origin in Cain’s city-building and Lamech’s polygamy.16 Up until the eighteenth century, Ellul argues, technique was largely absent from all areas of society apart from the mechanical, but in the industrial revolution, technical progress suddenly exploded and began to reconfigure every area of life, from industrial production through politics to the family. The result is that today technique is not a thing out there in the world; it is how we do everything we do in the world: “The Third World, Europe, militarization, etc., are all political matters. Inflation, exchange rates, standards of living, and growth are all economic matters. Yet technique has a part in all of them. It is like a key, like a substance underlying all problems and situations. It is ultimately the decisive factor.

Due to the various pragmatic obstacles, it is rare for a mission-critical analysis to be done in the “fully Bayesian” manner, i.e., without the use of tried-and-true frequentist tools at the various stages. Philosophy and beauty aside, the reliability and efficiency of the underlying computations required by the Bayesian framework are the main practical issues. A central technical issue at the heart of this is that it is much easier to do optimization (reliably and efficiently) in high dimensions than it is to do integration in high dimensions. Thus the workhorse machine learning methods, while there are ongoing efforts to adapt them to Bayesian framework, are almost all rooted in frequentist methods. A work-around is to perform MAP inference, which is optimization based. Most users of Bayesian estimation methods, in practice, are likely to use a mix of Bayesian and frequentist tools. The reverse is also true—frequentist data analysts, even if they stay formally within the frequentist framework, are often influenced by “Bayesian thinking,” referring to “priors” and “posteriors.” The most advisable position is probably to know both paradigms well, in order to make informed judgments about which tools to apply in which situations.

As social phenomena, languages are tied up in world of unequal power relations, gaining or losing status not based on technical linguistic grounds but on social judgement, biases, and stereotypes that are based on the status of their speakers. As such, we argue that white America's love-hate relationship with black modes of communication can only be interpreted within a framework that considers language a primary site of cultural contestation. It should be clear by now that it's about more than a mothafucka, right? Our analysis of Black Language forms that the dominant culture considers inflammatory, controversial, or stigmatized allows us to make several observations. First, building off what anthropologist and linguist Arthur Spears noted in his discussion of uncensored speech, Black verbal culture, like all cultures is "a complex network of predispositions, values, behaviors, expectations and routines." Language practices, in their varying sociocultural contexts, can only be understood if read within the full range of the community's speech activities, and that requires rigorous ethnographic search and analysis. Second the community's beliefs and ideas about language- it's language ideologies- should be the primary point of departure for investigation and interpretation.

Don’t ever talk about the market as if it’s your pal – nobody ever understands the market. The pain of a loss is worse than the pleasure of a profit. Don’t ever take a loss lightly. If you get worried and sleep badly, you’re in trouble already. Forget about the trendy shares of the day. Don’t invest further in a losing situation. Liquidate your position. Even for speculation based on technical analysis I don’t have much time.

The ascent stage: The best moment to buy occurs when price crosses above the 30 period moving average (30-period SMA). The breakout of stage 1 occurs on rising volumes. The beginning of stage 2 is seen as a series of price increases, which could be jerky, with no significant lows and fixed by stronger volumes.

As the stock trades lower each day, what is the volume doing? Right! It is increasing. The volume is confirming the trend. We always check the volume. If a stock is advancing and the volume is declining, then it is not confirming the trend.

This is also a good lesson in patience. A new investor or trader usually lacks patience and has the tendency to want to jump in, fearful of missing out on an advance. Don’t make that mistake. Wait for the confirmation. Buy at the bottom, not at the top. And, always use a Stop Loss to protect your capital. “Nothing gives one person so much advantage over another as to remain cool and unruffled under all circumstances” ~Thomas Jefferson

Entry and exit points are vital parts of trading and investing. That is worth repeating.  Entry and Exit points are vital parts of Trading and Investing. Whether you are Day Trading, Swing Trading, or are a Long Term Investor. Why would you ever buy a stock at the wrong time? Unfortunately, there are many market participants with no training that do it every day.

Entry and exit points are vital parts of trading and investing. That is worth repeating.  Entry and Exit points are vital parts of Trading and Investing. Whether you are Day Trading, Swing Trading, or are a Long Term Investor. Why would you ever buy a stock at the wrong time? Unfortunately, there are many market participants with no training that do it every day. The Pros love the uninformed, the novices, and the Pigs. Who else are they going to sell to when a stock has reached a resistance point, or reached an all time high? You guessed it. They are going to sell to the novices and the pigs who are hoping for more advance. Then when the stock drops, falls to support, or finds support somewhere, the Pros will buy it back from the novice who has just taken a loss and a beating. “The time to buy is when blood is running in the streets” ~Baron Rothschild

In the following chart we see a trend line drawn connecting the support levels where the stock has found support on 3 separate occasions. See Figure 9-1 below. It only takes two points, or lows, to draw a trend line. Meaning, the trend line drawn in the above chart could have effectively been drawn after the stock had found support at point 1 and at point 2. However, while it only takes two points to draw a trend line, a third point is necessary to identify the line as a valid trend line. How does this help us? By drawing a trend line connecting points 1 and 2, we can then extend the trend line to the ‘infinite.’ Understand?

20 percent of scientists in the U.S. Fish and Wildlife Service (USFWS) reported being directed to “inappropriately exclude or alter technical information” from scientific documents. In a survey of EPA scientists, 18 percent said they had experienced frequent or occasional edits during review of documents to “change the meaning of scientific findings.” One high-profile example investigated by the EPA’s Office of Inspector General involved the regulation of mercury emissions from coal-fired plants. In the process of preparing a proposed rule, EPA senior management instructed staffers to manipulate technical and scientific analysis in order to keep costs down for the electric utility industry.

The reasons for cooperatives’ success should be obvious by now, but they are worth reiterating: “The major basis for cooperative success…has been superior labor productivity. Studies comparing square-foot output have repeatedly shown higher physical volume of output per hour, and others…show higher quality of product and also economy of material use.”118 Hendrik Thomas concludes from an analysis of Mondragon that “Productivity and profitability are higher for cooperatives than for capitalist firms. It makes little difference whether the Mondragon group is compared with the largest 500 companies, or with small- or medium-scale industries; in both comparisons the Mondragon group is more productive and more profitable.”119 As we have seen, recent research has arrived at the same conclusions. It is a truism by now that worker participation tends to increase productivity and profitability. Research conducted by Henk Thomas and Chris Logan corroborates these conclusions. “A frequent but unfounded criticism,” they observe, “of self-managed firms is that workers prefer to enjoy a high take-home pay rather than to invest in their own enterprises. This has been proven invalid…in the Mondragon case… A comparison of gross investment figures shows that the cooperatives invest on average four times as much as private enterprises.” After a detailed analysis they also conclude that “there can be no doubt that the [Mondragon] cooperatives have been more profitable than capitalist enterprises.”120 Recent data indicate the same thing.121 One particularly successful company, Irizar, which was mentioned earlier, has been awarded prizes for being the most efficient company in its sector; in Spain it has ten competitors, but its market share is 40 percent. The same level of achievement is true of its subsidiaries, for instance in Mexico, where it had a 45 percent market share in 2005, six years after entering the market. An author comments that “the basis for this increased efficiency appears to be linked directly to the organization’s unique participatory and democratic management structure.”122 A major reason for all these successes is Mondragon’s federated structure: the group of cooperatives has its own supply of banking, education, and technical support services. The enormous funds of the central credit union, the Caja Laboral Popular, have likewise been crucial to Mondragon’s expansion. It proves that if cooperatives have access to credit they are perfectly capable of being far more successful than private enterprises.

When we think of architecting software, we tend to think first of classical technical activities, like modularizing systems, defining interfaces, allocating responsibility, applying patterns, and optimizing performance. Architects also need to consider security, usability, supportability, release management, and deployment options, among others things. But these technical and procedural issues must be balanced with the needs of stakeholders and their interests. Taking a―stakeholders and interests approach in requirements analysis is an excellent way to ensure completeness of requirements specifications for the software being developed.

A usable design starts with careful observations of how the tasks being supported are actually performed, followed by a design process that results in a good fit to the actual ways the tasks get performed. The technical name for this method is task analysis. The name for the entire process is human-centered design (HCD), discussed

Passage Four: From Functional Manager to Business Manager This leadership passage is often the most satisfying as well as the most challenging of a manager’s career, and it’s mission-critical in organizations. Business mangers usually receive significant autonomy, which people with leadership instincts find liberating. They also are able to see a clear link between their efforts and marketplace results. At the same time, this is a sharp turn; it requires a major shift in skills, time applications, and work values. It’s not simply a matter of people becoming more strategic and cross-functional in their thinking (though it’s important to continue developing the abilities rooted in the previous level). Now they are in charge of integrating functions, whereas before they simply had to understand and work with other functions. But the biggest shift is from looking at plans and proposals functionally (Can we do it technically, professionally, or physically?) to a profit perspective (Will we make any money if we do this?) and to a long-term view (Is the profitability result sustainable?). New business managers must change the way they think in order to be successful. There are probably more new and unfamiliar responsibilities here than at other levels. For people who have been in only one function for their entire career, a business manager position represents unexplored territory; they must suddenly become responsible for many unfamiliar functions and outcomes. Not only do they have to learn to manage different functions, but they also need to become skilled at working with a wider variety of people than ever before; they need to become more sensitive to functional diversity issues and communicating clearly and effectively. Even more difficult is the balancing act between future goals and present needs and making trade-offs between the two. Business managers must meet quarterly profit, market share, product, and people targets, and at the same time plan for goals three to five years into the future. The paradox of balancing short-term and long-term thinking is one that bedevils many managers at this turn—and why one of the requirements here is for thinking time. At this level, managers need to stop doing every second of the day and reserve time for reflection and analysis. When business managers don’t make this turn fully, the leadership pipeline quickly becomes clogged. For example, a common failure at this level is not valuing (or not effectively using) staff functions. Directing and energizing finance, human resources, legal, and other support groups are crucial business manager responsibilities. When managers don’t understand or appreciate the contribution of support staff, these staff people don’t deliver full performance. When the leader of the business demeans or diminishes their roles, staff people deliver halfhearted efforts; they can easily become energy-drainers. Business managers must learn to trust, accept advice, and receive feedback from all functional managers, even though they may never have experienced these functions personally.

One reason why many types of technical analysis don’t work too well is because such methods are often applied indiscriminately. For example, if you see a head-and-shoulders pattern form in what is the market equivalent of a twenty-year-old, the odds are that the market is not likely to die so quickly. However, if you see the same chart formation in the market equivalent of an eighty-year-old, there’s a much better chance of that pattern being an accurate indicator of a price top. Trading the market without knowing what stage it is in is like selling life insurance to twenty-year-olds and eighty-year-olds at the same premium.” — Victor Sperandeo

Forensic DNA Expert Anil Gupta offer a variety of DNA forensic testing systems including STR, Y-STR, and mitochondrial DNA. The DNA Sample in Forensic Analysis can be collected from blood, saliva, perspiration, hair, teeth, mucus, finger nails, semon and these can be found almost anywhere at crime scence. Anil Gupta is here to help make sense of this complex scientific issue and to testify before the court on these issues when necessary. Initial Consultation is FREE – If you send us the report we will lend you our expertise to help you understand your situation. Written Reports and Affidavits Discovery Documents – free by request, all you need to obtain the entire laboratory case file Mike is a leading forensic DNA expert with considerable experience in forensic biology. He is a clear and balanced expert opinion highly qualified provider to help lawyers, attorneys and lawyers support their clients and the criminal justice system. He is a very experienced scientist, whose career has focused on developing the ability to DNA analysis, defining standards, interpreting results, explaining evidence and providing advice to help both the defense and Processing equipment. Mike has a great depth of technical knowledge. As the chief DNA scientist (head of discipline) with the former Forensic Science Service (FSS), he established technical standards for DNA analytical processes, staff competencies and training. He was head of the Specialist Unit at FSS DNA and led the creation of the first dedicated facility of ultra-clean low template DNA. He has led the validation and implementation of several important new DNA processes. Through audit and process review, it can provide an effective and risk-based quality assurance, as it has for many years to the FSS, to the National DNA Database and to the courts.

Holding losses and hoping to break even is not an investing or trading plan. That is dumb money on suicide watch!

There is a second type of technical analysis that neither predicts or forecasts. This type is based on reacting to price action, as trend trader Martin Estlander notes: “We identify market trends, we do not predict them. Our models are kept reactive at all times.

Cricket is an art. Like all arts it has a technical foundation. To enjoy it does not require technical knowledge, but analysis that is not technically based is mere impressionism

If the market repeatedly tests a trend line many times in a relatively small number of bars and the market cannot drift far from that trend line, then either of two things will likely happen. Most of the time, the market will break through the trend line and attempt to reverse the trend. However, sometimes the market does the opposite and moves quickly away from the trend line as traders give up trying to break through it. The trend then accelerates rather than reverses.

नियम-कानून, बेवकूफों को आज्ञाकारी बनाने के लिए होते हैं, जबकि बुद्धिमानों के लिए मार्गदर्शक का काम करते हैं।

An investment in knowledge pays the best interest.” – Benjamin Franklin

Once the boundaries have been established, the next step is to make the operations and workflow visible with the assistance of a board or other aids. While identifying the individual steps of the process through which the workflow passes, Kanban groups should not let themselves be tempted to make the mistake of simply illustrating the official process as stipulated in project handbooks. Of course, there are organizations (such as military or infrastructure) that are required to adhere to strict processes. However, apart from these exceptions, official processes usually exhibit the weakness that they only exist on paper and barely correspond to actual reality. Such nonexistent processes are the wrong starting point for change. To orient ourselves around them would unnecessarily delay the change and/or improvement. In a technical kanban system, it is always the process currently being used in real life that should be visualized. The visualization is therefore also a task for the Kanban team—only the team knows how it actually functions. The identified steps in the process are listed in columns according to their operational sequence. Figure 3.1 shows a sample workflow of analysis, development, and testing represented using a visual board. As with most things in Kanban, there is no recommended layout for the board. We have seen boards visualizing the workflow in spiral form and boards using a motorway as a metaphor—anything that expresses the process as sensibly and clearly as possible is permissible. Many teams explicitly take note of the completion criteria (“definition of done”) for each step so that all team members share the same understanding of when the work has been finished.

When interest rates move up, the stock market moves down, and vice versa. Investors should be fully aware of this relationship, as it is the most important factor to consider in assessing long-term trends in the securities market;

When rates rise, bonds decline, and when rates fall, bonds advance.

As a general rule, the stock market trend follows the lead of the bond market, which is sensitive to interest rate directions.

When the Fed tightens and rates rise, the building industry suffers, and when the Fed is easing and rates decline, the housing market revives. Cyclical downturns are led by shrinking demand for durable goods—mainly, housing and autos.

Read the notes.Never buy a stock without reading the footnotes to the financial statements in the annual report. Usually labeled “summary of significant accounting policies,” one key note describes how the company recognizes revenue, records inventories, treats installment or contract sales, expenses its marketing costs, and accounts for the other major aspects of its business.7 In the other footnotes, watch for disclosures about debt, stock options, loans to customers, reserves against losses, and other “risk factors” that can take a big chomp out of earnings. Among the things that should make your antennae twitch are technical terms like “capitalized,” “deferred,” and “restructuring”—and plain-English words signaling that the company has altered its accounting practices, like “began,” “change,” and “however.” None of those words mean you should not buy the stock, but all mean that you need to investigate further. Be sure to compare the footnotes with those in the financial statements of at least one firm that’s a close competitor, to see how aggressive your company’s accountants are. Read more. If you are an enterprising investor willing to put plenty of time and energy into your portfolio, then you owe it to yourself to learn more about financial reporting. That’s the only way to minimize your odds of being misled by a shifty earnings statement. Three solid books full of timely and specific examples are Martin Fridson and Fernando Alvarez’s Financial Statement Analysis, Charles Mulford and Eugene Comiskey’s The Financial Numbers Game, and Howard Schilit’s Financial Shenanigans. 8

Successful long-term investors like Warren Buffett know that bear markets are buying opportunities.

Often, just a few stocks might lead the way and outperform the rest of the group. However, although some stocks might lag the initial strength of the group, in general they eventually catch up and follow the prevailing trend.

There are industry groups that are more sensitive to consumers’ spending than others and there are those which are most affected by interest rate fluctuations.

The rise of interest rates implies an increase in the cost of money, which tends to exercise downward pressure on the profit margins, sales, and earnings of all industry groups. Some, however, are more sensitive to rate fluctuations than others.

Two economic sectors that are particularly sensitive to interest rate trends are the building and auto industries.

Banks lead the interest rate cycle. They feel the brunt of rising interest rates and benefit from their decline. When interest rates rise, the spread between their cost of capital and their sources of revenue-loans declines. This, in turn, exercises pressure on profit margins and profitability. In addition, rising interest rates tend to have a negative effect on demand for credit, causing it to slow down.

While you can learn a lot about the markets by studying his infographics online, this book takes it a step further by explaining the timeless principles of technical analysis that measure the emotions and trends of the market. It illustrates how to trade price action and demystifies chart patterns with a common sense approach. It's important to realize that there's more to trading than memorizing patterns. It's critical that traders learn to manage their risk and their emotions for long term success, and Rolf does a great job of sharing these principles and making them applicable to technical chart analysis in all financial markets. Rolf set out to write the trading book he wished he had when he started his trading journey 15 years ago, and in the process, he created the book that every new trader will be thankful for

Structured methods for learning Method Uses Useful for Organizational climate and employee satisfaction surveys Learning about culture and morale. Many organizations do such surveys regularly, and a database may already be available. If not, consider setting up a regular survey of employee perceptions. Useful for managers at all levels if the analysis is available specifically for your unit or group. Usefulness depends on the granularity of the collection and analysis. This also assumes the survey instrument is a good one and the data have been collected carefully and analyzed rigorously. Structured sets of interviews with slices of the organization or unit Identifying shared and divergent perceptions of opportunities and problems. You can interview people at the same level in different departments (a horizontal slice) or bore down through multiple levels (a vertical slice). Whichever dimension you choose, ask everybody the same questions, and look for similarities and differences in people’s responses. Most useful for managers leading groups of people from different functional backgrounds. Can be useful at lower levels if the unit is experiencing significant problems. Focus groups Probing issues that preoccupy key groups of employees, such as morale issues among frontline production or service workers. Gathering groups of people who work together also lets you see how they interact and identify who displays leadership. Fostering discussion promotes deeper insight. Most useful for managers of large groups of people who perform a similar function, such as sales managers or plant managers. Can be useful for senior managers as a way of getting quick insights into the perceptions of key employee constituencies. Analysis of critical past decisions Illuminating decision-making patterns and sources of power and influence. Select an important recent decision, and look into how it was made. Who exerted influence at each stage? Talk with the people involved, probe their perceptions, and note what is and is not said. Most useful for higher-level managers of business units or project groups. Process analysis Examining interactions among departments or functions and assessing the efficiency of a process. Select an important process, such as delivery of products to customers or distributors, and assign a cross-functional group to chart the process and identify bottlenecks and problems. Most useful for managers of units or groups in which the work of multiple functional specialties must be integrated. Can be useful for lower-level managers as a way of understanding how their groups fit into larger processes. Plant and market tours Learning firsthand from people close to the product. Plant tours let you meet production personnel informally and listen to their concerns. Meetings with sales and production staff help you assess technical capabilities. Market tours can introduce you to customers, whose comments can reveal problems and opportunities. Most useful for managers of business units. Pilot projects Gaining deep insight into technical capabilities, culture, and politics. Although these insights are not the primary purpose of pilot projects, you can learn a lot from how the organization or group responds to your pilot initiatives. Useful for managers at all levels. The size of the pilot projects and their impact will increase as you rise through the organization.

Even with the advantage of a certain degree of historical perspective, such as we might expect to enjoy from our standpoint a few decades later, it is by no means easy to define the reasons why late twentieth-century society underwent so violent a process of fragmentation following a relatively long period of consolidation and homogenization. Two factors render the analysis especially difficult: first, the human mind is not particularly well adapted to reconciling information from disparate sources (e.g. personal experience with the content of a school history-lesson, data from a printed page with those from a vuset), and the alleged simplistic linearity of the Gutenberg era—if it ever existed—came to an end before it had affected more than a minuscule proportion of the species; and second, the process is not merely still going on—it’s still accelerating. “However, one can tentatively point to three major causes which, like tectonic events in the deep strata of the Earth’s crust, not only produce reverberations over enormous areas but actually create discontinuities sharp enough to be uniquely attributed: what one might call psychological landslides. “By far the most striking of these three is the unforeseen rejection of rationality which has overtaken us. Perhaps one might argue that it was foreshadowed in such phenomena as the adoption by that technically brilliant sub-culture, the Nazis, of Rassenwissenschaft, Hoerbiger’s prescientific Welteislehre, and similar incongruous dogmas. However, it was not until about two generations later that the principle emerged in a fully rounded form, and it became clear that the dearest ambition of a very large number of our species was to abdicate the power of reason altogether: ideally, to enjoy the same kind of life as a laboratory rat with electrodes implanted in the pleasure centers of his brain, gladly starving within reach of food and water.

THEORY

The extent to which the distinction between “social” and “intellectual” is accepted as unproblematic by observers of science may have significant consequences for the reports about science which they produce. The Social and the Scientific: The Observer’s Dilemma At one extreme, we can envisage the wholesale adoption by an observer of the distinction mentioned above. In this case, the observer holds an assumption that scientific phenomena occupy a realm largely distinct from that of social phenomena, and that it is only to the latter that the concepts, procedures, and expertise of sociology can be applied. As a result, the procedures and achievements central to scientists’ work become largely immune from sociological explanation. Approaches which implicitly adopt this standpoint have been roundly criticised on several grounds. Rather than repeat these criticisms in detail, we shall merely outline some of the main critical themes. Firstly, the decision to concentrate only on “social” rather than “technical” aspects of science severely limits the range of phenomena that can be selected as appropriate for study. Put simply, this means that there is no point in doing sociology of science unless one can clearly identify the presence of some politician breathing down the necks of working scientists. Where there is no such obvious interference by external agencies, it is argued, science can proceed without the need for sociological analysis. This argument hinges on a particularly limited notion of the occasional influence of sociopolitical factors; the substance of science proceeds unaffected if such factors are absent. Secondly, emphasis on “social” in contradistinction to “technical” can lead to the disproportionate selection of events for analysis which appear to exemplify “mistaken” or “wrong” science. As we shall show, an important feature of fact construction is the process whereby “social” factors disappear once a fact is established. Since scientists themselves preferentially retain (or resurrect) the existence of “social” factors where things scientific are thought to have gone wrong, the adoption of the same viewpoint by an observer will necessarily lead him to the analysis of the way social factors affect, or have given rise to, “wrong” beliefs.

Scientific achievements held to be correct should be just as amenable to sociological analysis as those thought to be wrong. Thirdly, emphasis on the “social” has led commentators to argue for some redress of an imbalance: not enough attention is thought to have been paid to the “technical.” For example, Whitley has argued that sociological interest in science is in danger of turning into a sociology of scientists rather than a fully fledged sociology of science:

When trading countertrend against a strong trend, it is imperative to wait for the signal bar to close before placing your order, and then only enter on a stop at one tick beyond the bar in the direction of your trade (if you are buying, buy at one tick above the high of the prior bar on a stop).

Chart

When Galileo divided experienced reality into two spheres, a subjective sphere, which he chose to exclude from science, and an objective sphere, freed theoretically from man's visible presence, but known through rigorous mathematical analysis, he was dismissing as unsubstantial and unreal the cultural accretions of meaning that had made mathematics-itself a purely subjective distillation-possible.

different from 3.5. However, it is different from larger values, such as 4.0 (t = 2.89, df = 9, p = .019). Another example of this is provided in the Box 12.2. Finally, note that the one-sample t-test is identical to the paired-samples t-test for testing whether the mean D = 0. Indeed, the one-sample t-test for D = 0 produces the same results (t = 2.43, df = 9, p = .038). In Greater Depth … Box 12.2 Use of the T-Test in Performance Management: An Example Performance benchmarking is an increasingly popular tool in performance management. Public and nonprofit officials compare the performance of their agencies with performance benchmarks and draw lessons from the comparison. Let us say that a city government requires its fire and medical response unit to maintain an average response time of 360 seconds (6 minutes) to emergency requests. The city manager has suspected that the growth in population and demands for the services have slowed down the responses recently. He draws a sample of 10 response times in the most recent month: 230, 450, 378, 430, 270, 470, 390, 300, 470, and 530 seconds, for a sample mean of 392 seconds. He performs a one-sample t-test to compare the mean of this sample with the performance benchmark of 360 seconds. The null hypothesis of this test is that the sample mean is equal to 360 seconds, and the alternate hypothesis is that they are different. The result (t = 1.030, df = 9, p = .330) shows a failure to reject the null hypothesis at the 5 percent level, which means that we don’t have sufficient evidence to say that the average response time is different from the benchmark 360 seconds. We cannot say that current performance of 392 seconds is significantly different from the 360-second benchmark. Perhaps more data (samples) are needed to reach such a conclusion, or perhaps too much variability exists for such a conclusion to be reached. NONPARAMETRIC ALTERNATIVES TO T-TESTS The tests described in the preceding sections have nonparametric alternatives. The chief advantage of these tests is that they do not require continuous variables to be normally distributed. The chief disadvantage is that they are less likely to reject the null hypothesis. A further, minor disadvantage is that these tests do not provide descriptive information about variable means; separate analysis is required for that. Nonparametric alternatives to the independent-samples test are the Mann-Whitney and Wilcoxon tests. The Mann-Whitney and Wilcoxon tests are equivalent and are thus discussed jointly. Both are simplifications of the more general Kruskal-Wallis’ H test, discussed in Chapter 11.19 The Mann-Whitney and Wilcoxon tests assign ranks to the testing variable in the exact manner shown in Table 12.4. The sum of the ranks of each group is computed, shown in the table. Then a test is performed to determine the statistical significance of the difference between the sums, 22.5 and 32.5. Although the Mann-Whitney U and Wilcoxon W test statistics are calculated differently, they both have the same level of statistical significance: p = .295. Technically, this is not a test of different means but of different distributions; the lack of significance implies that groups 1 and 2 can be regarded as coming from the same population.20 Table 12.4 Rankings of

of the Method, ensuring their continuous growth pertaining to analysis techniques and resources (see item 3.2 and Chapters 6 and 9) as well as to perfect Daily Routine Management (see Chapter 9). Promote the team's acquisition of technical knowledge (see items 2.2, 10.1, and 10.2). Ensure the establishment and continuous improvement of a recruiting and selection system (standardize the process). Participate in the recruiting and selection of

Technical Analysis of the Financial Markets,

Fundamental analysis often works, but it often fails. Technical analysis often works, and then it does not work. Economists speak of economic cycles, but none can be found analytically. Traders speak of market cycles; they too cannot be proven. To top it off, the critics of the EMH have been unable to offer an alternative that takes all the discrepancies into account. In few other areas are theory and practical experience in such little agreement.

The minds that solved these problems and carried out these designs were obviously minds of the highest order, with a unique combination of theoretic analysis, practical grasp, and imaginative foresight: Imhotep, who built the first stone pyramid at Sakkara, was a minister of state, an architect, an astronomer, and a physician. No narrowly trained specialists or 'experts' these, but men who moved freely over the entire area of existence, like the great artists of the Italian Renaissance. Their prowess and their self-confidence were equal to any occasion: indeed sometimes defied prudence and outstripped the powers of their mighty machines, as later in the embedded Assouan obelisk, weighing 1,168 tons, never finally detached from the solid rock.

Here are several rules that worked for me as I grew from a wild amateur into an erratic semiprofessional and finally into a calm professional trader. You may change this list to suit your personality. Decide that you are in the market for the long haul—that is, you want to be a trader even 20 years from now. Learn as much as you can. Read and listen to experts, but keep a degree of healthy skepticism about everything. Ask questions, and do not accept experts at their word. Do not get greedy and rush to trade—take your time to learn. The markets will be there, offering more good opportunities in the months and years ahead. Develop a method for analyzing the market—that is, “If A happens, then B is likely to happen.” Markets have many dimensions—use several analytic methods to confirm trades. Test everything on historical data and then in the markets, using real money. Markets keep changing—you need different tools for trading bull and bear markets and transitional periods as well as a method for telling the difference (see the sections on technical analysis). Develop a money management plan. Your first goal must be long-term survival; your second goal, a steady growth of capital; and your third goal, making high profits. Most traders put the third goal first and are unaware that goals 1 and 2 exist (see Section 9, “Risk Management”). Be aware that a trader is the weakest link in any trading system. Go to a meeting of Alcoholics Anonymous to learn how to avoid losses or develop your own method for cutting out impulsive trades. Winners think, feel, and act differently than losers. You must look within yourself, strip away your illusions, and change your old ways of being, thinking, and acting. Change is hard, but if you want to be a professional trader, you have to work on changing and developing your personality.

Since we are the prisoners of what we know, often we are unable even to imagine what we don’t know…Man, given the proper initiative and freedom to act, has repeatedly found alternatives to ambiguity and doom.

One of the best patterns in technical analysis is a false breakout. If prices dip below support and then rally back into the support zone, they show that bears have lost their chance. A

The farmers say ... “What does Wall Street know about farming?” Wall Street knows more than all the farmers put together ever knew, with all that the farmers have forgotten. It employs the ablest of the farmers, and its experts are better even than those of our admirable and little appreciated Department of Agriculture, whose publications Wall Street reads even if the farmer neglects them. –William P. Hamilton, 1925

Technical analysis involves reviewing actual price and volume action on share price charts to reach conclusions about the likely future direction of the price. In

Technical analysis is quicker and simpler than fundamental analysis. You may master the core principles of technical analysis just by reading some books, while you must study macro- and micro-economics to perform reliable fundamental analyses.

Organizer—Using work breakdown, estimating, and scheduling techniques, determines the complete work effort for the project, the proper sequence of the work activities, when the work will be accomplished, who will do the work, and how much the work will cost. • Point Man—Serves as the central point-of-contact for all oral and written project communications. • Quartermaster—Ensures the project has the resources, materials, and facilities its needs when it needs it. • Facilitator—Ensures that stakeholders and team members who come from different perspectives understand each other and work together to accomplish the project goals. • Persuader—Gains agreement from the stakeholders on project definition, success criteria, and approach; manages stakeholder expectations throughout the project while managing the competing demands of time, cost, and quality; and gains agreement on resource decisions and issue resolution action steps. • Problem Solver—Utilizes root-cause analysis process experience, prior project experiences, and technical knowledge to resolve unforeseen technical issues and to take any necessary corrective actions. • Umbrella—Works to shield the project team from the politics and “noise” surrounding the project, so they can stay focused and productive. • Coach—Determines and communicates the role each team member plays and the importance of that role to the project success, finds ways to motivate each team member, looks for ways to improve the skills of each team member, and provides constructive and timely feedback on individual performances. • Bulldog—Performs the follow-up to ensure that commitments are maintained, issues are resolved, and action items are completed. • Librarian—Manages all information, communications, and documentation involved in the project.

Trefis.com

Since we are the prisoners of what we know, often we are unable even to imagine what we don’t know…Man, given the proper initiative and freedom to

act, has repeatedly found alternatives to ambiguity and doom. – Walter Wriston (Former Chairman of Citicorp)

FIGURE 3.16 Trading Momentum in GS, December 2009

Whether you’re currently a marketing executive or a college grad about to enter the field—the first growth hackers have pioneered a new way. Some of their strategies are incredibly technical and complex. The strategies also change constantly; in fact, occasionally it might work only one time. This book is short because it sticks with the timeless parts. I also won’t weigh you down with heavy concepts like “cohort analysis” and “viral coefficients.”* Instead, we will focus on the mindset—it’s far and away the most important part. I start and end with my own experiences in this book, not because I am anyone special but because I think they illustrate a microcosm of the industry itself. The old way—where product development and

Figure 3.35 shows examples of nonstandard trend lines: FIGURE 3.35 Nonstandard Trend Lines in XLF A is drawn between lows in a downtrend instead of between highs in a downtrend. B is also drawn between lows in a downtrend. Furthermore, it ignores a large price spike in an effort to fit the line to later data. C is more of a best-fit line drawn through the center of a price area. These may be drawn freehand or via a procedure like linear regression. D is drawn between highs in an uptrend. E raises a critical point about trend lines: They are lines drawn between successive swings in the market. If there are no swings, there should be no trend line. It would be hard to argue that the market was showing any swings at E, at least on this time frame. This trend line may be valid on a lower time frame, but it is nonstandard on this time frame. In general, trend lines are tools to define the relationship between swings, and are a complement to the simple length of swing analysis. As such, one of the requirements for drawing trend lines is that there must actually be swings in the market. We see many cases where markets are flat, and it is possible to draw trend lines that touch the tops or bottoms of many consecutive price bars. With one important exception later in this chapter, these types of trend lines do not tend to be very significant. They are penetrated easily by the smallest motions in the market, and there is no reliable price action after the penetration. Avoid drawing these trend lines in flat markets with no definable swings.

Distinctiveness of This Book The book claims to be distinctive in several ways. First, it presents the breadth of case study research and its scholarly heritage, but also at a detailed and practical level. Other works do not offer as comprehensive a combination. Thus, the earlier versions of this book have been used as a complete portal to the world of case study research. Among its most distinctive features, the book provides a workable technical definition of the case study as a research method and its differentiation from other social science research methods (Chapter 1), an extensive discussion of case study designs (Chapter 2), and a continually expanding presentation of case study analysis techniques (Chapter 5

Technical Analysis, by Charlie Kirkpatrick and Julie Dahlquist.