Technical Drafting Quotes

I rolled my eyes. “Get your arses to work.” Storm barked at my tone and everyone laughed. I reached down and scratched his ears. “You can be on our team if you want, buddy.” Ryder cleared his throat. “He's a male.” Was he just figuring that out? “So?” “So,” Nico chimed in, “he is automatically drafted onto the men's team.” “That's a stupid technicality,” I stated. Alec smirked at me. “No, he is a male so therefore he is on the male's team.” I wanted to fight that, but Aideen tugged on my arm getting my attention. “Let them have him, all the fat shite does is sleep, fart, and eat. He is hardly goin' to help the competition.

The civil machinery which ensured the carrying out of this law, and the military organization which turned numbers of men into battalions and divisions, were each founded on a bureaucracy. The production of resources, in particular guns and ammunition, was a matter for civil organization. The movement of men and resources to the front, and the trench system of defence, were military concerns.” Each interlocking system was logical in itself and each system could be rationalized by those who worked it and moved through it. Thus, Elliot demonstrates, “It is reasonable to obey the law, it is good to organize well, it is ingenious to devise guns of high technical capacity, it is sensible to shelter human beings against massive firepower by putting them in protective trenches.” What was the purpose of this complex organization? Officially it was supposed to save civilization, protect the rights of small democracies, demonstrate the superiority of Teutonic culture, beat the dirty Hun, beat the arrogant British, what have you. But the men caught in the middle came to glimpse a darker truth. “The War had become undisguisedly mechanical and inhuman,” Siegfried Sassoon allows a fictional infantry officer to see. “What in earlier days had been drafts of volunteers were now droves of victims.”378 Men on every front independently discovered their victimization. Awareness intensified as the war dragged on. In Russia it exploded in revolution. In Germany it motivated desertions and surrenders. Among the French it led to mutinies in the front lines. Among the British it fostered malingering.

The idea of progress is contemporary with the age of enlightenment and with the bourgeois revolution. Of course, certain sources of its inspiration can be found in the seventeenth century; the quarrel between the Ancients and the Moderns already introduced into European ideology the perfectly absurd conception of an artistic form of progress. In a more serious fashion, the idea of a science that steadily increases its conquests can also be derived from Cartesian philosophy. But Turgot, in 1750, is the first person to give a clear definition of the new faith. His treatise on the progress of the human mind basically recapitulates Bossuet's universal history. The idea of progress alone is substituted for the divine will. "The total mass of the human race, by alternating stages of calm and agitation, of good and evil, always marches, though with dragging footsteps, toward greater and greater perfection." This optimistic statement will furnish the basic ingredient of the rhetorical observations of Condorcet, the official theorist of progress, which he linked with the progress of the State and of which he was also the official victim in that the enlightened State forced him to poison himself. Sorel was perfectly correct in saying that the philosophy of progress was exactly the philosophy to suit a society eager to enjoy the material prosperity derived from technical progress. When we are assured that tomorrow, in the natural order of events, will be better than today, we can enjoy ourselves in peace. Progress, paradoxically, can be used to justify conservatism. A draft drawn on confidence in the future, it allows the master to have a clear conscience. The slave and those whose present life is miserable and who can find no consolation in the heavens are assured that at least the future belongs to them. The future is the only kind of property that the masters willingly concede to the slaves.

In hunting and agriculture work had been a sacred function, one of collaborating with the forces of nature, and invoking the gods of fertility and organic abundance to countenance with their favor the efforts of the human community: pious exaltation and cosmic wonder mingled with strenuous muscular exercise and meticulous ritual. But for those who were drafted into the megamachine, work ceased to be a sacred function, willingly performed, with many pleasurable rewards in both the act and its fruition: it became a curse.

Halsey was neither a genius nor even a working scholar in any academic or technical field, but he had a quality of brilliance that may have been even more important in a combat capacity. He was, it was said, “brilliant in common sense.” He knew that battles and wars were won not principally with well-drafted paperwork or subtle diplomacy or high materials and engineering ratings aboard ship, but by something quite simple and direct: placing ordnance on target. He knew, working backward from there, that the quality of the mind and spirit of the men distributing that ordnance was at least as important as the mechanical state of the weapons themselves. And he knew that small and simple acts, trivial in themselves but intangibly powerful, raised and perfected that quality; sometimes those things were as prosaic as showing up and listening to people.

Benjamin Franklin Learned about Democracy by Observing Native Americans One of the Founding Fathers, Benjamin Franklin, actually spent quite a lot of time observing and socializing with the Iroquois tribe. During his interactions with the Native Americans, Franklin noticed that the Iroquois was in fact, a union of different tribes that were ruled by one chief. Their chief would only remain in power if the other tribes supported his actions, which technically made him an elected official. The Iroquois also had in place a system of checks and balances to make sure that no one abused their authority. Some historians speculate that Franklin introduced many of the things he learned from his interactions with the Native Americans when he and the other Founding Fathers drafted the United States Constitution.

The talks collapsed when Yanis Varoufakis, the Greek finance minister, objected to a draft statement according to which Athens would drop its fierce opposition to prolonging its bailout. The draft, obtained by the Financial Times, said Greece would agree to a six-month “technical extension”. “This would bridge the time for Greece authorities and the eurogroup to work on a follow-up arrangement,” reads the statement.

Anyhow, I've begun on the story we discussed. I will not refer specifically to what you said, but I've decided that it will have as its author Hawthorne Abendsen, the novelist in my novel MAN IN THE HIGH CASTLE who wrote THE GRASSHOPPER LIES HEAVY. I wrote & wrote . . . after all, I wrote my 4th novel EYE IN THE SKY in two weeks, so this merely shows I'm in love with what I'm doing. The title of Abendsen's yarn is, "A Man For No Countries," because he is unwanted in the USA where the Asshole Axis rule, and certainly not in Europe where Germany rules from . . . I did bio notes, the uncorrected carbons of which I'm enclosing; they were improved in a second draft, and can/will be cut as needed. And, as to the story, I finished the holographic first draft last night about the time our tomcat Pinky wants indoors to be fed, which is quite late, and at which time nothing, even Pinky, gets me out of bed. It is a short story, but I think a lot of it, Phil. I really do, and when I turn out a lousy one I usually know it and the other way around. I'll send you a carbon of the final, not of the rough, since the rough is in holo. Now, a technical problem. To whom do I send the yarn when I'm done? By contract, it must be to Scott Meredith; that is determined by law. But my own name must be on it, on the far left upper corner, not under the title, so he can see who sent it, and hence pay me. That is, receive pay. Who does pay, by the way? Ed Ferman or whoever buys it (if anyone)? Does it just go onto the market like all stories, OR—and this is crucial, maybe—should I mention to Scott Meredith that you should be involved . . . without mentioning certain details held in confidence between us? How do I handle it? I will sell it, in any case; I wrote MAN IN THE HIGH CASTLE in 1961 and ever since "they" have begged (well, asked me) to do more as a sequel. This story is in fact a follow-up, of Abendsen's life since, besides being an intrinsic plot-idea-theme story. So it'll sell, and Ed Ferman does like my stuff; he has commissioned a set of three stories from me, the last three I have done, including one for FINAL STATE or EDGE or whatever with Malzberg, and so would tend to want to buy it. So advise me, as I type up the final. And thanks for getting my literary ass in gear; God bless, Phil. [The story was never completed or published.]

Table Of Contents Introduction The Problem With Contracts The Smart Solution Distinctive Properties What You Need to Know What Is A Smart Contract? Blockchain and Smart Contracts Vitalik Buterin On Smart Contracts Digital and Real-World Applications How Smart Contracts Work Smart Contracts' Historical Background A definition of Smart Contracts The promise What Do All Smart Contracts Have in Common? Elements Of Smart Contracts Characteristics of Smart Contracts Capabilities of Smart Contracts Life Cycle Of A Smart Contract Why Are Smart Contracts Important? How Do Smart Contracts Work? What Does Smart Contract Code Look Like In Practice? The Structure of a Smart Contract Interaction with Traditional Text Agreements Are Smart Contracts Enforceable? Challenges With the Widespread Adoption of Smart Contracts Non-Technical Parties: How Can They Negotiate, Draft, and Adjudicate Smart Contracts? Smart Contracts and the Reliance on “Off-chain” Resources What is the "Final" Agreement Reached by the Parties? The Automated Nature of Smart Contracts Are Smart Contracts Reversible? Smart Contract Modification and Termination The Difficulties of Integrating Specified Ambiguity Into Smart Contracts Do Smart Contracts Really Guarantee Payment? Allocation of Risk for Attacks and Failures Governing Law and Location Best Practices for Smart Contracts Types Of Smart Contracts A Technical Example of a Smart Contract Smart Contract Use-Cases Smart Contracts in Action Smart Contracts and Blockchains In the Automobile Industry Smart Contracts and Blockchains in Finance Smart Contracts and Blockchains In Governments Smart Contracts And Blockchains In Business Management Smart Contracts and Blockchains in Initial Coin Offerings (ICOs) Smart Contracts and Blockchains In Rights Management (Tokens) Smart Contracts And Blockchains In NFTs - Gaming Technology Smart Contracts and Blockchains in the Legal Industry Smart contracts and Blockchains in Real Estate Smart Contracts and Blockchains in Corporate Structures - Building DAOs Smart Contracts and Blockchains in Emerging Technology Smart Contracts and Blockchains In Insurance Companies Smart Contracts and Blockchains in Finance Smart Contracts And Blockchains In Powering DEFI Smart Contracts  and Blockchains In Healthcare Smart Contracts and Blockchains In Other Industries What Smart Contracts Can Give You How Are Smart Contracts Created? Make Your Very Own Smart Contract! Are Smart Contracts Secure?

Star businesses needn’t be anything to do with technology. Only one of my five stars is a technology venture. The longest-running star business is surely the Coca-Cola Company, incorporated in 1888 and a consistent star business until the 1990s. For over a century, despite two world wars, the stock market crash of 1929 and the ensuing Great Depression, Coca-Cola remained a star. The global market for cola increased on trend by more than 10 per cent every year and Coke remained the dominant player in that market. The value of the company increased with remarkable consistency, even bucking the trend and rising from 1929 to 1945.The company used World War Two to its immense advantage. After Pearl Harbor, Coke boss Robert Woodruff pledged to ‘see that every man in uniform gets a bottle of Coca-Cola for five cents, wherever he is and whatever it costs our company’. The US administration exempted Coca-Cola that was sold to the military from all sugar rationing. The US Army gave Coke employees installing plants behind the front lines the pseudo-military status of ‘technical observers’. These ‘Coca-Cola Colonels’ were exempt from the draft but actually wore Army uniforms and carried military rank according to their company salaries. General Eisenhower, a self-confessed Coke addict, cabled urgently from North Africa on 29 June, 1943: ‘On early convoy request shipment three million bottled Coca-Cola (filled) and complete equipment for bottling, washing, capping same quantity twice monthly . . .’2 Coke became familiar throughout Europe during the war and continued its remarkably cosy arrangement with the US military in Germany and Japan during the postwar occupation. From the 1950s, Coke rode the wave of internationalisation. Roberto Goizueta, the CEO from 1980 to 1997, created more wealth for shareholders than any other CEO in history. He became the first CEO who was not a founder to become a billionaire. The business now rates a value of $104 billion.

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

Examine Analyze Compile Draft Edit Supervise Manage Oversee Assemble (exhibits for witness interview of . . . ) Address and resolve (technical issues in document review platform with vendor) Track (status of ongoing review projects or discovery work streams) Strategic discussion Tactical discussion Assist (with the deposition/interview/preparation of . . . ) Prepare Provide (feedback for staff attorneys for quality control) Finalize Build (list of key employees) Create (case chronology timeline; tracking spreadsheet of ongoing work flow and research assignments, etc.) Summarize Submit Assess (litigation strategy for client presentation) File (motion to dismiss . . . ) Participate (in client conference) Update Confer Notice two verbs that I did not include in the list: Review and Code. I never use these words. Biglaw associates do not review and code documents. That