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|Hoffman M.D., Ronald||Basic Health Publications||ePub|
Take another little piece of my heart now, baby! Break another little bit of my heart now, darling …
—PIECE OF MY HEART, BY JANIS JOPLIN
In July 2004, ex-President Bill Clinton became the poster-boy for aggressive cardiac intervention. All the right ingredients were there: Clinton was demographically correct—no geezer by a long shot, he was the quintessential baby boomer. He was busy, powerful, and full of vitality, had access to all the right health information, good doctors, and primo health insurance. He talked a good “health” game, too—yet clung to a few favorite vices. A non-cigarette smoker, he wasn’t averse to an occasional cigar. His efforts to eat right were almost as legendary as his hankerings for French fries. And exercise was more “show” than strict regimen (remember all those presidential photos of him gamely jogging through Washington). In other words, he was someone the 80 million boomers now coasting toward their prime cardiovascular risk years could easily identify with.See more
|Stacey Hall||Berrett-Koehler Publishers||ePub|
A wise man will make more
WITH YOUR powers of attraction in full force today, it is time to envision yourself as an expert about your industry.
In the Strategic Attraction Planning Process, nothing is as attractive as providing education. The more opportunities you have to educate someone else about your industry, the more attractive you become. One of the best venues for sharing your knowledge is through involvement with networking groups and organizations. If you already belong to at least one referral club, networking group, or business-related organization, great!
Today, offer yourself as a speaker to other networking groups. You have expertise about your field that members of these groups would love to have from you.
When you establish yourself as a speaker with industry expertise, you actually become a beacon of light in the dark haze of confusion that many of your potentially perfect customers experience day to day. Like boats to a lighthouse, the right people will be attracted to you, especially since you are making it easy for them to receive your knowledge and to ask questions of you. Most importantly, you are planting yourself on the shore where they are looking to find you.See more
When to Boost ISO
I’ve said it before, and I’ll say it again: all other things being equal, you’ll probably want to shoot with as low an ISO as possible because raising the ISO increases the noise in a photo. It’s a judgement call when “all other things” are (or are not) equal, but the most common situations involve circumstances in which there is no other good way to get the shot.
Typically, it makes sense to boost the ISO in situations in which you don’t have enough light to use as small an aperture as you’d like (see Chapter 2) or as fast a shutter speed as you need to freeze motion or prevent camera shake (see Chapter 3). Add to the mix the unwillingness to use a flash (perhaps because you don’t want to disturb the subject) or inability to use a flash
(the subject is at too great a distance) and you’ve got a perfect recipe for higher ISO.
People dancing in the dark? Celebrities at a political rally? Kids racing around in the shadows? Motion in the moonlight? These are all good candidates for a boosted ISO.See more
|Rob Orsini||O'Reilly Media||ePub|
Bugs are a fact of life for all software projects. A bug is a defect in a software system where the outcome of running the software is not what was expected, or perhaps, not what your client expects. Bugs can be as blatant as mistyped syntax, or they can be very elusive and seemingly impossible to track down. Bugs frequently show up when software is supplied with unexpected input, or when the software is run in an environment not initially anticipated by its developers.
Debugging is the act of hunting down and fixing bugs. Experienced developers acknowledge that bugs happen, and learn a set of skills to make fixing them easier. Tracking down a bug can be rewarding and fun: it can require rethinking the logic of a program, or coming up with creative ways to expose the bug. But when a bug you were sure you had fixed pops up again, the fun turns into frustration. And some things that users report as bugs dance precariously close to being feature requests. Agreeing with your clients about the difference between a bug and a feature request could be considered part of the task of debugging.See more
|Thomas J. Chermack||Berrett-Koehler Publishers||ePub|
Theory is a dirty word in some managerial quarters. That is rather curious, because all of us, managers especially, can no more get along without theories than libraries can get along without catalogs—and for the same reason: theories help us make sense of incoming information.
—MINTZBERG (2005, p. 249)
Pierre Wack told a story about approaching a cliff. He talked about how the odds of falling over the cliff increase as you walk closer to the edge. He asserted that the best way to avoid falling over a cliff is to help people see the characteristics of the cliff in advance. He helped them see how tall and steep the cliff is. He taught them to calculate how many different kinds of cliffs there are, how to recognize when a cliff is coming, and which kind it is. Pierre’s story was an attempt to explain what a cliff was and how the cliff worked to prevent people from falling over it.
Most strategy and scenario planning texts provide readers with processes. Follow the steps and “do” your corporate strategy, they claim. Instead, this book provides a framework with numerous tools. The framework is designed to give the user a domain in which to exercise judgment. The tools described are aimed at helping decision makers decide their own specific course of action within the framework. Some have referred to scenario planning as more art than science. This chapter argues that scenario planning should remain artful, but it also must evolve into a theoretically and scientifically grounded art.See more
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