Comparative analysis of brain function in invertebrates with sophisticated behaviors, such as the octopus, may advance our understanding of the evolution of the neural processes that mediate complex behaviors. Until the last few years, this approach was infeasible due to the lack of neurophysiological tools for testing the neural circuits mediating learning and memory in the brains of octopus and other cephalopods. Now, for the first time, the adaptation of modern neurophysiological methods to the study of the central nervous system of the octopus allows this avenue of research. The emerging results suggest that a convergent evolutionary process has led to the selection of vertebrate-like neural organization and activity-dependent long-term synaptic plasticity. As octopuses and vertebrates are very remote phylogenetically, this convergence suggests the importance of the shared properties for the mediation of learning and memory.
An octopus has eight tentacles, as does the subject of personal branding. Each tentacle has suction cups for sensing and tasting other sea creatures and objects such as coral. Personal branding touches each related topic in a dissimilar way. The personal brand or head of the octopus is the centerpiece for the model, which is you. Each tentacle represents an area that either impacts or is influenced by your brand.
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I've been contemplating this model for months now, after brainstorming the various topics that surround personal branding. I think it's important to realize that your brand can be manipulated and revised throughout your life and the above categories are items to look into as you progress. Each column in Personal Branding Magazine is built off of this column, to give the full perspective on the topic.
This accurate, hand-painted model is perfect for constructing dioramas, enhancing lesson plans, or simply for creative play. The phthalate-free replica meets all toy safety standards and is recommended for children ages 5 and up.
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Hi, I read through the frog and octopus and found the model simple and yet very effective. We are doing both traditional and agile. Sometimes we mix and match. Recently, I am doing some reflection and blogging on development methodologies. Of course, one size cannot fit all but also be careful of neither fish nor fowl. No matter which size you select, very often, the frog is to be sacrificed. Ironically, the frog is the primary author of the codebase, on which the successfulness of the product depends.
Either building or painting, having a way to hold a model without touching it has a number of advantages: avoiding inadvertently breaking tiny parts, stay away from fingertips or simply have both hands free to use them at the same time.
The first head is a flat base of 24x20cm with two long padded grips moving on two grooves. The maximum opening size is 14cm, counting that the model could overhang on the sides, it can handle almost any kit even at 1/16 scale.
This is a very useful tool for modellers, as it can hold a wide variety of kit thanks to the three different heads provided. It is solid and heavy to stay on the workbench even if hit, while all surfaces in contact with the model are padded to avoid damage.
Your approach to DevOps is likely to be influenced by the methods and practices that came before. For organizations that gave teams autonomy to adapt their process, DevOps would have been a natural progression. Where an organization has been more prescriptive in the past, people will look for familiar tools to run a DevOps implementation, such as maturity models.
A maturity model represents groups of characteristics, like processes or activities, into a sequence of maturity levels. By following the groups from the easiest to the most advanced, an organization can implement all the required elements of the model. The process is a journey from adoption through to maturity.
You can use a maturity model to assess whether a set of activities is taking place, but not whether these activities impact your key outcomes. Maturity models are rigid and require you to adopt all characteristics to achieve maturity levels. You have to trust that following the model will bring you the same benefits experienced by the model's authors.
The sequence of maturity levels might not work for everyone. They could slow down your progress or even have counter-productive outcomes. A maturity model doesn't take into account the unique challenges facing your business - it may not even solve the kind of problems you're facing. It also defines an end point that may not be good enough.
Maturity models are most commonly used in due-diligence frameworks to ensure suppliers meet a minimum standard for process or security. If you were cynical, you might argue they're used to ensure an organization can't be blamed when one of its suppliers makes a mistake.
In DevOps, the context and challenges faced by organizations and teams are so important, a maturity model is not an appropriate tool. If you want to apply a maturity model to DevOps, you may need to adjust your mindset and approach as there's no fixed end state to DevOps. Neither should the capabilities be adopted in a pre-determined order.
A capability model describes characteristics in terms of their relationship to an outcome. Rather than arrange sets of characteristics into levels, they connect them to the effect they have on a wider system outcome.
Going back to riding a bike, a capability model would show that balance affects riding stability and steering, whereas walking has some bearing on the ability to pedal to power the bicycle. Instead of following the roadmap for learning to ride a bike, you would identify areas that could be improved based on your current attempts to ride.
If you were using a capability model, you wouldn't stop once you proved you could ride uphill. Capability models encourage you to continue your improvement efforts, just like Ineos Grenadiers (formerly Sky Professional Racing / Team Sky) who achieved 7 Tour de France wins in their first 10 years using their approach to continuous improvement, which they called marginal gains.
When you use a capability model, you accept that high-performance today won't be sufficient in the future. Business, technology, and competition are always on the move and you need a mindset that can keep pace.
A maturity model tends to measure activities, such as whether a certain tool or process has been implemented. In contrast, capability models are outcome-based, which means you need to use measurements of key outcomes to confirm that changes result in improvements.
While maturity models tend to focus on a fixed standardized list of activities, capability models are dynamic and contextual. A capability model expects you to select capabilities that you believe will improve your performance given your current goals, industry, organization, team, and the scenario you face at this point in time.
The DevOps capability model is the structural equation model (SEM), sometimes referred to as the big friendly diagram (BFD). It arranges the capabilities into groups and maps the relationships they have to outcomes.
If you find this version of the model overwhelming, the 2022 version offers a simpler view, with many of the groups collapsed. Using simplified views of the model can help you navigate it before you drill into the more detailed lists of capabilities.
Depending on which version you look at, the model can seem overwhelming. However, the purpose of the model isn't to provide a list of all the techniques and practices you must adopt. Instead, you can use the model as part of your continuous improvement process to identify which capabilities may help you make your next change.
As the capability model is outcome-based, your first task is finding a way to measure the outcomes for your team and organization. Any improvement you make should eventually move the needle on these outcomes, although a single capability on its own may not make a detectable difference.
DevOps shouldn't be assessed against a maturity model. You should be wary of anyone who tries to introduce one. Instead, use the structural equation model from Accelerate and the State of DevOps reports as part of your continuous improvement efforts.
The impressive capabilities of octopus arms have long served as an inspiration for the design and control of soft robots. Such soft robots have the potential to perform complex tasks in unstructured environments while operating safely around humans, with applications ranging from agriculture to surgery.
Our model also gives teams a high level of autonomy for serving their customers. As a result, people on the same team are more inclined to work together to resolve complex issues instead of handing problems over the wall to someone else. They are keen to keep improving processes and technologies as well. Rather than having standardized processes and procedures, which people often hide behind and which lead to poor customer outcomes, we give teams the autonomy and scope to challenge and decide how they do things. This keeps the work interesting while allowing the business to innovate and move at pace.
The way we hire and develop our people has been key to our scaling efforts. When I was developing the service model, I focused on recruiting superstars who understood it and could build on it as well as take care of customers. Instead of looking for more traditional customer service skills, I looked for recent geography and earth science graduates who wanted to work for a green-energy start-up. ff782bc1db
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