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8-26-2020 We have also been working hard on KSP mods you can find the release on the forums . Coming soon is a KSP mod with custom models and textures. We are working on the app right now, we are making a database/api with Sqlite3 to power the app and store blog posts and important info.
8-24-2020 We have been very busy the past few mounths, we are sorry about no blog posts but we have been working on many open source projects including Our Chrome extentions. We have also been working on Discord bots. We have made one that you can use here you can invite it to your servers with this link. In the near future we will have a Beta app read that has all of these Blog posts and more. Don't worry we will still post all of our blog posts here.
5-30-2020 We have been adding a buch of cool and useful features to our site such as the counter on the homepage. We have also finished our VR game play it at This Link . Now we are seriously working on our chrome extension as we have more time now that school is over, expect it to come in the next few weeks. We have been overhauling some of our pages like our machine learning page, look there for a cool youtube playlist.
5-15-2020 We have been finnishing up this be ReVamp stage and our sites out looking really good now. We have revamped all of the sites top but the content on some of the needs a little love. The big thing that happened in this period is that we have got a domain!!!! we also have a custom emails please feel free to contact us at<EMAIL_ADDRESS>we will be checking this daily for your feedback. Thank you so much for all of your support.
5-11-2020 We have been working hard on a complete overhaul of out site, we are adding many new features and making the UI much better. The VR game we are creating is going really well, we expect that it should be done in three weeks. You can now download the Python Backend and donate to us straight from our website.
5-10-2020 -We have been redoing each page one at a time and it is making a huge difference, since our last post we have added parallax images to every page and are working but we would like every site to be more like the current site. We also added 2 new pages, a contact us page and a open source page. in the near future we will be adding a footer and menu template to all sites to imporove useablity and maintance.
5-6-2020 We have been slowly overhauling pages like our about and hire pages and adding much bettter content. You can now also download the python backend straight off the website which is a helpful feature. We have also been working on VR game development and more machine learning, in a few weeks you will see a VR game on the site and also a possible machine learning demo.
4-7-2020 -We have been working for hours on our website and it has gone far we have been slowly updating the content and we have been adding plenty of new features. The website is sub-par right now but we are working on making it more reactive and user friendly we are going to be adding games to play in the browser soon but for the time being you will have to download these games.
4-5-2020 -We are confrencing every day to work on the website development. Some new features are going to be: games that can be played on the website, a mobile app and a dead projects tab with code that we will revive for a donation. We hope everyone is feeling well feel free to contact us through the google form
4-4-2020-As almost the whole world is stuck in quarintine and almost everyone is bored out of their minds we have decided to make a few open source projects. At the time of writing this we are currently working as hard as we can to get a good website out for you. We do not have a good idea of what we will be working on next but we are still in the process of changin the "Raid The Romans" social studies project into Processing Java game instead of a lot buggier Python Processing to finish that project. Right now we do not have any idea of what we will be doing after we finish these two tasks but feel free to sugest something in the google form bellow.


Nestedlists is a plugin and that allows several styles of nested lists
Some of these examples require a js plugin and some just a few css rules
plugin and css available at https://github.com/arschmitz/jquery-mobile-nestedlists/
Seperate Page Sublists
-
Acura
Multi-page template no css and no js
You dont need this!!!
Nested list page generated from markup requires plugin
-
Infiniti
- G37
- Q50
- M57
- FX
- EX
-
Audi
- A6
- S6
- A7
- S7
- A8
- S8
-
BMW
- 1 series
- 3 series
- 5 series
- 6 series
- 7 series
-
Cadillac
- CTS
- ATS
- XTS
-
Lexus
- IS
- ES
- GS
- LS
-
Mercedes
- A-Class
- B-Class
- C-Class
- CL-Class
- E-Class


Pichia pastoris
Culture Sources
Maintenance Protocols
- Temperature: 24°C to 26°C Atmosphere: Typical aerobic growth media: YEPD, YM agar or broth, Emmons' modification of Sabouraud's agar: https://www.atcc.org/~/ps/28485.ashx
Transformation Protocols
Pichia Yeast Transformation protocol - iGEM 2012: http://2012.igem.org/wiki/images/0/02/Pichia_Yeast_Transformation_protocol.pdf
Condensed protocol for competent cell preparation and transformation of the methylotrophic yeast Pichia pastoris: https://www.ncbi.nlm.nih.gov/pmc/articles/PMC2504082/
High efficiency transformation by electroporation of Pichia pastoris: https://www.biotechniques.com/multimedia/archive/00003/BTN_A_05381BM04_O_3873a.pdf
BioBrick Parts
Whole Cell Metabolism SBML Models
Vectors
Acknowledgements
This entry was curated by iGEM 2017 teams IISc-Bangalore and INSA-UPS France


** Copyright (c) 2006, Oliver Schoenborn ** Distributed under the BSD Software License (see accompanying ** LICENSE_IOF_1_0.txt in root folder of library for complete ** terms and conditions).
#include "iof/cerrf.hpp"
#include "iof/coutf.hpp"
#include "iof/tostr.hpp"
#include "iof/omanips.hpp"
#include "iof/stringizer.hpp"
Include dependency graph for output.hpp:
This graph shows which files directly or indirectly include this file:
Go to the source code of this file.


| Orde_Id | Date | Order | Description | Status | Action |
|---|---|---|---|---|---|
| 001 | 9.13.2018 | Pizza | this is served with 20mls of soda | Pending | |
| 002 | 10.9.2018 | chicken bucket | This is served with 8 peaces of chicken | Declined | |
| 002 | 10.9.2018 | chicken bucket | This is served with 8 peaces of chicken | Delivered | |
| 002 | 10.9.2018 | chicken bucket | This is served with 8 peaces of chicken | Pending |


This page prints random words from a popular diceware words list. It uses a cryptographically sound method, but please switch to physical entropy for your highest security applications.


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| DOSE: |
500 mg |
oral |
DXM |
(powder / crystals) |
| |
400 mg |
oral |
DXM |
(powder / crystals) |
Last weekend I went camping with a few friends and decided to dex. When we arrived, there was of course whiskey and pot. After we we set up camp, we each took a 500mg DXM cap. Then we crammed 8 people in a tiny car and drove forever back into town and went to the Waffle House. Everyone else was drunk and stoned and we were beginning to trip. We made it out of there without having the cops called on us and went back to the camping spot.
We were tripping pretty hard by that time (nature has a great effect on psychedelics) and I was staring into the fire and everything else, including the loud drunks, just disappeared. They were of no importance. I began to communicate with the fire. I know this sounds very wierd, but psychedelics are just wierd...Anyway, I sensed the Spirit of that fire (not the Spirit of the Element, but that specific fire, which was dying down) as a fading, wise, old, and lonely man. It revealed to me that I would become all powerful if I gained the power of 4 Elements: Fire, Water, Land, and Air, and that I would have to do this by communicating or battling the Spirit of the Element.
It did not tell me this verbally..but through thoughts and feelings..it's very hard to explain. I respected the fire, and I could tell it had respect for me, and thought of me as a pupil, as Yoda felt toward Skywalker. It gave me it's power and fulfilled 1 of the 4 Elements I was to attain. All of this was very convincing and extremely strange. This was not a high dose either, but being in nature increased the wierdness. (I imagine the pot and alcohol did too...) We redosed later that night with about 400mg.
The next day, I still felt pretty damn wierd and I had a battle with the water that was funny, but a battle nonetheless.
The water came very close to winning, but I received the reward of its power. I have 2 Elements left to attain which will probably take me a while (yes, I still believe this even after the trip..call me crazy..whatever), but it is my goal and I will become all powerful. :) The battle I fear the most is with Air. I *really* do not want to confront it. Hopefully I can gain it's power without a fight. I know all this sounds very crazy..but I believe it.
Experience Reports are the writings and opinions of the individual authors who submit them.
Some of the activities described are dangerous and/or illegal and none are recommended by Erowid.


| 5 | | The Wiki engine uses processors to allow using [wiki:WikiRestructuredText Restructured Text], [wiki:WikiHtml raw HTML] and [http://www.textism.com/tools/textile/ textile] in any Wiki text throughout Trac. |
| | 5 | Wiki processors can be used in any Wiki text throughout Trac, |
| | 6 | for various different purposes, like: |
| | 7 | - [#CodeHighlightingSupport syntax highlighting] or for rendering text verbatim, |
| | 8 | - rendering [#HTMLrelated Wiki markup inside a context], |
| | 9 | like inside
 blocks or  or within  or  table cells, |
| | 10 | - using an alternative markup syntax, like [wiki:WikiHtml raw HTML] and |
| | 11 | [wiki:WikiRestructuredText Restructured Text], |
| | 12 | or [http://www.textism.com/tools/textile/ textile] |
| 10 | | To use a processor on a block of text, use a Wiki code block, selecting a processor by name using ''shebang notation'' (#!), familiar to most UNIX users from scripts. |
| 11 | | |
| 12 | | '''Example 1''' (''inserting raw HTML in a wiki text''): |
| 13 | | |
| | 17 | To use a processor on a block of text, first delimit the lines using |
| | 18 | a Wiki ''code block'': |
| | 19 | {{{ |
| | 20 | {{{ |
| | 21 | The lines |
| | 22 | that should be processed... |
| | 23 | }}} |
| | 24 | }}} |
| | 25 | |
| | 26 | Immediately after the `{{{` or on the line just below, |
| | 27 | add `#!` followed by the ''processor name''. |
| | 28 | |
| | 29 | {{{ |
| | 30 | {{{ |
| | 31 | #!processorname |
| | 32 | The lines |
| | 33 | that should be processed... |
| | 34 | }}} |
| | 35 | }}} |
| | 36 | |
| | 37 | This is the "shebang" notation, familiar to most UNIX users. |
| | 38 | |
| | 39 | Besides their content, some Wiki processors can also accept ''parameters'', |
| | 40 | which are then given as `key=value` pairs after the processor name, |
| | 41 | on the same line. If `value` has to contain space, as it's often the case for |
| | 42 | the style parameter, a quoted string can be used (`key="value with space"`). |
| | 43 | |
| | 44 | As some processors are meant to process Wiki markup, it's quite possible to |
| | 45 | ''nest'' processor blocks. |
| | 46 | You may want to indent the content of nested blocks for increased clarity, |
| | 47 | this extra indentation will be ignored when processing the content. |
| | 48 | |
| | 49 | |
| | 50 | == Examples == |
| | 51 | |
| | 52 | ||= Wiki Markup =||= Display =|| |
| | 53 | {{{#!td colspan=2 align=center style="border: none" |
| | 54 | |
| | 55 | __Example 1__: Inserting raw HTML |
| | 56 | }}} |
| | 57 | |----------------------------------------------------------------- |
| | 58 | {{{#!td style="border: none" |
| | 59 | {{{ |
| | 60 | {{{ |
| | 61 |
This is raw HTML
 |
| | 62 | }}} |
| | 63 | }}} |
| | 64 | }}} |
| | 65 | {{{#!td valign=top style="border: none; padding-left: 2em" |
| 16 | |
{{{ |
| 17 | | #!html |
| 18 | |
This is raw HTML
 |
| 19 | | }}}
 |
| 20 | | }}} |
| 21 | | |
| 22 | | '''Results in:''' |
| 23 | | {{{ |
| 24 | | #!html |
| 25 | |
This is raw HTML
 |
| 26 | | }}} |
| 27 | | |
| 28 | | ---- |
| 29 | | |
| 30 | | '''Example 2''' (''inserting Restructured Text in wiki text''): |
| 31 | | |
| 32 | | {{{ |
| 33 | | #!html |
| 34 | |
{{{ |
| 35 | | #!rst |
| 36 | | A header |
| 37 | | -------- |
| 38 | | This is some **text** with a footnote [*]_. |
| 39 | | |
| 40 | | .. [*] This is the footnote. |
| 41 | | }}}
 |
| 42 | | }}} |
| 43 | | |
| 44 | | '''Results in:''' |
| 45 | | {{{ |
| 46 | | #!rst |
| 47 | | A header |
| 48 | | -------- |
| 49 | | This is some **text** with a footnote [*]_. |
| 50 | | |
| 51 | | .. [*] This is the footnote. |
| 52 | | }}} |
| 53 | | ---- |
| 54 | | '''Example 3''' (''inserting a block of C source code in wiki text''): |
| 55 | | |
| 56 | | {{{ |
| 57 | | #!html |
| 58 | |
{{{ |
| 59 | | #!c |
| 60 | | int main(int argc, char *argv[]) |
| 61 | | { |
| 62 | | printf("Hello World\n"); |
| 63 | | return 0; |
| 64 | | } |
| 65 | | }}}
 |
| 66 | | }}} |
| 67 | | |
| 68 | | '''Results in:''' |
| 69 | | {{{ |
| 70 | | #!c |
| 71 | | int main(int argc, char *argv[]) |
| 72 | | { |
| 73 | | printf("Hello World\n"); |
| 74 | | return 0; |
| 75 | | } |
| 76 | | }}} |
| 77 | | |
| 78 | | ---- |
| 79 | | |
| | 68 |
This is raw HTML
 |
| | 69 | }}} |
| | 70 | }}} |
| | 71 | |----------------------------------------------------------------- |
| | 72 | {{{#!td colspan=2 align=center style="border: none" |
| | 73 | |
| | 74 | __Example 2__: Highlighted Python code in a
 block with custom style |
| | 75 | }}} |
| | 76 | |----------------------------------------------------------------- |
| | 77 | {{{#!td style="border: none" |
| | 78 | {{{ |
| | 79 | {{{#!div style="background: #ffd; border: 3px ridge" |
| | 80 | |
| | 81 | This is an example of embedded "code" block: |
| | 82 | |
| | 83 | {{{ |
| | 84 | #!python |
| | 85 | def hello(): |
| | 86 | return "world" |
| | 87 | }}} |
| | 88 | |
| | 89 | }}} |
| | 90 | }}} |
| | 91 | }}} |
| | 92 | {{{#!td valign=top style="border: none; padding: 1em" |
| | 93 | {{{#!div style="background: #ffd; border: 3px ridge" |
| | 94 | |
| | 95 | This is an example of embedded "code" block: |
| | 96 | |
| | 97 | {{{ |
| | 98 | #!python |
| | 99 | def hello(): |
| | 100 | return "world" |
| | 101 | }}} |
| | 102 | |
| | 103 | }}} |
| | 104 | }}} |
| | 105 | |----------------------------------------------------------------- |
| | 106 | {{{#!td colspan=2 align=center style="border: none" |
| | 107 | |
| | 108 | __Example 3__: Searching tickets from a wiki page, by keywords. |
| | 109 | }}} |
| | 110 | |----------------------------------------------------------------- |
| | 111 | {{{#!td style="border: none" |
| | 112 | {{{ |
| | 113 | {{{ |
| | 114 | #!html |
| | 115 | <form action="/query" method="get"> |
| | 116 | <input type="text" name="keywords" value="~" size="30"> |
| | 117 | <input type="submit" value="Search by Keywords"> |
| | 118 |  |
| | 128 | </form> |
| | 129 | }}} |
| | 130 | }}} |
| | 131 | }}} |
| | 132 | {{{#!td valign=top style="border: none; padding: 1em" |
| | 133 | {{{ |
| | 134 | #!html |
| | 135 | <form action="/query" method="get"> |
| | 136 | <input type="text" name="keywords" value="~" size="30"> |
| | 137 | <input type="submit" value="Search by Keywords"> |
| | 138 |  |
| | 148 | </form> |
| | 149 | }}} |
| | 150 | }}} |
| 82 | | * '''html''' -- Insert custom HTML in a wiki page. See WikiHtml. |
| 83 | | * '''rst''' -- Trac support for Restructured Text. See WikiRestructuredText. |
| 84 | | * '''textile''' -- Supported if [http://dealmeida.net/projects/textile/ Textile] is installed. See [http://hobix.com/textile/ a Textile reference]. |
| 85 | | |
| 86 | | Textile link above is rotten. [http://www.textism.com/tools/textile/ this one] works, allows to test example. |
| | 154 | |
| | 155 | `#!default` :: Present the text verbatim in a preformatted text block. |
| | 156 | This is the same as specifying ''no'' processor name |
| | 157 | (and no `#!`) |
| | 158 | `#!comment` :: Do not process the text in this section (i.e. contents exist |
| | 159 | only in the plain text - not in the rendered page). |
| | 160 | |
| | 161 | === HTML related === |
| | 162 | |
| | 163 | `#!html` :: Insert custom HTML in a wiki page. |
| | 164 | `#!htmlcomment` :: Insert an HTML comment in a wiki page (''since 0.12''). |
| | 165 | |
| | 166 | Note that `#!html` blocks have to be ''self-contained'', |
| | 167 | i.e. you can't start an HTML element in one block and close it later in a second block. Use the following processors for achieving a similar effect. |
| | 168 | |
| | 169 | `#!div` :: Wrap an arbitrary Wiki content inside a
 element |
| | 170 | (''since 0.11''). |
| | 171 | `#!span` :: Wrap an arbitrary Wiki content inside a  element |
| | 172 | (''since 0.11''). |
| | 173 | |
| | 174 | `#!td` :: Wrap an arbitrary Wiki content inside a  element (''since 0.12'') |
| | 175 | `#!th` :: Wrap an arbitrary Wiki content inside a  element (''since 0.12'') |
| | 176 | `#!tr` :: Can optionally be used for wrapping `#!td` and `#!th` blocks, |
| | 177 | either for specifying row attributes of better visual grouping |
| | 178 | (''since 0.12'') |
| | 179 | |
| | 180 | See WikiHtml for example usage and more details about these processors. |
| | 181 | |
| | 182 | === Other Markups === |
| | 183 | |
| | 184 | `#!rst` :: Trac support for Restructured Text. See WikiRestructuredText. |
| | 185 | `#!textile` :: Supported if [http://cheeseshop.python.org/pypi/textile Textile] |
| | 186 | is installed. |
| | 187 | See [http://www.textism.com/tools/textile/ a Textile reference]. |
| | 188 | |
| 89 | | Trac includes processors to provide inline [wiki:TracSyntaxColoring syntax highlighting] for the following languages: |
| 90 | | * '''c''' -- C |
| 91 | | * '''cpp''' -- C++ |
| 92 | | * '''python''' -- Python |
| 93 | | * '''perl''' -- Perl |
| 94 | | * '''ruby''' -- Ruby |
| 95 | | * '''php''' -- PHP |
| 96 | | * '''asp''' --- ASP |
| 97 | | * '''sql''' -- SQL |
| 98 | | * '''xml''' -- XML |
| 99 | | '''Note:''' ''Trac relies on external software packages for syntax coloring. See TracSyntaxColoring for more info.'' |
| 100 | | |
| 101 | | By using the MIME type as processor, it is possible to syntax-highlight the same languages that are supported when browsing source code. For example, you can write: |
| | 191 | |
| | 192 | Trac includes processors to provide inline syntax highlighting: |
| | 193 | `#!c` (C), `#!cpp` (C++), `#!python` (Python), `#!perl` (Perl), |
| | 194 | `#!ruby` (Ruby), `#!php` (PHP), `#!asp` (ASP), `#!java` (Java), |
| | 195 | `#!js` (Javascript), `#!sql (SQL)`, `#!xml` (XML or HTML), |
| | 196 | `#!sh` (!Bourne/Bash shell), etc. |
| | 197 | |
| | 198 | Trac relies on external software packages for syntax coloring, |
| | 199 | like [http://pygments.org Pygments]. |
| | 200 | |
| | 201 | See TracSyntaxColoring for information about which languages |
| | 202 | are supported and how to enable support for more languages. |
| | 203 | |
| | 204 | Note also that by using the MIME type as processor, it is possible to syntax-highlight the same languages that are supported when browsing source code. For example, you can write: |
| 113 | | * [http://projects.edgewall.com/trac/wiki/ProcessorBazaar ProcessorBazaar] |
| 114 | | * [http://projects.edgewall.com/trac/wiki/MacroBazaar MacroBazaar] |
| 115 | | |
| 116 | | |
| 117 | | == Advanced Topics: Developing Processor Macros == |
| 118 | | Developing processors is no different from WikiMacros. In fact they work the same way, only the usage syntax differs. See WikiMacros for more information. |
| 119 | | |
| 120 | | '''Example:''' (''Restructured Text Processor''): |
| 121 | | {{{ |
| 122 | | #!python |
| 123 | | from docutils.core import publish_string |
| 124 | | |
| 125 | | def execute(hdf, text, env): |
| 126 | | html = publish_string(text, writer_name = 'html') |
| 127 | | return html[html.find('')+6:html.find('')].strip() |
| 128 | | }}} |
| | 222 | * [trac:ProcessorBazaar] |
| | 223 | * [trac:MacroBazaar] |
| | 224 | * [th:WikiStart Trac Hacks] community site |
| | 225 | |
| | 226 | Developing processors is no different from Wiki macros. |
| | 227 | In fact they work the same way, only the usage syntax differs. |
| | 228 | See WikiMacros#DevelopingCustomMacros for more information. |
| | 229 | |


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ML Engineer
Name: Himanshu Goyal
DOB: 10th/Aug/96
Job: ML Engineer
Email<EMAIL_ADDRESS>Contact Me
About Me
Hello I'm Himanshu Goyal. I am from Meerut, U.P. India. I and now working in Pune city, India.
I pursued my B-tech. from IIT-Delhi and have graduaed in year 2017. From there I have joined CITIBank as a software analyst.
Currently I am working as a freeleancer for project in Machine-Learning and AI related field, with focus on financial domain problem.
I think of myself as hardworking and passionate person with the ability to learn new things quickly.
I like to meet new people and travel to new places.
Background
Working History
FreeLancer- AI/ML project in Finance
Jun 2017 - Dec 2017- Working as a freelancer for multiple project related to AI
- Technologies: Python, TensorFlow, DataFrame, Google-Colab, SlackAnalyst Programmer- CitiBank,Pune
Jun 2017 - Oct 2019- Treasury and Trade Solutions
- worked on various project related to banking application
- Technologies: Java, Angular, Python, SpringBoot, Sql etc.Intern - SmallDay Services
May 2016 - Sep 2016- Involved in short-term on job training at FSU11.F-1
- Team size: 8 devs
- Technologies: Java Spring MVC, AngularJS, HTML/CSS
- Accomplishments: coding, teamwork, software process
Education History
Btech, Textile Engineering - IIT Delhi
Aug 2013 - June 2017- Performance : 8.01/10
- Courses Done: DataStructure & Algorithms, Machine Learning, MacroEconomics etc.
Intermediate - CBSE Board
Sep 2009 - May 2012- Major: Maths, Physics, Chemistry
- Performance: 90%/
Technical skills
-
Python
-
R
-
WebDevelopment
-
Android/IOS App(PWA)
-
Angular
Tools & Technologies
Languages
Achivements
Certificate
Issuing by ICAgile
Issued Jan 2018
Certificate
Issuing by Framgia Inc.
Issued Oct 2016
Certificate
Issuing by FPT University
Issued Spring 2015 & Summer 2015
Certificate
Issuing by FPT University
Issued Summer 2017


Recap: Monad
Monad
is a typeclass with two functions
A Maybe
Monad
We can define a Maybe a
type to represent “maybe-null” values
A the Monad
instance for Maybe
Can you help me fill this in?
instance Monad Maybe where
(>>=) :: Maybe a -> (a -> Maybe b) -> Maybe b
Nothing >>= _ = ???
(Just v) >>= f = ???
return :: a -> Result a
return v = ???
Maybe
represents computations that may produce no value
A value of type Maybe a
is either
Nothing
which we can think of as representing failure, orJust x
for somex
of typea
, which we can think of as success
Using Maybe
for computations that may produce no value
We saw how to write an eval
function that doesn’t crash
- But instead gracefully returns a
Nothing
(if there is a div-by-zero)
eval :: Expr -> Maybe Int
eval (Number n) = Just n
eval (Plus e1 e2) = do n1 <- eval e1
n2 <- eval e2
return (v1 + v2)
eval (Div e1 e2) = do n1 <- eval e1
n2 <- eval e2
if n2 == 0
then Nothing
else Just (v1 `div` v2)
Replacing Failure by a List of Successes
Lets generalize the Maybe
monad into a List monad!
Nothing
is the empty list[]
Just v
is the singleton list[v]
… but maybe there’s something sensible for lists with many elements?
QUIZ
Lets make lists an instance of Monad
by:
class Monad m where
return :: a -> m a
(>>=) :: m a -> (a -> m b) -> m b
instance Monad [] where
return = returnForList
(>>=) = bindForList
What must the type of returnForList
be ?
A. [a]
B. a -> a
C. a -> [a]
D. [a] -> a
E. [a] -> [a]
A Monad Instance for Lists
Lets implement the Monad
instance for lists?
What’s the only sensible implementation?
QUIZ
Lets make lists an instance of Monad
by:
class Monad m where
return :: a -> m a
(>>=) :: m a -> (a -> m b) -> m b
instance Monad [] where
return = returnForList
(>>=) = bindForList
What must the type of bindForList
be?
A. [a] -> [b] -> [b]
B. [a] -> (a -> b) -> [b]
C. [a] -> (a -> [b]) -> b
D. [a] -> (a -> [b]) -> [b]
E. [a] -> [b]
QUIZ
Which of the following is a valid
bindForList :: [a] -> (a -> [b]) -> [b]
bindForList = bfl
-- a
bfl f [] = []
bfl f (x:xs) = f x : bfl f xs
-- b
bfl f [] = []
bfl f (x:xs) = f x ++ bfl f xs
-- c
bfl [] f = []
bfl (x:xs) f = f x ++ bfl f xs
-- d
bfl [] f = []
bfl (x:xs) f = f x : bfl f xs
-- e
bfl [] f = []
bfl (x:xs) f = x : f xs
The List Monad
Lets “run” the >>=
on some inputs to see how it behaves!
QUIZ
What does the following program evaluate to?
A. [("cat", 0)]
B. [("dog", 1)]
C. ["cat", "dog", 0, 1]
D. ["cat", 0, "dog", 1]
E. [("cat", 0), ("cat", 1), ("dog", 0), ("dog", 1)]
Whoa, behaves like a for
-loop!
Lets work it out.
do {x <- ["cat", "dog"]; y <- [0, 1]; return (x, y)}
== ["cat", "dog"] >>= (\x -> [0, 1] >>= (\y -> return (x, y)))
Now lets break up the evaluation
[0, 1] >>= (\y -> [(x, y)])
==> ((\y -> [(x, y)]) 0) ++ ((\y -> [(x, y)]) 1)
==> [(x, 0)] ++ [(x, 1)]
==> [(x, 0), (x, 1)]
So
["cat", "dog"] >>= (\x -> [(x, 0), (x, 1)])
==> (\x -> [(x, 0), (x, 1)]) "cat") ++ (\x -> [(x, 0), (x, 1)]) "dog")
==> [("cat", 0), ("cat", 1)] ++ [("dog", 0), ("dog", 1)]
==> [("cat", 0), ("cat", 1), ("dog", 0), ("dog", 1)]
QUIZ
What does quiz
evaluate to?
A. [0]
B. [0,1,4,9]
C. [9]
D. Type Error E. Runtime Exception
QUIZ
What does the following evaluate to?
A. [(0,10,100), (0,10,101),(1,10,100),(1,10,101),(0,11,100),(0,11,101)]
B. []
C. [[]]
D. [(0,10,100), (1,11,101)]
E. [0,1,10,100,100,101]
EXERCISE: Using the List Monad
A Pythagorean Triple is a
- triple of positive integers
a
,b
,c
- such that
a*a + b*b = c*c
Lets implement a function to return all triples where
a
,b
,c
are between0..n
HINT: You can write [i..j]
to generate the list of numbers between i
and j
Using the List Monad
So lets implement a function
Such that
>>> bits 0
[]
>>> bits 1
["0", "1"]
>>> bits 2
["00", "01", "10", "11"]
>>> bits 3
["000", "001", "010", "011", "100", "101", "110", "111"]
Summary
The Maybe
or Result
monad instance
- Conveniently work with computations that may fail
Generalize to List
monad instance
- empty list is failure
- non-empty list is successes
Gives us a for
-loop or iterator for free.


This plot is for the Northern Hemisphere, and as one would expect, there is a strong level of correlation between latitude and maximum temperature. Namely that as one moves towards the poles maximum temperature tends to drop. Addionally the cities with the highest temperatures were at 30-40 degrees latitude, which I found a bit interesting seeing as the world's hottest deserts are 15-30 degrees in the Northern Hemisphere. Perhaps this is due to people living just north of the deserts, but without examining the longitudes this cannot be determined.
In the Southern Hemisphere there seems to be a direct correllation between latitude and max temperature, in that the temperature goes down as one goes further south. The data is quite evenly distributed around the regression line, and we don't see some of the variation that was observed in the Northern Hemisphere.


This topic comes first, because the following articles offer great frameworks/definitions for leadership.
Actions Reflect Leadership — Not Words - by Claire Lew. Takeaway: “Studies have found that the biggest reason for why people don’t speak up at work is because they believe it is futile. Employees don’t think anything will happen with their feedback … so they don’t give it … If you want honest feedback, you must act on the feedback you’ve gotten in some way. Prove to employees it’s worth their effort to be honest with you.”
Average Manager vs. Great Manager, Explained in 10 Sketches - by Julie Zhuo (VP Product Design, Facebook). Go look at these, they’re humorous and poignant. It’ll only take a minute.
Be Yourself, but Carefully - by Lisa Rosh and Lynn Offerman. Takeaway: “Sharing details about your life can be a valuable way to build relationships in the workplace. But self-disclosures can also lead to oversharing, which can do more harm than good in the office.”
The Best Leaders Are Constant Learners - HBR article by Kenneth Mikkelsen and Harold Jarche. Takeaway: “Leaders that stay on top of society’s changes do so by being receptive and able to learn.”
The Best Management Is Less Management - by Michael Useem and Harbir Singh. Takeaway: “[W]hen time is limited and stakes are high, the most effective leaders rely on their ranks to do what they do best. These leaders empower people to use their expertise to solve problems and achieve goals. They also enable managers at every level of the organization to think like CEOs, making decisions with a large degree of autonomy. There’s a clear system in place for monitoring progress, but it doesn’t impede people from getting the work done. This is strategic leadership at its best, and in a moment of crisis it becomes all the more critical.”
CEO Coaches - by Alex McCaw. Takeaway: Thoughts on why CEOs should consider getting a coach, shaped by the author’s own experiences.
CEOs Should Stop Thinking that Execution Is Somebody Else’s Job; It Is Theirs - by Roger L. Martin. Takeaway: “1. Make only the set of choices you are more capable of making than anyone else. 2. Explain the choice that has been made and the reasoning behind it. 3. Explicitly identify the next downstream choice. 4. Assist in making the downstream choice, as needed. 5. Commit to revisit and modify the choice based on downstream feedback.”
Close Encounters: Leadership And Handwritten Notes - by Rodger Dean Duncan. Takeaway: about the leadership style of CEO Douglas Conant, who daily wrote 20 handwritten messages to employees celebrating their contributions and strove to interact with people face-to-face.
Developing the Leader Within You 2.0 - by John C. Maxwell. Takeaway: “…leaders are not born, they’re made”; “Good leaders don’t just resolve the issue to get it off their plates quickly for the sake of their own comfort. They help create solutions that take their people and their organization forward and put them in a better position than they were in before they experienced the problem.”
The Difference Between Amateurs and Professionals - by Farnam Street. Takeaway: a series of bullet points identifying the differences. Examples: “Amateurs give up at the first sign of trouble and assume they’re failures. Professionals see failure as part of the path to growth and mastery; Amateurs don’t have any idea what improves the odds of achieving good outcomes. Professionals do.”
Directly Responsible Individuals - by Matthew Mamet. Takeaway: “Fostering a culture of accountability within the team (people do what they say they will do) is key for effective product management over the long haul. Creating and fostering the concept of Directly Responsible Individuals (DRI) within product teams is an effective method of increase PM leverage.”
Don’t Try to Be the “Fun Boss” — and Other Lessons in Ethical Leadership - by Kimberly Nei and Darin Nei. Takeaway: Be humble, not charismatic; be steady and dependable; remember that modesty is the best policy, balance analysis with action, be vigilant — vulnerability increases over time.
Effective Leaders - by Brendan Ward. Takeaway: effective leaders set, communicate, and reinforce tangible goals toward broader impact. They set priorities and act strategically, share the opportunity to lead, and listen more than they talk. They are highly introspective, actively seek feedback, grow from their mistakes, and are constantly learning across a broad range of topics.
Effective Leadership Styles for Scrum Masters - by Ben Linders. Takeaway: This post provides an overview of many effective leadership styles that Scrum masters can learn from and apply when working in agile teams, so that their teams can deliver value. Servant leadership alone is not enough.
Engineering Leadership Principles with Oren Ellenbogen (podcast) - by Christian McCarrick. Takeaway: A chat with the editor of Software Lead Weekly/the author of Leading Snowflakes.
Etsy Lessons - by Lara Hogan. Takeaway: a collection of wisdom Hogan (now at Kickstarter) collected over her years at Etsy, about topics ranging from rethinking diversity hiring to how to deal with feeling shaky as a leader.
Flavors of Engineering Management - by Benjamin Encz. Takeaway: Encz has identified three types of leader — “tech lead engineering manager (typically technology stack focused team, still lots of coding, leadership via technical merits, good for recruiting); product team engineering manager (team spans multiple technology stacks, can touch on product management and project management, needs to think more about cross-functional interactions); people engineering manager (very focused on people aspects, has strong individual contributors who drive a lot of decision making, hiring, etc., can support larger team).”
From College Dropout to CEO of a Billion-Dollar Company: 3 Leadership Lessons from the Founder of Hootsuite - by Catherine Clifford. Takeaway: Start with the why, communicate often, and allow for facetime.
The Future of Management - by Esko Kilpi. Takeaway: “The future is accordingly described as goals and performance targets. Following this logic, the role of management is to control the movement into a chosen future. But what management really is, is about reduction of anxiety. Anxiety levels in the experiences of individuals most often depend on the perceived level of control people have over themselves and their environment. This drives our need to believe that someone is, or should be, in control.”
Good Leaders Are Good Learners - by Lauren A. Keating, Peter A. Heslin and Susan J. Ashford. Takeaway: “[R]esearch on leadership development shows that leaders who are in learning mode develop stronger leadership skills than their peers.” Being experienced helps, but isn’t enough.
Good Technology Leadership Is Rare - by Sam McAfee. Takeaway: “After 20 years in this field, I’d say without hesitation that usually about 80% of the problem is with the leadership itself. Now I have to look a senior leader square in the eye and tell them that, in fact, they are actually the problem. That their people learned all of their behaviors from the modeling of the leader. That they set the tone in terms of what is acceptable to talk about openly, and what is strictly off limits. And the vast majority of these signals from leadership are extremely subtle, not necessarily intended to be signals at all.”
Google Employees Weighed in on What Makes a Highly Effective Manager. Technical Expertise Came in Dead Last - by Michael Schneider. Takeaway: Tech expertise is worth little if a manager is not committed to communicating clearly/effectively, developing people and removing obstacles so they can get things done.
Hallmarks of a Good Technical Leader - by Brian Anderson and Camille Fournier. Takeaway: “Good technical leaders are capable of understanding systems through many different lenses. They understand that their companies are shaped by people and technologies and processes, and they’re capable of investigating each of these areas to understand how it contributes to the current success or challenges of the team. Good technical leaders have a strong sense of technical empathy, which helps them appreciate the challenges their engineers are facing, even if those engineers are working on problems that the leader has never personally written code to solve. Finally, good technical leaders have good technical judgment.”
High-Performing Teams Need Flexible Leaders - by Srikar Doddi. Takeaway: Offers insights into how to change your style based on the needs of the team. Takeaways: Always be explicit with how you expect each individual in the team to behave and the results you’d like them to achieve, and hold everyone accountable. That starts with you, and the example you set to everyone else. Having a well-articulated vision and expectation will enable flexibility of style and methods to reach a highly performant execution. See also, “Why the rise of Amazon means the end of Walmart.”)
How Do I Manage People? - by Lenny Markus. Takeaway: Based around questions posed in a Twitter thread kicked off by Charity Majors, this article offers a well-rounded view of all aspects of a manager’s duties, along with personal insights from the author.
How to Be a Good Boss: Start by Understanding Why You Want to Lead -by Kellogg Insight. Takeaway: Research by Jon Maner and Charleen R. Case reveals that dominance and prestige are two frequent motivators to becoming a leader, and gender is not a relevant factor in which motivator a person leans toward. Prestige-motivated leadership is distinctly human.
How to Lead - by Wilson Galyean. Takeaway: Leadership lessons from a former US Army officer and West Point cadet. “There is a difference between management and leadership. Management is decision making and the handling of resources. Leadership goes beyond management to craft and maintain the interpersonal glue that makes your organization a team.”
How to Lead by Noticing and Filling in Gaps - by Jean Hsu. Takeaway: gaps exist everywhere, and leaders know which ones to fill.
How Strong Is Your Leadership Toolkit? - by Alex Saez. Takeaway: Establish strong relationships, understand employee needs, and possess the appropriate “hard” and “soft” skills.
How to Lead a Team (podcast) - by Simon Sinek. Fun trivia: Joe Goldberg, the originator of this Awesome list, realized through this podcast that “You can’t manage people, you can only lead them. You can only manage processes.”
Ideas That Changed My Life - by Morgan Housel. Takeaway: “Everyone belongs to a tribe and underestimates how influential that tribe is on their thinking,” “Everything’s been done before. The scenes change but the behaviors and outcomes don’t,” and eight other observations from the author.
I’ve Interviewed Over 300 Entrepreneurs–Here’s Their Most Counterintuitive Advice - by Jenna Abdou. Takeaway: Specialize in more stuff than you think you have to; share what makes you tick, then have your team do the same; forget the competition, and let things happen instead of always making them happen.
In Just 8 Words, Uber’s New CEO Gave a Master Class in Leadership - by Jessica Stillman. Takeaway: Uber CEO Dara Khosrowshahi, who took over from Travis Kalanick, seems the reverse of his predecessor by expressing vulnerability. In his sign-off, he wrote to his team: “I have to tell you I am scared.” Vulnerability is an underrated leadership skill.
The Key to Employee-Empowering Leadership - by Ed Krow, an HR consultant. Takeaway: Empower people, let go, learn to take calculated risks, create incentives/compensation.
Lazy Leadership: Thinking of Your Org as a Machine - by Andrew Wilkinson. Takeaway: “It’s about spending time on what matters and what you’re good at, then leaving everything else to your team. Giving up on the idea that you have to drive yourself into the ground in order to run a successful company, and thinking about your business as a machine that you design and optimize, instead of becoming a worn out cog within.”
Lead at Your Best - by Joanna Barsh and Johanne Lavoie. Takeaway: A five-step approach that focuses on raising self-awareness to enhance leadership. Find your strengths; practice the pause; forge trust; choose your questions wisely; and make time to recover.
Leadership FAQ - Essay by Henry Ward that offers a concise list of essential questions with clear, thought-provoking answers. For example: “How do I give negative feedback? By being curious..”
Leadership Is a Quality That You Can Teach Yourself - by Christian Bonilla. Takeaway: “To be a successful leader, you have to learn to consider how your work affects others, and how to work with people to get things done.  So invest in building relationships every step of the way, and you’ll have more people who want to see you succeed when your time comes.”
Leadership Nudges - by David Marquet. Takeaway: short, digestible videos about intent-based leadership, from being a “know all, tell not” leader to thinking long-term.
Love Being a Lead - by Mikio L. Braun. Takeaway: Love being a lead boils down to “Everything you do is about helping those whom you lead do their work.
The Making of a Manager: What to do When Everyone Looks to You (book) - by Julie Zhuo. Takeaway: A “modern field guide” to managing by the product design exec and author of the The Year of the Looking Glass blog.
Management Philosophy - by Gordon Radlein. Takeaway: A five-point philosophy: Trust above all else, feedback, give space to succeed or fail, find the right balance of process, and always have a vision.
Manager’s Playbook - by Kamil Sindi. Takeaway: open-source heuristics for effective management, covering a variety of topics—ticketing and PR processes, thinking strategically, and more.
The Most Important Metric You’ll Ever Need - by Barry O’Reilly. Takeaway: “ask your team what their rate of learning is”—this, as Software Lead Weekly’s Oren Ellenbogen notes, “is actually a great question to ask on your 1:1s and company surveys.”
On Being a Bad Manager - by Jason Fried. Takeaway: “Observation is no substitute for doing.”
On Being an Engineering Manager - by Rui Peres. Takeaway: Filter out the noise, be optimistic, prioritize company/team/individual, and other tips.
On Leadership vs Management - by dbsmasher. Takeaway: a “flight of ideas” about the ability of all members of an organization to be leaders, and what to do to cultivate that mindset (and what not to do.
Our 6 Must Reads for Scaling Yourself as a Leader - by FirstRound. Takeaway: Comes with outside resources that support six planks. Understand and engineer your calendar around your energy (physical, emotional and mental); say “not now, not ever” using “no” templates; avoid decision debt — create process and structure that doesn’t need you; challenge the “when” to make speed a habit; beat burnout with prioritization and communication techniques; and balance internal and external movitations to see yourself and decisions more clearly.
The Principles of Quantum Team Management - by James Everingham. Takeaway: “Setting up your team the way you would set up a machine can give you a ton of leverage — as long as you realize how complicated and unpredictable the people in that machine can be.”
Scale-up Leadership Lessons I’ve Learned Over 9 Years as HubSpot’s CEO - by Brian Halligan. Takeaway: Different skills are necessary when you’re leading a scale-up and not a startup. These are: using employee Net Promoter Scores as manager thermometers; Enterprise Value > Team Value > Self Value; be the Chief Pothole Prevention Officer and the Chief Explanation Officer; everything needs to work right almost all the time; you have to make decisions; make them the right decisions instead of the most popular ones; do things right instead of fast; balance the pressure for short-term results while making long-term investments; document strategy.
Self Leadership for Agility - by Ben Linders. Takeaway: a chat with Christopher Avery, who advocates the belief that “leading others starts with leading yourself.”
Simon Sinek: Leaders Eat Last (video) - For a detailed summary by Joe Goldberg, go here.
Six Crucial Behaviors Of Collaborative Leaders - by Carol Kinsey Goman. Takeaway: Silo-busting, building trust, aligning body language, promoting diversity, sharpening “soft” skills, and creating psychological safety are the six behaviors leaders need.
6 Lessons from Lara Hogan on Humanizing Management - by GitPrime. Takeaway: Recalibrate what success looks like; learn what makes the individual grumpy, and how to know when they’re grumpy, how your report prefers feedback and recognition, and the person’s goals and needs (from you, from their team, etc.); use her three-part feedback behavior path; manage through crisis; optimize for long-term relationships, and develop your managers.
Six Recipes for Software Managers - by Adam Buggia. Takeaway: covers six basics of effective leadership—1:1’s, team surveys, psychological safety, building resilient teams, informing your department, and self-improvement—and provides “recipes” to achieve them.
6 Things Great Leaders Do Differently - by Travis Bradberry. Takeaway: They’re kind without being weak or expecting something in return, strong without being harsh, confident without being cocky, stay positive but remain realistic, are role models not preachers, and will do anything for their teams.
A Tech Lead Manifesto - by Sam Newman. Takeaway: a very pithy summary of what a tech lead should and should not do. Newman believes tech leads should continue coding, but should not write all the “hard” code.
10 Principles of Strategic Leadership - by Jessica Leitch, David Lancefield, and Mark Dawson. Takeaway: Distribute responsibility, be honest and open about information, create multiple paths for raising and testing ideas, make it safe to fail, provide access to other strategists, develop opportunities for experience-based learning, hire for transformation, bring your whole self to work, find time to reflect, and recognize leadership development as an ongoing practice.
Ten Senior Leadership Lessons I Wish I Learned Sooner - by Julia Grace. Takeaway: “observations growing from a junior manager to a senior manager running a whole organization … For example: providing less guidance is often better. The more prescriptive you are, the less you allow people below you to grow.”
10 Things Great Bosses Do Every Day - by Dr. Travis Bradberry. Takeaway: from “respects your time” to “looks for and celebrates wins,” this list covers the bases.
Ten Uncomfortable Deeds that Will Pay off Forever - by Travis Bradberry.
This Is the Number One Thing That Holds Most People Back from Success - by Seth Godin. Takeaway: It’s your attitude.
3 Harmful Ideas About Leadership (and Shifts You Can Make) - by Karen Tay. Takeaway: “[G]ood leadership is less and less defined by subject-area expertise, and more and more defined by the ability to hire well and create the conditions for talented individuals to propel the business forward, such as trust and autonomy.”
Time Machines & Leadership: 10 Things I Wish I Knew at the Start - by David Boyne. Takeaway: common-sense advice for managers, starting with a warning not to burn out.
Unintuitive Things I’ve Learned About Management (Part 1) and (Part 2) - by Julie Zhuo. Takeaway: You must like dealing with people to be great at management; having all the answers is not the goal—motivating the team to find the answers is; evaluate the strength of a manager by looking at the strength of their team; the most significant advantage a senior manager has over a junior manager is an expanded perspective; aligning on why is more important than aligning on how; sometimes a great person will not work out on a great team, and that is okay; you never regret moving a struggling person too soon—you only regret doing it too late; your team should respect you, but you don’t need them to agree with everything you say or do.
[We Need to Talk About Servant Leadership] (https://mfbt.ca/we-need-to-talk-about-servant-leadership-a719c4c05434) - by Johnathan Nightingale. Takeaway: Denying power inequities serves no one, and skims over the real existence of privilege that comes with power. “Own the authority of your role. If that authority is uncomfortable and you’re worried about wielding it poorly, then get educated. You can be a better boss than the ones you’ve had. Figure out when your duty of service is to the individuals on your team, and when it’s to the organization at large. Figure out how you want to act in the rare but real cases where those are in conflict.”
-What Makes a Good Leader? Leadership Is Your product, Not Your Identity. - by Claire Lew. Takeaway: “The minute you stop tying your leadership so closely to your identity, you become a better manager.”
What Mistakes in Your Experience Does Management Keep Making? - by Hacker News commenters. A list/online discussion about the many ways that tech management goes awry.
What “S’Up”? Using Triads to Develop Tribal Leadership - by Daniel Doubrovkine. Takeaway: an exploration of Artsy’s weekly “S’Up” informal gathering of three randomly selected colleagues, which reinforces tribal leadership. “Stages of Tribal Leadership are often categorized by evaluating the number of connections and communication channels between team members, and triads are the most stable and valuable foundations, a building block of a Stage Four culture. S’Up is a tool we built that creates triads. The result can often feel inspiring and lead to durable communication channels at scale.”
Why Should You Want to Lead People? - by Amit Goldshmidt. Takeaway: Reasons why you should and should not want to lead others.
Why Tim Cook is Steve Ballmer and Why He Still Has His Job at Apple - by Steve Blank. Takeaway: “What happens to a company when a visionary CEO is gone? Most often innovation dies and the company coasts for years on momentum and its brand. Rarely does it regain its former glory.” Uses Microsoft and Apple as examples.
Why You Must Lead Differently as Your Team Grows - Forbes article by George Bradt.
Who I Want to Work For - by Keavy. Takeaway: A GitHub senior engineer describes the leader she wants to work for.
How Charles Schwab Got His Workers To Produce More Steel - by Vivian Giang for Business Insider. Takeaway: chalk a number six on the floor and see what your employees/team members do.
How I Failed - by Tim O’Reilly. The founder of O’Reilly writes “a candid post about some of the things that kept me, my employees, and our company from achieving our full potential.”
DevOps Days Keynote - by Kelsey Hightower. Takeaway: a riveting, personal, and slide-free keynote in which Hightower underscores the importance of “giving a damn.”
10 Senior Leadership Lessons I Wish I Learned Sooner - by Julie Grace. Takeaways: Grace’s observations from growing from a junior manager to senior manager to running a whole organization (Director of Infrastructure Engineering at Slack). Less guidance is better, get comfortable with accountability, communication with peers/upper management/teams is key.
To Be a Great Leader, Rethink Your Default Behaviors - by Deirdre Cerminaro. Takeaway: Working with IDEO’s CEO Tim Brown reiterated the values to “act with humility,” not pride; “trust the intuition of others,” don’t be a skeptic; “encourage half-baked ideas,” don’t require them to be polished; “inspire, don’t instruct”; and “model behaviors, don’t dictate them.”
20 Years Ago, Steve Jobs Demonstrated the Perfect Way to Respond to an Insult - by Justin Bariso. Takeaway: Includes video of the 1997 exchange between a man in the audience who insults Jobs, and the latter’s calm and thoughtful response.
Vulnerability and Leadership (video) - by Brene Brown, researcher, author and storyteller. Takeaway: In this TED talk, Dr. Brown discusses connection/lack thereof, shame (the fear of disconnection and being unworthy of connection). Connection and being aware of its need results in more effective leadership because one can then reach/inspire/enliven people.
What It’s Really Like Working with Steve Jobs" - by Glenn Reid. Takeaway: Reid describes designing products with Jobs as a type of “cauldron”-like investigation in which ideas formed around an iteration and who thought up the idea didn’t matter. The process put more focus on the ideas and less on Jobs, specific others in the room, or ego.
Folks categorize leaders into N different types, or the job into M different activities.
An Inside Look at a Flat Organization That Serves Millions - by First Round Capital. Takeaway: When you boil it down, management is really about two things—trust and clarity. “Keeping a company flat is all about finding creative ways to achieve trust and clarity without the bureaucracy.”
“Build a Team That Doesn’t Need You” and Other Counterintuitive Strategies to Succeed as a Manager - by Ben Thompson. Takeaway: a profile of Heptio VP Engineering Kevin Stewart, who identifies and discusses the following leadership qualities: authentically caring about people on your team, preparing yourself as a leader and understanding your organization, rallying your team through empowerment and transparency/openness, providing context around decisions and disagreeing-and-committing if necessary, and getting out of people’s way.
How to Take Control of Your Own Leadership - by Jean Hsu. Takeaway: Observe the kind of leader you want to be, come up with a plan of action, and analyze what worked.
Introverts Think They Won’t Like Being Leaders but They Are Capable - by Peter O’Connor and Andrew Spark. Takeaway: Introverted characteristics are prevalent in servant leaders. The challenge is to help introverts to be more confident about their leadership potential.
The First 90 Days: Critical Success Strategies for New Leaders at All Levels (book) - by Michael Watkins. Covers the essentials of transitioning into a leadership role, from making allies to avoiding common mistakes.
Key Traits for Best Team Leaders - by Francesca Fontana. Takeaway: “[R]esearch revealed four common traits of leaders who get the best collaborative efforts from their teams. The majority of respondents at high-performing companies said successful collaboration comes down to a few key behaviors: modeling collaborative action, building strong networks among employees, encouraging collaboration across departments and structuring work effectively.”
Mastering the Rockefeller Habits: What You Must Do to Increase the Value of Your Growing Firm (book) - by Verne Harnish. Takeaway: practical strategies for growing a business, including the importance of identifying the “x” factor—discovering, defining, and acting upon to create value.
The New Leader’s 100-Day Action Plan: How to Take Charge, Build Your Team, and Get Immediate Results (book) - by George Bradt. This book provides an onboarding plan for new managers and executives to adjust to their new roles. Chapters cover internal politics/understanding them; motivating teams using the BRAVE (Behaviors, Relationships, Attitudes, Values, and Environment) approach; handling crises, and more.
The New Technology Leader’s Plan - by Kate Matsudaira. A series of posts covering these topics: Understanding the Strategy; Conversations with the Team; Understand and Assess Technical Risks (Technical Risk Assessment); Focus on Early Wins.
Qualities of an Exceptional Engineering Director - by various. Takeaway: a lengthy Twitter thread in which contributors identify the qualities they believe a great engineering leader needs.
What Open Leaders Do - by Sam Knuth. Takeaway: Open leaders focus on supporting people to become successful, set vision and context, and seeking feedback about how people feel about their work and environment as well as whether they feel connected to/understand its purpose.
Team and Strategy - by venture capitalist Fred Wilson. Takeaway: Leaders should do only three (or six?) things. They are: Recruit/retain; build/evolve long-term strategy; ensure there’s money; maintain balance between departments; create a commitments system; talk to clients to keep market insight fresh.
The Three Types of Leaders The World Needs Most: Artistic, Scientific and Interpersonal - Forbes article by George Bradt. Takeaway: artistic leaders inspire by influencing feelings and perceptions; scientific leaders influence and inspire knowledge with their thinking and ideas; and interpersonal leaders “can be found ruling, guiding and inspiring at the head of their interpersonal cohort whether it’s a team, organization, or political entity.” They’re not mutually exclusive.
12 “Manager READMEs” from Silicon Valley’s Top Tech Companies - by Brennan McEachran. Takeaway: A collection of manager READMEs from leaders at Slack, Shopify, Forter and other companies.
Watch: Google’s Research on Making Managers Awesome - by re:Work/Google. Takeway: includes video and insights gained through Project Oxygen, Google’s research into management. Includes Google’s eight manager behaviors: 1) is a good coach; 2) empowers the team and doesn’t micromanage; 3) expresses interest/concern for team members’ success and personal well-being; 4) is productive and results-oriented; 5) is a good communicator; 6) helps with career development; 7) has a clear vision/strategy for the team; and 8) has important technical skills that help him/her advise the team.
What It Means to Be an Open Source Leader - by Jim Whitehurst. Takeaway: Red Hat’s CEO describes how one might apply open source principles to leadership. “Being an open leader means creating the context others need to do their best work.”
Why Good Bosses Tune in to Their People - by By Robert I. Sutton. Takeaway: Express confidence even if you don’t feel it, don’t be indecisive, give credit to your people, and when something goes wrong in your domain accept blame and learn from it.
Why Supercell’s Founder Wants to Be the World’s Least Powerful CEO - by Sonali De Rycker. Takeaway from CEO Ilkka Paananen: “My goal is to be the world’s least powerful CEO. What I mean by this is that the fewer decisions I make, the more the teams are making.”
Worry Is the Most Useless Emotion - by Claire Lew. Takeaway: Five things leaders can do to stop worrying, an activity that doesn’t necessarily improve or resolve things. “Instead of idling in indecision and mulling over every possible path and course of action, the question ‘What’s the most I can do with what I have right now?’ forces your hand.  And once you do, you’ll clear a path to move forward within the constraints you have. Now you can focus on what you can control.”
“Decisions in 10 minutes or less, or the next one is free.” - Included in this Microsoft article
“If you want to build a ship, don’t drum up the men to gather wood, divide the work and give orders. Instead, teach them to yearn for the vast and endless sea.”  - John Quincy Adams
“Mistakes are expected, respected, inspected, and corrected.” - unknown
“No (wo)man is really defeated unless (s)he is discouraged.” - Bruce Lee
“No one is going to follow you anywhere, anytime until you have earned the right to lead.” - George Bradt
“What actually separates winners from losers isn’t talent, it’s attitude.” - Seth Godin
Facebook’s HR Chief Conducted a Company-Wide Study to Find Its Best Managers — and 7 Behaviors Stood Out - by Richard Feloni for Business Insider. Takeaway: Care about your team members; hold their team accountable for success; set clear expectations and goals, and four more.
How Do You Measure Leadership? - by Ali Rowghani. Takeaway: three traits of effective leaders, including “Clarity of Thought and Communication”; “Judgment About People,” and “Personal Integrity and Commitment.”
How Google Sold Its Engineers on Management - by David A. Garvin for Harvard Business Review. Takeaway: Google found eight common traits in their most successful managers, including coaching and communicating. They can all be summed up in one mantra: “Love your soldiers.”
Based on articles/findings in previous section.


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TwilioLookupResponse
public class TwilioLookupResponse: NSObject, Mappable
A successful response to a lookup(_:countryCode:type:addOns:completion:)
method return an instance of this class.
Seealso
TwilioLookupSeealso
TwilioError-
Init method needed to conform to Mappable protocol
Declaration
Swift
required public init?(_ map: Map)
-
Mapping function needed to conform to Mappable protocol
Declaration
Swift
public func mapping(map: Map)


How Kanye West Became a Verb
Everyone remembers the 2009 VMA Awards as they would remember an extremely bad birthday party. Kanye West’s brazen and aggressive interruption of Taylor Swift’s speech, which merited national attention, inspired an insurmountable amount of memes, and ruined his already iffy reputation. Taylor Swift even “swifted” Kanye by writing a song about the incident (yes, she too is regarded as a verb in her own right.) In short, to “Kanye” is a pop culture reference that is widely alluded to by all.
Just last month, Beyoncé lost “Album of the Year” at the Grammy’s to Beck (who?) and Kanye West decided it would be neat if he recreated his stunt by “jokingly” starting up the stage to interrupt Beck’s speech and then cheekily retreading. His attempt at a ‘meta’ moment doesn’t read as tongue-in-cheek as he hoped it would. Once again, he trampled on yet another respected artist’s glory because he felt as though the world was dying for his opinion.
This type of asinine and immature behavior has become expected from West. When a celebrity repeats an action enough times, that action takes over their brand. They become a caricature of that action and their every move is scrutinized with that action in mind. And with that, they are canonized into the “verb hall of fame”: they become living, breathing grammatical devices that can morph from the present participle to the past participle and provide plenty of context to a sentence. If someone were described as having “Kanyed” a situation, you would immediately understand the unpleasant connotation: the definition has been programmed into our brains by the insane amount of discussion his actions have instigated.
It’s a fascinating dynamic, one that can only occur in the realms of stardom. That is why celebrities should, nay, must be careful of how they present themselves to the world. They have power, sure, but the world has the even greater power to turn their name against them.
The “Verb Hall of Fame”
- Taylor Swift (v.) to air all of your dirty laundry via means of artistic expression, may that be a song, a script or an angry Facebook status.
- Chris Brown (v.) to be extremely violent or hostile towards women: the antithesis of feminism.
- Britney Spears (v.) to spiral out of control in a careless and horrifying manner. Synonyms: Lindsey Lohan, Jessica Simpson.
- Oprah Winfrey (v.) to hide lavish presents under people’s seats Antonym: Dr. Phil.


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TableColumnDefinition, TableColumnFlags, TableRangeInversionType, MSG_GEN_TABLE_GET_COLUMN_COUNT
When you create a
Table
object, you must specify what columns the
Table
has. Typically, each column will represent a different kind of data, and can be of a different length. When you define a
Table
object, you specify how many columns the table will have; this number is fixed for the table, and cannot be changed later. (It is possible to have your Table switch the column definitions that they use, although it will take a fair amount of work on your part; that is discussed in Changing Column Definitions
.) You can find out how many columns a table has by sending it
MSG_TABLE_GET_COLUMN_COUNT
.
Each column has its own definition--stored in the Table's TI_
columnDefinitions
array--specified by a
TableColumnDefinition
structure that cannot be changed later. This structure has the following definition:
typedef struct { TableColumnFlags TCD_flags; word TCD_width; } TableColumnDefinition;
_flags
TableColumnFlags
record (described on The TableColumnFlags record has the following flags:
below).
_width
The
TableColumnFlags
record has the following flags:
Table
object will send itself MSG_TABLE_SELECT.
Table
object will send itself MSG_TABLE_SELECT.
Table
object will send itself MSG_TABLE_SELECT.
Table
object will present a
VisText
, allowing the user to edit the contents of the cell. (See Editing Cells
.)
Table
object will send itself MSG_TABLE_SELECT.
TableRangeInversionType
enumerated type; it specifies how the
Table
should display selected cells in this column.
TableRangeInversionType
specifies which cells should be drawn as highlighted when the user performs a selection action. Note that each column has its own
TableRangeInversionType
value. If a selection action crosses from one column into another, the
Table
uses the
TableRangeInversionType
of the last column the pointer was in.
TableRangeInversionType
has the following values:
Table
should not highlight any selections.
When you create a
Table
, you must specify how many columns the table has, and what the characteristics of each column are. You specify the number of columns the
Table
has by setting TI
_columns
to that number. You cannot change the number of columns in the
Table
after the
Table
has been created. To find out how many columns a
Table
has, send it
MSG_TABLE_GET_COLUMN_COUNT
.
To specify the attributes of each column, you must create a chunk in the same object block as the
Table
. That chunk must contain an array of
TableColumnDefinition
structures, one for each column in the
Table
. The structures should be in the same order as the columns (i.e. the left-most column would be the first structure in the array).
word MSG_GEN_TABLE_GET_COLUMN_COUNT();
This message returns the number of columns in a
Table
object.
Source: Unrestricted.
Destination: Any
Table
object.
Parameters: None.
Return: The number of columns in the
Table
.


I am a Research Staff Member in the Computational Genomics group at IBM T.J. Watson Research Center, Yorktown Heights, NY. I am also a visiting scientist at the Broad Institute of MIT and Harvard. I completed my PhD in Computer Science from Purdue University, West Lafayette, IN under the guidance of Petros Drineas.
I work in the intersection of Genomics, Machine Learning and Algorithms. I'm broadly interested in both the theoretical and practical aspects of population genetics in light of mathematical and statistical foundations.
Prior to this, I completed MS in Computer Science from Rensselaer Polytechnic Institute in Troy, NY. I grew up in Kolkata, the "City of joy" in India. I earned a BTech degree from the Department of Computer Science and Information Technology, West Bengal University of Technology, Kolkata. Apart from this, I am an avid traveler and photographer. When I am not working, you will find me doing one of these things: planning trips, reading books, watching soccer or playing racquet sports.
My research revolves around making sense of complex, high dimensional population genetic datasets with respect to the following directions:
Inferring population sub-structure and detecting ancient archaic admixture among populations across the world. We have developed novel computational framework to find out how demographic factors influence gene flow within a population. Along with this, I am also interested in anthropological implications of population genetics, testing historical hypotheses in the light of genomics.
Developing scalable computational and statistical tools to tackle the ever-growing size of datasets being generated in the field of genomics and medicine.
Develop Machine learning methods for neuropsychiatric disorder trait prediction as well as finding the biological underpinnings of psychiatric diseases.
Apart from this, I am also interested in developing mathematical models for understanding the complex evolutionary scenarios such as natural selection, epistatic interactions, demographic factors which govern genetic variation resulting in differences between and within species.
Agniva Chowdhury, Aritra Bose, Samson Zhou, David Woodruff, Petros Drineas A Fast, Provably Accurate Approximation Algorithm for Sparse Principal Component Analysis Reveals Human Genetic Variation Across the World, RECOMB (2021). (Equal Contribution)
Sanjoy Dey, Aritra Bose, Subrata Saha, Prithwish Chakraborty, Mohamed Ghalwash, Aldo Guzman Saenz, Filipp Ultro, NG Kenney, Jianying Hu, Laxmi Parida, Daby Sow, Filippo Utro, Daniel E. Platt, Laxmi Parida, Impact of Clinical and Genomic Factors on COVID-19 Disease Severity, AMIA (2021). (Equal Contribution)
Aritra Bose, Filippo Utro, Daniel E. Platt, Laxmi Parida, Multiple Loci Selection with Multi-way Epistasis in Coalescence with Recombinations, Algorithms (2021)
Aritra Bose, Daniel E. Platt, Laxmi Parida, Peristera Paschou, Petros Drineas, Integrating linguistics, social structure and geography to model gene flow in India, Molecular Biology and Evolution (2021)
Aritra Bose, Daniel E. Platt, Niina Haiminen, Laxmi Parida, Cumulant-based genotype-phenotype interaction networks in Parkinson's Disease , under review (2021)
Aritra Bose, Myson Burch, Agniva Chowdhury, Peristera Paschou, Petros Drineas CluStrat: a structure informed clustering strategy for population stratification , accepted in RECOMB (2020)
Aritra Bose, Vassilis Kalantzis, Eugenia Kontopoulou, Mai Elkady, Peristera Paschou, Petros Drineas, TeraPCA: a fast and scalable software package to study genetic variation in tera-scale genotypes, Bioinformatics (2019)
Aritra Bose, Daniel E. Platt, Laxmi Parida, Peristera Paschou, Petros Drineas, Dissecting Population Substructure in India via Correlation Optimization of Genetics and Geodemographics, bioRxiv (2017)
George Stamatoyannopoulos, Aritra Bose, Athanassios Teodasiadis, Fotis Tsetsos, Anna Plantiga, Nikoletta Psatha, Nikos Zogas, Evangelia Yannaki, Pierre Zalloua, Kenneth K Kidd, Brian L Browning, John Stamatoyannopoulos, Peristera Paschou, Petros Drineas, Genetics of the Peloponnesean populations and the theory of the extinction of the medieval Peloponnesean Greeks , European Journal of Human Genetics (2017).
Full list of publications on Google Scholar
Research profile on ResearchGate


- Please Download the application form first(click to link given at bottom of this page.)
- Fill the application form and submit it to center.
- Applicants will recieve Identity card,Fee reciept and Batch allotment after verification.
- To apply online click to link given at bottom of this page.
- Fill the application form and submit it .
- Applicants will recieve Identity card,Fee reciept and Batch allotment after verification.
Pay Offline
Account Details:
A/C no. : xxxxxxx1234


| DOSE: |
|
insufflated |
5-MeO-AMT |
(powder / crystals) |
While working at a DanceSafe table at a party in NYC, I encountered what I suspect to be a 5-MeO-AMT overdose. The person was male, about 17. I found him being restrained by friends for hitting people and flailing about. He was moaning and shouting incoherently, sometimes yelling obscenities and other exclamations. He was writhing and sweating, despite the cold temperature; he was unable to make eye contact and appeared not to be aware of who was around him. He did not respond to verbal or physical cues. His friends said he was on no known medications and had no history of mental illness. About 6 hours earlier he snorted an unknown dose of the drug, which is typically ingested orally. His friend described the dose as a regular 'bump.'
The other DanceSafe volunteer and I suspected an overdose of 5-MeO-AMT, and were concerned knowing that sniffing 5-MeO-AMT has been fatal. When his friends were asked what he took, they said '5MEMT', which seemed to confirm our guess. This kid's friends would not be able to hold him down for much longer let alone transport him to a better environment, so because of his violence and a fear that the condition would worsen, I called an ambulance.
He was a bit more together when the police arrived and did not need to be restrained as much as before. He seemed to be able to see what was going on, and said things like, 'why did the music stop?' After police and EMT tried to lift him to the chair he struggled, yelling 'I'm fine!' The police cuffed him (I think just as a restraint) and led him down the stairs.
We gave info to his friends and the police officers about 5-MeO-AMT. We insisted that it was a rare drug and to tell the medical staff to look at erowid.org for information on treatment. My fellow DS member was reminded of a report on Erowid which notes that anti-psychotics are especially harmful to people who have taken this type of drug. We wrote this info down for them on a piece of paper, as well as noting that benzodiazepines were ok.
I received a call from his friend later and learned that luckily the medical personnel actually listened, which I did not expect! They consulted erowid.org, and decided to sedate him. He was home by the next night, although I have no information about whether he has any lasting effects or damage.
Experience Reports are the writings and opinions of the individual authors who submit them.
Some of the activities described are dangerous and/or illegal and none are recommended by Erowid.


This was the final project I worked on for Dev Bootcamp in 8 days. The idea for this site was to be a walking portfolio for artists.
I did the front-end work on this project. I hit some snags while trying to implememnt a mobile first approach.
I ende up merging the Materialize and Bootstrap frameworks by removing certain libraries to get results that I wanted.
Classy was a mock client project that we completed in 3 days. The concept for Classy was a site for teacher's to manage their student roster.
This was the first Rails project we made and I did the front-end here as well. It was challenging for me to learn and implement the Materialize framework in 3 days.
This was a basic site we made at Dev Bootcamp that involved using a database. This was my first attempt at actually trying to do an kind of site design. I hadn't really had any creatiive freedom before this and it was supposed to be a fun design. That is why we now have Spacecat Flashcards.
This was our redesign of Screencastify. It is a screen recodring extension for Chrome. Our goal was to give it a site overhaul so that it can ultimately increase the conversion rates of the users.
Talk to Me was our attempt at rethinking the popular app Whatsapp. The goal in mind for this was to make keeping in touch with people over long ditances easier and more meaningful.
This was our Redesign of the Chicago Tribune. The idea was to increase readership in a digital age where print is falling to the wayside.


These were some stuff I wrote roughly two years ago. At that time I was still a kid (and an overly confident one, just like any other optimistic self-assured adolescents who have not seen the world or experienced anything outside of their comfort zone to realize how unrealistic the assumptions about reality many of their beliefs are based on), preparing for his univ applications. A lot has changed since then.
One thing is that I no longer write in that manner, or at least that is what I incline to think.
They are now available here, but mind you, they are pretty badly written. As a redditor with 7k karma would put it, “This guy is an intolerably bad writer, narcissistic and sophomoric and lacking real insights.”. (And I agree.) Or simply click on the pictures & links below:


Sneak preview of Silent Dragon with the latest $HUSH logo!
This shows our debug screen that gives various details about the backend "hushd" daemon. Users can send a screenshot to Discord to help debug issues and it is also very useful for developers, miners and pool ops


Iraqi protester killed amid fresh clashes on Baghdad bridge
At least 32 others were wounded in violent clashes with security forces.
An anti-government protester in Iraq has died after suffering a direct hit to the head from a tear gas canister amid fresh clashes on a strategic Baghdad bridge.
At least 32 others were wounded in violent clashes with security forces on Sunday, just hours after protesters retook control of half of Ahrar Bridge.
The protesters now hold three bridges spanning the Tigris River towards the heavily fortified Green Zone, the seat of Iraq’s Government.
Security forces had deployed Sunday on the other side of the bridge and erected concrete barriers to keep protesters from pushing into Green Zone.
Two Katyusha rockets also fell in the vicinity of the Green Zone on Sunday but caused no casualties.
One hit the Tigris River and the other fell on an empty football stadium, security officials said.
The officials all spoke on condition of anonymity in line with regulations.
Elsewhere in parts of central and southern Iraq, protesters blocked roads with burning tires, halting traffic and paralysing work following a call for a national strike.
Since the protests began on October 1, at least 320 people have been killed and thousands wounded in the capital and the mostly Shi’ite southern provinces.
Protesters have taken to the streets in the tens of thousands over what they say is widespread corruption, lack of job opportunities and poor basic services despite the country’s oil wealth.
The leaderless, mass protests aim to sweep aside Iraq’s political elite, blamed for massive corruption.
Bridges leading toward the Green Zone have been a frequent flash point in the protests.
Demonstrators took control of those bridges earlier this month but were later repelled.
The protesters managed to push back on to part of Ahrar Bridge on Sunday after seizing part of Sinak Bridge and central Khilani Square the previous day following fierce clashes.
They were also present in Jumhouriyya Bridge next to Tahrir Square, the epicentre of the protest movement.
Iraqi security forces withdrew from Khilani Square after firing live ammunition and tear gas against protesters trying to tear down a concrete barrier blocking entry to the square.
Protesters also took control of a five-storey garage next to the bridge, giving them a bird’s eye view over the Green Zone and the street below, mirroring tactics employed in Tahrir Square, where they occupied an iconic 14-storey Saddam Hussein-era building that has become a reference point for demonstrators.
Two people were wounded when security forces fired tear gas canisters in renewed confrontations in Rasheed Street, Baghdad’s oldest avenue and cultural centre known for its crumbling houses.
In the southern port city of Basra and in cities like Nasiriyah, Amara and Kut, protesters set tyres ablaze to close off roads, keeping employees from reaching their workplaces.
Schools, universities and other institutions closed for the day.
In parts of Baghdad, particularly the sprawling Sadr City neighborhood, protesters sat in the middle of the streets to prevent employees from getting to their workplaces.
They also blocked roads with motorcycles and tuk-tuks, disrupting traffic.
“There will be no offices open until the last corrupt person is removed,” one protester said, declining to be identified for security reasons.
“Only then we will pull out from here.”
The roadblocks are partly in response to a call by influential Shi’ite cleric Muqtada al-Sadr for a voluntary strike to keep up the pressure on politicians.


| Class | Description |
|---|---|
| FutureResponse<T> |
FutureResponse is used to hold future response of asynchronous requests
|
| RestAsync |
RestAsync handles REST calls (GET/POST) with JSON/DOWNLOAD responses
asynchronously
|
| RestRequestGetQuery |
GetQuery represents GET REST call's query
(e.g.: id=123&name=john)
|
| RestRequestPostJson |
RestRequestPostJson is the parent class for a REST request's POST JSON
|
| RestResponseJson |
RestResponseJson is the parent class for a REST response's JSON
|
| RestResponseJsonGroup |
RestResponseJsonGroup holds pairs of
(HTTP Status Code, RestResponseJson)
in order to assign the correct response's holding JSON Class per
response's HTTP Status Code
|
| RestResponseJsonGroup.RestResponseJsonGroupBuilder |
OPTIONAL builder pattern class for RestResponseJsonGroup to be used if
a user wants to define responses for HTTP status codes other than the
ones provided by the simplified constructors of RestResponseJsonGroup
class (200 SUCCESS, 400 BAD_REQUEST and 500 INTERNAL_ERROR)
|
| RestSyncInl |
RestSyncInl has inline static methods for handling REST calls of different
types synchronously
|
| Enum | Description |
|---|---|
| RestSyncInl.RestCallType |


Trading_DisputeType Class Reference
| Inherits from | NSObject |
| Conforms to | PicoBindable |
| Declared in | Trading_DisputeType.h Trading_DisputeType.m |
Tasks
-
disputeID
The unique identifier of an eBay dispute.
property -
disputeRecordType
A value to indicate the type of dispute.
property -
disputeState
The internal state of the dispute. The value determines
property
which values of DisputeActivity are valid when responding
to a dispute. -
disputeStatus
The status of the dispute, which provides additional
property
information about the dispute state. -
otherPartyRole
The role of the person involved in the dispute who is
property
not taking action or requesting information. The role is
either Buyer or Seller. -
otherPartyName
The user name of the person involved in the dispute who
property
is not taking action or requesting information. -
userRole
The role of the person involved in the dispute who is taking action or
property
requesting information. The role is either Buyer or Seller. -
buyerUserID
The eBay user ID of the buyer involved in the dispute.
property -
sellerUserID
The eBay user ID of the seller involved in the dispute.
property -
transactionID
The unique identifier of the order line item (transaction) under dispute. An
property
order line item is created once there is a commitment from a
buyer to purchase an item. In the case of GetDispute and GetUserDisputes
responses, this value identifies the order line item involved in the
dispute. -
item
Container consisting of high-level details about the item involved in the
property
dispute. -
disputeReason
The top-level reason for the dispute. The value of DisputeReason
property
determines which values of DisputeExplanation are valid.
See DisputeExplanationCodeList for details. -
disputeExplanation
The detailed explanation for the dispute. Valid values
property
depend on the value of DisputeReason. See DisputeExplanationCodeList
for details. -
disputeCreditEligibility
A value to indicate whether or not the seller is currently eligible for a Final Value Fee credit. This tag
property
only indicates credit eligibility and does not mean that the case can be
closed. (Credit eligibility determines whether the seller gets the Final Value
Fee back when the dispute is closed.) The value is usually eligible until 4
days (for new flow) or 7 days (for old flow) after the dispute was created
unless the dispute is closed with buyer payment or Final Value Fee credit has
already been granted. -
disputeCreatedTime
The date and time the dispute was created, in GMT.
property -
disputeModifiedTime
The date and time the dispute was modified, in GMT.
property -
disputeResolution
The action resulting from the dispute resolution. The
property
action might include a Final Value Fee credit to the seller, a strike
to the buyer, a reversal, or an appeal. -
disputeMessage
A response or message posted to a dispute, either by
property
an application or by a user on the eBay site. -
escalation
Whether the buyer can close a dispute unhappy and escalate it
property
to the eBay Standard Purchase Protection Program. To escalate, the buyer
must be eligible for the PPP. Used in Item Not Received disputes. -
purchaseProtection
Whether the buyer is eligible for the eBay Standard Purchase Protection
property
Program. The eligibility rules are described in the eBay site online help.
Used in Item Not Received disputes. -
orderLineItemID
OrderLineItemID is a unique identifier for an eBay order line item and is
based upon the concatenation of ItemID and TransactionID, with a hyphen in
property
between these two IDs. In the case of GetDispute and GetUserDisputes
responses, this value identifies the order line item involved in the
dispute.
-
any
(public property)
property
Properties
any
(public property)
@property (nonatomic, retain) NSMutableArray *any
Discussion
(public property)
entry type : PicoAnyElement, wrapper for primitive anyelement
Declared In
Trading_DisputeType.h
buyerUserID
The eBay user ID of the buyer involved in the dispute.
@property (nonatomic, retain) NSString *buyerUserID
Discussion
The eBay user ID of the buyer involved in the dispute.
type : NSString, wrapper for primitive string
Declared In
Trading_DisputeType.h
disputeCreatedTime
The date and time the dispute was created, in GMT.
@property (nonatomic, retain) NSDate *disputeCreatedTime
Discussion
The date and time the dispute was created, in GMT.
type : NSDate, wrapper for primitive date
Declared In
Trading_DisputeType.h
disputeCreditEligibility
A value to indicate whether or not the seller is currently eligible for a Final Value Fee credit. This tag
only indicates credit eligibility and does not mean that the case can be
closed. (Credit eligibility determines whether the seller gets the Final Value
Fee back when the dispute is closed.) The value is usually eligible until 4
days (for new flow) or 7 days (for old flow) after the dispute was created
unless the dispute is closed with buyer payment or Final Value Fee credit has
already been granted.
@property (nonatomic, retain) NSString *disputeCreditEligibility
Discussion
A value to indicate whether or not the seller is currently eligible for a Final Value Fee credit. This tag
only indicates credit eligibility and does not mean that the case can be
closed. (Credit eligibility determines whether the seller gets the Final Value
Fee back when the dispute is closed.) The value is usually eligible until 4
days (for new flow) or 7 days (for old flow) after the dispute was created
unless the dispute is closed with buyer payment or Final Value Fee credit has
already been granted.
type: string constant in Trading_DisputeCreditEligibilityCodeType.h
Declared In
Trading_DisputeType.h
disputeExplanation
The detailed explanation for the dispute. Valid values
depend on the value of DisputeReason. See DisputeExplanationCodeList
for details.
@property (nonatomic, retain) NSString *disputeExplanation
Discussion
The detailed explanation for the dispute. Valid values
depend on the value of DisputeReason. See DisputeExplanationCodeList
for details.
type: string constant in Trading_DisputeExplanationCodeType.h
Declared In
Trading_DisputeType.h
disputeID
The unique identifier of an eBay dispute.
@property (nonatomic, retain) NSString *disputeID
Discussion
The unique identifier of an eBay dispute.
type : NSString, wrapper for primitive string
Declared In
Trading_DisputeType.h
disputeMessage
A response or message posted to a dispute, either by
an application or by a user on the eBay site.
@property (nonatomic, retain) NSMutableArray *disputeMessage
Discussion
A response or message posted to a dispute, either by
an application or by a user on the eBay site.
entry type : class Trading_DisputeMessageType
Declared In
Trading_DisputeType.h
disputeModifiedTime
The date and time the dispute was modified, in GMT.
@property (nonatomic, retain) NSDate *disputeModifiedTime
Discussion
The date and time the dispute was modified, in GMT.
type : NSDate, wrapper for primitive date
Declared In
Trading_DisputeType.h
disputeReason
The top-level reason for the dispute. The value of DisputeReason
determines which values of DisputeExplanation are valid.
See DisputeExplanationCodeList for details.
@property (nonatomic, retain) NSString *disputeReason
Discussion
The top-level reason for the dispute. The value of DisputeReason
determines which values of DisputeExplanation are valid.
See DisputeExplanationCodeList for details.
type: string constant in Trading_DisputeReasonCodeType.h
Declared In
Trading_DisputeType.h
disputeRecordType
A value to indicate the type of dispute.
@property (nonatomic, retain) NSString *disputeRecordType
Discussion
A value to indicate the type of dispute.
type: string constant in Trading_DisputeRecordTypeCodeType.h
Declared In
Trading_DisputeType.h
disputeResolution
The action resulting from the dispute resolution. The
action might include a Final Value Fee credit to the seller, a strike
to the buyer, a reversal, or an appeal.
@property (nonatomic, retain) NSMutableArray *disputeResolution
Discussion
The action resulting from the dispute resolution. The
action might include a Final Value Fee credit to the seller, a strike
to the buyer, a reversal, or an appeal.
entry type : class Trading_DisputeResolutionType
Declared In
Trading_DisputeType.h
disputeState
The internal state of the dispute. The value determines
which values of DisputeActivity are valid when responding
to a dispute.
@property (nonatomic, retain) NSString *disputeState
Discussion
The internal state of the dispute. The value determines
which values of DisputeActivity are valid when responding
to a dispute.
type: string constant in Trading_DisputeStateCodeType.h
Declared In
Trading_DisputeType.h
disputeStatus
The status of the dispute, which provides additional
information about the dispute state.
@property (nonatomic, retain) NSString *disputeStatus
Discussion
The status of the dispute, which provides additional
information about the dispute state.
type: string constant in Trading_DisputeStatusCodeType.h
Declared In
Trading_DisputeType.h
escalation
Whether the buyer can close a dispute unhappy and escalate it
to the eBay Standard Purchase Protection Program. To escalate, the buyer
must be eligible for the PPP. Used in Item Not Received disputes.
@property (nonatomic, retain) NSNumber *escalation
Discussion
Whether the buyer can close a dispute unhappy and escalate it
to the eBay Standard Purchase Protection Program. To escalate, the buyer
must be eligible for the PPP. Used in Item Not Received disputes.
type : NSNumber, wrapper for primitive bool
Declared In
Trading_DisputeType.h
item
Container consisting of high-level details about the item involved in the
dispute.
@property (nonatomic, retain) Trading_ItemType *item
Discussion
Container consisting of high-level details about the item involved in the
dispute.
type : class Trading_ItemType
Declared In
Trading_DisputeType.h
orderLineItemID
OrderLineItemID is a unique identifier for an eBay order line item and is
based upon the concatenation of ItemID and TransactionID, with a hyphen in
between these two IDs. In the case of GetDispute and GetUserDisputes
responses, this value identifies the order line item involved in the
dispute.
@property (nonatomic, retain) NSString *orderLineItemID
Discussion
OrderLineItemID is a unique identifier for an eBay order line item and is
based upon the concatenation of ItemID and TransactionID, with a hyphen in
between these two IDs. In the case of GetDispute and GetUserDisputes
responses, this value identifies the order line item involved in the
dispute.
type : NSString, wrapper for primitive string
Declared In
Trading_DisputeType.h
otherPartyName
The user name of the person involved in the dispute who
is not taking action or requesting information.
@property (nonatomic, retain) NSString *otherPartyName
Discussion
The user name of the person involved in the dispute who
is not taking action or requesting information.
type : NSString, wrapper for primitive string
Declared In
Trading_DisputeType.h
otherPartyRole
The role of the person involved in the dispute who is
not taking action or requesting information. The role is
either Buyer or Seller.
@property (nonatomic, retain) NSString *otherPartyRole
Discussion
The role of the person involved in the dispute who is
not taking action or requesting information. The role is
either Buyer or Seller.
type: string constant in Trading_TradingRoleCodeType.h
Declared In
Trading_DisputeType.h
purchaseProtection
Whether the buyer is eligible for the eBay Standard Purchase Protection
Program. The eligibility rules are described in the eBay site online help.
Used in Item Not Received disputes.
@property (nonatomic, retain) NSNumber *purchaseProtection
Discussion
Whether the buyer is eligible for the eBay Standard Purchase Protection
Program. The eligibility rules are described in the eBay site online help.
Used in Item Not Received disputes.
type : NSNumber, wrapper for primitive bool
Declared In
Trading_DisputeType.h
sellerUserID
The eBay user ID of the seller involved in the dispute.
@property (nonatomic, retain) NSString *sellerUserID
Discussion
The eBay user ID of the seller involved in the dispute.
type : NSString, wrapper for primitive string
Declared In
Trading_DisputeType.h
transactionID
The unique identifier of the order line item (transaction) under dispute. An
order line item is created once there is a commitment from a
buyer to purchase an item. In the case of GetDispute and GetUserDisputes
responses, this value identifies the order line item involved in the
dispute.
@property (nonatomic, retain) NSString *transactionID
Discussion
The unique identifier of the order line item (transaction) under dispute. An
order line item is created once there is a commitment from a
buyer to purchase an item. In the case of GetDispute and GetUserDisputes
responses, this value identifies the order line item involved in the
dispute.
type : NSString, wrapper for primitive string
Declared In
Trading_DisputeType.h
userRole
The role of the person involved in the dispute who is taking action or
requesting information. The role is either Buyer or Seller.
@property (nonatomic, retain) NSString *userRole
Discussion
The role of the person involved in the dispute who is taking action or
requesting information. The role is either Buyer or Seller.
type: string constant in Trading_TradingRoleCodeType.h
Declared In
Trading_DisputeType.h


Index
This is what an
tripod-hero-marquee
looks like
Headers, button, and backbround all slotted in from light DOM.
You can slot in all kinds of elements. They inherit their styles from the outside.
More info in the docs


org.elasticsearch.search.aggregations.bucket
接口
MultiBucketAggregationBuilder
MultiBucketsAggregation
MultiBucketsAggregation.Bucket
SingleBucketAggregation
SingleBucketAggregator
类
BestBucketsDeferringCollector
BucketsAggregator
BucketUtils
DeferableBucketAggregator
DeferringBucketCollector
InternalSingleBucketAggregation
ParsedSingleBucketAggregation


Fill in the blanks to write your story!
A name
Another name
An animal
An exclamation
A past tense verb
A noun
Show me the story!


Everything you need to know about RERback to summary
Encounters in RER are random groups of creatures that you will come across in your world. These groups are spawned by RER around the player at random intervals. Each of these encounters have different behaviours and do completely different things, you can learn more by looking at their respective pages.
As said earlier, encounters are spawned at random intervals. You can control
this interval with the delay sliders in the Encounters System / General
menu.
You can set different delays for the night and the day, particularely useful
if you want encounters only during the night for example. In such case you'd
set the day delays to a really high value like 600 seconds (10 minutes).
There are two sliders for each, the minimum and maximum delay because RER
picks a random value between the two intervals. So with the settings shown in
the image RER will pick create an encounter at an interval between 60 and 130 seconds
The third slider about the delays allows you to dynamically add or remove seconds from the delays based on your level. The default value for this slider is -1, which means that for every level the delays are actually one second shorter. If you set this slider above 0, then it will make the delays longer for each level.
You can also control how far encounters are created as encounters are spawned
around you. The distance sliders help you control this
the first slider, the minimum spawn distance controls the distance
at which encounters cannot be created. It is a safe radius around you.
The second slider spawn diameter is the danger zone after the safe zone
where encounters are created. So with the settings shown in the image encounters
will be created between 40 meters and 160 meters from you.
The last slider, the automatic kill threshold tells at which distance
RER considers an encounter lost and kills it to save performances. Because it is
not guaranteed creature from encounters will go towards Geralt, this slider is important.
Creatures from RER are always spawned at Geralt's level, it ensures a pleasant experience.
But you can control their level with the levels sliders
It is pretty simple, with lowest: -3 and highest: 3 you will get creatures
with a random level around yours but never higher than three levels and never lower than three.
You can set both sliders to +10 and every creatures will be ten levels higher than you.
Static encounters are so simple that they don't deserve they own menu, so their spawn chance were set in this menu. If you want to learn more about them, see the static encounters page.
Creatures from encounters may drop tracks on the ground, this slider controls how often they leave tracks and how dense the trails will be. A value around 30% will result in vanilla like trails where tracks are placed every few meters. While 100% will result in really dense trails that are easier to follow. But note that RER limits 200 tracks per entity and after the limit is reached it starts recycling old tracks to save performances.