That translated into martial arts is roughly the equivalent of a 4th DAN, but for that you need longer due to 'regulations regarding examinations', waiting periods between 2 examinations.

Depends on the martial art. The most modern practice recognizes natural talent while incorporating considerable traditional technique; I assure you, everyone does not walk into their first day of training on an equal basis -- I've been teaching for decades and I think I've seen about every level of beginner skill there is. Some people are simply gifted. Certainly from there on in we see the difference between the shows-up-once-a-week and the person who seems to be there every hour they can possibly manage.

Also, more on topic, I can definitely assure anyone who is curious that you're not doing high level thinking when executing advanced martial arts techniques.

All you really need to do to understand this is think about bike riding. When you learn, you learn, you think like crazy. Which does you very little good. But eventually, you internalize the process (that's what I call it, anyway) and you can do it while carrying on a conversation with someone else, paying almost no attention at all to the activity of riding the bike. Those near-instant balance corrections, the precise amount of handlebar control and lean for cornering, all of that comes from "underneath." Same thing for advanced MA.

That whole business about finding your calm center and holding it -- that's a real thing. If you start thinking under threat or pressure, your performance will drop like a stone. The best technique comes from a relaxed, centered condition, accepting of whatever comes.

Here in San Francisco, beggers will complain if you give them non-vegan food. That's if they don't complain about getting food since a good number of them are looking for drug money.

That's a financially unsophisticated view. In such cases the salary always includes the vacation in so far as it's lower than it otherwise would be were the vacation not required by law to be part of the total compensation. A cost to a company is still a cost. It doesn't matter that half the cost is due to salary and half the cost is due to the otherwise salaried employee being unavailable to work because he's on vacation. It's the total cost that matters and the vacation must be a non-zero part of that. I'd rather be free to negotiate my own preferred kind and amount of compensation, whether it be through vacation time or more money (I prefer money), than have the government force me to spend a mandatory minimum share of my compensation on vacation, whether I would chose to "purchase" that much vacation on my own or not.

2)The aircraft itself is designed to carefully redirect the air in a very specific manner to create lift, not to reduce drag. The dimples,. even if they were helpful on lift (which is not discussed at all here), would make this far more complicated. Maybe someday someone will do the research to figure out if they help lift, but we don't know that yet.

As for your argument about 11%, you are a very ignorant. It is not about replacing your car, but about making the NEXT car you buy 11% more fuel efficient.

There! You blocked porn and adult content.

The problem is not 'finding a filter that works'. It is finding a filter that works AND lets in in 'unobjectionable content'. Which is what my entire post is about. There is NO way to define 'porn and adult content' that everyone can agree on - because those things are NOT bad for kids. Which is what my entire argument is about.

Kids on a farm grow up watching animals having sex. It doesn't harm them.

Your personal beliefs are just that - yours. They are not based on reason and logic. They are not 'real'. They are old wives tales told to you that you believe.

If you were correct that some kind of porn and adult content is bad for kids, then we could make a good definition and then we could make a good filter.

The very fact that you can't find a good filter to stop what you dislike let allow in what you do like is proof that you personally are wrong about what you personally are afraid your kids will watch.

Why does TFA not mention we should maybe consider a little personal responsibility, eh? What is this, you let hackers take your identity? Maybe you should have refused to provide Sony with any information that would allow them to take out loans in your name!

Oh, you have an address, and a credit card number? No social security number? Well, I guess you can spend credit card money; and the owner can chargeback the money, freeze the card, and get a new one.

Sony wants your SSN, bank account details, and DOB? Dude fuck them. Go get Wii.

The banks gave people a loan without your Driver's ID, SSN, etc? Just with your name and address? Dude, I can put an address into city services and get the names of the residents and their property tax payment dates and amounts, and any bill due. Tell the judge the bank is retarded for not getting actual ID.

A true agile process has an incremental delivery schedule. Rather than building the full deliverable and delivering, it identifies milestones as deliverable product. For example: a waterfall process for building a car would intake requirements and output a car; an agile process would produce the platform for inspection by the customer, followed by the suspension system, the engine, the drive train, interior, and so on, in some useful order.

For a software product, this involves delivering partial functionality to the customer, who then examines it or even integrates it with his workflow. If there are issues, the functionality can be cheaply reworked; building on top of broken functionality could incur major rework when an issue is encountered, so this process actually reduces work.

Agile is not Rapid Application Development. RAD has consistently been shown to be a large joke. Agile software project management accomplishes what RAD could not.

If you can handle two afternoons' worth of reading, I will direct you here (technical) and here (soft skills). These cover stakeholder management, which is "working with people". Part of that is working with SMEs.

If you want to argue from an actual competent stance, you'll need to bother reading the (horrifically dry) PMBOK, fifth edition, particularly chapters 5 (scope management) and 10 (communications management). I found chapter 9 (human resource management) fascinating as well; chapter 11 (risk management) is a favorite of mine. Much of the content may sound like gibberish out of full context; reading the book from start to finish is like that, too, because they forward-reference things in the beginning (integration management immediately starts talking about the requirements traceability matrix, IIRC, which is 4 chapters later).

The short of it is: there are many ways to get information out of people. Meetings are a good method, and arranging good meetings is a skill. Meetings have three isolate purposes: to share information, to develop alternatives, and to make decisions. Never perform more than one in the same meeting; you will make horrific decisions.

To put this into perspective: We've worked closely with SMEs here, and done things wrong. Sometimes, meetings occur without the SMEs, and decisions are made contrary to what the SME recommended; others, the tech workers (network engineers, programmers, etc.) were consulted separately, and then excluded from decisionary meetings. The result is often people making decision and dropping impossible, poorly defined, or useless shit on you. Then you implement it, and they tell you it's wrong.

By the by, one of the most important features of a good meeting is it's short.

I love how pretty much every country has come to the same conclusion: We can bypass our own laws if we have someone else do it for us.

There's nothing surprising in this. Most countries hire consultants and advisors from the same international legal/accounting firms, who themselves have been trained in the same schools of thought, and often the same universities. The international ascendancy is mostly a mono-culture.

I'm coming to your house and breaking your windows. Then you can return some money to the economy. The glazier will be happy.

I never hire independent consultants. They don't understand the use of project management, and just hack things together as quickly as possible. This is, of course, compounded by management wanting to not give proper budget to work with consultants properly so that they have time to write not-shit-code.

Getting the programming consultant into meetings is the only way to get good quality work out of them. Throwing a requirements list at people doesn't help as much as folks think; you discuss that with the consultant, but you also bring them into the meetings with the primary stakeholders. That way they get to see what's going on, hear about the features needed, the use cases, and, in agile models, get feedback on each incremental deliverable. This allows the programmer to raise questions about what exactly is being asked of him, instead of just getting shoved in a room with a spec and then told him he didn't do it right--when there's 100 ways to implement what's on the spec and only 2 are apparently acceptable.