Technical Support Quotes

Am going to cross Pacific on a wooden raft to support a theory that the South Sea islands were peopled from Peru. Will you come? I guarantee nothing but a free trip to Peru and the South Sea islands and back, but you will find good use for your technical abilities on the voyage. Reply at once.' Next day the following telegram arrived from Torstein: COMING. TORSTEIN.

When two people talk, they don’t just fall into physical and aural harmony. They also engage in what is called motor mimicry. If you show people pictures of a smiling face or a frowning face, they’ll smile or frown back, although perhaps only in muscular changes so fleeting that they can only be captured with electronic sensors. If I hit my thumb with a hammer, most people watching will grimace: they’ll mimic my emotional state. This is what is meant, in the technical sense, by empathy. We imitate each other’s emotions as a way of expressing support and caring and, even more basically, as a way of communicating with each other.

The legal stuff gets twisted too. The courts, instead of being fair judges, end up supporting this unfair takeover. It's like they're saying to the settlers, "Yep, go ahead, it's a court order, so technically you are not evil".

Nutritionists don't stop there, because they can't: they have to manufacture complication, to justify the existence of their profession. These new nutritionists have a major commercial problem with the evidence. There's nothing very professional or proprietary about 'Eat your greens,' so they have had to push things further. But unfortunately for them, the technical, confusing, overcomplicated, tinkering interventions that they promote - the enzymes, the exotic berries - are very frequently not supported by convincing evidence.

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When it first emerged, Twitter was widely derided as a frivolous distraction that was mostly good for telling your friends what you had for breakfast. Now it is being used to organize and share news about the Iranian political protests, to provide customer support for large corporations, to share interesting news items, and a thousand other applications that did not occur to the founders when they dreamed up the service in 2006. This is not just a case of cultural exaptation: people finding a new use for a tool designed to do something else. In Twitter's case, the users have been redesigning the tool itself. The convention of replying to another user with the @ symbol was spontaneously invented by the Twitter user base. Early Twitter users ported over a convention from the IRC messaging platform and began grouping a topic or event by the "hash-tag" as in "#30Rock" or "inauguration." The ability to search a live stream of tweets - which is likely to prove crucial to Twitter's ultimate business model, thanks to its advertising potential - was developed by another start-up altogether. Thanks to these innovations, following a live feed of tweets about an event - political debates or Lost episodes - has become a central part of the Twitter experience. But for the first year of Twitter's existence, that mode of interaction would have been technically impossible using Twitter. It's like inventing a toaster oven and then looking around a year later and discovering that all your customers have, on their own, figured out a way to turn it into a microwave.

Online learners need academic assistance technical assistance and cohort support.

Although our technical backgrounds were very different, we were both emotional about our work, perpetually optimistic, and gave our people unconditional support.

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

Project leaders must be champions of technical excellence; they must support and advocate technical excellence while maintaining a watchful eye on other project objectives.

Left-wing progressivism” and “managerialism” are synonymous since the solutions of the former always involve the expansion of the latter. To stay with the example of LGBT causes, these may seem remote from something as technical as “managerialism” but consider the armies of HR officer, diversity tsars, equality ministers, and so on that are supported today under the banner of “LGBT” and used to police and control enterprises. The “philanthropic” endeavours of the Ford Foundation in this regard laid the infrastructure and groundwork to setup new power centres for managerialism under the guise of this ostensibly unrelated cause. Similar case studies can be found in issues as diverse as racial equality, gender equality, Islamist terrorism, climate change, mental health, and the management of the COVID-19 pandemic. The LOGIC of managerialism is to create invisible “problems” which can, in effect, never truly be solved, but rather can permanently support managerial jobs that force some arbitrary compliance standard such as “unconscious bias training”, “net zero carbon”, the ratio of men and women on executive boards or whatever else.

He hadn’t taken drugs for many years, and had also given up drinking. According to Tony Visconti, he and David went to AA: “David found it very useful. We talk about being each other’s support system. If two people from the program sit together, that’s technically an AA meeting. Every two or three days we talk about it, although we don’t start and end with a prayer. I’ll say, ‘I’m coming up to my twelfth birthday,’ and he says, ‘Well it’s been my twenty-third.’ I ask, ‘Do you miss it?’ and he says, ‘I don’t miss it at all.

The first caller’s avatar appeared in front of me in my support chat room. His name and stats also appeared, floating in the air above him. He had the astoundingly clever name of “HotCock007.” I could see that it was going to be another fabulous day. HotCock007 was a hulking bald barbarian with studded black leather armor and lots of demon tattoos covering his arms and face. He was holding a gigantic bastard sword nearly twice as long as his avatar’s body. “Good morning, Mr. HotCock007,” I droned. “Thank you for calling technical support. I’m tech rep number 338645. How may I help you this evening?” The customer courtesy software filtered my voice, altering its tone and inflection to ensure that I always sounded cheerful and upbeat. “Uh, yeah …” HotCock007 began. “I just bought this bad-ass sword, and now I can’t even use it! I can’t even attack nothing with it. What the hell is wrong with this piece of shit? Is it broke?” “Sir, the only problem is that you’re a complete fucking moron,” I said. I heard a familiar warning buzzer and a message flashed on my display: COURTESY VIOLATION—FLAGS: FUCKING, MORON LAST RESPONSE MUTED—VIOLATION LOGGED

However, what appears to be efficient to individual companies along the stream—for example, purchase of one of the world’s fastest canning machines, operating at fifteen hundred cans per minute, to yield the world’s lowest fill cost per can—may be far from efficient when indirect labor (for technical support), upstream and downstream inventories, handling charges, and storage costs are included. Indeed, this machine may be much more expensive than a smaller, simpler, slower one able to make just what the next firm down the stream needs (Tesco in this case) and to produce it immediately upon receipt of the order rather than shipping from a large inventory.

Paul He paces the hallway getting more and more impatient with every stride. Having decided to go into work late today, he didn’t expect his flatmate, Lee, to make him even later. Paul has known Lee for five years. They first met whilst attending an interview for an IT support role. On the day of the interview the company decided to do a group interview with all the candidates for the positions that were available. Paul was paired with Lee and instantly disliked him as, only a few seconds after being introduced, Lee stole his pen. During the interview process, several technical questions were asked which Paul had answered correctly, but Lee’s answers were always incorrect with Paul having a feeling that Lee was making things up as he went along. The interview stages went well for Paul and, after being told that he had got the job, on his first day at the company, he was surprised to see Lee start work as well. Puzzled, Paul put it down to fact that Lee’s flirting with the HR lady that day had helped him get the job.

Autocrats can avoid the technical difficulties of gathering and redistributing wealth by authorizing their supporters to reward themselves directly. For many leaders, corruption is not something bad that needs to be eliminated. Rather it is an essential political tool. Leaders implicitly or sometimes even explicitly condone corruption. Effectively they license the right to extract bribes from the citizens. This avoids the administrative headache of organizing taxation and transferring the funds to supporters. Saddam Hussein’s sons were notorious for smuggling during the 1990s when Iraq was subject to sanctions. They made a fortune from the sanctions that were supposed to harm the regime.

Listening to the radio, I heard the story behind rocker David Lee Roth’s notorious insistence that Van Halen’s contracts with concert promoters contain a clause specifying that a bowl of M&M’s has to be provided backstage, but with every single brown candy removed, upon pain of forfeiture of the show, with full compensation to the band. And at least once, Van Halen followed through, peremptorily canceling a show in Colorado when Roth found some brown M&M’s in his dressing room. This turned out to be, however, not another example of the insane demands of power-mad celebrities but an ingenious ruse. As Roth explained in his memoir, Crazy from the Heat, “Van Halen was the first band to take huge productions into tertiary, third-level markets. We’d pull up with nine eighteen-wheeler trucks, full of gear, where the standard was three trucks, max. And there were many, many technical errors—whether it was the girders couldn’t support the weight, or the flooring would sink in, or the doors weren’t big enough to move the gear through. The contract rider read like a version of the Chinese Yellow Pages because there was so much equipment, and so many human beings to make it function.” So just as a little test, buried somewhere in the middle of the rider, would be article 126, the no-brown-M&M’s clause. “When I would walk backstage, if I saw a brown M&M in that bowl,” he wrote, “well, we’d line-check the entire production. Guaranteed you’re going to arrive at a technical error.… Guaranteed you’d run into a problem.” These weren’t trifles, the radio story pointed out. The mistakes could be life-threatening. In Colorado, the band found the local promoters had failed to read the weight requirements and the staging would have fallen through the arena floor.

There was no downtime between calls, because there were always several hundred morons in the call queue, all of them willing to wait on hold for hours to have a tech rep hold their hand and fix their problem. Why bother looking up the solution online? Why try to figure the problem out on your own when you could have someone else do your thinking for you?

Technically speaking, Khrushchev’s coup followed the methods of his dead and denounced master very closely. He too needed an outside force in order to win power in the party hierarchy, and he used the support of Marshal Zhukov and the army exactly the same way Stalin had used his relationships to the secret police in the succession struggle of thirty years ago.

Within each one of us there is a healer. Healing has always been a way and a deep source of joy for me. Healing is basically our own energy, which overflows from our inner being, from the meditative quality within, from the inner silence and emptiness. Healing is pure love in essence. Love is what creates healing. Love is the strongest force there is. The sheer presence of love is, in itself, healing. It is more the absence of love – than the presence of love –, which creates problems. Healing is a quality, which we can freely share without any ownership. Healing is not something that we can claim as our own; healing is to be a medium, a channel, for the whole. Healing is a medium through which we can develop our inner qualities of presence, love, joy, intuition, truth, silence, wisdom, creativity and inner wholeness. Healing comes originally from the silence within, where we are already in contact with the whole, with the divine. Healing is what makes us spread our inner wings of love and silence and soar high on the sky of consciousness and touch the stars. Healing is to be in service of God. People who have a quality of heart and sensitivity are naturally healing. With some people that we meet, we feel naturally uplifted and inspired. With other people that we meet, we become tired and heavy. With people, who can listen without judging and evaluating, it is easy to find the right words to share problems and difficulties. And with other people, it seems almost impossible to find the right words. People, who have a healing presence and quality, can support our own inner source of love, truth and silence through their presence. These people also seem to have an intuitive sensitivity to saying the right words, which lift and inspires us. This is the people whose presence can mirror the inner truth, which we already know deep within ourselves. The human heart is a healer, which heals others and ourselves. It is the hearts quality of love, acceptance and compassion, plus communication through words, that creates healing. A word that comes from the heart creates healing. A silent listening with a quality of presence and an accepting attitude creates space for healing to happen. Without love it is only possible to reach the personality of the other person, to reach the surface and periphery of the other person The gift of healing comes when we see the other person with love and compassion. It is the quality of heart, which creates the love and the genuine caring for the other person. When our words are carried by the quality of heart, you can say almost anything to the other person and he will still be able to be open and receptive. But if our words lack the quality of heart, it also becomes difficult for the other person to continue to be open and receptive. Even if a therapist is very skilful, technically, or has a clear clairvoyant ability, and still lacks the natural roots in the soil of the heart, then his words will not touch the heart of the other person.

But, the transformation — either into joint-stock companies and trusts, or into State-ownership — does not do away with the capitalistic nature of the productive forces. In the joint-stock companies and trusts, this is obvious. And the modern State, again, is only the organization that bourgeois society takes on in order to support the external conditions of the capitalist mode of production against the encroachments as well of the workers as of individual capitalists. The modern state, no matter what its form, is essentially a capitalist machine — the state of the capitalists, the ideal personification of the total national capital. The more it proceeds to the taking over of productive forces, the more does it actually become the national capitalist, the more citizens does it exploit. The workers remain wage-workers — proletarians. The capitalist relation is not done away with. It is, rather, brought to a head. But, brought to a head, it topples over. State-ownership of the productive forces is not the solution of the conflict, but concealed within it are the technical conditions that form the elements of that solution.

It is not that the historian can avoid emphasis of some facts and not of others. This is as natural to him as to the mapmaker, who, in order to produce a usable drawing for practical purposes, must first flatten and distort the shape of the earth, then choose out of the bewildering mass of geographic information those things needed for the purpose of this or that particular map. My argument cannot be against selection, simplification, emphasis, which are inevitable for both cartographers and historians. But the map-maker's distortion is a technical necessity for a common purpose shared by all people who need maps. The historian's distortion is more than technical, it is ideological; it is released into a world of contending interests, where any chosen emphasis supports (whether the historian means to or not) some kind of interest, whether economic or political or racial or national or sexual. Furthermore, this ideological interest is not openly expressed in the way a mapmaker's technical interest is obvious ("This is a Mercator projection for long-range navigation-for short-range, you'd better use a different projection"). No, it is presented as if all readers of history had a common interest which historians serve to the best of their ability. This is not intentional deception; the historian has been trained in a society in which education and knowledge are put forward as technical problems of excellence and not as tools for contending social classes, races, nations. To emphasize the heroism of Columbus and his successors as navigators and discoverers, and to de-emphasize their genocide, is not a technical necessity but an ideological choice. It serves- unwittingly-to justify what was done. My point is not that we must, in telling history, accuse, judge, condemn Columbus in absentia. It is too late for that; it would be a useless scholarly exercise in morality. But the easy acceptance of atrocities as a deplorable but necessary price to pay for progress (Hiroshima and Vietnam, to save Western civilization; Kronstadt and Hungary, to save socialism; nuclear proliferation, to save us all)-that is still with us. One reason these atrocities are still with us is that we have learned to bury them in a mass of other facts, as radioactive wastes are buried in containers in the earth. We have learned to give them exactly the same proportion of attention that teachers and writers often give them in the most respectable of classrooms and textbooks. This learned sense of moral proportion, coming from the apparent objectivity of the scholar, is accepted more easily than when it comes from politicians at press conferences. It is therefore more deadly. The treatment of heroes (Columbus) and their victims (the Arawaks)-the quiet acceptance of conquest and murder in the name of progress-is only one aspect of a certain approach to history, in which the past is told from the point of view of governments, conquerors, diplomats, leaders. It is as if they, like Columbus, deserve universal acceptance, as if they-the Founding Fathers, Jackson, Lincoln, Wilson, Roosevelt, Kennedy, the leading members of Congress, the famous Justices of the Supreme Court-represent the nation as a whole. The pretense is that there really is such a thing as "the United States," subject to occasional conflicts and quarrels, but fundamentally a community of people with common interests. It is as if there really is a "national interest" represented in the Constitution, in territorial expansion, in the laws passed by Congress, the decisions of the courts, the development of capitalism, the culture of education and the mass media.

arrived. Although human slavery was technically illegal, colonies were being raided for slaves—and that meant a market somewhere. "Normal" humans blamed heavyworlders; heavyworlders blamed the "lightweights" as they called them, and the wealthy mercantile families of the inner worlds complained bitterly about the cost of supporting an ever-growing Fleet which didn't seem to save either lives or property.

Dogmatic theology is, by its very nature, unchangeable. The same can be said in regard to the spirit of the law. Law was and is to protect the past and present status of society and, by its very essence, must be very conservative, if not reactionary. Theology and law are both of them static by their nature. Philosophy, law and ethics, to be effective in a dynamic world must be dynamic; they must be made vital enough to keep pace with the progress of life and science. In recent civilization ethics, because controlled by theology and law, which are static, could not duly influence the dynamic, revolutionary progress of technic and the steadily changing conditions of life; and so we witness a tremendous downfall of morals in politics and business. Life progresses faster than our ideas, and so medieval ideas, methods and judgments are constantly applied to the conditions and problems of modern life. This discrepancy between facts and ideas is greatly responsible for the dividing of modern society into different warring classes, which do not understand each other. Medieval legalism and medieval morals- the basis of the old social structure-being by their nature conservative, reactionary, opposed to change, and thus becoming more and more unable to support the mighty social burden of the modern world, must be adjudged responsible in a large measure for the circumstances which made the World War inevitable.

Much of the ability to help other people arises from personal power, but it would be naive to assert that nothing else is required. In large organizations, there are many resources available to a leader—money to pay for training, support staff, office space, tools to make work more efficient, access to helpful people. Such resources are not evenly distributed, and one of the requirements for becoming a problem-solving leader is to acquire organizational power so as to obtain resources for other innovators. Most

But for the coming of Christianity, who knows how the history of Europe would have developed ? Rome would have conquered all Europe, and the onrush of the Huns would have been broken on the legions. It was Christianity that brought about the fall of Rome—not the Germans or the Huns. What Bolshevism is achieving to-day on the materialist and technical level, Christianity had achieved on the metaphysical level. When the Crown sees the throne totter, it needs the support of the masses. It would be better to speak of Constantine the traitor and Julian the Loyal than of Gonstantine the Great and Julian the Apostate. What the Christians wrote against the Emperor Julian is approximately of the same calibre as what the Jews have written against us. The writings of the Emperor Julian, on the other hand, are products of the highest wisdom. If humanity took the trouble to study and understand history, the resulting consequences would have incalculable implications. One day ceremonies of thanksgiving will be sung to Fascism and National Socialism for having preserved Europe from a repetition of the triumph of the Underworld.

The social pyramid established during the Pyramid Age in the Fertile Crescent continued to be the model for every civilized society, long after the building of these geometric tombs ceased to be fashionable. At the top stood a minority, swollen by pride and power, headed by the king and his supporting ministers, nobles, military leaders, and priests. This minority's main social obligation was control of the megamachine, in either its wealth-producing or its illth-producing form. Apart from this, their only burden was the 'duty to consume.' In this respect the oldest rulers were the prototypes of the style-setters and taste-makers of our own over-mechanized mass society.

Henceforth, civilized society was divided roughly into two main classes: a majority condemned for life to hard labor, who worked not just for a sufficient living but to provide a surplus beyond their family or their immediate communal needs, and a 'noble' minority who despised manual work in any form, and whose life was devoted to the elaborate "performance of leisure," to use Thorstein Veblen's sardonic characterization. Part of the surplus went, to be just, to the support of public works that benefited all sections of the community; but far too large a share took the form of private display, luxurious material goods, and the ostentatious command of a large army of servants and retainers, concubines and mistresses. But in most societies perhaps the greatest portion of the surplus was drawn into the feeding, weaponing, and over-all operation of the military megamachine.

Researchers like Jonathan Winson, Gyorgy Buzsaki, Bruce McNaughton, and Matt Wilson believe memory consolidation occurs during sleep, and specifically that it is during sleep that the slow interleaving of information into cortical networks takes place. Recent studies support this notion. For example, Wilson and McNaughton recorded the activity of neurons in the rat hippocampus. Using technically sophisticated procedures, they were able to identify precise patterns of cell activity in the hippocampus as rats explored a novel environment. Subsequently, when the rats went to sleep, the neural patterns seemed to be repeated in the hippocampus, as if the rats were dreaming about the places they had explored. This is an impressive finding. Although it has not yet been demonstrated that the hippocampal playback during sleep is actually read and used by the cortex, the existing data are consistent with the possiblity.

the absence of an ‘international standard burglar’, the nearest I know to a working classification is one developed by a U.S. Army expert [118]. Derek is a 19-year old addict. He's looking for a low-risk opportunity to steal something he can sell for his next fix. Charlie is a 40-year old inadequate with seven convictions for burglary. He's spent seventeen of the last twenty-five years in prison. Although not very intelligent he is cunning and experienced; he has picked up a lot of ‘lore’ during his spells inside. He steals from small shops and suburban houses, taking whatever he thinks he can sell to local fences. Bruno is a ‘gentleman criminal’. His business is mostly stealing art. As a cover, he runs a small art gallery. He has a (forged) university degree in art history on the wall, and one conviction for robbery eighteen years ago. After two years in jail, he changed his name and moved to a different part of the country. He has done occasional ‘black bag’ jobs for intelligence agencies who know his past. He'd like to get into computer crime, but the most he's done so far is stripping $100,000 worth of memory chips from a university's PCs back in the mid-1990s when there was a memory famine. Abdurrahman heads a cell of a dozen militants, most with military training. They have infantry weapons and explosives, with PhD-grade technical support provided by a disreputable country. Abdurrahman himself came third out of a class of 280 at the military academy of that country but was not promoted because he's from the wrong ethnic group. He thinks of himself as a good man rather than a bad man. His mission is to steal plutonium. So Derek is unskilled, Charlie is skilled, Bruno is highly skilled and may have the help of an unskilled insider such as a cleaner, while Abdurrahman is not only highly skilled but has substantial resources.

I was delighted to hear that a number of people returned to see Orphée (as much as five or six times), to the amazement of the managements. This is significant, for the cinema is usually regarded as a place where one drops in for a little entertainment as one would for a glass of beer. This is why film societies, those Courts of Appeal, have so important a part to play, and why they deserve all the support we can give them. This is why I accepted nomination as President of the fédération des Cinéclubs. But, alas, even film societies are sometimes unable to retrieve old films, which the industrial squall sweeps away in order to clear a space for new ones. We had imagined that great actresses like Greta Garbo would be granted the privilege which was denied to a Rachel or a Sarah Bernhardt. But we were wrong. Today it is impossible to show Garbo in The lady of the Camelias for instance, to the young people who could not see the film when it came out, for all the copies have been meticulously destroyed. The lady of the Camelias is to be remade with new stars and new methods, using all the latest technical inventions, colour, three dimensions, and what not. It is a real disaster. Mrs B., the head of the new York Film Library, finds herself confronted with the same difficulties as Langlois of the Cinémathèque française whenever she endeavours to save a film from oblivion. She finds that she cannot obtain a single copy. Chaplin alone escapes that terrible destruction, because he is his own firm and consequently would not fall victim to the perpetual clearing. It is none the less true that fabulous sums are demanded for the showing of any one of his films, and if his very early films are still available it is because the present destructive legislation had not come into force when they were made. This is why René Clair demands the passing of a law of copyright deposit.

Arnold Harberger, Milton Friedman & Co. Inc., your modest proposal of partial equilibrium for the general good is not without its own internal contradictions. Moreover, you cannot take complete credit for this program of equilibriation. Although you and your colleagues and disciples at the Department of Economics of the University of Chicago may have dedicated two decades to the design of the program and the technical training of its executors, it took the approach of another major economic and political crisis of capitalism, analogous to that of the 1930's, to mobilize the political support and the military force to instal a government prepared to put your program of equilibration and your equilibrating experts to work in Chile - and you, Milton Friedman, are still waiting to put your part of the same program, complete with Brazilian style indexing, into practice at home for the glory and benefit of the bourgeoisie in the USA, whom you so faithfully serve as paid executors and executioners.

Societies to be integrated politically through an ideology are typically planned with a concern for the “output” of specifíc, politically desirable effects. For example, planning takes place with an eye to the goals of pow er politics or today especially with an eye to the goals of economic development. Such societies favor goal programs. Goal programs can be meaningful and successful only if the input of the political system can be varied and selected in conformity with the desired results— that is, only if the political system is relatively free to determine what kinds of information will influence it. The social expectations, demands, and conditions of political support must then be regulated ideologically, as soon as they are loosened from the unchanging bonds of tradition through the process of civilization and freed for a greater mobility. “Public Opinión” must be regulated in such a way that the dominance of ideological values and goals is not put into question and that there is only a technical and instrumental discussion about the best means by which to realize them.

The new prophets were men of a modest humane disposition: they brought life back to the village scale and the normal human dimensions; and out of this weakness they made a new kind of strength, not recognized in the palace or the marketplace. These meek, withdrawn, low-keyed, outwardly humble men appeared alone, or with a handful of equally humble followers, unarmed, unprotected. They did not look for institutional support: on the contrary, they dared to condemn and defy those in established positions, even predicting their downfall if they continued their established practices: "Mene, mene, tekel upharsin." "Thou art weighed in the balances and art found wanting." Even more intransigently than kings, the Axial prophets dared depart from customary usages and traditions, not only those of civilization, but the sexual cults, with their orgies and sacrifices that derived from neolithic practices. For them, nothing was sacred that did not lead to a higher life; and by higher they meant emancipated from both materialistic display and animal urgencies. Against the personified corporate power of kingship they stood for the precise opposite: the power of personality in each living soul.

The right Brand Promise isn’t always obvious. Naomi Simson — founder of one of the fastest-growing companies in Australia, RedBalloon — was sure she knew what to promise customers who want to give experiences such as hot air balloon rides as gifts, rather than flowers and chocolates. Her promises included an easy-to-use website for choosing one of over 2,000 experiences; recognizable packaging and branding (think Tiffany blue, only in red); and onsite support. It wasn’t until a friend and client mentioned that she was using the website as a source of ideas — but buying the experiences directly from the vendors — that Simson had an “Aha!” moment. She realized that other customers might be doing the same thing, assuming that RedBalloon must be marking up the price of the experiences to cover the costs of the website, packaging, and onsite support. To grow the business, she promised customers they would pay no more for the experiences they bought through RedBalloon than for those purchased directly from the suppliers; otherwise, customers would get 100% of their fee refunded. The company calls this promise, which is technically a pricing guarantee, a “100% Pleasure Guarantee,” to fit its brand.

our explosive growth was slowing down our pace of innovation. We were spending more time coordinating and less time building. More features meant more software, written and supported by more software engineers, so both the code base and the technical staff grew continuously. Software engineers were once free to modify any section of the entire code base to independently develop, test, and immediately deploy any new features to the website. But as the number of software engineers grew, their work overlapped and intertwined until it was often difficult for teams to complete their work independently. Each overlap created one kind of dependency, which describes something one team needs but can’t supply for itself. If my team’s work requires effort from yours—whether it’s to build something new, participate, or review—you’re one of my dependencies. Conversely, if your team needs something from mine, I’m a dependency of yours. Managing dependencies requires coordination—two or more people sitting down to hash out a solution—and coordination takes time. As Amazon grew, we realized that despite our best efforts, we were spending too much time coordinating and not enough time building. That’s because, while the growth in employees was linear, the number of their possible lines of communication grew exponentially. Regardless of what form it takes—and we’ll get into the different forms in more detail shortly—every dependency creates drag. Amazon’s growing number of dependencies delayed results, increased frustration, and disempowered teams.

The chorus of criticism culminated in a May 27 White House press conference that had me fielding tough questions on the oil spill for about an hour. I methodically listed everything we'd done since the Deepwater had exploded, and I described the technical intricacies of the various strategies being employed to cap the well. I acknowledged problems with MMS, as well as my own excessive confidence in the ability of companies like BP to safeguard against risk. I announced the formation of a national commission to review the disaster and figure out how such accidents could be prevented in the future, and I reemphasized the need for a long-term response that would make America less reliant on dirty fossil fuels. Reading the transcript now, a decade later, I'm struck by how calm and cogent I sound. Maybe I'm surprised because the transcript doesn't register what I remember feeling at the time or come close to capturing what I really wanted to say before the assembled White House press corps: That MMS wasn't fully equipped to do its job, in large part because for the past thirty years a big chunk of American voters had bought into the Republican idea that government was the problem and that business always knew better, and had elected leaders who made it their mission to gut environmental regulations, starve agency budgets, denigrate civil servants, and allow industrial polluters do whatever the hell they wanted to do. That the government didn't have better technology than BP did to quickly plug the hole because it would be expensive to have such technology on hand, and we Americans didn't like paying higher taxes - especially when it was to prepare for problems that hadn't happened yet. That it was hard to take seriously any criticism from a character like Bobby Jindal, who'd done Big Oil's bidding throughout his career and would go on to support an oil industry lawsuit trying to get a federal court to lift our temporary drilling moratorium; and that if he and other Gulf-elected officials were truly concerned about the well-being of their constituents, they'd be urging their party to stop denying the effects of climate change, since it was precisely the people of the Gulf who were the most likely to lose homes or jobs as a result of rising global temperatures. And that the only way to truly guarantee that we didn't have another catastrophic oil spill in the future was to stop drilling entirely; but that wasn't going to happen because at the end of the day we Americans loved our cheap gas and big cars more than we cared about the environment, except when a complete disaster was staring us in the face; and in the absence of such a disaster, the media rarely covered efforts to shift America off fossil fuels or pass climate legislation, since actually educating the public on long-term energy policy would be boring and bad for ratings; and the one thing I could be certain of was that for all the outrage being expressed at the moment about wetlands and sea turtles and pelicans, what the majority of us were really interested in was having the problem go away, for me to clean up yet one more mess decades in the making with some quick and easy fix, so that we could all go back to our carbon-spewing, energy-wasting ways without having to feel guilty about it. I didn't say any of that. Instead I somberly took responsibility and said it was my job to "get this fixed." Afterward, I scolded my press team, suggesting that if they'd done better work telling the story of everything we were doing to clean up the spill, I wouldn't have had to tap-dance for an hour while getting the crap kicked out of me. My press folks looked wounded. Sitting alone in the Treaty Room later that night, I felt bad about what I had said, knowing I'd misdirected my anger and frustration. It was those damned plumes of oil that I really wanted to curse out.

The second aspect of the moral appeal of the inner-child movement is consolation. Life is full of setbacks. People we love reject us. We don't get the jobs we want. We get bad grades. Our children don't need us anymore. We drink too much. We have no money. We are mediocre. We lose. We get sick. When we fail, we look for consolation, one form of which is to see the setback as something other than failure-to interpret it in a way that does not hurt as much as failure hurts. Being a victim, blaming someone else, or even blaming the system is a powerful and increasingly widespread form of consolation. It softens many of life's blows. Such shifts of blame have a glorious past. Alcoholics Anonymous made the lives of millions of alcoholics more bearable by giving them the dignity of a “disease” to replace the ignominy of “failure,” “immorality,” or “evil.” Even more important was the civil rights movement. From the Civil War to the early 1950s, black people in America did badly-by every statistic. How did this get explained? “Stupid,” “lazy,” and “immoral” were the words shouted by demagogues or whispered by the white gentry. Nineteen fifty-four marks the year when these explanations began to lose their power. In Brown v. Board of Education, the Supreme Court held that racial segregation in schools was illegal. People began to explain black failure as “inadequate education,” “discrimination,” and “unequal opportunity.” These new explanations are literally uplifting. In technical terms, the old explanations—stupidity and laziness—are personal, permanent, and pervasive. They lower self-esteem; they produce passivity, helplessness, and hopelessness. If you were black and you believed them, they were self-fulfilling. The new explanations—discrimination, bad schools, lean opportunities are impersonal, changeable, and less pervasive. They don't deflate self-esteem (in fact, they produce anger instead). They lead to action to change things. They give hope. The recovery movement enlarges on these precedents. Recovery gives you a whole series of new and more consoling explanations for setbacks. Personal troubles, you're told, do not result as feared from your own sloth, insensitivity, selfishness, dishonesty, self-indulgence, stupidity, or lust. No, they stem from the way you were mistreated as a child. You can blame your parents, your brother, your teachers, your minister, as well as your sex and race and age. These kinds of explanations make you feel better. They shift the blame to others, thereby raising self-esteem and feelings of self-worth. They lower guilt and shame. To experience this shift in perspective is like seeing shafts of sunlight slice through the clouds after endless cold, gray days. We have become victims, “survivors” of abuse, rather than “failures” and “losers.” This helps us get along better with others. We are now underdogs, trying to fight our way back from misfortune. In our gentle society, everyone roots for the underdog. No one dares speak ill of victims anymore. The usual wages of failure—contempt and pity—are transmuted into support and compassion. So the inner-child premises are deep in their appeal: They are democratic, they are consoling, they raise our self-esteem, and they gain us new friends. Small wonder so many people in pain espouse them.

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?

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it sprang from a conviction that the quality of the people on a project, and their organization and management, are much more important factors in success than are the tools they use or the technical approaches they take. Subsequent researches have supported that conviction. Boehm's COCOMO model finds that the quality of the team is by far the largest factor in its success, indeed four times more potent than the next largest factor.

Don’t be afraid to provide white glove customer support for early adopters to help them through the onboarding process. Sometimes automation also entails a host of emotional concerns, such as fear that someone’s job will be replaced by a shell script. By working one-on-one with early users, you can address those fears personally, and demonstrate that rather than owning the toil of performing a tedious task manually, the team instead owns the configurations, processes, and ultimate results of their technical work. Later adopters are convinced by the happy examples of early adopters.

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Millions of copies of drivers’ licenses, social security cards, and other supporting documents were faxed to a centralized document processing center in Grant County; so many of them disappeared that advocates started calling it “the black hole in Marion.” Each month the number of verification documents that vanished—were not attached properly to digital case files in a process called “indexing”—rose exponentially. According to court documents, in December 2007 just over 11,000 documents were unindexed. By February 2009, nearly 283,000 documents had disappeared, an increase of 2,473 percent. The rise in technical errors far outpaced increased system use. The consequences are staggering if you consider that any single missing document could cause an applicant to be denied benefits.

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.

In the Win/Win agreement, the following five elements are made very explicit: Desired results (not methods) identify what is to be done and when. Guidelines specify the parameters (principles, policies, etc.) within which results are to be accomplished. Resources identify the human, financial, technical, or organizational support available to help accomplish the results. Accountability sets up the standards of performance and the time of evaluation. Consequences specify—good and bad, natural and logical—what does and will happen as a result of the evaluation.

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Individuals support growth-oriented policies, because they believe growth will give them an ever increasing welfare. Governments seek growth as a remedy for just about every problem. In the rich world, growth is believed to be necessary for employment, upward mobility, and technical advance. In the poor world, growth seems to be the only way out of poverty. Many believe that growth is required to provide the resources necessary for protecting and improving the environment. Government and corporate leaders do all they can to produce more and more growth. For these reasons growth has come to be viewed as a cause for celebration. Just consider some synonyms for that word: development, progress, advance, gain, improvement, prosperity, success.

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.

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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

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EVERY STOCK HAS A MEMORY. It remembers the price points at which buyers “resist” buying more of it, called “resistance”, and price points at which sellers “resist” selling any more of it, called “support”.

a stock breaks through a strong resistance or support, it may indicate that the stock is now going to move to new levels.

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.

If charts are of high integrity, i.e. large volumes, large market capitalisations, large number of investors with no large holders of stocks, you have to look for uptrends and downtrends to trade. And, you have to stick to supports and resistances. If the charts are of low integrity, trade them only when there is an accumulation in process. During periods of accumulation, gains will be exponential.

Stock manipulators will also use their understanding of charts and trader psychology to “fake” supports and resistance in order to provide retail traders a confirmation that the stock is following a certain pattern. When they get enough people into the net, the stock’s prices will be manipulated to benefit the manipulators with large losses to unsuspecting traders. If you come across a stock where you find such manipulation, avoid it at all costs.

Stock prices have a memory. Resistance is the last major price area where the stock failed to continue climbing and began to fall back. Support

Even to-day, […] there are few men who doubt that motorcars will in five years’ time be more comfortable and cheaper than to-day. They believe in this as they believe that the sun will rise in the morning. The metaphor is an exact one. For, in fact, the common man, finding himself in a world so excellent, technically and socially, believes that it has been produced by nature, and never thinks of the personal efforts of highly-endowed individuals which the creation of this new world presupposed. Still less will he admit the notion that all these facilities still require the support of certain difficult human virtues, the least failure of which would cause the rapid disappearance of the whole magnificent edifice.

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On January 21, 2010, the Court announced its 5–4 decision in the Citizens United case, overturning a century of restrictions banning corporations and unions from spending all they wanted to elect candidates. The Court held that so long as businesses and unions didn’t just hand their money to the candidates, which could be corrupt, but instead gave it to outside groups that were supporting or opposing the candidates and were technically independent of the campaigns, they could spend unlimited amounts to promote whatever candidates they chose. To reach the verdict, the Court accepted the argument that corporations had the same rights to free speech as citizens.

After January 1, 1959, the Castro Revolution changed the way business was done in Cuba. Abruptly, supplies for Cubana were no longer available, most routes were altered or suspended, and many of the pilots deserted their jobs or were exiled. In May of 1960, the new Castro administration merged all of the existing Cuban airlines and nationalized them under a drastically restructured Cubana management. At the time, many of Cubana’s experienced personnel took advantage of their foreign connections, and left for employment with other airlines. During the Bay of Pigs Invasion in April of 1961, two of the remaining Cubana DC-3’s were destroyed in the selective bombing of Cuba’s airports. Actually the only civil aviation airport that was proven to be bombed was the Antonio Maceo Airport in Santiago de Cuba. During the following years, the number of hijackings increased and some aircraft were abandoned at American airports, as the flight crews sought asylum in the United States. This corporate instability, as well as political unrest, resulted in a drastic reduction of passengers willing to fly with Cubana. Of course, this resulted in a severe reduction in revenue, making the airline less competitive. The Castro régime reacted by blaming the CIA for many of Cubana’s problems. However, slowly, except to the United States, most of the scheduled flights were restored. Not being able to replace their aging fleet with American manufactured aircraft, they turned to the Soviet Union. Currently Cubana’s fleet includes Ukrainian designed and built Antonov An-148’s and An-158’s. The Cubana fleet also has Soviet designed and built Illyushin II-96’s and Tupolev TU-204’s built in Kazan, Russia. Despite daunting difficulties, primarily due to the United States’ imposed embargo and the lack of sufficient assistance from Canada, efforts to expand and improve operations during the 1990’s proved successful. “AeroCaribbean” originally named “Empresa Aero” was established in 1982 to serve as Cuba’s domestic airline. It also supported Cubana’s operations and undertook its maintenance. Today Cubana’s scheduled service includes many Caribbean, European, South and Central American destinations. In North America, the airline flies to Mexico and Canada. With Cuban tourism increasing, Cubana has positioned itself to be relatively competitive. However much depends on Cuba’s future relations with the United States. The embargo imposed in February of 1962 continues and is the longest on record. However, Cubana has continued to expand, helping to make Cuba one of the most important tourist destinations in Latin America. A little known fact is that although Cubana, as expected, is wholly owned by the Cuban government, the other Cuban airlines are technically not. Instead, they are held, operated and maintained by the Cuban military, having been created by Raúl Castro during his tenure as the Minister of the Revolutionary Armed Forces.

Change in society, social change, routinizes a key concept in sociology. Everyone knows what it means. Change brings a characteristic future of modernity into focus, namely permanent transformation, while basic concepts and the certainties that support them remain constant. Metamorphosis, by contrast, destabilizes these certainties of modern society. It shifts the focus to ‘being in the world’ and ‘seeing the world’, to events and processes which are unintended, which generally go unnoticed, which prevail beyond the domains of politics and democracy as side effects of radical technical and economic modernization. They trigger a fundamental shock, a sea change which explodes the anthropological constants of our previous existence and understanding of the world. Metamorphosis in this sense means simply that what was unthinkable yesterday is real and possible today.

How to provide awesome technical support Most back and forth happens because customers fail to explain their problem, or the support rep fails to understand the issue. Ask these questions: What is the error? What are the steps to reproduce the error? What are the desired results? Your software should have a public and a private facing log. The log should detail successful syncs and sync failures. Users should have an option to receive the log by email and view it on your website. In our log, we have code that checks for error messages. If the message contains a phrase, then a help article appears next to the error. This article is not only good for end-users but also for your support staff. Your employees can better understand the error and follow the standard operating procedures to resolve it. This system reduced our support costs by half.

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

Learn the power of “no” I was so busy working inside my company that I failed to work on it. I was answering support tickets, posting app store listings, making landing pages, writing low-level code, and doing other tasks that employees could’ve performed. If you can delegate work, do it. I should have said “no” to busywork and “yes” to growing my company. When I delegated work, I had time for professional development. Reading books on business and focusing on professional development were two reasons why my company grew into a mid-sized company. Too many founders focus on their day-to-day responsibilities. When I started, my issues were funding and product development. When my company became mid-sized, the issues centered around alignment, time-management, technical support, marketing, and automation. I learned how to set boundaries with customers and employees. Neglecting the power of “no” was why my company failed to reach the next level at certain stages. My boss at the software company was overwhelmed because he tried to perform the same work as his employees. He had hundreds of emails that remained unread. He once said he would wake up at 4am, but he still failed to complete all his tasks. Unlike him, I decided which problems were the most important to focus on. I transformed from a technician to an executive with a grand vision for the company.

From the beginning, the UX writer needs to know the business constraints, including resources available for localization and the timelines to coordinate engineering and UX content with content for marketing, sales, and support. We also need to know what languages the people using the experience are fluent in, on which devices, and in what contexts. As the experience develops, we need to know technical, display, and design constraints (like maximum URL lengths and text box sizes), which text needs to be coded before hardware is shipped, and which text can be updated from live services.

Well, at least I will have time to say goodbye to my customers." Ramón gave Julieta a quizzical look. "I get they will be upset with the changes, but they will still be glad that you are the chef." "You still don't get it Ramón, do you? Yes, I will be here. But many of my customers will no longer support the place if it's a corporate chain. Of course, you will get new customers, tourists from out of state and residents of the beach towns who think coming to Barrio Logan is some type of Mexican Disneyland, where they can buy churros and take selfies in front of Chicano murals. But many locals will avoid us like ICE. And there will be protesters, including members of my own family and my friends. I can guarantee that." Ramón's throat tightened. "Julieta, you are from the community. And I'm no gringo---I'm Mexican, too." "You're a coconut, Ramón. You may be technically Mexican, but you are not part of this community.

The 10 behaviors of Google’s best managers: Is a good coach. Empowers team and does not micromanage. Creates an inclusive team environment, showing concern for success and well-being. Is productive and results-oriented. Is a good communicator — listens and shares information. Supports career development and discusses performance. Has a clear vision/strategy for the team. Has key technical skills to help advise the team. Collaborates across the company. Is a strong decision maker.

Ruth is in a meeting about Virtual Learning Environments. It’s very dull and rather depressing. Steven, the head of technical support, is telling them that soon they will be able to communicate remotely with their students via something called Zoom. ‘You won’t have to see your students at all,’ he says with a cheery smile, ‘except on the computer screen.’ It sounds like a nightmare to Ruth. She frequently complains about her students—though not aloud now that she’s department head—but, in truth, interacting with them is one of the best things about the job. No intake is ever the same, which is why teaching stays so interesting. She gets a lot of satisfaction when a student, so shy in the first term that they can’t speak, suddenly becomes obsessed with Iron Age burials in the third and won’t stop talking about them. How will this manifest itself via this Zoom thingy? A song of the same name by Fat Larry’s Band comes into her head and, unfortunately, stays there.

In 1598, a pair of English brothers, Robert and Anthony Sherley, found their way to Persia, which was well into its “golden age” under the greatest of the Safavid monarchs, Shah Abbas. The Englishmen said they came in peace with an interesting proposition for the Persian king: they wanted to sell him cannons and firearms and they could promise technical support to back up their products—they would have their people come in and train the Shah’s people in the new weapons, teach military strategy to go with them, plus how to fix the weapons if they broke, things like that.

Can you create that value without incurring commensurate costs? Buyer value can arise throughout the value chain. It can come from product design, for example, as it does for Whirlwind Wheelchair. It can come from choices in the inputs used or the production process itself, both of which are key to the success of In-N-Out Burger, a chain of over 230 hamburger restaurants that uses only the freshest ingredients and prepares its limited menu on-site. It can be created by the selling experience, as any visitor to an Apple Store will tell you. Or, it can arise from after-sales support activities. Every Apple Store, for example, has a Genius Bar where customers can go for free help with technical questions.

Having hit on this “theory,” I began to recognize checklists in odd corners everywhere—in the hands of professional football coordinators, say, or on stage sets. Listening to the radio, I heard the story behind rocker David Lee Roth’s notorious insistence that Van Halen’s contracts with concert promoters contain a clause specifying that a bowl of M&M’s has to be provided backstage, but with every single brown candy removed, upon pain of forfeiture of the show, with full compensation to the band. And at least once, Van Halen followed through, peremptorily canceling a show in Colorado when Roth found some brown M&M’s in his dressing room. This turned out to be, however, not another example of the insane demands of power-mad celebrities but an ingenious ruse. As Roth explained in his memoir, Crazy from the Heat, “Van Halen was the first band to take huge productions into tertiary, third-level markets. We’d pull up with nine eighteen-wheeler trucks, full of gear, where the standard was three trucks, max. And there were many, many technical errors—whether it was the girders couldn’t support the weight, or the flooring would sink in, or the doors weren’t big enough to move the gear through. The contract rider read like a version of the Chinese Yellow Pages because there was so much equipment, and so many human beings to make it function.” So just as a little test, buried somewhere in the middle of the rider, would be article 126, the no-brown-M&M’s clause. “When I would walk backstage, if I saw a brown M&M in that bowl,” he wrote, “well, we’d line-check the entire production. Guaranteed you’re going to arrive at a technical error.… Guaranteed you’d run into a problem.” These weren’t trifles, the radio story pointed out. The mistakes could be life-threatening. In Colorado, the band found the local promoters had failed to read the weight requirements and the staging would have fallen through the arena floor. “David Lee Roth had a checklist!” I yelled at the radio.

Take a look at your calendar and write down your role in meetings. This goes for explicit roles, like owning a meeting’s agenda, and also for more nuanced roles, like being the first person to champion others’ ideas, or the person who is diplomatic enough to raise difficult concerns. Take a second pass on your calendar for non-meeting stuff, like interviewing and closing candidates. Look back over the past six months for recurring processes, like roadmap planning, performance calibrations, or head count decisions, and document your role17 in each of those processes. For each of the individuals you support, in which areas are your skills and actions most complementary to theirs? How do you help them? What do they rely on you for? Maybe it’s authorization, advice navigating the organization, or experience in the technical domain. Audit inbound chats and emails for requests and questions coming your way. If you keep a to-do list, look at the categories of the work you’ve completed over the past six months, as well as the stuff you’ve been wanting to do but keep putting off. Think through the external relationships that have been important for you in your current role. What kinds of folks have been important, and who are the strategic partners that someone needs to know?

While technical support owns customer issues, sales own the customer relationship,

Which company is best for using construction Project work? The Shree Siva Balaaji Steels project is a significant endeavor that encompasses the establishment and operation of a modern and advanced steel manufacturing facility. This project represents a fusion of innovation, cutting-edge technology, and industrial expertise, aimed at delivering high-quality steel products to meet the growing demands of various sectors. Key Features: State-of-the-Art Manufacturing Plant: The project involves the construction and operation of a state-of-the-art manufacturing plant equipped with the latest machinery, automation systems, and environmentally friendly processes. This allows for efficient production and reduced environmental impact. Diverse Product Range: Shree Siva Balaaji Steels aims to offer a diverse range of steel products to cater to different industries such as construction, automotive, infrastructure, and manufacturing. This versatility enables the company to meet the varying needs of clients and partners. Quality Assurance: A cornerstone of the project is its commitment to delivering high-quality steel products. The facility adheres to strict quality control measures and follows international standards to ensure that the end products are durable, reliable, and meet or exceed industry specifications. Sustainability Focus: The project places a strong emphasis on sustainability and environmentally conscious practices. Energy-efficient processes, recycling initiatives, and waste reduction strategies are integrated into the manufacturing process to minimize the ecological footprint. Employment Opportunities: Shree Siva Balaaji Steels contributes to local economies by creating employment opportunities across various skill levels, from skilled labor to technical experts. This helps stimulate economic growth in the region surrounding the manufacturing facility. Collaboration and Partnerships: The project fosters collaborations with suppliers, distributors, and clients, establishing strong relationships within the steel industry. This network facilitates efficient supply chain management and enables the company to provide tailored solutions to its customers. Innovation and Research: The project invests in research and development to constantly improve manufacturing processes, product quality, and the development of new steel products. This dedication to innovation positions the company at the forefront of the steel industry. Community Engagement: Shree Siva Balaaji Steels is committed to engaging with local communities and implementing corporate social responsibility initiatives. These efforts include supporting education, healthcare, and other community-centric projects, fostering goodwill and positive impact. Vision: The Shree Siva Balaaji Steels project envisions becoming a leading name in the steel manufacturing sector, renowned for its exceptional quality, technological innovation, and sustainability practices. By adhering to its core values of integrity, excellence, and environmental responsibility, the project strives to contribute positively to the industry and the communities it operates within.

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By the time Stalin died he had rehabilitated and magnified all the most repulsive features of the ancient megamachine, while his scientific and technical collaborators, both voluntarily and under compulsion, had already begun to construct the principal components of the modernized megamachine. Because of its head start, the archaic form even now still dominates the Soviet system, though powerfully re-enforced by the new agents. The fact that Stalin, like Lenin before him, was treated at death to the ancient Egyptian process of mummification, and was put on view for public worship, makes the parallel almost too neat to seem anything but contrived-as if invented by me to support one of the major themes of this book. But so it actually was.

volumes where it is particularly and professedly delivered; and, by proper attention to the rules of derivation, the orthography was soon adjusted. But to COLLECT the WORDS of our language was a task of greater difficulty: the deficiency of dictionaries was immediately apparent; and when they were exhausted, what was yet wanting must be sought by fortuitous and unguided excursions into books, and gleaned as industry should find, or chance should offer it, in the boundless chaos of a living speech. My search, however, has been either skilful or lucky; for I have much augmented the vocabulary. As my design was a dictionary, common or appellative, I have omitted all words which have relation to proper names; such as Arian, Socinian, Calvinist, Benedictine, Mahometan; but have retained those of a more general nature, as Heathen, Pagan. Of the terms of art I have received such as could be found either in books of science or technical dictionaries; and have often inserted, from philosophical writers, words which are supported perhaps only by a single authority, and which being not admitted into general use, stand yet as candidates or probationers, and must depend for their adoption on the suffrage of futurity. The words which our authours have introduced by their knowledge of foreign languages, or ignorance of their own, by vanity or wantonness, by compliance with fashion or lust of innovation, I have registred as they occurred, though commonly only to censure them, and warn others against the folly of naturalizing useless foreigners to the injury of the natives. I have not rejected any by design, merely because they were unnecessary or exuberant; but have received those which by

People were killed, most of them Palestinians, including unarmed innocents. People are supposed to read this and say, "Wow, a supporter of Israel is saying that?! He must be honest! According to the United Nations, 96.5% of the deaths in this summer's Gaza War (including Israeli soldiers) were those of Palestinians (2,104 out of 2,179). "Most" means "majority." "Majority" means "more than half the total." 96.5% is not "most." 96.5% is "almost all." Sure, in this statement, "most" might be technically accurate, but it's not precise, sincere, or complete. When you hear "most," you don't think, "Oh, he must mean 96.5%." Also, 70% of the Palestinian deaths were those of unarmed innocents, including 495 children. "Many" means "numerous." "Many doesn't necessarily suggest any sort of relative proportion to the total. 70% is not "many." Actually, 70% is "most." Sure, "many" might be technically accurate, but, again, it's not precise, sincere, or complete. When you hear "many," you don't think, "Oh, he must mean 70%." Friedman does not use any statistics in his assessment. And why would he? It would have sounded quite different if he had written, "People were killed, almost all of them Palestinians, most of them unarmed innocents." But Friendman, who is attempting to make a point about journalistic integrity, is not interested in being specific here. He is practicing "truthful deception.

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as the Russians press on the Poles from the east, the Germans won’t have an appetite for a third war with Russia. The United States, however, will back Poland, providing it with massive economic and technical support.

When technical experts mystify their audiences rather than enlighten them, they lose support—and “no” is always an easier answer than “yes.

No king could move safely or effectively without the support of such organized 'higher knowledge,' any more than the Pentagon can move today without consulting its specialized scientists, technical experts, games theorists and computers-a new hierarchy supposedly less fallible than the entrail-diviners, but, to judge by their gross miscalculations, not notably so. To be effective, this kind of knowledge must remain a secret priestly monopoly. If everyone had equal access to the sources of knowledge and to the system of interpretation, no one would believe in their infallibility, since their errors could then not be concealed. Hence the shocked protest of Ipu-wer against the revolutionaries who overthrew the Old Kingdom in Egypt was based on the fact that the "secrets of the temple lay unbared"; that is, they had made 'classified information' public. Secret knowledge is the key to any system of total control. Until printing was invented, the written word remained largely a class monopoly. Today the language of higher mathematics plus computerism has restored both the secrecy and the monopoly, with a consequent resumption of totalitarian control.

The importance of the bureaucratic link and the source of power-the divine king-and the actual human machines that performed the works of construction or destruction can hardly be exaggerated: all the more because it was the bureaucracy that collected the annual taxes and tributes that supported the new social pyramid and forcibly assembled the manpower that formed the new mechanical fabric. The bureaucracy was, in fact, the third type of 'invisible machine'-one might call it a communications-machine-co-existing with the military and labor machines, and an integral part of the final totalitarian structure.

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

As a candidate for governor, he vowed renewed support for the State University of New York (SUNY)—in truth hardly a university at all, but an undistinguished jumble of twenty-nine teachers colleges, agricultural schools, technical institutes, and medical schools, the entire underfunded system serving thirty-nine thousand students. Only one institution of the lot, Binghamton’s Harpur College, bestowed a liberal arts degree.

After the probe does its thing, the Jarada make contact: they want to talk to the Captain, and are offended that they can’t immediately speak to the person in charge, which would explain why the Jarada destroyed every planet in the Dell Technical Support system.

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What is the life of one person worth? Although the Supreme leader Kim Jong-un is not suicidal, life to him is relatively cheap, after all he had his half-brother murdered. The countries population of almost 25 million people is harshly subjugated and the military consists of 5,200,000 men and women both active and in the reserves. Although his military ranks as 25th of the worlds military powers, it is the development of nuclear weapons and their delivery systems that makes Kim Jong-un so dangerous. It is estimated that they have about a dozen nuclear devices that could most likely be delivered as far as Japan. Of course their future targets, including the United States are more ambitious. In contrast to their troop strength, the United States has 1,400,000 personnel under arms, South Korea has only 624,465 and China has 2,333,000 personnel. Our advantage is primarily technical, however regardless of our superiority in battlefield technology, oil which they get from China, remains the lifeblood of their supporting economy and army. North Korea has threatened to fire missiles at the U. S. military bases in Okinawa and Guam. The reality of a war is that we would most likely win such a conflict but at a very high cost. The biggest losers of a war on the Korean Peninsula would be South Korea, North Korea and the United States in that order. If there were to be a winner it would be Russia. What are we thinking? Perhaps we should come up with a better strategy.

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