Its Time to "Restore the Years", Part 1. May 16, 2022. 00:00 27:40. Podcast Free MP3 Transcript. Do the prophets of ancient days have anything relevant to say to the church in our day? Do they ever! In this sermon on passages from Ezekiel, Amos, and Joel, Pastor Chuck Swindoll teaches how God's people must stay hungry for God's Word, how God's [Editor’s note This is the third installment of a continuing series on issues that 600 CEOs told us keeps them awake at night. Today's topic The challenges of making organizational decisions in this uncertain environment.] While we may be living in unprecedented times, past events provide insights and practices as pandemic recovery plans are developed. Consider these five elements of organizational decision-making information gathering; strategy; combining long-term thinking with short-term actions; clear communication internally and externally; and a review of policies and processes to ensure the organization’s preparedness for future crises. Information gathering The flow of high-quality information is more important than ever. A United States military framework for thinking about the external environment that has gained traction in the business world is VUCA Volatility, Uncertainty, Complexity, and Ambiguity. While these words seem similar in many respects, a key point of VUCA is that each of these terms describes a different situation that requires a specific response. Nathan Bennett, a professor with the Robinson College of Business at Georgia State University, and G. James Lemoine, an assistant professor in the Organization and Human Resources Department of the School of Management at the University at Buffalo, have written extensively on VUCA, and argue, “If VUCA is seen as general, unavoidable, and unsolvable, leaders will take no action and fail to solve an actual problem.” Thus, diagnosis of the situation is a prerequisite to crafting a response. They argue that volatility should be met with agility; uncertainty with information; complexity with restructuring with internal operations reconfigured to address external complexities; and ambiguity with experimentation. Uncertainty in this sense refers not to scientific questions about the coronavirus, but to what effect the virus will have on the future. What new realities will it generate? What will recovery look like? How long will it take? What will a post-COVID world entail? "Seek out new data sources and gather new perspectives." Bennett and Lemoine recommend reaching out “to partners, customers, researchers, trade groups, and perhaps even competitors” in times of uncertainty, in order to understand the impact of this phenomenon. Seek out new data sources and gather new perspectives. Here’s how one CEO we’ve talked with builds in multiple perspectives to his decision-making. At his industrial products company, he has established bi-weekly meetings with his senior team focused on two questions What do we know now that we didn’t know before? How can we use that information to make decisions? Each team member is responsible for research within their area talking to big customers, participating in supplier forums and webinars, scouring competitor websites. At the meeting, team members share their findings and discuss the available data, what assumptions can be drawn from it, and insights to be leveraged. These discussions are then translated into action points. Organizations should ensure internal decision-making processes incorporate conflicting points of view, if necessary designating a devil’s advocate or what the military calls a “red teamer.” Colonel Eric G. Kail, who writes about VUCA and its application in the business world, says red teamers “don’t simply shoot holes in a plan 
 [they require] leaders to move beyond that won’t happen’ to what if this occurs.” Red team membership should be rotated, he says, and leaders must be careful to protect them from backlash from other organizational members. In response to the broader perspective offered by his team’s devil’s advocate, one CEO shared that he took proposed across-the-board price cuts and implemented them in a much more nuanced way, with price decreases segmented by customer and channel. Another hallmark of stressful situations is that they can lead to paralysis and inaction, what Nathan Furr calls “unproductive uncertainty.” He recommends three strategies for decision-making in such circumstances Managers need to step back and consider all options, both near term and long term. This is because gathering information in this environment can cause us to become “so focused on the immediate situation that we overlook the broader possibilities.” Rather than focus on binary outcomes, which rarely play out, managers should consider the full spectrum of possible outcomes and assign probabilities to each. Keep in mind that “possibilities always exist.” Even in the worst situations, there are opportunities and choices to be made. Thinking about strategy A clear sense of organizational direction is central to knowing what information is significant and avoiding information overload. David J. Collis, the Thomas Henry Carroll Ford Foundation Adjunct Professor of Business Administration at Harvard Business School, and Michael G. Rukstad, the late senior research fellow at HBS described a firm’s organizational direction as being a hierarchy that flows from the most enduring element, the corporate mission, through values, vision, strategy, and, ultimately, the implementation and monitoring of that strategy via tools such as balanced scorecards and key performance indicators KPIs. The strategy includes an organization’s objective, scope, and competitive advantage. In times of turmoil, CEOs should revisit their strategy and ask key questions What is the organization’s ultimate objective? In which directions products, customers, geographies, vertical integration will it go? In which directions will it not go? Finally, what does the organization do better or differently than others—in other words, what is our competitive advantage? "Another hallmark of stressful situations is that they can lead to paralysis and inaction." “In times of economic distress, clarity of strategy becomes even more important,” wrote Michael Porter in 2008. In an economic downturn, figuring out what part of the industry that you want to serve becomes incredibly important.” It’s also important to not take actions in the short term that seem expedient but could ultimately undermine what’s different or unique about the company, he says. Porter provides the example of a company focused on high-end features and service that is tempted during a recession to cut back in response to a customer’s price concerns. This is the wrong move, he says. By cutting back on what has made it successful, that company risks becoming just like its competitors. He also contends that downturns can provide a little flexibility because the pressure to deliver short-term financial results is lessened. When all companies are reporting poor results, acting to make your company look a little better is not particularly value-added. We see this in action with the CEO of a B2B company who has responded to current pressure from customers by agreeing to cut prices in the short term in exchange for contract extensions; thereby being sensitive to their customers’ short-term needs while simultaneously improving the firm’s long-term competitive positioning. Strategy execution and implementation Strategic planning, converting strategic objectives into activities, is central to most organizations. Still, it is not possible to anticipate every event that might impact those plans. Executives need to be agile in order to adapt plans in response to unforeseen problems or opportunities. In doing so, they need to balance flexibility and speedy reaction times with long-term strategic focus. It is difficult to get this balance right! When surveyed on execution challenges, 29 percent of managers said that their company reacted too slowly, while 24 percent responded that their company reacted with sufficient speed, but in doing so lost sight of their strategy. Darrell K. Rigby, Sarah Elk, and Steve Berez write about the importance of building an “agile enterprise.” Their message—CEOs and other executives need to adopt a “humble agile mindset” to effectively lead an agile enterprise—can be aptly applied to the type of leadership required in the current environment. The authors highlight the importance of a rapid feedback loop, such as a brief daily check-in to give and receive feedback. These sessions can be used to eliminate barriers and ensure continued progress. Shifting leadership style from commanding to coaching is another agile leadership tool. Leaders use two-way communication methods and positive language, focusing not on what can’t be done but on how we can get it done. Rigby, Elk, and Berez also advise abandoning old school meeting formats in favor of “collaborative problem-solving sessions.” These are action-oriented, beginning with a list of issues that need to be resolved, focused on constructive conflict, and ending with a decision. “Swarming sessions,” which bring together participants from multiple groups and functions impacted by a single issue, can be used as needed to facilitate rapid decisions. Many companies measure strategy execution with KPIs assessed annually or maybe quarterly. In times of crisis, consider assessing more frequently. This is even more important in a virtual work world where employees don’t have the benefit of ongoing conversations that happen when people are physically together, a distance that can easily result in misalignment. A dispersed working environment can only succeed if everyone is clear on their role. What are the objectives? What work should be prioritized? How is work being divided among employees? It is important to avoid duplicative efforts. Implementing 30- or 60-day KPIs drives action and keeps people accountable and aligned. Communication around the establishment of short-term measurements should stress that these are not an effort to micromanage, but an acknowledgement of the awkward and tricky working situation. Assessing short-term goals keeps everyone on the same page and pushing forward together. As employees start to shift gradually back into the office with hybrid at-home/in-office work schedules likely in many places, short-term goals will provide transparency, visibility, and some stability. Communicate Your recovery strategy will need to include a detailed communication plan focused on all internal and external constituents. Internal communication is as important, if not more important, than external communication. In Crisis Communication Lessons from 9/11, Paul Argenti writes, “What I discovered is that, in a time of extreme crisis, internal communications take precedence. Before any other constructive action can take place—whether it's serving customers or reassuring investors—the morale of employees must be rebuilt." Many of the CEOs we heard from highlighted their concerns about getting communication right, particularly communication with their employees. How often? What platform? What tone? In Leadership on the Line Staying Alive Through the Dangers of Leading, co-authors Marty Linsky and Ronald Heifetz discuss the importance of “achieving a balcony perspective” in structuring a communication plan. They advise stepping back from a situation—getting on the balcony—to get “a clearer view of reality and some perspective on the bigger picture by distancing yourself from the fray.” Then, you “must return to the dance floor...The process must be iterative, not static. The challenge is to move back and forth between the dance floor and the balcony, making interventions, observing their impact in real time, and then returning to the action.” This exercise allows leaders to assess their people’s mindsets and tailor their communications accordingly. Stepping onto the balcony is even more challenging in a virtual world. But CEOs can test out different messages before disseminating them widely, seeking feedback and using it to fine-tune their communications. Some leaders have opted to keep their normal employee communication sessions in place, conducting those sessions virtually. One CEO explained that he was continuing to host regular town hall meetings, weekly listening sessions, and skip-level employee lunches, all on Zoom. In these forums he asks employees about their concerns and where they would like more information. These interactive sessions allow for feedback that would not be available with one-way communication tools. After-action review Take the time to review how your organization responded to the current situation and ask, “What can we do better next time?” This is not about placing blame after the fact. The US military uses after-action reviews AARs to gather and record lessons to apply in the future. The Army’s Opposing Force OPFOR is a brigade whose function is to prepare troops for combat, in part by engaging them in simulated combat. Despite the fact that they provide the trainee forces with detailed advance information on their methods, OPFOR almost always win. Part of OPFOR’s secret to success is its use of after-action reviews. They begin reviews while the event is still ongoing, with multiple AAR meetings often hosted by the unit’s commander. Each meeting starts with the recitation of the rules “Participate. No thin skins. Leave your stripes [ indications of rank and status] at the door. Take notes. Focus on our issues, not the issues of those above us
Absolute candor is critical.” Meetings address four questions “What were our intended results? What were our actual results? What caused our results? And what will we sustain or improve?” Admittedly, the corporate world has seen less success with AARs, despite the popularity of the practice, according to Marilyn Darling, Charles Parry, and Joseph Moore in Learning in the Thick of It. In their study of more than a dozen non-military organizations, they found numerous problems with their after action review procedures, including those that were conducted so long after the event that recollections were hazy and that failed to effectively apply the lessons learned. They recommend organizations use AARs selectively given the significant amount of resources required to do them well. AARs should also focus on areas that are mission critical for the greatest payoff. They offer four fundamentals of the AAR process the learnings must be primarily for the benefit of the team involved in the AAR; the process must start at the same time as the activity being reviewed; lessons must be linked explicitly to future actions, and everyone involved must be held accountable. The midst of a pandemic may not seem like the best time for an after action review, but Darling, Parry, and Moore write that during periods of intense activity, brief daily AAR meetings can help teams coordinate and improve the next day’s activities. AARs can be done on discrete projects like a pandemic-focused marketing campaign in order to improve response quality and long-term effectiveness. "Managers throughout the organization should understand their exposure." Following the 2007-09 recession, Harvard University conducted its own AAR and, in 2019, captured those learnings in a “recession playbook” with the goal of ensuring financial resilience, defined as “stewarding resources to support and maintain excellence in teaching, research, and scholarship in perpetuity” during the next recession. The framework has four steps Managers throughout the organization should understand their exposure. What might the next economic crisis look like? How might it impact revenues under the current operating model? How might that exposure change as the organization’s operating model evolves over time? Groups should develop a clear set of principles that can serve as a guiding force when the time comes to make tradeoffs and balance priorities. Take a strategic approach to modeling downside projections by categorizing activities and businesses into “areas to invest, areas to maintain, and areas that can be reduced or eliminated.” Identify areas where revenues can be increased and costs cut in advance of a downturn. Strengthen the organization’s financial position proactively. Prepare for change. At some point, leaders will need to make a determination as to when and how this plan is put into action. Conclusion Inaction is not an option While the current uncertainty can be daunting for leaders of all types, it is critical not to fall back on inaction as the default position. A good starting point Ensure you are considering all available, relevant information but are not overwhelmed by information overload. Being clear about your organization’s strategy will provide focus to information-gathering and a roadmap for decision-making. Even then, many decisions will have to be made with imperfect data. Flexibility is important. Revisit your conclusions and pivot as needed. Utilizing short-term KPIs 30-day, or so is one way of monitoring decisions and assessing performance. This is a period of continuous learning. The lessons may be unchosen and unwanted, but they can be leveraged to guide future actions. It is important not to let them go to waste. Firms should ideally emerge from this crisis sturdier, wiser, and better prepared for future crises and events. [Image iStock Photo] Other Stories In This Series How Remote Work Changes What We Think About Onboarding What Leaders Can Do to Fight the COVID Fog About the Authors Boris Groysberg is the Richard P. Chapman Professor of Business Administration at Harvard Business School. Sarah Abbott is a research associate at Harvard Business School. Share your insights below.
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If you’re experiencing a severe issue with your computer, you may consider resetting it. It will wipe all data and give your computer a fresh start, like when you used it for the first time. However, if you start resetting the PC, you may notice that it’s taking a long time. Is there a normal range, or should you worry if it takes more than a certain time? If you decide the process is taking too long, what should you do to stop the process without damaging your system? Resetting a PC can take between 30 minutes to four hours on average. Older systems can take longer to reset because of their old components that are most likely incompatible with new software. Your operating system, the number of programs and apps, your RAM size and speed, and even connected peripherals can affect the duration of the reset. As a result, it’s not uncommon to see computers that take several hours to reset and may seem to be stuck on some percentages. Even if it’s taking a long time, it’s advisable not to turn off the system and wait overnight to see if the process finishes. Why Should You Reset Your PC? Resetting your PC to its factory settings is an excellent solution to unfixable problems. Many users choose this option as a last resort for serious issues that won’t go away through standard solutions. Most of these issues are related to system drives or OS updates that go corrupt and can’t be fixed in any way. Some experts recommend a factory reset for a malware infection that has affected the performance of your system and doesn’t go away through typical anti-malware practices. However, this solution only works if the virus hasn’t affected your files and folders. In this case, you need to get rid of all those folders because, otherwise, your system will get infected again. You may also decide to reset your PC before selling it to another person to give it a clean look inside out. However, some experts recommend resetting your PC regularly, like every six months or every year, to ensure your computer is running smoothly. Over time, your computer collects huge amounts of data, including the files you save and those the operating system saves. Your OS saves your browsing history, search history, videos, temp backup files, social likes and shares, document auto-saves, etc. This data can pile up very quickly, slowing down your system. A factory reset deletes all your data and returns it to the state that you got it from the factory. If it came with Windows 10 installed on it, it will go back to that specific version with all default software installed. If you installed Windows 10 after purchasing the system, you’ll get a fresh version of Windows 10 after the reset. However, the good thing about Windows factory reset is choosing what data to erase. At some point in the process of deleting data, the system asks you if you want to keep your files or if everything can be deleted. Choosing the first option allows you to keep your data while wiping off all other app and OS data. It indirectly speeds up your system by deleting bulky data from your hard drive, which will naturally build up over time. That’s why you need to reset your computer periodically. You could change your Windows to achieve the same results, but resetting the PC is more straightforward and doesn’t require any specific know-how. Another alternative is to restore your system to a previous time. However, it isn’t always available since you should have turned on the option and set a restore point before you run into the unfixable issue. What Affects The Speed Of PC Reset? If you want to know how long it takes your system to reset, you may not get a definite answer. The reason is that resetting depends on your hardware and software components. For example, your RAM and CPU speed, the number and type of storage whether it’s HDD or SSD, and even your operating system can affect speed. HDDs take much longer to reset because they’re slow due to their moving physical parts. The type of reset also affects speed. For example, if you choose to keep your files, it’ll take less than when you want to wipe out the entire system. Your system has to remove all details from the registry and user directory, which can take several hours. Here are some other factors that may make the reset process take longer Your system’s age. Generally speaking, older PCs take longer to reset because they have older components and slower CPUs and RAMs. In addition, they’re more likely to have incompatible software and hardware, slowing down the reset process. The number of programs installed. The more programs, the longer the process. RAM size. The larger your RAM, the faster the reset process. The number of connected peripherals. If you have several peripherals connected to your computer, such as keyboards, mice, external hard drives, speakers, etc., it will take much longer for the PC to reset. Always disconnect these peripherals and proceed with minimal setups. You should expect the process to take between 20 minutes and four hours. However, if your operating system is too corrupt, it may take several hours. Some people have reported even 48 hours, with the process stuck on a specific percentage. However, the crucial point here is that no matter how long it takes, you must never interrupt the process. The operating system is in the middle of a heavy process and needs to take care of many details. If you shut off the computer, you’ll leave the system in an unstable state, and the system may not be able to fix it. Different Methods Of Resetting A Computer Windows allows you to reset your PC in different ways depending on the situation. For example, you may want to reset your PC periodically to access the tool via Windows. However, you may be unable to access the tool because the OS doesn’t boot up, and you need to use other methods. Before starting the reset process, regardless of the method, make sure your laptop is connected to a power source to avoid interruptions due to battery drainage. Here are the primary methods to reset your PC 1. Windows 10 Settings This option is for cases where you have access to your Windows settings, and your OS is working. It’s simple, and you can do it by following some on-screen instructions. To access the reset option, type “Settings” in Cortana’s search box and select Update & Security. In the new window, select Recovery on the left pane. You can see the Reset this PC option with a Get Started button under it. After clicking on “Get started,” you’ll see two options, “Keep my files” and “Remove everything.” You can choose each option depending on your goals. For example, if you’ve created a backup of all your data or plan on selling the computer, choose “Remove everything.” If you have OS issues after a bad update or your system is acting up due to an unknown app, select “Keep my files.” Each option will lead to different prompts under a Choose Settings section. If you want to keep your files, you should choose to keep the preinstalled apps that came with Windows or delete them. If you want to keep them, turn the toggle on. On the other hand, if you choose to remove all files, you need to tell Windows if it can delete everything or keep some files. You’ll get a “Clean data?” option, which you can enable if you’re selling your computer and want to make sure the new owner can’t recover your data. The next thing you should choose is how to reinstall the operating system. You have two options, install from the cloud or locally. The cloud installation is more straightforward and much faster, but you may choose to install it from your device if you want the typical, hands-on installation process. Now, you should confirm to go to the next stage. You can see the list of apps that will be removed, and if you want to change them, you can click the Cancel button. Press Reset to proceed, and your system will restart to start the resetting process. Note. the process of resetting a PC may be different in Windows 10 and 11, but the general steps are the same. 2. Windows RE If your Windows doesn’t boot up, you need to reset the PC via safe mode. Depending on the severity of the issue, you’ll need to access it differently. For example, if you get to the sign-in screen but can’t proceed after entering your credentials, you can directly go to the reset window. To do so, while you’re on the sign-in screen, press Shift and click Restart from the Start menu at the same time. This will lead you to the Windows Recovery Environment, in which you should click Troubleshoot > Reset this PC. You should go through the same processes outlined above to reset your PC. The only difference is that you may need to enter your account password. However, if your computer can’t boot up and access any screen, you can use your system’s hotkey to enter the recovery window. Some computers will tell you which hotkey you need to press via a message on the black screen, something along the lines of “press F2 to enter recovery mode.” Otherwise, you could try F12 or F9, which are the most common hotkeys used in most systems. Press the power button, and immediately after, press this hotkey. Other models have brand-specific keys labeled differently to lead you to factory settings. For example, you may find the “Novo Button” on Lenovo devices or “Assist” on Sony laptops. When you press these keys while the device is off, you’ll go to Windows RE. Resetting Issues When you decide to take the plunge and reset your PC, you must be desperate because nothing has worked in resolving your issue. The same issue or other hardware problems may make the reset process take so long that you think there’s something wrong, and you need to take action. If resetting your PC seems to take forever, here’s what to do 1. Give It Some More Time Since interrupting the reset process will have negative consequences, you should be patient and let your system take its time. Even if you’ve waited for several hours, it’s recommended to leave the system overnight and see if it helps. A very good sign that shows the process is going on is the hard drive’s lights are still blinking. If the percentage is stuck after you’ve left it overnight, there might be something wrong. However, you should start with less harsh solutions than shutting off the system. The following solutions may help. 2. Disconnect Internet Cables The slow process of resetting can be due to the updates taking place parallel with the other reset processes. When the system has difficulty downloading these updates, it will slow down the entire process. Disable your internet connection by unplugging the ethernet cables and see if the percentage goes up more quickly. 3. Change BIOS Settings Some BIOS settings are known to cause issues during the reset process. You can enter BIOS and change these settings to resume the reset. But you need to be super-cautious because changing BIOS settings wrongly can damage your system. Here are the settings you should change Turn off Secure Boot. Turn on Legacy Boot. Turn on USB Boot and give it the first order. Enable CSM. 4. Use The Media Creation Tool You can use the Media Creation Tool to perform different tasks on the computer if it’s stuck on a specific percentage. The first thing you can do is run the Windows Recovery Environment to start the reset process again. You’ll need to create a Windows installation media via the Media Creation Tool on another computer and save it on a bootable USB drive. Now, connect the drive to the affected PC and restart the PC. You should be able to boot using the bootable media. The system will guide you through instructions that lead to Troubleshoot, where you need to select Reset this PC. It will start the reset process again and hopefully complete it this time. Alternatively, you could choose the other option in the Troubleshoot section, Advanced options, and click on Startup Repair. After the system completes repairing the corrupted components, you can reset the PC with one of the methods described above. Another thing you can do via the Advanced Options section is to use the command prompt to run the SFC scan. If the reset process is stuck due to a broken system file, this utility can repair it, and you can resume resetting your PC. After opening Command Prompt, type in sfc /scannow and press Enter. Once the scan is over, the system will repair corrupted system files, and you can reset the PC if that was the main cause. Finally, you can use the Windows installation media to clean and install a new Windows. To do so, you need to keep it on top of the boot order, which you can do via the BIOS. Enter the BIOS and look for Boot options. The boot order shows all the devices that you can boot your system from and their order. You need to set USB as the first option by following the instructions given at the bottom of the window. For example, depending on the system, you may need to use +/- to change the order of each option. After exiting BIOS, your computer boots up on the installation file and gives you two options Install Windows and keep files, settings, and applications/install Windows only. Select the second option and follow the instructions to complete the process. Ona working PC, go to the Microsoft software download website. Download the media creation tool and then run it. Select Create installation media for another PC. Choose a language, edition, and US president Joe Biden has said on several occasions he considers the United States to be in competition but not in conflict with it seems clear that relations between Washington and Beijing have been this week the White House warned that if things continued on the current path with what it sees as overly aggressive actions on the part of the Chinese military, “it won’t be long until someone gets hurt”.A reset of relations had seemed on the cards earlier this year. But the discovery of a Chinese balloon over the United States last February, believed by Washington to be a surveillance craft, put paid to a planned visit by the US secretary of state Antony Blinken to Beijing.[ US-China conflict would be an unbearable disaster’ for the world, says China’s defence minister ][ Gideon Rachman How to stop a war between America and China ]And while some of Biden critics would seem to favour a softer line with Russia, few on the right are demanding a more emollient stance with a Wall Street Journal report this week that China is to establish an electronic eavesdropping facility in Cuba to capture communications from across the south eastern United States will probably add to the anti-Beijing this week by the US national security council co-ordinator for strategic communications John Kirby about “growing aggressiveness” on the part of China came against a backdrop of two recent incidents in the Taiwan Straits and the South China Sea involving US and Chinese ships and Sunday the US navy released a video of a Chinese warship crossing about 140m in front of a US vessel in what it described as an “unsafe interaction” in the sensitive waters of the Taiwan followed on from an earlier incident on May 26th when a Chinese fighter intercepted a US reconnaissance aircraft in international airspace over the South China American side maintained its RC-135 aircraft was forced to fly through the wake turbulence of the Chinese jet which flew right in front of its said its actions were “completely reasonable, legitimate, professional and safe”. It blamed the US for Washington, the recent events were not just the isolated actions of a couple of hot-headed pilots or naval it sees them as a move by the Chinese to push the US out of areas which Beijing considers to be its insists it is a Pacific power and that it will not be forced out of international sea lanes and airspace. This raises the possibility – maybe likelihood – that there will be further such incidents.“From our perspective, we’re flying, we’re sailing, we’re operating in international airspace and international waters. And both of those incidents were in complete compliance with international law. There was absolutely no need for the PLA Chinese People’s Liberation Army to act as aggressively as they did.“It won’t be long before somebody gets hurt. That’s the concern with these unsafe and unprofessional intercepts. They can lead to misunderstandings. They can lead to miscalculations.“When you have pieces of metal that size, whether it’s in the air or on the sea and they’re operating that close together, it wouldn’t take much for an error in judgment or a mistake to get made, and somebody could get hurt,” Kirby suggested the Chinese may have been trying to send a message to Washington – “a statement of some sort of displeasure about our presence in that part of the world”.He said “But as the president said very clearly in Hiroshima [at the recent G 7 summit], we are a Pacific power; we’re not going anywhere. We’ve got serious commitments in that part of the world. Five of our seven treaty alliances are in the Indo-Pacific. The vast majority of international economic trade flows through the Indo-Pacific. We’ve got real needs there, and we’re going to stay there.“If the message that they’re trying to send is that we’re not welcome or our presence needs to be diminished, or they want us to stop flying and sailing and operating in support of international law not going to happen.”But diplomacy is still going on. Washington said that two top officials, from the White House and the state department, were in Beijing this week. And there are reports that Blinken’s visit to China may be rescheduled for later this state department said this week that the US was looking to “continue to have a predictable relationship” with China.“President Biden has been clear. We don’t seek any kind of new cold war, and our competition must not spill over into conflict.”However, with the militaries of countries operating in proximity, the danger is that accidents could happen.

Acomputer losing time or having the date and time reset is a symptom of an issue relating to the computer hardware or software. There are multiple causes for date and time loss or resetting issues. The most common causes are detailed below. Review each possible reason for help with how to fix the problem. Computer CMOS battery failing or bad

Clear decision-making in a crisis depends on sound methodology and gathering information from a ... [+] variety of sources. Advice from Boris Groysberg and Sarah by Boris Groysberg and Sarah Abbott While we may be living in unprecedented times, past events provide insights and practices as pandemic recovery plans are developed. Consider these five elements of organizational decision-making information gathering; strategy; combining long-term thinking with short-term actions; clear communication internally and externally; and a review of policies and processes to ensure the organization’s preparedness for future crises. Information gathering The flow of high-quality information is more important than ever. A United States military framework for thinking about the external environment that has gained traction in the business world is VUCA Volatility, Uncertainty, Complexity, and Ambiguity. While these words seem similar in many respects, a key point of VUCA is that each of these terms describes a different situation that requires a specific response. Nathan Bennett, a professor with the Robinson College of Business at Georgia State University, and G. James Lemoine, an assistant professor in the Organization and Human Resources Department of the School of Management at the University at Buffalo, have written extensively on VUCA, and argue, “If VUCA is seen as general, unavoidable, and unsolvable, leaders will take no action and fail to solve an actual problem.” Thus, diagnosis of the situation is a prerequisite to crafting a response. They argue that volatility should be met with agility; uncertainty with information; complexity with restructuring with internal operations reconfigured to address external complexities; and ambiguity with experimentation. Uncertainty in this sense refers not to scientific questions about the coronavirus, but to what effect the virus will have on the future. What new realities will it generate? What will recovery look like? How long will it take? What will a post-COVID world entail? Bennett and Lemoine recommend reaching out “to partners, customers, researchers, trade groups, and perhaps even competitors” in times of uncertainty, in order to understand the impact of this phenomenon. Seek out new data sources and gather new perspectives. Here’s how one CEO we’ve talked with builds in multiple perspectives to his decision-making. At his industrial products company, he has established bi-weekly meetings with his senior team focused on two questions What do we know now that we didn’t know before? How can we use that information to make decisions? Each team member is responsible for research within their area talking to big customers, participating in supplier forums and webinars, scouring competitor websites. At the meeting, team members share their findings and discuss the available data, what assumptions can be drawn from it, and insights to be leveraged. These discussions are then translated into action points. Organizations should ensure internal decision-making processes incorporate conflicting points of view, if necessary designating a devil’s advocate or what the military calls a “red teamer.” Colonel Eric G. Kail, who writes about VUCA and its application in the business world, says red teamers “don’t simply shoot holes in a plan 
 [they require] leaders to move beyond that won’t happen’ to what if this occurs.” Red team membership should be rotated, he says, and leaders must be careful to protect them from backlash from other organizational members. In response to the broader perspective offered by his team’s devil’s advocate, one CEO shared that he took proposed across-the-board price cuts and implemented them in a much more nuanced way, with price decreases segmented by customer and channel. Another hallmark of stressful situations is that they can lead to paralysis and inaction, what Nathan Furr calls “unproductive uncertainty.” He recommends three strategies for decision-making in such circumstances Managers need to step back and consider all options, both near term and long term. This is because gathering information in this environment can cause us to become “so focused on the immediate situation that we overlook the broader possibilities.” Rather than focus on binary outcomes, which rarely play out, managers should consider the full spectrum of possible outcomes and assign probabilities to each. Keep in mind that “possibilities always exist.” Even in the worst situations, there are opportunities and choices to be made. Thinking about strategy A clear sense of organizational direction is central to knowing what information is significant and avoiding information overload. David J. Collis, the Thomas Henry Carroll Ford Foundation Adjunct Professor of Business Administration at Harvard Business School, and Michael G. Rukstad, the late senior research fellow at HBS described a firm’s organizational direction as being a hierarchy that flows from the most enduring element, the corporate mission, through values, vision, strategy, and, ultimately, the implementation and monitoring of that strategy via tools such as balanced scorecards and key performance indicators KPIs. The strategy includes an organization’s objective, scope, and competitive advantage. In times of turmoil, CEOs should revisit their strategy and ask key questions What is the organization’s ultimate objective? In which directions products, customers, geographies, vertical integration will it go? In which directions will it not go? Finally, what does the organization do better or differently than others—in other words, what is our competitive advantage? “In times of economic distress, clarity of strategy becomes even more important,” wrote Michael Porter in 2008. In an economic downturn, figuring out what part of the industry that you want to serve becomes incredibly important.” It’s also important to not take actions in the short term that seem expedient but could ultimately undermine what’s different or unique about the company, he says. Porter provides the example of a company focused on high-end features and service that is tempted during a recession to cut back in response to a customer’s price concerns. This is the wrong move, he says. By cutting back on what has made it successful, that company risks becoming just like its competitors. He also contends that downturns can provide a little flexibility because the pressure to deliver short-term financial results is lessened. When all companies are reporting poor results, acting to make your company look a little better is not particularly value-added. We see this in action with the CEO of a B2B company who has responded to current pressure from customers by agreeing to cut prices in the short term in exchange for contract extensions; thereby being sensitive to their customers’ short-term needs while simultaneously improving the firm’s long-term competitive positioning. Strategy execution and implementation Strategic planning, converting strategic objectives into activities, is central to most organizations. Still, it is not possible to anticipate every event that might impact those plans. Executives need to be agile in order to adapt plans in response to unforeseen problems or opportunities. In doing so, they need to balance flexibility and speedy reaction times with long-term strategic focus. It is difficult to get this balance right! When surveyed on execution challenges, 29 percent of managers said that their company reacted too slowly, while 24 percent responded that their company reacted with sufficient speed, but in doing so lost sight of their strategy. Darrell K. Rigby, Sarah Elk, and Steve Berez write about the importance of building an “agile enterprise.” Their message—CEOs and other executives need to adopt a “humble agile mindset” to effectively lead an agile enterprise—can be aptly applied to the type of leadership required in the current environment. The authors highlight the importance of a rapid feedback loop, such as a brief daily check-in to give and receive feedback. These sessions can be used to eliminate barriers and ensure continued progress. Shifting leadership style from commanding to coaching is another agile leadership tool. Leaders use two-way communication methods and positive language, focusing not on what can’t be done but on how we can get it done. Rigby, Elk, and Berez also advise abandoning old school meeting formats in favor of “collaborative problem-solving sessions.” These are action-oriented, beginning with a list of issues that need to be resolved, focused on constructive conflict, and ending with a decision. “Swarming sessions,” which bring together participants from multiple groups and functions impacted by a single issue, can be used as needed to facilitate rapid decisions. Many companies measure strategy execution with KPIs assessed annually or maybe quarterly. In times of crisis, consider assessing more frequently. This is even more important in a virtual work world where employees don’t have the benefit of ongoing conversations that happen when people are physically together, a distance that can easily result in misalignment. A dispersed working environment can only succeed if everyone is clear on their role. What are the objectives? What work should be prioritized? How is work being divided among employees? It is important to avoid duplicative efforts. Implementing 30- or 60-day KPIs drives action and keeps people accountable and aligned. Communication around the establishment of short-term measurements should stress that these are not an effort to micromanage, but an acknowledgement of the awkward and tricky working situation. Assessing short-term goals keeps everyone on the same page and pushing forward together. As employees start to shift gradually back into the office with hybrid at-home/in-office work schedules likely in many places, short-term goals will provide transparency, visibility, and some stability. Communicate Your recovery strategy will need to include a detailed communication plan focused on all internal and external constituents. Internal communication is as important, if not more important, than external communication. In Crisis Communication Lessons from 9/11, Paul Argenti writes, “What I discovered is that, in a time of extreme crisis, internal communications take precedence. Before any other constructive action can take place—whether it's serving customers or reassuring investors—the morale of employees must be rebuilt." Many of the CEOs we heard from highlighted their concerns about getting communication right, particularly communication with their employees. How often? What platform? What tone? In Leadership on the Line Staying Alive Through the Dangers of Leading, co-authors Marty Linsky and Ronald Heifetz discuss the importance of “achieving a balcony perspective” in structuring a communication plan. They advise stepping back from a situation—getting on the balcony—to get “a clearer view of reality and some perspective on the bigger picture by distancing yourself from the fray.” Then, you “must return to the dance floor...The process must be iterative, not static. The challenge is to move back and forth between the dance floor and the balcony, making interventions, observing their impact in real time, and then returning to the action.” This exercise allows leaders to assess their people’s mindsets and tailor their communications accordingly. Stepping onto the balcony is even more challenging in a virtual world. But CEOs can test out different messages before disseminating them widely, seeking feedback and using it to fine-tune their communications. Some leaders have opted to keep their normal employee communication sessions in place, conducting those sessions virtually. One CEO explained that he was continuing to host regular town hall meetings, weekly listening sessions, and skip-level employee lunches, all on Zoom. In these forums he asks employees about their concerns and where they would like more information. These interactive sessions allow for feedback that would not be available with one-way communication tools. After-action review Take the time to review how your organization responded to the current situation and ask, “What can we do better next time?” This is not about placing blame after the fact. The US military uses after-action reviews AARs to gather and record lessons to apply in the future. The Army’s Opposing Force OPFOR is a brigade whose function is to prepare troops for combat, in part by engaging them in simulated combat. Despite the fact that they provide the trainee forces with detailed advance information on their methods, OPFOR almost always win. Part of OPFOR’s secret to success is its use of after-action reviews. They begin reviews while the event is still ongoing, with multiple AAR meetings often hosted by the unit’s commander. Each meeting starts with the recitation of the rules “Participate. No thin skins. Leave your stripes [ indications of rank and status] at the door. Take notes. Focus on our issues, not the issues of those above us
Absolute candor is critical.” Meetings address four questions “What were our intended results? What were our actual results? What caused our results? And what will we sustain or improve?” Admittedly, the corporate world has seen less success with AARs, despite the popularity of the practice, according to Marilyn Darling, Charles Parry, and Joseph Moore in Learning in the Thick of It. In their study of more than a dozen non-military organizations, they found numerous problems with their after action review procedures, including those that were conducted so long after the event that recollections were hazy and that failed to effectively apply the lessons learned. They recommend organizations use AARs selectively given the significant amount of resources required to do them well. AARs should also focus on areas that are mission critical for the greatest payoff. They offer four fundamentals of the AAR process the learnings must be primarily for the benefit of the team involved in the AAR; the process must start at the same time as the activity being reviewed; lessons must be linked explicitly to future actions, and everyone involved must be held accountable. The midst of a pandemic may not seem like the best time for an after action review, but Darling, Parry, and Moore write that during periods of intense activity, brief daily AAR meetings can help teams coordinate and improve the next day’s activities. AARs can be done on discrete projects like a pandemic-focused marketing campaign in order to improve response quality and long-term effectiveness. Following the 2007-09 recession, Harvard University conducted its own AAR and, in 2019, captured those learnings in a “recession playbook pdf” with the goal of ensuring financial resilience, defined as “stewarding resources to support and maintain excellence in teaching, research, and scholarship in perpetuity” during the next recession. The framework has four steps Managers throughout the organization should understand their exposure. What might the next economic crisis look like? How might it impact revenues under the current operating model? How might that exposure change as the organization’s operating model evolves over time? Groups should develop a clear set of principles that can serve as a guiding force when the time comes to make tradeoffs and balance priorities. Take a strategic approach to modeling downside projections by categorizing activities and businesses into “areas to invest, areas to maintain, and areas that can be reduced or eliminated.” Identify areas where revenues can be increased and costs cut in advance of a downturn. Strengthen the organization’s financial position proactively. Prepare for change. At some point, leaders will need to make a determination as to when and how this plan is put into action. Conclusion Inaction is not an option While the current uncertainty can be daunting for leaders of all types, it is critical not to fall back on inaction as the default position. A good starting point Ensure you are considering all available, relevant information but are not overwhelmed by information overload. Being clear about your organization’s strategy will provide focus to information-gathering and a roadmap for decision-making. Even then, many decisions will have to be made with imperfect data. Flexibility is important. Revisit your conclusions and pivot as needed. Utilizing short-term KPIs 30-day, or so is one way of monitoring decisions and assessing performance. This is a period of continuous learning. The lessons may be unchosen and unwanted, but they can be leveraged to guide future actions. It is important not to let them go to waste. Firms should ideally emerge from this crisis sturdier, wiser, and better prepared for future crises and events. Boris Groysberg is the Richard P. Chapman Professor of Business Administration at Harvard Business School. Sarah Abbott is a research associate at Harvard Business School.
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Answer(1 of 16): I had been getting a few (if by few we take it as one every ten minutes) BSOD errors after a recent driver update and nothing which was suggested helped. So I decided to reset my windows 10 and after having gone through threads like these, I decided to time it. So firstly, I m
Research Highlight Foster an engineering culture of small teams of high-performance engineers to maximize productivity. March 05, 2020 Reading Time 14 min Topics How do you identify which talent in your technology teams create the most value for your business? This question plagues IT leaders and gets at the heart of a conundrum many organizations face today in their quest to transform digitally. All CIOs know they have star engineers on their teams who are more motivated, creative, and productive than their peers. But what sets them apart from solid but middling performers? Most organizations have no reliable way of pinpointing these crucial differences in performance. As a result, leaders struggle to retain stars, reward them fairly, and hire others of equal caliber. But things don’t have to be that way. A few companies have started to adopt a new model for evaluating talent — one that helps them build the advanced tech capabilities they need in a digital age without inflating costs. In some of these companies we’ve studied, IT leadership has been able to reduce technology costs by as much as 30% while maintaining or improving productivity. Get Updates on Transformative Leadership Evidence-based resources that can help you lead your team more effectively, delivered to your inbox monthly. Please enter a valid email address Thank you for signing up Privacy Policy The best companies reshape their IT organizations around small cadres of top-performing engineers to create highly motivated, self-managing, agile teams. The secret lies in first learning how to spot your top talent and then working out how to keep them — namely, by valuing performance over cost, celebrating craftsmanship in coding, and building a culture that nurtures engineering talent. Establishing a Model to Identify Top Performers Over the past decade or so, many organizations have pursued an offshoring and outsourcing model to meet their technology needs. That made sense at a time when IT was less complex and large companies could reduce their IT spend by contracting out most of this work to external organizations overseas. But today, companies are different. Across industries, technology has evolved from a support function to a source of competitive differentiation. At the same time, advances in the way code can be modularized and reused have streamlined the process of creating software. With these recent trends, the balance of advantage has swung back from outsourcing to developing in-house talent. A few leading companies have recognized this shift and changed course, but many others still struggle with the old model. Their IT departments tend to be well stocked with managers and coordinators but severely lacking in people who can actually write code. Topics About the Authors Peter Jacobs is partner at McKinsey & Company and former CIO of ING Netherlands. Klemens Hjartar leads McKinsey Digital in Europe, where he advises clients the financial, advanced industries, private equity, telecommunications, media, and technology sectors. Eric Lamarre leads McKinsey Digital in North America, where he advises global companies in the financial services, advanced industries, and resource sectors. Lars Vinter is a partner at McKinsey & Company based in Denmark and European co-convener of McKinsey’s Technology Strategy & Management service line. References 1. This finding was first reported by researchers studying engineers and computer scientists at AT&T’s Bell Labs. See R. Kelley and J. Caplan, “How Bell Labs Creates Star Performers,” Harvard Business Review 71, no. 4 July-August 1993 128-139. 2. P. McCord, “How Netflix Reinvented HR,” Harvard Business Review 92, no. 1, January-February 2014 70-76. i. This classification is based on the Dreyfus model for acquiring, applying, and transferring skills. See Dreyfus and Dreyfus, “A Five-Stage Model of the Mental Activities Involved in Directed Skill Acquisition,” University of California, Berkeley Operations Research Center, 1980. More Like This
Timeto reset your life? Claire Hinchley. Apr 22, Like you would a mobile phone when it's not working as it should — press 'settings' and then 'factory reset'. I had to do this
The Coming Humanist RenaissanceWe need a cultural and philosophical movement to meet the rise of artificial by Jo ImperioListen to this articleListen to more stories on curioOn July 13, 1833, during a visit to the Cabinet of Natural History at the Jardin des Plantes, in Paris, Ralph Waldo Emerson had an epiphany. Peering at the museum’s specimens—butterflies, hunks of amber and marble, carved seashells—he felt overwhelmed by the interconnectedness of nature, and humankind’s place within the July/August 2023 IssueCheck out more from this issue and find your next story to MoreThe experience inspired him to write “The Uses of Natural History,” and to articulate a philosophy that put naturalism at the center of intellectual life in a technologically chaotic age—guiding him, along with the collective of writers and radical thinkers known as transcendentalists, to a new spiritual belief system. Through empirical observation of the natural world, Emerson believed, anyone could become “a definer and map-maker of the latitudes and longitudes of our condition”—finding agency, individuality, and wonder in a mechanized was crackling with invention in those years, and everything seemed to be speeding up as a result. Factories and sugar mills popped up like dandelions, steamships raced to and from American ports, locomotives tore across the land, the telegraph connected people as never before, and the first photograph was taken, forever altering humanity’s view of itself. The national mood was a mix of exuberance, anxiety, and the June 2018 issue Henry A. Kissinger on AI and how the Enlightenment endsThe flash of vision Emerson experienced in Paris was not a rejection of change but a way of reimagining human potential as the world seemed to spin off its axis. Emerson’s reaction to the technological renaissance of the 19th century is worth revisiting as we contemplate the great technological revolution of our own century the rise of artificial before its recent leaps, artificial intelligence has for years roiled the informational seas in which we swim. Early disturbances arose from the ranking algorithms that have come to define the modern web—that is, the opaque code that tells Google which results to show you, and that organizes and personalizes your feeds on social platforms like Facebook, Instagram, and TikTok by slurping up data about you as a way to assess what to spit back imagine this same internet infrastructure but with programs that communicate with a veneer of authority on any subject, with the ability to generate sophisticated, original text, audio, and video, and the power to mimic individuals in a manner so convincing that people will not know what is real. These self-teaching AI models are being designed to become better at what they do with every single interaction. But they also sometimes hallucinate, and manipulate, and fabricate. And you cannot predict what they’ll do or why they’ll do it. If Google’s search engine is the modern-day Library of Alexandria, the new AI will be a mercurial the May 2018 issue The era of fake video beginsGenerative artificial intelligence is advancing with unbelievable speed, and will be applied across nearly every discipline and industry. Tech giants—including Alphabet which owns Google, Amazon, Meta which owns Facebook, and Microsoft—are locked in a race to weave AI into existing products, such as maps, email, social platforms, and photo technocultural norms and habits that have seized us during the triple revolution of the internet, smartphones, and the social web are themselves in need of a thorough correction. Too many people have allowed these technologies to simply wash over them. We would be wise to rectify the errors of the recent past, but also to anticipate—and proactively shape—what the far more radical technology now emerging will mean for our lives, and how it will come to remake our that stand to profit off this new technology are already memorizing the platitudes necessary to wave away the critics. They’ll use sunny jargon like “human augmentation” and “human-centered artificial intelligence.” But these terms are as shallow as they are abstract. What’s coming stands to dwarf every technological creation in living memory the internet, the personal computer, the atom bomb. It may well be the most consequential technology in all of human are notoriously terrible at predicting the future, and often slow to recognize a revolution—even when it is already under way. But the span of time between when new technology emerges and when standards and norms are hardened is often short. The Wild West, in other words, only lasts for so long. Eventually, the railroads standardize time; incandescent bulbs beat out arc lamps; the dream of the open web window for effecting change in the realm of AI is still open. Yet many of those who have worked longest to establish guardrails for this new technology are despairing that the window is nearly AI, just like search engines, telephones, and locomotives before it, will allow us to do things with levels of efficiency so profound, it will seem like magic. We may see whole categories of labor, and in some cases entire industries, wiped away with startling speed. The utopians among us will view this revolution as an opportunity to outsource busywork to machines for the higher purpose of human self-actualization. This new magic could indeed create more time to be spent on matters more deserving of our attention—deeper quests for knowledge, faster routes to scientific discovery, extra time for leisure and with loved ones. It may also lead to widespread unemployment and the loss of professional confidence as a more competent AI looks over our Lowrey Before AI takes over, make plans to give everyone moneyGovernment officials, along with other well-intentioned leaders, are groping toward ethical principles for artificial intelligence—see, for example, the White House’s “Blueprint for an AI Bill of Rights.” Despite the clunky title, the intention is for principles that will protect human rights, though the question of civil rights for machines will eventually arise. These efforts are necessary but not enough to meet the should know by now that neither the government’s understanding of new technologies nor self-regulation by tech behemoths can adequately keep pace with the speed of technological change or Silicon Valley’s capacity to seek profit and scale at the expense of societal and democratic health. What defines this next phase of human history must begin with the as the Industrial Revolution sparked transcendentalism in the and romanticism in Europe—both movements that challenged conformity and prioritized truth, nature, and individualism—today we need a cultural and philosophical revolution of our own. This new movement should prioritize humans above machines and reimagine human relationships with nature and with technology, while still advancing what this technology can do at its best. Artificial intelligence will, unquestionably, help us make miraculous, lifesaving discoveries. The danger lies in outsourcing our humanity to this technology without discipline, especially as it eclipses us in apperception. We need a human renaissance in the age of intelligent the face of world-altering invention, with the power of today’s tech barons so concentrated, it can seem as though ordinary people have no hope of influencing the machines that will soon be cognitively superior to us all. But there is tremendous power in defining ideals, even if they ultimately remain out of reach. Considering all that is at stake, we have to at least the June 2023 issue Never give artificial intelligence the nuclear codesTransparency should be a core tenet in the new human exchange of ideas—people ought to disclose whenever an artificial intelligence is present or has been used in communication. This ground rule could prompt discipline in creating more-human and human-only spaces, as well as a less anonymous web. Any journalist can tell you that anonymity should be used only as a last resort and in rare scenarios for the public good. We would benefit from cultural norms that expect people to assert not just their opinions but their actual names is the time, as well, to recommit to making deeper connections with other people. Live videochat can collapse time and distance, but such technologies are a poor substitute for face-to-face communication, especially in settings where creative collaboration or learning is paramount. The pandemic made this painfully clear. Relationships cannot and should not be sustained in the digital realm alone, especially as AI further erodes our understanding of what is real. Tapping a “Like” button is not friendship; it’s a data point. And a conversation with an artificial intelligence is one-sided—an illusion of soon, a child may not have just one AI “friend,” but more AI friends than human ones. These companions will not only be built to surveil the humans who use them; they will be tied inexorably to commerce—meaning that they will be designed to encourage engagement and profit. Such incentives warp what relationships ought to of fiction—Fyodor Dostoyevsky, Rod Serling, JosĂ© Saramago—have for generations warned of doppelgĂ€ngers that might sap our humanity by stealing a person’s likeness. Our new world is a wormhole to that uncanny the first algorithmic revolution involved using people’s personal data to reorder the world for them, the next will involve our personal data being used not just to splinter our shared sense of reality, but to invent synthetic replicas. The profit-minded music-studio exec will thrill to the notion of an AI-generated voice with AI-generated songs, not attached to a human with intellectual-property rights. Artists, writers, and musicians should anticipate widespread impostor efforts and fight against them. So should all of us. One computer scientist recently told me she’s planning to create a secret code word that only she and her elderly parents know, so that if they ever hear her voice on the other end of the phone pleading for help or money, they’ll know whether it’s been generated by an AI trained on her publicly available lectures to sound exactly like her and scam elementary-school children are already learning not to trust that anything they see or hear through a screen is real. But they deserve a modern technological and informational environment built on Enlightenment values reason, human autonomy, and the respectful exchange of ideas. Not everything should be recorded or shared; there is individual freedom in embracing ephemerality. More human interactions should take place only between the people involved; privacy is key to preserving our a more existential consideration requires our attention, and that is the degree to which the pursuit of knowledge orients us inward or outward. The artificial intelligence of the near future will supercharge our empirical abilities, but it may also dampen our curiosity. We are at risk of becoming so enamored of the synthetic worlds that we create—all data sets, duplicates, and feedback loops—that we cease to peer into the unknown with any degree of true wonder or should trust human ingenuity and creative intuition, and resist overreliance on tools that dull the wisdom of our own aesthetics and intellect. Emerson once wrote that Isaac Newton “used the same wit to weigh the moon that he used to buckle his shoes.” Newton, I’ll point out, also used that wit to invent a reflecting telescope, the beginnings of a powerful technology that has allowed humankind to squint at the origins of the universe. But the spirit of Emerson’s idea remains crucial Observing the world, taking it in using our senses, is an essential exercise on the path to knowledge. We can and should layer on technological tools that will aid us in this endeavor, but never at the expense of seeing, feeling, and ultimately knowing for future in which overconfident machines seem to hold the answers to all of life’s cosmic questions is not only dangerously misguided, but takes away that which makes us human. In an age of anger, and snap reactions, and seemingly all-knowing AI, we should put more emphasis on contemplation as a way of being. We should embrace an unfinished state of thinking, the constant work of challenging our preconceived notions, seeking out those with whom we disagree, and sometimes still not knowing. We are mortal beings, driven to know more than we ever will or ever passage of time has the capacity to erase human knowledge Whole languages disappear; explorers lose their feel for crossing the oceans by gazing at the stars. Technology continually reshapes our intellectual capacities. What remains is the fact that we are on this planet to seek knowledge, truth, and beauty—and that we only get so much time to do a small child in Concord, Massachusetts, I could see Emerson’s home from my bedroom window. Recently, I went back for a visit. Emerson’s house has always captured my imagination. He lived there for 47 years until his death, in 1882. Today, it is maintained by his descendants and a small staff dedicated to his legacy. The house is some 200 years old, and shows its age in creaks and stains. But it also possesses a quality that is extraordinarily rare for a structure of such historic importance 141 years after his death, Emerson’s house still feels like his. His books are on the shelves. One of his hats hangs on a hook by the door. The original William Morris wallpaper is bright green in the carriage entryway. A rendering of Francesco Salviati’s The Three Fates, holding the thread of destiny, stands watch over the mantel in his study. This is the room in which Emerson wrote Nature. The table where he sat to write it is still there, next to the the October 1883 issue Ralph Waldo Emerson’s Historic Notes of Life and Letters in Massachusetts’Standing in Emerson’s study, I thought about how no technology is as good as going to the place, whatever the destination. No book, no photograph, no television broadcast, no tweet, no meme, no augmented reality, no hologram, no AI-generated blueprint or fever dream can replace what we as humans experience. This is why you make the trip, you cross the ocean, you watch the sunset, you hear the crickets, you notice the phase of the moon. It is why you touch the arm of the person beside you as you laugh. And it is why you stand in awe at the Jardin des Plantes, floored by the universe as it reveals its hidden code to article appears in the July/August 2023 print edition with the headline “In Defense of Humanity.” When you buy a book using a link on this page, we receive a commission. Thank you for supporting The Atlantic.

NewYork took several weeks to call many of its elections in 2020, including multiple races in New York City and a congressional race upstate. Pennsylvania, Nevada, North Carolina, Arizona and other swing states failed to report election results on election night, leaving voters to question whether anything nefarious had taken place when the election was finally called on Nov. 7 for Biden.

[ verb ree-set; noun ree-set ]verb used with object,reset, reset set again to reset an alarm clock; to reset a broken set, adjust, or fix in a new or different way to reset priorities; to reset illegally set back the odometer on an auto or other vehicle to a lower reading a used-car dealer charged with resetting his used without object,reset, reset become set again The alarm bell resets act or instance of setting again. an act or instance of setting, adjusting, or fixing something in a new or different way A reset of relations between the two countries may be impossible. Company executives recognized the need for a reset in their that is set plant that is device used in resetting an instrument or control of reset 1First recorded in 1645–55; re- + setOther words from reset resettable, adjectiveresetter, nounWords Nearby resetreserve pricereserve tranchereservistreservoirreservoir rockresetresettleresettlementres Unabridged Based on the Random House Unabridged Dictionary, © Random House, Inc. 2023How to use reset in a sentenceThe result is a chance for an early reset with a trip to Pittsburgh looming 30-minute run would be the perfect reset, but it’s 35 degrees and you’re dealing with a MacBook, get it charging before starting the reset, so a dead battery doesn’t interrupt you think your phone might have been compromised in some way, make sure you back up all of your data first, then perform a full pinned his hope on a reset he expects the new matrix to Can’t Breathe by Topher Sanders, ProPublica, and Yoav Gonen, THE CITY, video by Lucas Waldron, ProPublica January 21, 2021 ProPublicaAs one national Republican strategist told The Daily Beast, the race “reset” when Moulton won the primary in September.“A referendum on self-determination is necessary to reset the relationship between Catalonia and Spain,” according to the he realized that he had hit button to reset all terminals, located right next to the button to reset one terminal.“It was like a reset
I could have my vacation away from Chris,” she first episode will really hang a lantern on everything being reset, and they just go right back to who they two reset the switches for the main track, leaving everything as they had found it, and then crossed over to the her absence in that apartment long enough to reset the trap, he was startled by a scream from the same he was wakeful and restless he again arose, proceeded to the kitchen with a light, and removing the mouse reset the soon had it cleaned and the bulbs reset, and it was not long before there were flowers for every month in the they would see how he reset the trap, and then backed away, removing every possible evidence of his -sets, -setting or -set trto set again a broken bone, matter in type, a gemstone, etcto restore a gauge, dial, etc to zeroAlso clear to restore the contents of a register or similar device in a computer system to zeronounˈriːˌsɛtthe act or an instance of setting againa thing that is set againa plant that has been recently transplanteda device for resetting instruments, controls, etcDerived forms of reset resetter, nounBritish Dictionary definitions for reset 2 of 2verbriːˈsɛt -sets, -setting or -setto receive or handle goods knowing they have been stolennounˈriːˌsɛtthe receiving of stolen goodsOrigin of reset 2C14 from Old French receter, from Latin receptāre, from recipere to receiveDerived forms of reset resetter, nounCollins English Dictionary - Complete & Unabridged 2012 Digital Edition © William Collins Sons & Co. Ltd. 1979, 1986 © HarperCollins Publishers 1998, 2000, 2003, 2005, 2006, 2007, 2009, 2012
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ï»żIspent a substantial part of the first 25 years of my law career representing the interests of children whose families were in crisis. I probably have appeared in family court, juvenile court or Go to TearsOfThemis r/TearsOfThemis r/TearsOfThemis This subreddit is dedicated to the mobile game Tears of Themis, a mobile romance detective gacha game developed and published by HoYoverse! Members Online ‱ by AyeVy Server Reset Time? I know the game on their website states that their reset time is 400 server time, but can anyone translate that to different timezones, more specifically PST? MLmYH.
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    • it's time to reset