Users Inspiring Quotes

Your life was meant for more than being a life-long doormat for deadbeats, losers, gossipers, nay-sayers, dream-crushers, energy vampires, users, abusers, ragers and passive-aggressive backstabbers.

The systematic looting of language can be recognized by the tendency of its users to forgo its nuanced, complex, mid-wifery properties for menace and subjugation. Oppressive language does more than represent violence; it is violence; does more than represent the limits of knowledge; it limits knowledge. Whether it is obscuring state language or the faux-language of mindless media; whether it is the proud but calcified language of the academy or the commodity driven language of science; whether it is the malign language of law-without-ethics, or language designed for the estrangement of minorities, hiding its racist plunder in its literary cheek - it must be rejected, altered and exposed. It is the language that drinks blood, laps vulnerabilities, tucks its fascist boots under crinolines of respectability and patriotism as it moves relentlessly toward the bottom line and the bottomed-out mind. Sexist language, racist language, theistic language - all are typical of the policing languages of mastery, and cannot, do not permit new knowledge or encourage the mutual exchange of ideas. - Toni Morrison, Nobel Lecture, 1993

But we were different now. I wanted only his pain, and judging from the girl he’d come home with last night, Madoc was still the same. A user.

I tell my life’s story for that humble reason which has inspired every user of the form: to prove to the world I am a great man. I shall fail, of course, like the others.

For every woman, there is that one man who could get her to go anywhere he wanted her to go, do anything he wanted her to do—reach into her soul and turn her whole world on its ear—challenge everything she thought she believed. Highlighted by 24 Kindle users

Winning products come from the deep understanding of the user’s needs combined with an equally deep understanding of what’s just now possible.

The movie Koyaanisqatsi shows non-commented time-lapse footage and focuses our attention on the very rhythm of our civilized modern life and nature. A marijuana high can do something for a user similar to what this time-lapse footage does. The enhancement of episodic memory and the acceleration of associative streams of memories can alter and enhance our recognition of patterns in our lives in various ways. If we are presented with quick associative chains of past experiences, we can see a pattern in a body of information that is usually not at once presented to our “inner eye” as such.

This is my life's work. It is a user's manual to the human being, a parenting book ... and how to be the best you can be.

she was lucky if he stood behind her. Not so lucky if he came to crush her. And a woman might only learn the truth of it—when he walked out of her life. Highlighted by 9 Kindle users

You were born a giver, don't die a taker. You were born an earner, don't die a begger. You were born a sharer, don't die a hoader. You were born a lover, don't die a hater. You were born a builder, don't die a destroyer. You were born a creator, don't die an immitator. You were born a leader, don't die a follower. You were born a learner, don't die a teacher. You were born a doer, don't die a talker. You were born a dreamer, don't die a doubter. You were born a winner, don't die a loser. You were born an encourager, don't die a shamer. You were born a defender, don't die an aggressor. You were born a liberator, don't die an executioner. You were born a soldier, don't die a murderer. You were born an angel, don't die a monster. You were born a protecter, don't die an attacker. You were born an originator, don't die a repeater. You were born an achiever, don't die a quitter. You were born a victor, don't die a failure. You were born a conqueror, don't die a warrior. You were born a contender, don't die a joker. You were born a producer, don't die a user. You were born a motivator, don't die a discourager. You were born a master, don't die an amateur. You were born an intessessor, don't die an accusor. You were born an emancipator, don't die a backstabber. You were born a sympathizer, don't die a provoker. You were born a healer, don't die a killer. You were born a peacemaker, don't die an instigater. You were born a deliverer, don't die a collaborator. You were born a savior, don't die a plunderer. You were born a believer, don't die a sinner.

Find a group of people who challenge and inspire you, spend a lot of time with them, and it will change your life.

If you think user research is expensive, you should look at the cost of building the wrong thing.

Failure was part of the path. It was worth the risk. In fact, it was a critical component of growth. By sharing it with our users, we were showing our ultimate confidence in ourselves and our success. We weren’t quitting, and we hoped our faith would inspire theirs.

As you navigate through the rest of your life, be open to collaboration. Other people and other people’s ideas are often better than your own. Find a group of people who challenge and inspire you, spend a lot of time with them, and it will change your life. — Amy Poehler

Where a lot of novice product people go sideways is when they create a high‐fidelity user prototype and they put it in front of 10 or 15 people who all say how much they love it. They think they've validated their product, but unfortunately, that's not how it works. People say all kinds of things and then go do something different.

If you find that you are having real trouble recruiting charter users and customers, then it’s very likely you are chasing a problem that isn’t that important, and you will probably have a very hard time selling this product. This is one of the very first reality checks to make sure you are spending your time on something worthwhile.

Habit Testing.” It is a process inspired by the build-measure-learn methodology championed by the lean startup movement. Habit Testing offers insights and actionable data to inform the design of habit-forming products. It helps clarify who your devotees are, what parts of your product are habit-forming (if any), and why those aspects of your product are changing user behavior.

As the scholar of English literature Marty Roth notes, while modern writers from Eugene O’Neill to Hemingway have explicitly denied the role of alcohol in their art, “this disclaimer, when it comes from a heavy drinker, is more likely to be part of an alcoholic alibi system than a statement of fact.”14 In any case, it is impossible to ignore the fact that an inordinate proportion of writers, poets, artists, and musicians are also heavy users of liquid inspiration, willing to put up with the physical and sometimes financial and personal costs in return for an unleashed mind.

Instead of storing those countless microfilmed pages alphabetically, or according to subject, or by any of the other indexing methods in common use—all of which he found hopelessly rigid and arbitrary—Bush proposed a system based on the structure of thought itself. "The human mind . . . operates by association," he noted. "With one item in its grasp, it snaps instantly to the next that is suggested by the association of thoughts, in accordance with some intricate web of trails carried by the cells of the brain. . . . The speed of action, the intricacy of trails, the detail of mental pictures [are] awe-inspiring beyond all else in nature." By analogy, he continued, the desk library would allow its user to forge a link between any two items that seemed to have an association (the example he used was an article on the English long bow, which would be linked to a separate article on the Turkish short bow; the actual mechanism of the link would be a symbolic code imprinted on the microfilm next to the two items). "Thereafter," wrote Bush, "when one of these items is in view, the other can be instantly recalled merely by tapping a button. . . . It is exactly as though the physical items had been gathered together from widely separated sources and bound together to form a new book. It is more than this, for any item can be joined into numerous trails." Such a device needed a name, added Bush, and the analogy to human memory suggested one: "Memex." This name also appeared for the first time in the 1939 draft. In any case, Bush continued, once a Memex user had created an associative trail, he or she could copy it and exchange it with others. This meant that the construction of trails would quickly become a community endeavor, which would over time produce a vast, ever-expanding, and ever more richly cross-linked web of all human knowledge. Bush never explained where this notion of associative trails had come from (if he even knew; sometimes things just pop into our heads). But there is no doubt that it ranks as the Yankee Inventor's most profoundly original idea. Today we know it as hypertext. And that vast, hyperlinked web of knowledge is called the World Wide Web.

Enter Justine Putet, of whom it is now time to speak. Imagine a swarthy-looking, ill-tempered person, dried-up and of viperish disposition, with a bad complexion, an evil expression, a cruel tongue, defective internal economy, and (over all this) a layer of aggressive piety and loathsome suavity of speech. A paragon of virtue of a kind that filled you with dismay, for virtue in such a guise as this is detestable to behold, and in this instance it seemed to be inspired by a spirit of hatred and vengeance rather than by ordinary feelings of kindness. An energetic user of rosaries, a fervent petitioner at her prayers, but also an unbridled sower of calumny and clandestine panic. In a word, she was the scorpion of Clochemerle, but a scorpion disguised as a woman of genuine piety.

Seth Godin, author of more than a dozen bestsellers, including Purple Cow and Permission Marketing, understands the importance of frequency and consistency in a book marketing and public relations campaign. He practices these through following these seven steps: Permission marketing. This is a process by which marketers ask permission before sending ads to prospects. Godin pioneered the practice in 1995 with the founding of Yoyodyne, the Web’s first direct mail and promotions company (it used contests, online games, and scavenger hunts to market companies to participating users). He sold it to Yahoo! three years later. Editorial content. Godin was a long-time contributing editor to the popular Fast Company magazine. Blogging. Seth's Blog is one of the most-frequented blogs. Public speaking. Successful Meetings magazine named Godin one of the top 21 speakers of the 21st century. Words used to describe his lectures include "visual," "personal," and "dynamic." Community-building. His latest company, Squidoo.com, ranked among the top 125 sites in the U.S. (by traffic) by Quantcast, allows people to build a page about any topic that inspires them. The site raises money for charity and pays royalties to its million-plus members. E-books. Godin took a step to publish all his books electronically, then worked with Amazon on his own imprint, Domino, which published 12 books. Recently, Godin ended that project – since as he said in a blog, it was a "project" and he is always looking for more and different opportunities. Continuous improvement. Godin is always on the lookout for more ideas, more business opportunities and more engagement with his community.

Well before the end of the 20th century however print had lost its former dominance. This resulted in, among other things, a different kind of person getting elected as leader. One who can present himself and his programs in a polished way, as Lee Quan Yu you observed in 2000, adding, “Satellite television has allowed me to follow the American presidential campaign. I am amazed at the way media professionals can give a candidate a new image and transform him, at least superficially, into a different personality. Winning an election becomes, in large measure, a contest in packaging and advertising. Just as the benefits of the printed era were inextricable from its costs, so it is with the visual age. With screens in every home entertainment is omnipresent and boredom a rarity. More substantively, injustice visualized is more visceral than injustice described. Television played a crucial role in the American Civil rights movement, yet the costs of television are substantial, privileging emotional display over self-command, changing the kinds of people and arguments that are taken seriously in public life. The shift from print to visual culture continues with the contemporary entrenchment of the Internet and social media, which bring with them four biases that make it more difficult for leaders to develop their capabilities than in the age of print. These are immediacy, intensity, polarity, and conformity. Although the Internet makes news and data more immediately accessible than ever, this surfeit of information has hardly made us individually more knowledgeable, let alone wiser, as the cost of accessing information becomes negligible, as with the Internet, the incentives to remember it seem to weaken. While forgetting anyone fact may not matter, the systematic failure to internalize information brings about a change in perception, and a weakening of analytical ability. Facts are rarely self-explanatory; their significance and interpretation depend on context and relevance. For information to be transmuted into something approaching wisdom it must be placed within a broader context of history and experience. As a general rule, images speak at a more emotional register of intensity than do words. Television and social media rely on images that inflamed the passions, threatening to overwhelm leadership with the combination of personal and mass emotion. Social media, in particular, have encouraged users to become image conscious spin doctors. All this engenders a more populist politics that celebrates utterances perceived to be authentic over the polished sound bites of the television era, not to mention the more analytical output of print. The architects of the Internet thought of their invention as an ingenious means of connecting the world. In reality, it has also yielded a new way to divide humanity into warring tribes. Polarity and conformity rely upon, and reinforce, each other. One is shunted into a group, and then the group polices once thinking. Small wonder that on many contemporary social media platforms, users are divided into followers and influencers. There are no leaders. What are the consequences for leadership? In our present circumstances, Lee's gloomy assessment of visual media's effects is relevant. From such a process, I doubt if a Churchill or Roosevelt or a de Gaulle can emerge. It is not that changes in communications technology have made inspired leadership and deep thinking about world order impossible, but that in an age dominated by television and the Internet, thoughtful leaders must struggle against the tide.

I no longer believed in the idea of soul mates, or love at first sight. But I was beginning to believe that a very few times in your life, if you were lucky, you might meet someone who was exactly right for you. Not because he was perfect, or because you were, but because your combined flaws were arranged in a way that allowed two separate beings to hinge together.” ― Lisa Kleypas, Blue-Eyed Devil tags: love, relationships, romance 6811 likes Like Liked! view quote Share on TwitterLikes the quote "I no longer believed in the idea of soul mates, or love at first sight. But I was beginning to believe that a very few times in your life, if you were lucky, you might meet someone who was exactly right for you. Not because he was perfect, or because you were, but because your combined flaws were arranged in a way that allowed two separate beings to hinge together." always post: reviews user statuses

A computer program is a message from a man to a machine. The rigidly marshaled syntax and the scrupulous definitions all exist to make intention clear to the dumb engine. But a written program has another face, that which tells its story to the human user. For even the most private of programs, some such communication is necessary; memory will fail the author-user, and he will require refreshing on the details of his handiwork. How much more vital is the documentation for a public program, whose user is remote from the author in both time and space! For the program product, the other face to the user is fully as important as the face to the machine. Most of us have quietly excoriated the remote and anonymous author of some skimpily documented program. And many of us have therefore tried to instill in new programmers an attitude about documentation that would inspire for a lifetime, overcoming sloth and schedule pressure. By and large we have failed. I think we have used wrong methods.

editor and edited my first book in a wonderful way. For this book, however, time devoted to bringing up the children made a renewed editorial collaboration impossible. I hope the reader will not suffer unduly as a consequence! My children Christiana Dagmar and Eric James have watched me work on the book—indeed they could not avoid it as I often write at home. I hope they have been drawing the lesson that academic research can be really fun. Certainly, that is the lesson I drew from my father, Arthur von Hippel. He wrote his books in his study upstairs when I was a child and would often come down to the kitchen for a cup of coffee. In transit, he would throw up his hands and say, to no one in particular, “Why do I choose to work on such difficult problems?” And then he would look deeply happy. Dad, I noticed the smile! Finally my warmest thanks to my MIT colleagues and students and also to MIT as an institution. MIT is a really inspiring place to work and learn from others. We all understand the requirements for good research and learning, and we all strive to contribute to a very supportive academic environment. And, of course, new people are always showing up with new and interesting ideas, so fun and learning are always being renewed! Democratizing Innovation 1  Introduction and Overview When I say that innovation is being democratized, I mean that users of products and services—both firms and individual consumers—are increasingly able to innovate for themselves. User-centered innovation processes offer great advantages over the manufacturer-centric innovation development systems that have been the mainstay of commerce for hundreds of years. Users that innovate can develop exactly what they want, rather than relying on manufacturers to act as their (often very imperfect) agents. Moreover, individual

"Find out more" interactives "Find out more" interactives appeal to visitors of all levels of interest—from those who just want to grasp the big picture to those who wish to dig deeper. Gaming interactives Gaming interactives appeal to those who learn by doing rather than being shown or told (sometimes referred to ask kinaesthetic learners). These do not need to be digital—many of the best game-based interactives are mechanical and kinetic. They are often a great way of helping visitors to see how dry content can be applied to more exciting scenarios. Environmental interactives Environmental interactives are immersive interactive experiences, often on a large scale, intended to connect with users in an emotional and awe-inspiring way by carrying a powerful, overarching message. Often, these pieces feel closer to art installations than interactives The main outcome of the interactive is often a sensory impression, rather than an intense learning experience.

The tendency to bring up Nazi Germany in any argument inspired Godwin’s Law and the related reductio ad Hiterlum. The deeply entrenched and usually immutable views of Internet users are the foundation of Pommer’s Law, in which the Internet can only change a person’s mind from having no opinion to having a wrong opinion. There are many others, including my personal favorite, Skitt’s Law: “Any Internet message correcting an error in another post will contain at least one error itself.” When

methods of human-centered, design-based innovation: user observations, brainstorming, prototyping, storytelling, and scenario building.

I wrote early on about the benefits that come from seeking out extreme users and why the most compelling insights often come from looking outward, to the edges of the market. The objective is not so much to design for these marginal, outlying populations as to gain inspiration from their passion, their knowledge, or simply the extremity of their circumstances.

This is because what's really going on is that the ideas are already handed to the product teams in the form of prioritized features on product roadmaps, where most of the items on those roadmaps are coming either from requests from big customers (or prospective customers), or from company stakeholders or execs. Unfortunately, these are rarely the quality of ideas we're looking for. In general, if the product team is given actual business problems to solve rather than solutions, and the product team does their job and interacts directly and frequently with actual users and customers, then getting a sufficient quantity and quality of product ideas is not really a problem.

Story 7: Angry Birds In 2003, three students from Helsinki University started a video games company. They made game after game, hoping that one would be successful. After six years they’d produced 51 titles, but none of them were hits. For their 52nd game, they decided to make a simple puzzle physics game called Angry Birds. Today their company – Rovio Entertainment – has over a billion users, 500 employees and annual revenue of over $200 million. I love this story because it took them 51 failures to become a success. It’s a reminder of how… How to use this story Fairly obvious usage here. It’s a ‘stick with it’ narrative to inspire teams that haven’t been successful yet, and it’s a good ‘failure is good’ message for people who need to turn over a lot of rocks before they find what they’re looking for.

The purpose of product discovery is to address these critical risks: Will the customer buy this, or choose to use it? (Value risk) Can the user figure out how to use it? (Usability risk) Can we build it? (Feasibility risk) Does this solution work for our business? (Business viability risk) And it's not enough that it's just the product manager's opinion on these questions. We need to collect evidence.

Mobile phone apps – 2012 Before building a QuickBooks app, I decided to try iPhone and Android apps. This my first experience entering an app store. Unfortunately, the apps failed for many reasons: User base too small: There are millions of mobile phone users, but that does not translate to millions of users for your software. There is a subsection of a user base that matters most. Too many competitors: The app stores were oversaturated. There were over a million apps, literally. There was no way to stand out from the rest. My apps became me-too apps. The Intuit app stores were just getting started at the time and there were far fewer apps. Difficult to gain entry: I tried game development, and good games are expensive to produce. You need a soundtrack and graphic designers. The cost of making an exceptional game is outrageous. There was no way I could afford it. Failed to show value: Since most apps were free, users refused to pay me. I tried in-app purchases, but most users were uninterested. I learned that businesses were a better target because I could show them how to save time. Failed to solve a problem: In my eyes, app stores were the only way to advertise my game. I failed to tap into my potential user base. Businesses have a clear data entry problem that I can fix, but consumers were too difficult to sell to. Technical issues: I submitted one app to the Windows Marketplace, and it failed 15 times. I had to wait for Apple to publish updates to my app weekly. I learned that my next plugin must receive updates in a few hours, instead of a few days. Users simply cannot wait this long for an issue to get fixed. This was the most important lesson that I learned, and it inspired me to make a cloud-based system. Different devices:

In modern teams, we tackle these risks prior to deciding to build anything. These risks include value risk (whether customers will buy it), usability risk (whether users can figure out how to use it), feasibility risk (whether our engineers can build what we need with the time, skills, and technology we have), and business viability risk (whether this solution also works for the various aspects of our business—sales, marketing, finance, legal, etc.).

Discovery is very much about the intense collaboration of product management, user experience design, and engineering. In discovery, we are tackling the various risks before we write even one line of production software.

The purpose of product discovery is to address these critical risks: Will the customer buy this, or choose to use it? (Value risk) Can the user figure out how to use it? (Usability risk) Can we build it? (Feasibility risk) Does this solution work for our business? (Business viability risk)

It's also important for tech product managers to have a broad understanding of the types of analytics that are important to your product. Many have too narrow of a view. Here is the core set for most tech products: User behavior analytics (click paths, engagement) Business analytics (active users, conversion rate, lifetime value, retention) Financial analytics (ASP, billings, time to close) Performance (load time, uptime) Operational costs (storage, hosting) Go‐to‐market costs (acquisition costs, cost of sales, programs) Sentiment (NPS, customer satisfaction, surveys)

Dropbox, the cloud storage company mentioned previously that Sean Ellis was from, cleverly implemented a double-sided incentivized referral program. When you referred a friend, not only did you get more free storage, but your friend got free storage as well (this is called an “in-kind” referral program). Dropbox prominently displayed their novel referral program on their site and made it easy for people to share Dropbox with their friends by integrating with all the popular social media platforms. The program immediately increased the sign-up rate by an incredible 60 percent and, given how cheap storage servers are, cost the company a fraction of what they were paying to acquire clients through channels such as Google ads. One key takeaway is, when practicable, offer in-kind referrals that benefit both parties. Although Sean Ellis coined the term “growth hacking,” the Dropbox growth hack noted above was actually conceived by Drew Houston, Dropbox’s founder and CEO, who was inspired by PayPal’s referral program that he recalled from when he was in high school. PayPal gave you ten dollars for every friend you referred, and your friend received ten dollars for signing up as well. It was literally free money. PayPal’s viral marketing campaign was conceived by none other than Elon Musk (now billionaire, founder of SpaceX, and cofounder of Tesla Motors). PayPal’s growth hack enabled the company to double their user base every ten days and to become a success story that the media raved about. One key takeaway is that a creative and compelling referral program can not only fuel growth but also generate press.

The truth is, most entrepreneurs pivot many times before they find their footing. And often, even after they find their footing. And it can feel perilous. You have to steer toward a new opportunity, often before it comes into clear focus. And, equally challenging, you have to turn away from something—specifically, an idea that previously inspired hopes, dreams, and investment of time and money. Human beings don’t let go of old ideas easily. In pivoting, you risk blowback from your co-founders, your staff, your investors, and your users. For those reasons, it can be the single greatest test of your leadership skills.

Communication: How we exchange information with others Narrative: How we tell others about who we are and what we do Structure: How we design our organizations and processes Technology: How we apply machinery, equipment, resources, and know-how Diversity: How we leverage a range of perspectives and abilities Bias: How the assumptions we have about the world influence us Action: How we overcome inertia or resistance to drive our response Timing: How when we act affects the effectiveness of our response Adaptability: How we respond to changing risks and environments Leadership: How we direct and inspire the overall Risk Immune System

A way to turbocharge your efforts and make the grid work for you is making others use it through inspiration or thought provocation. If you can deliver "magical" things without the need to cheat and still explain things, this should reduce potential users' fear and help spread benefits.

We must validate our ideas on real users and customers. One of the most common traps in product is to believe that we can anticipate our customer's actual response to our products. We might be basing that on actual customer research or on our own experiences, but in any case, we know today that we must validate our actual ideas on real users and customers. We need to do this before we spend the time and expense to build an actual product, and not after.

To complicate matters, the human machine, with its hardware and software components, doesn’t always function as anticipated. Our DNA, our genetic code, essentially acts like an instruction manual, working in the background to influence our behaviour alongside our occasionally faulty logic systems, making us vulnerable to emotional influence. Annoyingly, there is no user manual to explain this.

Learn how to give a great demo. This is an especially important skill to use with customers and key execs. We're not trying to teach them how to operate the product, and we're not trying to do a user test on them. We're trying to show them the value of what we're building. A demo is not training, and it's not a test. It's a persuasive tool. Get really, really good at it.

An example of a product principle for a movie site may be that the team believes that the user community’s opinions on movies are more valuable than those of professional reviewers. Later, if a studio wants to place reviews on your site, you can then decide if this is consistent with your principles or not. Whether

customers and users will very often try to tell you as product manager how your product should work, rather than what your product should do.

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The Internet has co-opted the word “browse” for its own purposes, but it’s worth pointing out the difference between browsing in a virtual realm and browsing in the actual world. Depending on the terms entered, an Internet search engine will usually come up with hundreds, thousands, or millions of hits, which a person can then skate through, clicking when she sees something that most closely echoes her interest. It is a curious quality of the Internet that it can be composed of an unfathomable multitude and, at the same time, almost always deliver to the user the bits that feed her already-held interests and confirm her already-held beliefs. It points to a paradox that is, perhaps, one of the most critical of our time: To have access to everything may be to have nothing in particular. After all, what good does this access do if we can only find our way back to ourselves, the same selves, the same interests, the same beliefs over and over? Is what we really want to be solidified, or changed? If solidified, then the Internet is well-designed for that need. But, if we wish to be changed, to be challenged and undone, then we need a means of placing ourselves in the path of an accident. For this reason, the plenitude may narrow the mind. Amazon may curate the world for you, but only by sifting through your interests and delivering back to you variations on your well-rehearsed themes: Yes, I do love Handke! Yes, I had been meaning to read that obscure play by Thomas Bernhard! A bookstore, by contrast, asks you to scan the shelves on your way to looking for the thing you had in mind. You go in meaning to buy Hemingway, but you end up with Homer instead. What you think you like or want is not always what you need. A bookstore search inspires serendipity and surprise.

Nul ne conteste l'appartenance de cette savane au Brésil et son droit d'en user comme bon lui semble. La querelle ne surgit que plus haut vers le nord. Une belle question de droit international: à qui appartient une richesse essentielle à la survie générale de l'humanité ? La forêt amazonienne est la première réserve de biodiversité de la planète (le cinquième des espèces de plantes, le cinquième des espèces d'oiseaux, le dixième des espèces de mammifères). Et, plus vaste foret du monde, elle freine les progrès de l'effet de serre. Dans ces conditions, à qui appartient la forêt amazonienne? Pour obtenir le poste de directeur général de l'organisation mondiale du commerce, le français Pascal Lamy était venu faire compagne au brésil. Quelqu'un l'interroger sur l'Amazonie: Faut-il envisager pour elle un statut particulier? - la question pourrait être évoquée, répond le candidat. Il croyait s'être montré prudent. Il vient d'allumer un incendie qui mettra des semaines à s'éteindre. Qu'en se le dise, s'exclame la presse de São Paolo et vocifèrent les politiques, jamais, au grand jamais le Brésil n'acceptera la moindre limitation de sa souveraineté sur quelque partie que ce soit de son territoire! Combat des Titans: la plus grande ferme du monde face à la plus grande foret du monde. Pour nourrir la planète, faut-il l'asphyxier?? Et bataille de juristes: Amazonie, Antarctique: le plus chaud, le très froid ; le très humide, le très glacé. Comment préserver ces deux espaces essentiels à notre survie??

Nul ne conteste l'appartenance de cette savane au Brésil et don droit d'en user comme bon lui semble. La querelle ne surgit que plus haut vers le nord. Une belle question de droit international: à qui appartient une richesse essentielle à la survie générale de l'humanité ? La forêt amazonienne est la première réserve de biodiversité de la planète (le cinquième des espèces de plantes, le cinquième des espèces d'oiseaux, le dixième des espèces de mammifères). Et, plus vaste foret du monde, elle freine les progrès de l'effet de serre. Dans ces conditions, à qui appartient la forêt amazonienne? Pour obtenir le poste de directeur général de l'organisation mondiale du commerce, le français Pascal Lamy était venu faire compagne au brésil. Quelqu'un l'interroger sur l'Amazonie: Faut-il envisager pour elle un statut particulier? - la question pourrait être évoquée, répond le candidat. Il croyait s'être montré prudent. Il vient d'allumer un incendie qui mettra des semaines à s'éteindre. Qu'en se le dise, s'exclame la presse de São Paolo et vocifèrent les politiques, jamais, au grand jamais le Brésil n'acceptera la moindre limitation de sa souveraineté sur quelque partie que ce soit de son territoire! Combat des Titans: la plus grande ferme du monde face à la plus grande foret du monde. Pour nourrir la planète, faut-il l'asphyxier?? Et bataille de juristes: Amazonie, Antarctique: le plus chaud, le très froid; le très humide, le très glacé. Comment préserver ces deux espaces essentiels à notre survie??

LEADERSHIP | Intuit’s CEO on Building a Design-Driven Company Brad Smith | 222 words Although 46 similar products were on the market when Intuit launched Quicken, in 1983, it immediately became the market leader in personal finance software and has held that position for three decades. That’s because Quicken was so well designed that using it is intuitive. But by the time Smith became CEO, in 2008, the company had become overly focused on adding incremental features that delivered ease of use but not delight. What was missing was an emotional connection with customers. He and his team set out to integrate design thinking into every part of Intuit. They changed the layout of the office, reduced the number of cubes, and added more collaboration spaces and places for impromptu work. They increased the number of designers by nearly 600% and now hold quarterly design conferences. They bring in people who have created exceptionally designed products, such as the Nest thermostat and the Kayak travel website, to share insights with Intuit employees. The company acquired one start-up, called Mint, and collaborates with another, called ZenPayroll, to improve customer experience. Although most people don’t think of financial software as a category driven by emotion or design, Smith writes, Intuit’s D4D (“design for delight”) program has paid off. For example, its SnapTax app, inspired by consumers’ migration to smartphones, led one user to write, “I want this app to have my babies.

While the ethnic paganisms have important things to teach us concerning the necessity of cultural authenticity, at their worst they become purist ghettos of nostalgia-driven re-enactors. We must never forget our Received Tradition or fail to learn from it; without it, we have no solid basis by which to evaluate our own experience. But ultimately the ways of our ancestors cannot teach us what we most need to know: how to be honestly pagan for our own time and place. That understand-ing can come only from our own encounter with the very sources that inspired these ethnic traditions in the first place. We must drink from the original wellspring itself." - Steven Posch, "Lost Gods of the Witches: A User’s Guide to Post-Ragnarok Paganism

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The product manager is responsible for defining—in detail—the product to be built, and validating that product with real customers and users. The product marketing person is responsible for telling the world about that product, including positioning, messaging and pricing, managing the product launch, providing tools for the sales channel to market and sell the product, and for leading key programs such as online marketing and influencer marketing programs.

that every product needs a single, accountable product manager, who is responsible for the product definition (the combination of product requirements and user experience design that describe the product to be built). Unfortunately, when I begin working with a company,

Risks are tackled up front, rather than at the end. In modern teams, we tackle these risks prior to deciding to build anything. These risks include value risk (whether customers will buy it), usability risk (whether users can figure out how to use it), feasibility risk (whether our engineers can build what we need with the time, skills, and technology we have), and business viability risk (whether this solution also works for the various aspects of our business—sales, marketing, finance, legal, etc.).

The first truth is that at least half of our ideas are just not going to work. There are many reasons for an idea to not work out. The most common is that customers just aren't as excited about this idea as we are. So, they choose not to use it. Sometimes they want to use it and they try it out, but the product is so complicated that it's simply more trouble than it's worth, so users again choose not to use it. Sometimes the issue is that customers would love it, but it turns out to be much more involved to build than we thought, and we decide we simply can't afford the time and money required to deliver it. So, I promise you that at least half the ideas on your roadmap are not going to deliver what you hope. (By the way, the really good teams assume that at least three quarters of the ideas won't perform like they hope.)

Good product designers think about the customer's journey over time as they interact with the product and with the company as a whole. Depending on the product, the list of touch points could be very long, considering questions as: How will customers first learn about the product? How will we onboard a first‐time user and (perhaps gradually) reveal new functionality? How might users interact at different times during their day? What other things are competing for the user's attention? How might things be different for a one‐month‐old customer versus a one‐year‐old customer? How will we motivate a user to a higher level of commitment to the product? How will we create moments of gratification? How will a user share his experience with others? How will customers receive an offline service? What is the perceived responsiveness of the product?

We think of four types of questions we're trying to answer during discovery: Will the user or customer choose to use or buy this? (Value) Can the user figure out how to use this? (Usability) Can we build this? (Feasibility) Is this solution viable for our business? (Business viability)

Before you jump in, we want to take the opportunity to learn how they think about this problem today. If you remember the key questions from the Customer Interview Technique, we want to learn whether the user or customer really has the problems we think they have, and how they solve those problems today, and what it would take for them to switch.

Good teams are skilled in the many techniques to rapidly try out product ideas to determine which ones are truly worth building. Bad teams hold meetings to generate prioritized roadmaps. Good teams love to have brainstorming discussions with smart thought leaders from across the company. Bad teams get offended when someone outside their team dares to suggest they do something. Good teams have product, design, and engineering sit side by side, and they embrace the give and take between the functionality, the user experience, and the enabling technology. Bad teams sit in their respective silos, and ask that others make requests for their services in the form of documents and scheduling meetings. Good teams are constantly trying out new ideas to innovate, but doing so in ways that protect the revenue and protect the brand. Bad teams are still waiting for permission to run a test. Good teams insist they have the skill sets on their team, such as strong product design, necessary to create winning products. Bad teams don't even know what product designers are. Good teams ensure that their engineers have time to try out the prototypes in discovery every day so that they can contribute their thoughts on how to make the product

Good teams engage directly with end users and customers every week, to better understand their customers, and to see the customer's response to their latest ideas. Bad teams think they are the customer. Good teams know that many of their favorite ideas won't end up working for customers, and even the ones that could will need several iterations to get to the point where they provide the desired outcome. Bad teams just build what's on the roadmap, and are satisfied with meeting dates and ensuring quality. Good teams understand the need for speed and how rapid iteration is the key to innovation, and they understand this speed comes from the right techniques and not forced labor. Bad teams complain they are slow because their colleagues are not working hard enough. Good teams make high‐integrity commitments after they've evaluated the request and ensured they have a viable solution that will work for the customer and the business. Bad teams complain about being a sales‐driven company. Good teams instrument their work so they can immediately understand how their product is being used and make adjustments based on the data. Bad teams consider analytics and reporting a nice to have.

Good teams understand who each of their key stakeholders are, they understand the constraints that these stakeholders operate in, and they are committed to inventing solutions that work not just for users and customers, but also work within the constraints of the business. Bad teams gather requirements from stakeholders.

Steve McConnell helped us understand how poorly timed thrashing sabotages every failed software project. It turns out that the problem extends far beyond software. Any project worth doing involves invention, inspiration, and at least a little bit of making stuff up. Traditionally, we start with an inkling, adding more and more detail as we approach the ship date. And the closer we get to shipping, the more thrashing occurs. Thrashing is the apparently productive brainstorming and tweaking we do for a project as it develops. Thrashing might mean changing the user interface or rewriting an introductory paragraph. Sometimes thrashing is merely a tweak; other times it involves major surgery. Thrashing is essential. The question is: when to thrash? In the typical amateur project, all the thrashing is near the end. The closer we get to shipping, the more people get involved, the more meetings we have, the more likely the CEO wants to be involved. And why not? What’s the point of getting involved early when you can’t see what’s already done and your work will probably be redone anyway? The point of getting everyone involved early is simple: thrash late and you won’t ship. Thrash late and you introduce bugs. Professional creators thrash early. The closer the project gets to completion, the fewer people see it and the fewer changes are permitted. Every software project that has missed its target date (every single one) is a victim of late thrashing. The creators didn’t have the discipline to force all the thrashing to the beginning. They fell victim to the resistance.

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the winning solutions didn't come from users, customers, or sales. Rather, great products require an intense collaboration with design and engineering to solve real problems for your users and customers, in ways that meet the needs of your business. In each of these examples, the users had no idea the solution they fell in love with was possible.

ambitious enough, the kind of thing we can pull off in six months to a year or so, and not substantial enough to inspire anyone. Don't be afraid to disrupt yourselves because, if you don't, someone else will. So many companies focus their efforts on protecting what they have rather than constantly creating new value for their customers. Fall in love with the problem, not with the solution. The product vision needs to inspire. Remember that we need product teams of missionaries, not mercenaries. More than anything else, it is the product vision that will inspire missionary‐like passion in the organization. Create something you can get excited about. You can make any product vision meaningful if you focus on how you genuinely help your users and customers.

create their own OKRs for their own organization. For example, the design department might have objectives related to moving to a responsive design; the engineering department might have objectives related to improving the scalability and performance of the architecture; and the quality department might have objectives relating to the test and release automation. The problem is that the individual members of each of these functional departments are the actual members of a cross‐functional product team. The product team has business‐related objectives (for example, to reduce the customer acquisition cost, to increase the number of daily active users, or to reduce the time to onboard a new customer), but each person on the team may have their own set of objectives that cascade down through their functional manager. Imagine if the engineers were told to spend their time on re‐platforming, the designers on moving to a responsive design, and QA on retooling. While each of these may be worthy activities, the chances of solving the business problems that the cross‐functional teams were created to solve are not high.

Facebook was an infinite player that now seems to be moving down a more finite path. Founded in 2004, Facebook came to life with a well-articulated Cause to “give people the power to build community and bring the world closer together.” Today, however, it finds itself embroiled in scandals that do anything but “bring the world closer together.” Facebook has been accused of violating their users’ privacy, tracking our habits online (even when we’re not on Facebook), failing to adequately police fake accounts or fake news disseminated across their service, then using all the data they collect either to sell or to maximize the dollars they can earn from selling advertising. I doubt this is what Mark Zuckerberg meant by “giving people power.” Has Facebook veered from their once inspiring infinite path because of the overwhelming pressure their leaders feel to answer to Wall Street’s finite expectations? Is it because they are doubling down on a business model driven by selling advertising instead of making an Existential Flex to reshape the entire company? Is it because their leaders have lost connection with their Just Cause and who they need to be primarily serving in order to keep the game in play? Is it hubris? Today, when Facebook does right by the people, it is too often a result of public pressure or scandal and rarely a proactive decision made to protect those they serve and advance their Cause. Facebook reacted to the scandal that erupted around Cambridge Analytica, for example, only after there was a scandal, even though they were aware of Cambridge Analytica’s unethical practices before we found out about

Nudge’ acts as a kind of risk warning that pops up when users attempt to trade risky illiquid instruments and penny stocks.

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Just as YouTube started with manual curation, most networked products can start with manual efforts. This means exercising editorial judgment, or allowing users to curate content themselves. The App Store has millions of apps, so when Apple releases a list of “Apps of the Year” in the App Store, it aids discovery for consumers but also inspires app developers to invest in the design and quality of their products. Or platforms can leverage user-generated content, where content is organized by the ever-popular hashtag—one example is Amazon’s wish lists, which are driven primarily by users without editors. Similarly, using implicit data—whether that’s attributes of the content or grouping the originator by their company or college email domain name—can bring people together with data from the network. Twitter uses a hybrid approach—the team analyzes activity on the network to identify trending events, which are then editorialized into stories.

preparation for this role. Start by becoming an expert in your users and customers. Share very openly what you learn, both the good and the bad. Become your team's and your company's go‐to person for understanding anything about your customer—quantitative and qualitative. Work to establish a strong relationship with your key stakeholders and business partners. Convince them of two things: (1) You understand the constraints they operate under. (2) You will only bring to them solutions that you believe will work within those constraints. Become an undisputed expert on your product and your industry. Again, share your knowledge openly and generously. Finally, work very hard to build and nurture the strong collaborative relationship with your product team. I'm

User comfort matters, and Bronva's design reflects this belief. Drawing inspiration from the familiar interfaces of Google and Bing, we provide a seamless transition for users. It's about offering a new, privacy-focused search experience without sacrificing ease of use.

User I am competitive by nature, and I am confident that's my strength. I apologize if anyone ever mistook my competitive spirit for arrogance, but I will never apologize for being too competitive and confident because that's what pushes me to not fail. I'd rather be criticized for my ambition than regret not giving my all. It's not about being better than others, as the truth is there is always someone better than you. But, as I said, it's about proving to myself that I am capable. By confronting my fears and failures, I learn to fail to succeed. I admit that at times I can be very tough, but don't ever think it's because of you. My toughness is a reflection of the high standards I set for myself. It's a personal journey of growth, where resilience and determination fuel my relentless pursuit of self-improvement . I have learned that in the arena of life, I aim not just to participate but to conquer.

Once upon a time, in the glory days of the early internet, when UX wasn’t even an afterthought, websites were clunky, confusing and about as user-friendly as a cactus. Have any of you ever seen those fonts or animated gifs from the early inter- net? A sight to be seen.

Good UI design is like a good joke, it shouldn’t need an explanation.

The important thing is to take all the time you need to find what inspires you. Once you find inspiration, be sure to write it down so that you can start pursuing that goal and finding the happiness that you deserve.

There are five ways technology can boost marketing practices: Make more informed decisions based on big data. The greatest side product of digitalization is big data. In the digital context, every customer touchpoint—transaction, call center inquiry, and email exchange—is recorded. Moreover, customers leave footprints every time they browse the Internet and post something on social media. Privacy concerns aside, those are mountains of insights to extract. With such a rich source of information, marketers can now profile the customers at a granular and individual level, allowing one-to-one marketing at scale. Predict outcomes of marketing strategies and tactics. No marketing investment is a sure bet. But the idea of calculating the return on every marketing action makes marketing more accountable. With artificial intelligence–powered analytics, it is now possible for marketers to predict the outcome before launching new products or releasing new campaigns. The predictive model aims to discover patterns from previous marketing endeavors and understand what works, and based on the learning, recommend the optimized design for future campaigns. It allows marketers to stay ahead of the curve without jeopardizing the brands from possible failures. Bring the contextual digital experience to the physical world. The tracking of Internet users enables digital marketers to provide highly contextual experiences, such as personalized landing pages, relevant ads, and custom-made content. It gives digital-native companies a significant advantage over their brick-and-mortar counterparts. Today, the connected devices and sensors—the Internet of Things—empowers businesses to bring contextual touchpoints to the physical space, leveling the playing field while facilitating seamless omnichannel experience. Sensors enable marketers to identify who is coming to the stores and provide personalized treatment. Augment frontline marketers’ capacity to deliver value. Instead of being drawn into the machine-versus-human debate, marketers can focus on building an optimized symbiosis between themselves and digital technologies. AI, along with NLP, can improve the productivity of customer-facing operations by taking over lower-value tasks and empowering frontline personnel to tailor their approach. Chatbots can handle simple, high-volume conversations with an instant response. AR and VR help companies deliver engaging products with minimum human involvement. Thus, frontline marketers can concentrate on delivering highly coveted social interactions only when they need to. Speed up marketing execution. The preferences of always-on customers constantly change, putting pressure on businesses to profit from a shorter window of opportunity. To cope with such a challenge, companies can draw inspiration from the agile practices of lean startups. These startups rely heavily on technology to perform rapid market experiments and real-time validation.

I think that two of the most important things in business are communication and the ability to inspire confidence in your employees, investors, and end-users. How does computer science tie in? Being able to translate strategic objectives into language that both the business team and the engineering team can understand is really helpful to foster good communication. Being able to speak with confidence on the details of both business and engineering considerations also helps to inspire confidence.

The purpose of product discovery is to quickly separate the good ideas from the bad. The output of product discovery is a validated product backlog. Specifically, this means getting answers to four critical questions: Will the user buy this (or choose to use it)? Can the user figure out how to use this? Can our engineers build this? Can our stakeholders support this?

Let’s look at that Apple example again and rewrite the example in the order Apple actually communicates. This time, the example starts with WHY. Everything we do, we believe in challenging the status quo. We believe in thinking differently. The way we challenge the status quo is by making our products beautifully designed, simple to use and user-friendly. And we happen to make great computers. Wanna buy one? It’s a completely different message. It actually feels different from the first one. We’re much more eager to buy a computer from Apple after reading the second version—

a tendency towards producer dominance. In at least two of the cases, the lack of competence on the user side was reinforcing the unsatisfactory trajectory of innovations. This pattern might inspire a technology policy that is more oriented towards strengthening the competence of users than the supply-oriented technology policy dominating today. An extension of such a new orientation that encompasses the ‘final users’, workers and consumers might have radical implications.

Or quel est le résultat de cette conduite, si rapidement résumée ? Le voici, indubitablement. L’homme, simple et confiant tout d’abord, n’est pas éternellement dupe. Les sophismes, dont il fut le crédule approbateur, les erreurs dont ensuite il fut la facile victime, lui font de l’expérience, et lui inspirent, avec la réflexion, une défiance salutaire. Ainsi, ce sont ceux-là mêmes, qui le trompèrent, qui lui apprennent à ne plus se tromper. Donc, l’homme qui a compris qu’il avait été abusé de lui, pour le conduire dans une voie qui n’était pas celle de l’humanité, mais celle seulement de quelques individus ou de quelques groupes, retire sa confiance et son estime à ceux qui l’ont guidé, et prend le ferme propos de se guider lui-même ou de se faire guider par d’autres. Mais, comme il n’arrive à cette clairvoyance et à cette résolution qu’au moment où ceux qui l’ont abusé sont devenus ses maîtres, il n’a de recours que dans l’intrigue, la révolte, la révolution ; et, malgré l’éducation qui lui fit une fausse nature, la première nature réclame à la fin si impérieusement, qu’il se résigne à user de violence ou de ruse pour récupérer sa normalité. Et ainsi, combattant son vainqueur avec ses propres armes, il forme de nouveaux groupes occultes, à l’image des premiers, mais qui ne valent pas davantage pour le but auquel il tend, et n’atteindra vraisemblablement jamais. Là est la cause, le secret et le mécanisme de la maladive instabilité ethnique, économique et politique de l’Occident. Le résultat obtenu par les sociétés secrètes orientales est tout contraire. Eclairé constamment, sans avoir été contraint à une obligation réciproque quelconque, sur sa voie et l’intérêt général et continu qu’il a à s’y conformer, l’homme de race jaune, par l’action de la société secrète, qui est la quintessence ethnique de cette race, atteint à la fois la connaissance de son avantage et le pouvoir de se le procurer. Non pas par gratitude, mais par la conviction qu’il se sert lui-même, il est porté à appeler à côté de lui les groupes grâce auxquels il occupe une si solide et bénéfique situation ; et tout naturellement, il provoque et utilise, dans. la tranquillité de la paix et de la puissance, les conseils de ceux qui lui ont fait obtenir la paix et la puissance. Ce que les sociétés secrètes n’ont point cherché, elles le trouvent dès lors avec d’autant plus de certitude que précisément elles ne l’ont pas cherché : l’« influence », ou l’exercice du pouvoir sans le titre, c’est-à-dire sans les inconvénients attachés au pouvoir, l’envie, l’inquiétude et l’ambition. Et, dans cet état social, il n’y a point de mécontents, parce que chacun est suffisamment heureux suivant sa condition ; et chacun est heureux parce que tout le monde est à sa place, dans l’État comme dans l’univers.

Shervin Pishevar’s other star investment, Uber, was embroiled in its own case about whether it was as humble and powerless as it claimed. A group of drivers had sued Uber, as well as its rival Lyft, in federal court, seeking to be treated as employees under California’s labor laws. Their case was weakened by the fact that they had signed agreements to be contractors not subject to those laws. They had accepted the terms and conditions that cast each driver as an entrepreneur—a free agent choosing her hours, needing none of the regulatory infrastructure that others depended on. They had bought into one of the reigning fantasies of MarketWorld: that people were their own miniature corporations. Then some of the drivers realized that in fact they were simply working people who wanted the same protections that so many others did from power, exploitation, and the vicissitudes of circumstance. Because the drivers had signed that agreement, they had blocked the easy path to being employees. But under the law, if they could prove that a company had pervasive, ongoing power over them as they did their work, they could still qualify as employees. To be a contractor is to give up certain protections and benefits in exchange for independence, and thus that independence must be genuine. The case inspired the judges in the two cases, Edward Chen and Vince Chhabria, to grapple thoughtfully with the question of where power lurks in a new networked age. It was no surprise that Uber and Lyft took the rebel position. Like Airbnb, Uber and Lyft claimed not to be powerful. Uber argued that it was just a technology firm facilitating links between passengers and drivers, not a car service. The drivers who had signed contracts were robust agents of their own destiny. Judge Chen derided this argument. “Uber is no more a ‘technology company,’ ” he wrote, “than Yellow Cab is a ‘technology company’ because it uses CB radios to dispatch taxi cabs, John Deere is a ‘technology company’ because it uses computers and robots to manufacture lawn mowers, or Domino Sugar is a ‘technology company’ because it uses modern irrigation techniques to grow its sugar cane.” Judge Chhabria similarly cited and tore down Lyft’s claim to be “an uninterested bystander of sorts, merely furnishing a platform that allows drivers and riders to connect.” He wrote: Lyft concerns itself with far more than simply connecting random users of its platform. It markets itself to customers as an on-demand ride service, and it actively seeks out those customers. It gives drivers detailed instructions about how to conduct themselves. Notably, Lyft’s own drivers’ guide and FAQs state that drivers are “driving for Lyft.” Therefore, the argument that Lyft is merely a platform, and that drivers perform no service for Lyft, is not a serious one.

The financial-political parasites, unscrupulous political movers and opportunistic abusive users think they have the numbers and the strength in the social media or the people whom they can influence by uniting people using lies, hate and their continuous assassination of characters to destroy their target victim/s integrity, persona, and credibility, but the genuine unbeatable strength which shall triumph against their lies and those liars are the truth and the honest, factual, lawful and truthful truth-tellers. The most powerful and unbeatable strength is the TRUTH.” ~ Angelica Hopes, an excerpt from my inspirational, political, literary novel, Calunniatopia Book 1 Stronzata Trilogy © Ana Angelica Abaya van Doorn

Risks are tackled up front, rather than at the end. In modern teams, we tackle these risks prior to deciding to build anything. These risks include value risk (whether customers will buy it), usability risk (whether users can figure out how to use it), feasibility risk (whether our engineers can build what we need with the time, skills, and technology we have), and business viability risk (whether this solution also works for the various aspects of our business—sales, marketing, finance, legal, etc.). Products are defined and designed collaboratively, rather than sequentially. They have finally moved beyond the old model in which a product manager defines requirements, a designer designs a solution that delivers on those requirements, and then engineering implements those requirements, with each person living with the constraints and decisions of the ones that preceded. In strong teams, product, design, and engineering work side by side, in a give‐and‐take way, to come up with technology‐powered solutions that our customers love and that work for our business.

Along the vertical dimension, we have a progressive level of detail. As we flesh out each major activity into sets of user tasks, we add stories for each of those tasks. The critical tasks are higher vertically than the optional tasks.

four types of content that work. They are: Content that validates—case studies, references, social media sharing Content that educates—customer communities and user forums Content that rewards dedication—MVP programs, referrals, speaking engagements for customer advocates Content that inspires—customer advisory boards, co-creation, and other forms of collaboration

unless I knew the product would be something that users and customers wanted.

Almost everyone who experienced disability and who had been the subject of a feature story (and a vast percentage of people considered "truly disabled" had been profiled in their local newspapers or on their local TV news programs) had found reporters turning their accounts of bigotry, social ostracism, prejudice, discrimination into stories of inspiration and overcoming, either glossing over  -- or never noticing  -- aspects of the story that knit it into the larger fabric of nationwide disability discrimination. A story a wheelchair user told a reporter about being denied job after job ended up not as a piece on the issue of job discrimination but a feature on the pluckiness of the disabled jobseeker.

Motivation is like quicksand. if you stand still for too long you will sink. When you start working towards your goal the start always hard until you aren't sinking anymore.