text:
Social Architecture
Chapter 1 - The Toolbox
Chapter 2 - Sidebars
Chapter 3 - The ZeroMQ Community
Chapter 4 - The ZeroMQ Process: C4
Chapter 5 - Designing for Innovation
Chapter 6 - Living Systems
Postface
Chapter 5. Designing for Innovation
Let's look at innovation, which Wikipedia defines as, "the development of new values through solutions that meet new requirements, inarticulate needs, or old customer and market needs in value adding new ways." This really just means solving problems more cheaply. It sounds straight-forward, but the history of collapsed tech giants proves that it's not. I'll try to explain how teams so often get it wrong, and suggest a way for doing innovation right.
The Tale of Two Bridges
Two old engineers were talking of their lives and boasting of their greatest projects. One of the engineers explained how he had designed one of the greatest bridges ever made.
"We built it across a river gorge," he told his friend. "It was wide and deep. We spent two years studying the land, and choosing designs and materials. We hired the best engineers and designed the bridge, which took another five years. We contracted the largest engineering firms to build the structures, the towers, the tollbooths, and the roads that would connect the bridge to the main highways. Dozens died during the construction. Under the road level we had trains, and a special path for cyclists. That bridge represented years of my life."
The second man reflected for a while, then spoke. "One evening me and a friend got drunk on vodka, and we threw a rope across a gorge," he said. "Just a rope, tied to two trees. There were two villages, one at each side. At first, people pulled packages across that rope with a pulley and string. Then someone threw a second rope, and built a foot walk. It was dangerous, but the kids loved it. A group of men then rebuilt that, made it solid, and women started to cross, everyday, with their produce. A market grew up on one side of the bridge, and slowly that became a large town, because there was a lot of space for houses. The rope bridge got replaced with a wooden bridge, to allow horses and carts to cross. Then the town built a real stone bridge, with metal beams. Later, they replaced the stone part with steel, and today there's a suspension bridge standing in that same spot."
The first engineer was silent. "Funny thing," he said, "my bridge was demolished about ten years after we built it. Turns out it was built in the wrong place and no one wanted to use it. Some guys had thrown a rope across the gorge, a few miles further downstream, and that's where everyone went."
How ZeroMQ Lost Its Road Map
Presenting ZeroMQ at the Mix-IT conference in Lyon in early 2012, I was asked several times for the "road map". My answer was: there is no road map any longer. We had road maps, and we deleted them. Instead of a few experts trying to lay out the next steps, we were allowing this to happen organically. The audience didn't really like my answer. So un-French.
However, the history of ZeroMQ makes it quite clear why road maps were problematic. In the beginning, we had a small team making the library, with few contributors, and no documented road map. As ZeroMQ grew more popular and we switched to more contributors, users asked for road maps. So we collected our plans together and tried to organize them into releases. Here, we wrote, is what will come in the next release.
As we rolled out releases, we hit the problem that it's very easy to promise stuff, and rather harder to make it as planned. For one thing, much of the work was voluntary, and it's not clear how you force volunteers to commit to a road map. But also, priorities can shift dramatically over time. So we were making promises we could not keep, and the real deliveries didn't match the road maps.
The second problem was that by defining the road map, we in effect claimed territory, making it harder for others to participate. People do prefer to contribute to changes they believe were their idea. Writing down a list of things to do turns contribution into a chore rather than an opportunity.
Finally, we saw changes in ZeroMQ that were quite traumatic, and the road maps didn't help with this, despite a lot of discussion and effort to "do it right". Examples of this were incompatible changes in APIs and protocols. It was quite clear that we needed a different approach for defining the change process.
Software engineers don't like the notion that powerful, effective solutions can come into existence without an intelligent designer actively thinking things through. And yet no one in that room in Lyon would have questioned evolution. A strange irony, and one I wanted to explore further as it underpins the direction the ZeroMQ community has taken since the start of 2012.
In the dominant theory of innovation, brilliant individuals reflect on large problem sets and then carefully and precisely create a solution. Sometimes they will have "eureka" moments where they "get" brilliantly simple answers to whole large problem sets. The inventor, and the process of invention are rare, precious, and can command a monopoly. History is full of such heroic individuals. We owe them our modern world.
Looking more closely, however, and you will see that the facts don't match. History doesn't show lone inventors. It shows lucky people who steal or claim ownership of ideas that are being worked on by many. It shows brilliant people striking lucky once, and then spending decades on fruitless and pointless quests. The best known large-scale inventors like Thomas Edison were in fact just very good at systematic broad research done by large teams. It's like claiming that Steve Jobs invented every device made by Apple. It is a nice myth, good for marketing, but utterly useless as practical science.
Recent history, much better documented and less easy to manipulate, shows this well. The Internet is surely one of the most innovative and fast-moving areas of technology, and one of the best documented. It has no inventor. Instead, it has a massive economy of people who have carefully and progressively solved a long series of immediate problems, documented their answers, and made those available to all. The innovative nature of the Internet comes not from a small, select band of Einsteins. It comes from RFCs anyone can use and improve, made by hundreds and thousands of smart, but not uniquely smart, individuals. It comes from open source software anyone can use and improve. It comes from sharing, scale of community, and the continuous accretion of good solutions and disposal of bad ones.
Here thus is an alternative theory of innovation:
There is an infinite problem/solution terrain.
This terrain changes over time according to external conditions.
We can only accurately perceive problems to which we are close.
We can rank the cost/benefit economics of problems using a market for solutions.
There is an optimal solution to any solvable problem.
We can approach this optimal solution heuristically, and mechanically.
Our intelligence can make this process faster, but does not replace it.
There are a few corollaries to this:
Individual creativity matters less than process. Smarter people may work faster, but they may also work in the wrong direction. It's the collective vision of reality that keeps us honest and relevant.
We don't need road maps if we have a good process. Functionality will emerge and evolve over time as solutions compete for market share.
We don't invent solutions so much as discover them. All sympathies to the creative soul. It's just an information processing machine that likes to polish its own ego and collect karma.
Intelligence is a social effect, though it feels personal. A person cut off from others eventually stops thinking. We can neither collect problems nor measure solutions without other people.
The size and diversity of the community is a key factor. Larger, more diverse communities collect more relevant problems, and solve them more accurately, and do this faster, than a small expert group.
So, when we trust the solitary experts, they make classic mistakes. They focus on ideas, not problems. They focus on the wrong problems. They make misjudgments about the value of solving problems. They don't use their own work.
Can we turn the above theory into a reusable process? In late 2011, I started documenting C4 and similar contracts, and using them both in ZeroMQ and in closed source projects. The underlying process is something I call "Simplicity Oriented Design", or SOD. This is a reproducible way of developing simple and elegant products. It organizes people into flexible supply chains that are able to navigate a problem landscape rapidly and cheaply. They do this by building, testing, and keeping or discarding minimal plausible solutions, called "patches". Living products consist of long series of patches, applied one atop the other.
SOD is relevant first because it's how we evolve ZeroMQ. It's also the basis for the design process we use to develop larger-scale ZeroMQ applications. Of course, you can use any software architecture methodology with ZeroMQ.
To best understand how we ended up with SOD, let's look at the alternatives.
Trash-Oriented Design
The most popular design process in large businesses seems to be Trash-Oriented Design, or TOD. TOD feeds off the belief that all we need to make money are great ideas. It's tenacious nonsense, but a powerful crutch for people who lack imagination. The theory goes that ideas are rare, so the trick is to capture them. It's like non-musicians being awed by a guitar player, not realizing that great talent is so cheap it literally plays on the streets for coins.
The main output of TODs is expensive "ideation": concepts, design documents, and products that go straight into the trash can. It works as follows:
The Creative People come up with long lists of "we could do X and Y". I've seen endlessly detailed lists of everything amazing a product could do. We've all been guilty of this. Once the creative work of idea generation has happened, it's just a matter of execution, of course.
So the managers and their consultants pass their brilliant ideas to designers who create acres of preciously refined design documents. The designers take the tens of ideas the managers came up with, and turn them into hundreds of world-changing designs.
These designs get given to engineers who scratch their heads and wonder who the heck came up with such nonsense. They start to argue back, but the designs come from up high, and really, it's not up to engineers to argue with creative people and expensive consultants.
So the engineers creep back to their cubicles, humiliated and threatened into building the gigantic but oh-so-elegant junk heap. It is bone-breaking work because the designs take no account of practical costs. Minor whims might take weeks of work to build. As the project gets delayed, the managers bully the engineers into giving up their evenings and weekends.
Eventually, something resembling a working product makes it out of the door. It's creaky and fragile, complex and ugly. The designers curse the engineers for their incompetence and pay more consultants to put lipstick onto the pig, and slowly the product starts to look a little nicer.
By this time, the managers have started to try to sell the product and they find, shockingly, that no one wants it. Undaunted, they courageously build million-dollar web sites and ad campaigns to explain to the public why they absolutely need this product. They do deals with other businesses to force the product on the lazy, stupid, and ungrateful market.
After twelve months of intense marketing, the product still isn't making profits. Worse, it suffers dramatic failures and gets branded in the press as a disaster. The company quietly shelves it, fires the consultants, buys a competing product from a small startup and rebrands that as its own Version 2. Hundreds of millions of dollars end up in the trash.
Meanwhile, another visionary manager somewhere in the organization drinks a little too much tequila with some marketing people and has a Brilliant Idea.
Trash-Oriented Design would be a caricature if it wasn't so common. Something like 19 out of 20 market-ready products built by large firms are failures (yes, 87% of statistics are made up on the spot). The remaining 1 in 20 probably only succeeds because the competitors are so bad and the marketing is so aggressive.
The main lessons of TOD are quite straightforward but hard to swallow. They are:
Ideas are cheap. No exceptions. There are no brilliant ideas. Anyone who tries to start a discussion with "oooh, we can do this too!" should be beaten down with all the passion one reserves for traveling evangelists. It is like sitting in a cafe at the foot of a mountain, drinking a hot chocolate and telling others, "Hey, I have a great idea, we can climb that mountain! And build a chalet on top! With two saunas! And a garden! Hey, and we can make it solar powered! Dude, that's awesome! What color should we paint it? Green! No, blue! OK, go and make it, I'll stay here and make spreadsheets and graphics!"
The starting point for a good design process is to collect real problems that confront real people. The second step is to evaluate these problems with the basic question, "How much is it worth to solve this problem?" Having done that, we can collect that set of problems that are worth solving.
Good solutions to real problems will succeed as products. Their success will depend on how good and cheap the solution is, and how important the problem is (and sadly, how big the marketing budgets are). But their success will also depend on how much they demand in effort to use--in other words, how simple they are.
Now, after slaying the dragon of utter irrelevance, we attack the demon of complexity.
Complexity-Oriented Design
Really good engineering teams and small firms can usually build decent products. But the vast majority of products still end up being too complex and less successful than they might be. This is because specialist teams, even the best, often stubbornly apply a process I call Complexity-Oriented Design, or COD, which works as follows:
Management correctly identifies some interesting and difficult problem with economic value. In doing so, they already leapfrog over any TOD team.
The team with enthusiasm starts to build prototypes and core layers. These work as designed and thus encouraged, the team go off into intense design and architecture discussions, coming up with elegant schemas that look beautiful and solid.
Management comes back and challenges the team with yet more difficult problems. We tend to equate cost with value, so the harder and more expensive to solve, the more the solution should be worth, in their minds.
The team, being engineers and thus loving to build stuff, build stuff. They build and build and build and end up with massive, perfectly-designed complexity.
The products go to market, and the market scratches its head and asks, "Seriously, is this the best you can do?" People do use the products, especially if they aren't spending their own money in climbing the learning curve.
Management gets positive feedback from its larger customers, who share the same idea that high cost (in training and use) means high value, and so continues to push the process.
Meanwhile somewhere across the world, a small team is solving the same problem using a better process, and a year later smashes the market to little pieces.
COD is characterized by a team obsessively solving the wrong problems in a form of collective delusion. COD products tend to be large, ambitious, complex, and unpopular. Much open source software is the output of COD processes. It is insanely hard for engineers to stop extending a design to cover more potential problems. They argue, "What if someone wants to do X?" but never ask themselves, "What is the real value of solving X?"
A good example of COD in practice is Bluetooth, a complex, over-designed set of protocols that users hate. It continues to exist only because in a massively-patented industry there are no real alternatives. Bluetooth is perfectly secure, which is close to pointless for a proximity protocol. At the same time, it lacks a standard API for developers, meaning it's really costly to use Bluetooth in applications.
On the #zeromq IRC channel, Wintre once wrote of how enraged he was many years ago when he "found that XMMS 2 had a working plugin system, but could not actually play music."
COD is a form of large-scale "rabbit-holing", in which designers and engineers cannot distance themselves from the technical details of their work. They add more and more features, utterly misreading the economics of their work.
The main lessons of COD are also simple, but hard for experts to swallow. They are:
Making stuff that you don't immediately have a need for is pointless. Doesn't matter how talented or brilliant you are, if you just sit down and make stuff people are not actually asking for, you are most likely wasting your time.
Problems are not equal. Some are simple, and some are complex. Ironically, solving the simpler problems often has more value to more people than solving the really hard ones. So if you allow engineers to just work on random things, they'll mostly focus on the most interesting but least worthwhile things.
Engineers and designers love to make stuff and decoration, and this inevitably leads to complexity. It is crucial to have a "stop mechanism", a way to set short, hard deadlines that force people to make smaller, simpler answers to just the most crucial problems.
Simplicity Oriented Design
Finally, we come to the rare but precious Simplicity Oriented Design, or SOD. This process starts with a realization: we do not know what we have to make until after we start making it. Coming up with ideas or large-scale designs isn't just wasteful, it's a direct hindrance to designing the truly accurate solutions. The really juicy problems are hidden like far valleys, and any activity except active scouting creates a fog that hides those distant valleys. You need to keep mobile, pack light, and move fast.
SOD works as follows:
We collect a set of interesting problems (by looking at how people use technology or other products) and we line these up from simple to complex, looking for and identifying patterns of use.
We take the simplest, most dramatic problem and we solve this with a minimal plausible solution, or "patch". Each patch solves exactly a genuine and agreed-upon problem in a brutally minimal fashion.
We apply one measure of quality to patches, namely "Can this be done any simpler while still solving the stated problem?" We can measure complexity in terms of concepts and models that the user has to learn or guess in order to use the patch. The fewer, the better. A perfect patch solves a problem with zero learning required by the user.
Our product development consists of a patch that solves the problem "we need a proof of concept" and then evolves in an unbroken line to a mature series of products, through hundreds or thousands of patches piled on top of each other.
We do not do anything that is not a patch. We enforce this rule with formal processes that demand that every activity or task is tied to a genuine and agreed-upon problem, explicitly enunciated and documented.
We build our projects into a supply chain where each project can provide problems to its "suppliers" and receive patches in return. The supply chain creates the "stop mechanism" because when people are impatiently waiting for an answer, we necessarily cut our work short.
Individuals are free to work on any projects, and provide patches at any place they feel it's worthwhile. No individuals "own" any project, except to enforce the formal processes. A single project can have many variations, each a collection of different, competing patches.
Projects export formal and documented interfaces so that upstream (client) projects are unaware of change happening in supplier projects. Thus multiple supplier projects can compete for client projects, in effect creating a free and competitive market.
We tie our supply chain to real users and external clients and we drive the whole process by rapid cycles so that a problem received from outside users can be analyzed, evaluated, and solved with a patch in a few hours.
At every moment from the very first patch, our product is shippable. This is essential, because a large proportion of patches will be wrong (10-30%) and only by giving the product to users can we know which patches have become problems that need solving.
SOD is a hill-climbing algorithm, a reliable way of finding optimal solutions to the most significant problems in an unknown landscape. You don't need to be a genius to use SOD successfully, you just need to be able to see the difference between the fog of activity and the progress towards new real problems.
People have pointed out that hill-climbing algorithms have known limitations. One gets stuck on local peaks, mainly. But this is nonetheless how life itself works: collecting tiny incremental improvements over long periods of time. There is no intelligent designer. We reduce the risk of local peaks by spreading out widely across the landscape, but it is somewhat moot. The limitations aren't optional, they are physical laws. The theory says, this is how innovation really works, so better embrace it and work with it than try to work on the basis of magical thinking.
And in fact once you see all innovation as more or less successful hill-climbing, you realize why some teams and companies and products get stuck in a never-never land of diminishing prospects. They simply don't have the diversity and collective intelligence to find better hills to climb. When Nokia killed their open source projects, they cut their own throat.
A really good designer with a good team can use SOD to build world-class products, rapidly and accurately. To get the most out of SOD the designer has to use the product continuously, from day one, and develop his or her ability to smell out problems such as inconsistency, surprising behavior, and other forms of friction. We naturally overlook many annoyances, but a good designer picks these up and thinks about how to patch them. Design is about removing friction in the use of a product.
In an open source setting, we do this work in public. There's no "let's open the code" moment. Projects that do this are in my view missing the point of open source, which is to engage your users in your exploration, and to build community around the seed of the architecture.
The ZeroMQ community has been and still is heavily dependent on pro bono individual efforts. I'd like to think that everyone was compensated in some way for their contributions, and I believe that with ZeroMQ, contributing means gaining expertise in an extraordinarily valuable technology, which leads to improved professional options.
However, not all projects will be so lucky and if you work with or in open source, you should understand the risk of burnout that volunteers face. This applies to all pro bono communities. In this section, I'll explain what causes burnout, how to recognize it, how to prevent it, and (if it happens) how to try to treat it. Disclaimer: I'm not a psychiatrist and this article is based on my own experiences of working in pro bono contexts for the last 20 years, including free software projects, and NGOs such as the FFII.
In a pro bono context, we're expected to work without direct or obvious economic incentive. That is, we sacrifice family life, professional advancement, free time, and health in order to accomplish some goal we have decided to accomplish. In any project, we need some kind of reward to make it worth continuing each day. In most pro bono projects the rewards are very indirect, superficially not economical at all. Mostly, we do things because people say, "Hey, great!" Karma is a powerful motivator.
However, we are economic beings, and sooner or later, if a project costs us a great deal and does not bring economic rewards of some kind (money, fame, a new job), we start to suffer. At a certain stage, it seems our subconscious simply gets disgusted and says, "Enough is enough!" and refuses to go any further. If we try to force ourselves, we can literally get sick.
This is what I call "burnout", though the term is also used for other kinds of exhaustion. Too much investment on a project with too little economic reward, for too long. We are great at manipulating ourselves and others, and this is often part of the process that leads to burnout. We tell ourselves that it's for a good cause and that the other guy is doing OK, so we should be able to as well.
When I got burned out on open source projects like Xitami, I remember clearly how I felt. I simply stopped working on it, refused to answer any more emails, and told people to forget about it. You can tell when someone's burned out. They go offline, and everyone starts saying, "He's acting strange... depressed, or tired..."
Diagnosis is simple. Has someone worked a lot on a project that was not paying back in any way? Did she make exceptional sacrifices? Did he lose or abandon his job or studies to do the project? If you're answering "yes", it's burnout.
There are three simple techniques I've developed over the years to reduce the risk of burnout in the teams I work with:
No one is irreplaceable. Working solo on a critical or popular project--the concentration of responsibility on one person who cannot set their own limits--is probably the main factor. It's a management truism: if someone in your organization is irreplaceable, get rid of him or her.
We need day jobs to pay the bills. This can be hard, but seems necessary. Getting money from somewhere else makes it much easier to sustain a sacrificial project.
Teach people about burnout. This should be a basic course in colleges and universities, as pro bono work becomes a more common way for young people to experiment professionally.
When someone is working alone on a critical project, you know they are going blow their fuses sooner or later. It's actually fairly predictable: something like 18-36 months depending on the individual and how much economic stress they face in their private lives. I've not seen anyone burn-out after half a year, nor last five years in a unrewarding project.
There is a simple cure for burnout that works in at least some cases: get paid decently for your work. However, this pretty much destroys the freedom of movement (across that infinite problem landscape) that the volunteer enjoys.
Patterns for Success
I'll end this code-free chapter with a series of patterns for success in software engineering. They aim to capture the essence of what divides glorious success from tragic failure. They were described as "religious maniacal dogma" by a manager, and "anything else would be effing insane" by a colleague, in a single day. For me, they are science. But treat the Lazy Perfectionist and others as tools to use, sharpen, and throw away if something better comes along.
The Lazy Perfectionist
Never design anything that's not a precise minimal answer to a problem we can identify and have to solve.
The Lazy Perfectionist spends his idle time observing others and identifying problems that are worth solving. He looks for agreement on those problems, always asking, "What is the real problem". Then he moves, precisely and minimally, to build, or get others to build, a usable answer to one problem. He uses, or gets others to use those solutions. And he repeats this until there are no problems left to solve, or time or money runs out.
The Benevolent Tyrant
The control of a large force is the same principle as the control of a few men: it is merely a question of dividing up their numbers. -- Sun Tzu
The Benevolent Tyrant divides large problems into smaller ones and throws them at groups to focus on. She brokers contracts between these groups, in the form of APIs and the "unprotocols" we'll read about in the next chapter. The Benevolent Tyrant constructs a supply chain that starts with problems, and results in usable solutions. She is ruthless about how the supply chain works, but does not tell people what to work on, nor how to do their work.
The Earth and Sky
The ideal team consists of two sides: one writing code, and one providing feedback.
The Earth and Sky work together as a whole, in close proximity, but they communicate formally through issue tracking. Sky seeks out problems from others and from their own use of the product and feeds these to Earth. Earth rapidly answers with testable solutions. Earth and Sky can work through dozens of issues in a day. Sky talks to other users, and Earth talks to other developers. Earth and Sky may be two people, or two small groups.
The accuracy of knowledge comes from diversity.
The Open Door accepts contributions from almost anyone. She does not argue quality or direction, instead allowing others to argue that and get more engaged. She calculates that even a troll will bring more diverse opinion to the group. She lets the group form its opinion about what goes into stable code, and she enforces this opinion with help of a Benevolent Tyrant.
The Laughing Clown
Perfection precludes participation.
The Laughing Clown, often acting as the Happy Failure, makes no claim to high competence. Instead his antics and bumbling attempts provoke others into rescuing him from his own tragedy. Somehow however, he always identifies the right problems to solve. People are so busy proving him wrong they don't realize they're doing valuable work.
The Mindful General
Make no plans. Set goals, develop strategies and tactics.
The Mindful General operates in unknown territory, solving problems that are hidden until they are nearby. Thus she makes no plans, but seeks opportunities, then exploits them rapidly and accurately. She develops tactics and strategies in the field, and teaches these to her soldiers so they can move independently, and together.
The Social Engineer
If you know the enemy and know yourself, you need not fear the result of a hundred battles. -- Sun Tzu
The Social Engineer reads the hearts and minds of those he works with and for. He asks, of everyone, "What makes this person angry, insecure, argumentative, calm, happy?" He studies their moods and dispositions. With this knowledge he can encourage those who are useful, and discourage those who are not. The Social Engineer never acts on his own emotions.
He will win whose army is animated by the same spirit throughout all its ranks. -- Sun Tzu
The Constant Gardener grows a process from a small seed, step-by-step as more people come into the project. She makes every change for a precise reason, with agreement from everyone. She never imposes a process from above but lets others come to consensus, and then he enforces that consensus. In this way, everyone owns the process together and by owning it, they are attached to it.
The Rolling Stone
After crossing a river, you should get far away from it. -- Sun Tzu
The Rolling Stone accepts his own mortality and transience. He has no attachment to his past work. He accepts that all that we make is destined for the trash can, it is just a matter of time. With precise, minimal investments, he can move rapidly away from the past and stay focused on the present and near future. Above all, he has no ego and no pride to be hurt by the actions of others.
The Pirate Gang
Code, like all knowledge, works best as collective--not private--property.
The Pirate Gang organizes freely around problems. It accepts authority insofar as authority provides goals and resources. The Pirate Gang owns and shares all it makes: every work is fully remixable by others in the Pirate Gang. The gang moves rapidly as new problems emerge, and is quick to abandon old solutions if those stop being relevant. No persons or groups can monopolize any part of the supply chain.
The Flash Mob
Water shapes its course according to the nature of the ground over which it flows. -- Sun Tzu
The Flash Mob comes together in space and time as needed, then disperses as soon as they can. Physical closeness is essential for high-bandwidth communications. But over time it creates technical ghettos, where Earth gets separated from Sky. The Flash Mob tends to collect a lot of frequent flier miles.
The Canary Watcher
Pain is not, generally, a Good Sign.
The Canary Watcher measures the quality of an organization by their own pain level, and the observed pain levels of those with whom he works. He brings new participants into existing organizations so they can express the raw pain of the innocent. He may use alcohol to get others to verbalize their pain points. He asks others, and himself, "Are you happy in this process, and if not, why not?" When an organization causes pain in himself or others, he treats that as a problem to be fixed. People should feel joy in their work.
Never interrupt others when they are making mistakes.
The Hangman knows that we learn only by making mistakes, and she gives others copious rope with which to learn. She only pulls the rope gently, when it's time. A little tug to remind the other of their precarious position. Allowing others to learn by failure gives the good reason to stay, and the bad excuse to leave. The Hangman is endlessly patient, because there is no shortcut to the learning process.
The Historian
Keeping the public record may be tedious, but it's the only way to prevent collusion.
The Historian forces discussion into the public view, to prevent collusion to own areas of work. The Pirate Gang depends on full and equal communications that do not depend on momentary presence. No one really reads the archives, but the simply possibility stops most abuses. The Historian encourages the right tool for the job: email for transient discussions, IRC for chatter, wikis for knowledge, issue tracking for recording opportunities.
The Provocateur
When a man knows he is to be hanged in a fortnight, it concentrates his mind wonderfully. -- Samuel Johnson
The Provocateur creates deadlines, enemies, and the occasional impossibility. Teams work best when they don't have time for the crap. Deadlines bring people together and focus the collective mind. An external enemy can move a passive team into action. The Provocateur never takes the deadline too seriously. The product is always ready to ship. But she gently reminds the team of the stakes: fail, and we all look for other jobs.
The Mystic
When people argue or complain, just write them a Sun Tzu quotation -- Mikko Koppanen
The Mystic never argues directly. He knows that to argue with an emotional person only creates more emotion. Instead he side-steps the discussion. It's hard to be angry at a Chinese general, especially when he has been dead for 2,400 years. The Mystic plays Hangman when people insist on the right to get it wrong.


Chapter 6: "Cholesterol." A general discussion of cholesterol and caveats about its usual (mis)interpretation.
Chapter 7: "The Lipid Management Group." A discussion of cholesterol subtypes.
Chapter 8: "The Lipid Management Group." Interpreting cholesterol and triglyceride blood tests.
Chapter 10: "How to Run Your Heart Up and Down." Exercise which increases HDL (good) cholesterol levels.
Chapter 18: "The Amazing Role of HDL." How HDL cholesterol reduces heart disease and cancer risk.
Chapter 21: "LDL." How to control proportions of safe and harmful LDL cholesterol. The folly of statins.
Chapter 27: "Cholesterol – Cell Wall Material." On why dietary cholesterol has no effect on circulating cholesterol. I.e. why it's OK to eat egg yolks.
Appendix 2: "Low-Carb Diets." Effect of low-carb, high-fat diets on cholesterol levels.
A fairly in depth discussion of cholesterol, when it is dangerous, and when it is not. Only certain types of LDL (bad cholesterol) are dangerous, and they can be controlled.
The Grand Unified Theory of Fat. Fat behaves quite differently from what you might expect. Why fat doesn't make you fat. Why carbs do.
All about HDL, and its role in curing heart disease and prevention of cancer.
Is this low LDL cholesterol the result of, or the cause of dementia.
Saturated fat is healthy. It does not raise cholesterol. It does not cause heart disease.
U. S. Government removes limits on cholesterol Consumption. Eating cholesterol is now officially harmless. This has only been know about 50 years. Learn why it is harmless and the strange political background.
A patient finds and learns to manage his critical triglyceride level. Above it, atherosclerosis accumulates and cardiac risk increases. below it, atherosclerosis and cardiac risk are reduced. No drugs involved.
Eztimibe, which lowers cholesterol in a different way, has been a disaster. Now, by slicing and dicing, the drug industry has found a narrow group that benefits, but of course, will attempt to have the drug widely perscribed.
Can I really trust this article.
As they say don't trust what you read on internet.
I do take cholesterol pills and have had lots of leg problems. It only started since I have been taking the pills. I took Lipitor, then changed to Crestor. And a few more. Don't know if I should stop it.
Now the doctor told me to take once a week.
I would appreciate if you write back to me and make it clear.
On page 73 in your book you have a list of recommended lab tests. 16 tests and 5 categories. Where is the list on this website? I'd like to print it out and give it to my doctor.
Also, does either Lab Corp or Quest have a bundled price for all 16 tests?
Thanks for reminding me. I'll get something up on the website this weekend, and let you know where to find it.
As to Labcorp and Quest, there is not yet a packaged price.
I have a question related to Dave's. Can you recommend a particular mobile app for keeping a personal digital record of my results?
Apple's Health app disappoints. I'm looking at alternatives like Blood Test PRO, Blood Test Monitor, My Medical, etc…but wanted to see if the QM gurus had already found one that supported all 16 (or most) of the data points.


My leg and foot massager from 1212 sales is here!
I wanted to buy Osim Uphoria but it was oos. It was a blessing in disguise because I found this Miuvo brand with good reviews. Best of all, it's half the price of uphoria ($699).
I'm trying this as I'm typing and I must say this is comparable to Uphoria.
The strength is good and I love how it has the heating function to warm my feet while massaging.
The legs portion can bring down to make it more compact.


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MAXIM WATERMAKERS
Engineered Solutions
Salinity Monitoring Equipment
Why MAXIM
Maxim Watermakers Awarded Contracts for FFG
Shreveport, LA - Company officials announced today that Maxim Watermakers has been awarded a contract for the supply of the Seawater Reverse Osmosis Systems and the High Purity Reverse Osmosis Unit and a separate contract for the supply of the Electronic Cooling Water Demineralizer Assemblies for the Constellation-Class Frigates.
Brian Hebert, President of Maxim Watermakers, said "Maxim is committed to the U.S. Navy and our shipyard partner, Fincantieri Marinette Marine. We are honored to have this opportunity to serve the United States Navy as an equipment manufacturer for another class of Navy ships."
Maxim specializes in the manufacture of water purification equipment utilizing a broad range of water treatment technologies.
Maxim designs and manufactures fresh water generators, including distilling plants, seawater reverse osmosis systems, and high purity reverse osmosis units. Other water treatment & water handling equipment includes water disinfection, filtration, systems to cool, purify and circulate water for electronics cooling, heat exchangers, custom piping assemblies, etc. Maxim Watermakers is able to custom engineer water treatment systems to meet the size and other technical requirements based on a client's specific needs.
Maxim Watermakers Awarded ISO 9001:2015 Certification
Company officials announced today that Maxim Watermakers has earned ISO 9001:2015 Certification through TUV Rheinland. The ISO 9001:2015 standard combines the principles of organizational context, leadership commitment, risk-based analysis and continual improvement to create the foundation for internal and external customer satisfaction.
Brian Hebert, President of Maxim Watermakers, said "The guiding principles for Maxim have always been customer focused, striving to meet and exceed expectations. The concepts presented in ISO 9001:2015 were already present in our day-to-day operations as well as our strategic planning for Maxim's future. Becoming ISO certified was a natural next step and further highlights our commitment to quality, continual improvement and our customers."
Maxim Watermakers completed the ISO 9001:2015 implementation in-house without the use of external consultants. The Stage 1 and Stage 2 audits were performed successfully over the course of two months.
For information on Maxim's ISO 9001:2015 certification, please contact Millie McGrail at mmcgrail@maximwater.com. For more information on Maxim Watermakers, please contact Monica Rogers at mrogers@maximwater.com.
Maxim Watermakers Manufactures Resilient Mount Snubbers
Company officials announced today that Maxim Watermakers manufacturing portfolio now includes resilient mount snubbers for U.S. Navy applications. Snubbers are used in conjunction with resilient mounts for the installation of equipment where shock qualification of the mounted equipment is required.
Brian Hebert, President of Maxim Watermakers, said "Maxim is excited to further expand our machining & fabrication capabilities to include resilient mount snubbers built to NAVSEA drawing specifications. We would welcome the opportunity to speak with parties who need a manufacturing partner for this critical component."
For snubber manufacturing inquiries, please contact Monica Rogers at mrogers@maximwater.com or Bubba Jordan at bjordan@maximwater.com.
NEW SALINITY PANEL PROVIDER FOR MAXIM WATERMAKERS
Shreveport, LA, March 4, 2019 – Maxim Watermakers has a new partnership with a salinity panel provider. We have selected an industry-recognized leader in salinity panels and are looking forward to incorporating their technology into Maxim's water treatment equipment. Through this partnership, we will be able to offer shorter lead times and more advanced & sophisticated technology. The new salinity panels will have the flexibility to be customized based on a customer's unique requirements.
Maxim Watermakers Receives Small Business of the Year Award
Shreveport, LA, September 18, 2018 – Company officials have announced that Maxim Watermakers has been selected to receive the Forum's Small Business of the Year Award presented by the Greater Shreveport Chamber of Commerce.
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text:
"When the president does it, that means it is not illegal"
Richard Nixon was scoffed at by claiming that U.S. presidents are above the law. Four decades later. president-elect Donald Trump is getting away with it.
by Will Bunch | Columnist
One of the most famous political lines of the 20th Century was uttered by disgraced former president Richard Nixon, who emerged from the shadows a few years after Watergate to tell his story (for money) to British journalist David Frost. Indeed, the line that Nixon used to defend his actions -- the bugging, spying and dirty tricks on political opponents and the massive cover-up -- became the centerpiece, the kind of "Perry Mason moment" of a play that then became a Hollywood movie, Frost/Nixon.
"When the president does it, that means it is not illegal," Nixon told his interviewer. Those words were largely seen by the American public -- which continued to hold the ex-president in low esteem -- as a symbol of his unbowed arrogance. Most citizens still wanted to believe that no American citizen, not even the president, is above the law. Folks clung to this idea even though the actual evidence was mixed: People boasted that "the system worked" when Nixon was forced to resign, on the brink of certain impeachment -- but the pardon that was issued to Nixon by then-president Gerald Ford weeks later suggested that presidential justice remains elusive.
Today, I suspect a more cynical nation wonders whether a president really is above the law. Donald Trump -- not yet the 45th president, but soon -- certainly played to that notion today, when the New York Times questioned why it's not a conflict of interest when he and his children are still running his global development firm at the same time that the world's leaders are looking to curry favor with the new chief.
"The law's totally on my side," the president-elect told the Times. "The president can't have a conflict of interest." Translation: When this president does it, that means it is not illegal. Unlike Nixon, however, I'm starting to worry that Trump's going to get away with this.
Unfortunately, the law surrounding what presidents can and cannot do is, in fact, somewhat murky. A President Trump couldn't recuse himself from policy decisions involving Russia -- a country with which he may or may not have business interests -- at the (hopefully unlikely) moment that Russian warheads are soaring toward U.S. cities. He is constrained, supposedly, on his foreign business dealing by the now-already-famous "emoluments clause" of the U.S. Constitution...but who will determine any violation. The Republican-led -- and rabidly partisan -- Congress? That was the only avenue of justice with Nixon -- and that road is now closed.
This is important because Trump's tangled web of conflicts simply looks worse and worse each day. Just a few minutes after posting yesterday's column that detailed several of the president-elect's worst business conflicts, the Times reported that Trump had lobbied his right-wing pal Nigel Farage, a member of the European Parliament, to do something about the wind farm that would spoil the view from Trump's golf course in Scotland. Meanwhile, more disturbing details emerged about Trump's apparent lobbying campaign to get government officials in Argentina to approve his project in Buenos Aires. In in the category of "old business," the Trump Foundation -- an alleged charity that functions more like a money-laundering op -- admitted in a filing to the IRS that it's involved in so-called "self-dealing."
Given this ever-expanding web of conflicts, it seems clear that one of the biggest mistakes of 2016 was the lack of any kind of pressure -- from the public, the media, or Hillary Clinton and the Democratic Party -- on Trump to promise either a real blind trust or, even better, to liquidate his business empire. There's no legal requirement to do so, and it seems certain he would have resisted such calls. But the enormity of Trump's ethics problem didn't really come into focus until the nation was stuck with him, for better or worse, for the next four years. This should have been vetted. Who knows?...maybe a handful of voters in Michigan or Wisconsin would have been swayed.
Here's what should happen in the next four years. It should be enacted -- by a constitutional amendment if necessary -- that presidential candidates will be required to release at least several years worth of federal income tax, or their election will be voided. No more "nice little tradition" that can be flouted by someone like Trump. What's more, an incoming president should be required to liquidate his assets and place them in a blind trust.
That's what should happen -- but won't happen, thanks to the blanket control that Trump's political party exercises over Congress and the majority of state legislatures. And it's becoming increasingly clear -- not in theory, but in actual practice -- that when Donald Trump does something, that means it is not illegal. Somewhere down there, Richard Nixon is looking up at us and laughing hysterically.
Published Nov. 23, 2016
Will Bunch


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UNO Students Vote Against Adding Football Program to the School
Jude Walker
Jude Walker Published: November 9, 2022
University of New Orleans, Facebook
University of New Orleans students have spoken and it appears they don't want to help pay for a new football program.
A record number of students turned out to vote and they declined to fund football and other new sports programs.
It was the largest number of student voting in over a decade as 69% (1,468) of students voted against the fee while only 31% (633) were in favor of it.
UNO has a student enrollment of around 8,000. The voting total of 2,017 represents just under 30% of the university student population.
The proposed "student experience fee" would have tacked on an additional $300 per semester for full-time enrolled students. The fee would have funded the initial cost to start up an intercollegiate football package which would have also included women's soccer, women's golf, and a marching band.
The measure would have also funded other student activities with the objective of increasing enrollment and enhancing on-campus experiences with intramural sports and diversity programs.
However, it appears that this won't be happening, at least in the immediate future.
"Since the beginning of this process, I have said that this vote was about student voice," said UNO President John Nicklow in a statement. "Student Government leaders requested that this vote be allowed to take place and our students have made their voices heard. I respect the outcome of the vote, and I appreciate the engagement of our students, who cared enough about their university to cast their vote."
New Orleans Athletics, Facebook
UNO currently fields intercollegiate teams in the following:
MEN'S:
WOMEN'S:
The College Programs With The Most Players In The NFL
The NFL is made up of players from across the country, but some college programs produce much more NFL talent than others.
Source: UNO Students Vote Against Adding Football Program to the School
Filed Under: College Football, uno privateers, Vote
Categories: State News
New NCAA Rule Spells End for Transfer Portal's "Wild West"
Mississippi State Coach Mike Leach Hospitalized Sunday
The Transfer Portal is Out of Control, Here's Why
How Much of Lafayette Parish Turned Out to Vote in Tuesday's Elections?
Fans Tear Down Goalposts After Tennessee Stuns Alabama
3 McNeese Football Players Kicked Off Team Following Arrests for Burglarly
Who Is The Most Overrated College Football Team? (It's Not Alabama)
Texas A&M Yell Leaders Called Out for Awful App State Comments
Blown Safety Call May Have Cost Texas Upset Over Alabama


The new BodyBilt 4-arm brings a new level of ergonomic adjustability to the chair world.
The BodyBilt 4-arm has become the standard armrest of the BodyBilt range. With it, it brings a whole new level of adjustability.
The styling of the 4-arm complements all of the BodyBilt chairs. The arms are very robust because of its cast aluminium structure. They also provide great comfort because of its soft touch arm pads.
The armrest has been tested to withstand an outward force of 750lbs. The arms are locked in a cog to keep the arms from moving when getting in and out of the chair.


text:
Vaugeois is a French surname. Notable people with the surname include:

Denis Vaugeois (born 1935), Canadian historian
Henri Vaugeois (1864–1916), French politician
Lise Vaugeois, Canadian politician

French-language surnames

redpajama_set_name: RedPajamaWikipedia


Husband-and-wife team Delaney and Bonnie Bramlett had a decade in the music trenches and a pair of albums under their belts when they signed to Atlantic Records in 1970, Their first studio set for the label, TO BONNIE FROM DELANEY, captures the pair's blend of rock, soul and country at its peak, and became their highest charting album. The collection's dozen tracks include minor hits "Soul Shake" and "Free the People," though such Delaney originals as "Hard Luck and Troubles" and Bonnie's powerhouse performance of "The Love of My Man" are just as distinctive. The musician friends who accompanied the Bramletts on their early albums and tours are the stuff of legend, and the luminaries heard on this set include Little Richard, Duane Allman, King Curtis, and "Sneaky" Pete Kleinow. Bonnie Bramlett celebrates a birthday today, and we'll wish her a happy one with the superb TO BONNIE FROM DELANEY.


Eden Organic Buckwheat - family farm organically grown on the high plains of North & South Dakota. Despite its name buckwheat is not wheat but the seed of a broad leaf plant related to rhubarb. Buckwheat is a good source of fiber and protein providing all amino acids including the essential ones. It is also Nature's best source of the bioflavonoid rutin. Versatile as a main dish, hot porridge, in soup, salads, and stuffed vegetable dishes. Gluten Free. Heart Healthy* Whole Grain.
*Diets rich in whole grain and other plant foods and low in total fat, saturated fat, and cholesterol may reduce the risk of heart disease and some cancers.
To Prepare: Wash in cold water and add 1 cup buckwheat to 2 cups of boiling water. Cover, reduce heat, and simmer for 20 minutes. Fluff to cool for salads.
Organic hulled buckwheat (fagopyrum esculentum).


text:
Last edited by Bajora
7 edition of The Cherokee and their history found in the catalog.
The Cherokee and their history
by Mary Englar
Published 2006 by Compass Point Books in Minneapolis, Minn .
Cherokee Indians -- History -- Juvenile literature.,
Cherokee Indians -- Social life and customs -- Juvenile literature.
Statement by Mary Englar.
Genre Juvenile literature.
Series We the people, We the people (Series) (Compass Point Books)
LC Classifications E99.C5 E54 2006
The book includes a complete syllabary invented by the Cherokee Sequoyah some two centuries ago and a glossary. One word there is otsaliheliga (oh-jah-LEE-hay-lee-gah). Cherokee History. When white Europeans began showing up in the 16th century, the Cherokee were a thriving tribe of people with a very large population. They inhabited the Southern Appalachian.
Whatever may be their origins in antiquity, the Cherokees are generally thought to be a Southeastern tribe, with roots in Georgia, North Carolina, and Tennessee, among other states, though many Cherokees are identified today with Oklahoma, to which they had been forcibly removed by treaty in the s, or with the lands of the Eastern Band of Cherokees in western North Carolina. Starr practiced medicine for five years before dedicating himself to the study of Cherokee history. His books included the publication Cherokees "West," – and his notable History of the Cherokee Indians and Their Legends and Folklore. Published in , the latter remains prized by Cherokee historians and genealogists.
The History of the Cherokee Indians and Their Legends and Folklore. The complete book by Emmett Starr, includes biographies and genealogies of leading men. Originally published in , History of the Cherokee Indians, a reference originally created "for the purpose of perpetuating some of the facts relative to the Cherokee tribe, that might. In , Donald Yates wrote about the pioneer family in his book Old World Roots of the Cherokee (pp. ): Adkins is a family heavily intermarried with the pioneer Coopers, Blevinses and Burkes from Wayne County, Kentucky.
Rhymes of the poets
Book of the sparrows
Reader in library and information services
Distributed team collaboration in organizations
interpreters dictionary of the Bible
Evaluation of QUEST elementary school rally, February 1999
The Further Adventures of Jimmie Dale
The OFPIS file
A list of the presbyteries, ministers, probationers and congregations, both settled and vacant, within the bounds of the Synod of New-York and Philadelphia.
treatise on arithmetic in theory and practice
The Kansas Media Book! (Carole Marsh Kansas Books)
Beyond the Barricades
The roused lion
Todays children, tomorrows adults
Cessions of land by Indian tribes to the United States
A New Display of the Beauties of England or A Description of the Most Elegant or Magnificent Public Edifices, Royal Palaces, Noblemens and Gentlemens Seats V2
Securing the future now
In the reign of terror
Twenty thousand leagues under the sea
The Cherokee and their history by Mary Englar Download PDF EPUB FB2
Each book begins by detailing a major historical conflict and its outcome: the Trail Where They Cried in Cherokee and the Battle of Little Big Horn in Sioux.
Englar then describes the tribe's history as it relates to its geography, environment, religion, --School Library JournalPrice: $ History of the Cherokee Indians and Their Legends and Folklore Emmet Starr. out of 5 stars Paperback.
$ Early History of the Cherokees, Embracing Aboriginal Customs, Religion, Laws, Folk Lore, and Civilization. Illustrated Emmet Starr. out of 5 stars by: Robert Conley's history of the Cherokees is the first to be endorsed by the Cherokee Nation and to be written by a Cherokee.
From the Back Cover About the AuthorCited by: The History of the Cherokee Indians and Their Legends and Folk Lore, is considered an essential source of reference for researchers investigating the Cherokee tribe, or family historians tracing their Native American family genealogy.
In his Preface, the author Dr. Emmet Starr writes, "This humble effort is attempted for the purpose of perpetuating some of the facts relative to the Cherokee tribe /5(34). Cherokee historian and genealogist Emmet Starr's greatest legacy was his "History of the Cherokee Indians and Their Legends and Folklore." It remains an invaluable resource for Cherokee historians and geneologists.
Read more Read less Length: pages4/5(16). This is a very detailed history of the Cherokee people. It is not just an outline of family lineages like some of his other does contain some outlines of family lines.
There are many photos, drawings, and maps throughout the book. It is an excellent general reference book on Cherokee by: Unlike Emmet Starr's better known and much longer History of the Cherokee Indians (originally published in ), this work focuses on Cherokee life, culture, politics, and self-governance, not genealogy and : Genealogical Publishing Company, Incorporated.
Cherokee Americans: The Eastern Band of Cherokees in the Twentieth Century (Indians of the Southeast (Paperback)) by John R. Finger | Feb 1, out of 5 stars 7. History of the Cherokee Indians and their legends and folk lore by Starr, Emmet.
Publication date Topics Cherokee Indians -- History, Cherokee Indians, Cherokee Indians -- Genealogy Publisher Oklahoma City, Okla., The Warden company I found the book to be a decent survey of the Cherokee : We would like to show you a description here but the site won't allow more.
In they adopted a republican form of government, and in they established themselves as the Cherokee Nation, with their capital at New Echota, in N Georgia, under a constitution providing for an elective principal chief, a senate, and a house of representatives.
Books shelved as cherokee: We Are Grateful: Otsaliheliga by Traci Sorell, Trail of Tears: The Rise and Fall of the Cherokee Nation by John Ehle, Skinwalk. The Cherokee (First Reports: Native Americans) is a good introduction to Cherokee culture and history.
It is full of information, but on a level appropriate for young children. The large, full-color photos and illustrations throughout the book will help engage young readers. Get this from a library.
The Cherokee and their history. [Mary Englar] -- Discusses the origin, history, daily life, customs, and future of the Cherokee Indians. Internet Archive BookReader History of the Cherokee Indians and their legends and folk lore Internet Archive BookReader History of the Cherokee Indians and their legends and folk lore History of the Cherokee Indians and their legends and folk lore.
Emmet Starr is considered the foremost authority on the history of the Cherokee Indians. This book was published in after Dr. Starr had spent several years collecting Cherokee genealogies during his years working for the Dawes Commission. Cherokee History is a ten cassette book by Reverend Edmond Schwartze titled History of Moravian Missions Among Southern Indians.
One of the most referenced books, much of this material was taken from diaries and letters of the times. Recommended Reading: The Cherokee Nation: A History. Description: Conley's book, "The Cherokee Nation: A History" is an eminently readable, concise but thoughtful account of the Cherokee people from prehistoric times to the present book is formatted in such a way as to make it an ideal text for high school and college classes.
Emmet Starr has 14 books on Goodreads with ratings. Emmet Starr's most popular book is History of the Cherokee Indians and Their Legends and Folklore.
History of the Cherokee Indians and their legends and folk lore User Review - Not Available - Book Verdict. As one of the so-called civilized tribes, the Cherokee interacted with and even married non-Indians much more so than other Native Americans, so far more of their history is known.
CRY OF THE EAGLE tells you about some of the Cherokee Indian's treasures, and other historical facts, history and legends of the Cherokee at Hightower, and other places, as well as a brief history of the white man, and the Franklin gold mines, /5(3).History of the Cherokee Indians and their legends and folk lore [Hardcover] book.
Read reviews from world's largest community for readers. Lang: en Ratings: 0.At the end of that time, Cherokee power was broken, their crops and villages destroyed, and their warriors dispersed.
The defeated tribes sued for peace. In order to obtain it, they were forced to surrender vast tracts of territory in North and South Carolina at the Treaty of DeWitt's Corner ( ) and the Treaty of Long Island of.
dr-peshev.com - The Cherokee and their history book © 2020


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