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𝑴𝒆𝒎𝒐𝒓𝒂𝒃𝒍𝒆 𝒓𝒆𝒔𝒆𝒂𝒓𝒄𝒉 𝒏𝒐𝒃𝒍𝒆 𝒂𝒏𝒈𝒆𝒍𝒔 𝘋𝘢𝘳𝘬𝘯𝘦𝘴𝘴 𝘪𝘴 𝘢𝘣𝘴𝘦𝘯𝘤𝘦 𝘰𝘧 𝘗𝘩𝘰𝘵𝘰𝘯𝘴 𝘪𝘯 𝘵𝘩𝘦 𝘝𝘪𝘴𝘪𝘣𝘭𝘦 𝘸𝘢𝘷𝘦𝘭𝘦𝘯𝘨𝘵𝘩. 𝘐𝘤𝘰𝘯𝘴 𝘢𝘳𝘦 𝘩𝘶𝘮𝘢𝘯𝘴, 𝘸𝘩𝘰 𝘪𝘭𝘭𝘶𝘮𝘪𝘯𝘢𝘵𝘦𝘴 𝘪𝘯 𝘵𝘩𝘦 𝘋𝘢𝘳𝘬𝘦𝘴𝘵 𝘩𝘰𝘶𝘳𝘴, 𝘸𝘩𝘦𝘯 𝘗𝘳𝘰𝘧𝘰𝘶𝘯𝘥 𝘤𝘩𝘢𝘭𝘭𝘦𝘯𝘨𝘦𝘴 𝘢𝘳𝘦 𝘚𝘲𝘶𝘢𝘳𝘭𝘺 𝘵𝘩𝘳𝘦𝘢𝘵𝘦𝘯𝘥 𝘣𝘺 𝘰𝘶𝘳 𝘰𝘸𝘯 𝘦𝘹𝘪𝘴𝘵𝘦𝘯𝘤𝘦. 𝘚𝘤𝘪𝘦𝘯𝘤𝘦 𝘪𝘴 𝘙𝘦𝘢𝘭𝘪𝘴𝘮, 𝘌𝘮𝘱𝘪𝘳𝘪𝘤𝘪𝘴𝘮 𝘢𝘯𝘥 𝘣𝘪𝘵 𝘰𝘧 𝘔𝘦𝘵𝘢𝘱𝘩𝘺𝘴𝘪𝘤𝘴. 𝑊𝑖𝑡ℎ𝑖𝑛 𝑂𝑢𝑟 𝐊𝐞𝐧 𝑜𝑟 𝑛𝑜𝑡...? 𝘚𝘤𝘪𝘦𝘯𝘤𝘦 𝘪𝘴 𝘯𝘰𝘵𝘩𝘪𝘯𝘨 𝘭𝘦𝘴𝘴 𝘵𝘩𝘢𝘯 𝘵𝘩𝘦 𝘊𝘰𝘯𝘵𝘪𝘯𝘶𝘢𝘭 𝘢𝘥𝘫𝘶𝘴𝘵𝘮𝘦𝘯𝘵, 𝘣𝘪𝘵 𝘣𝘺 𝘣𝘪𝘵, 𝘢𝘴 𝘬𝘯𝘰𝘸𝘭𝘦𝘥𝘨𝘦 𝘱𝘳𝘰𝘨𝘳𝘦𝘴𝘴, 𝘰𝘧 𝘵𝘩𝘦 𝘣𝘰𝘶𝘯𝘥𝘢𝘳𝘺 𝘣𝘦𝘵𝘸𝘦𝘦𝘯 𝘰𝘶𝘳 𝘬𝘯𝘰𝘸𝘭𝘦𝘥𝘨𝘦 𝘰𝘧 𝘳𝘦𝘢𝘭𝘪𝘵𝘺 𝘢𝘯𝘥 𝘵𝘩𝘦 𝘳𝘦𝘢𝘭𝘮 𝘰𝘧 𝘧𝘢𝘯𝘵𝘢𝘴𝘺. 𝑺𝒄𝒉𝒓𝒐𝒅𝒊𝒏𝒈𝒆𝒓'𝒔 𝒇𝒆𝒍𝒊𝒏𝒆 𝘛𝘳𝘶𝘵𝘩 𝘩𝘢𝘴 𝘮𝘢𝘯𝘺 𝘴𝘪𝘥𝘦𝘴. 𝘛𝘩𝘦 𝘱𝘳𝘰𝘣𝘭𝘦𝘮 𝘪𝘴 𝘯𝘰𝘵 𝘫𝘶𝘴𝘵 𝘵𝘩𝘢𝘵 𝘺𝘰𝘶 𝘥𝘰𝘯'𝘵 𝘬𝘯𝘰𝘸 𝘢𝘭𝘭 𝘴𝘪𝘥𝘦𝘴 𝘰𝘧 𝘵𝘳𝘶𝘵𝘩. 𝘛𝘩𝘦 𝘳𝘦𝘢𝘭 𝘱𝘳𝘰𝘣𝘭𝘦𝘮 𝘪𝘴 𝘺𝘰𝘶 𝘥𝘰𝘯'𝘵 𝘬𝘯𝘰𝘸 𝘩𝘰𝘸 𝘮𝘢𝘯𝘺 𝘴𝘪𝘥𝘦𝘴 𝘛𝘳𝘶𝘵𝘩 𝘩𝘢𝘴. 𝑃ℎ𝑖𝑙𝑜𝑠𝑜𝑝ℎ𝑦 𝑜𝑓 𝑆𝑐𝑖𝑒𝑛𝑐𝑒 𝘞𝘩𝘢𝘵 𝘘𝘶𝘢𝘭𝘪𝘧𝘪𝘦𝘴 𝘢𝘴 𝘚𝘤𝘪𝘦𝘯𝘤𝘦 𝘪𝘴 𝘳𝘦𝘭𝘪𝘢𝘣𝘪𝘭𝘪𝘵𝘺 𝘰𝘧 𝘚𝘤𝘪𝘦𝘯𝘵𝘪𝘧𝘪𝘤 𝘛𝘩𝘦𝘰𝘳𝘪𝘦𝘴 𝘢𝘯𝘥 𝘜𝘭𝘵𝘪𝘮𝘢𝘵𝘦 𝘗𝘶𝘳𝘱𝘰𝘴𝘦 𝘚𝘤𝘪𝘦𝘯𝘤𝘦. 𝘛𝘩𝘦 𝘗𝘶𝘳𝘱𝘰𝘴𝘦 𝘴𝘩𝘰𝘶𝘭𝘥 𝘣𝘦 𝘥𝘢𝘺 𝘵𝘰 𝘥𝘢𝘺 𝘳𝘦𝘢𝘭𝘵𝘪𝘮𝘦 𝘢𝘱𝘱𝘭𝘪𝘤𝘢𝘵𝘪𝘰𝘯 𝘢𝘯𝘥 𝘛𝘪𝘮𝘦 𝘵𝘦𝘴𝘵𝘦𝘥 𝘳𝘦𝘭𝘪𝘢𝘣𝘪𝘭𝘪𝘵𝘺. 𝑵𝒐𝒃𝒍𝒆 𝒐𝒓 𝑬𝒏𝒏𝒐𝒃𝒍𝒆 𝘛𝘳𝘢𝘯𝘴𝘭𝘢𝘵𝘪𝘯𝘨 𝘵𝘩𝘦 𝘖𝘶𝘵𝘭𝘢𝘯𝘥𝘪𝘴𝘩 𝘗𝘳𝘦𝘥𝘪𝘤𝘵𝘪𝘰𝘯𝘴 𝘰𝘧 𝘚𝘤𝘪𝘯𝘵𝘪𝘧𝘪𝘤 𝘛𝘩𝘦𝘰𝘳𝘪𝘦𝘴 𝘪𝘯𝘵𝘰 𝘵𝘩𝘦 𝘍𝘰𝘶𝘯𝘥𝘢𝘵𝘪𝘰𝘯𝘴 𝘰𝘧 𝘗𝘳𝘢𝘤𝘵𝘪𝘤𝘢𝘭 𝘋𝘪𝘴𝘤𝘪𝘱𝘭𝘪𝘯𝘦 𝘪𝘯 𝘐𝘯𝘧𝘰𝘳𝘮𝘢𝘵𝘪𝘰𝘯 𝘢𝘯𝘥 𝘊𝘰𝘮𝘮𝘶𝘯𝘪𝘤𝘢𝘵𝘪𝘰𝘯 𝘛𝘦𝘤𝘩𝘯𝘰𝘭𝘰𝘨𝘺. 𝑵𝒐𝒃𝒍𝒊𝒇𝒊𝒆𝒅 𝘙𝘪𝘥𝘪𝘤𝘶𝘭𝘰𝘶𝘴 𝘊𝘰𝘯𝘧𝘪𝘥𝘦𝘯𝘤𝘦 𝘞𝘪𝘵𝘩 𝘐𝘯𝘵𝘦𝘭𝘭𝘪𝘨𝘦𝘯𝘤𝘦 𝘉𝘦𝘢𝘵𝘴 𝘵𝘩𝘦 𝘨𝘦𝘯𝘪𝘶𝘴 𝘌𝘷𝘦𝘳𝘺𝘵𝘪𝘮𝘦. 𝘲𝘶𝘢𝘯𝘵𝘶𝘮 𝘦𝘯𝘵𝘢𝘯𝘨𝘭𝘦𝘮𝘦𝘯𝘵 𝘢𝘤𝘵𝘪𝘰𝘯 𝘢𝘵 𝘢 𝘥𝘪𝘴𝘵𝘢𝘯𝘤𝘦...𝘪𝘵'𝘴 𝘚𝘱𝘰𝘰𝘬𝘺? 𝘰𝘳 𝘌𝘗𝘙 𝘱𝘢𝘳𝘢𝘥𝘰𝘹? 𝑺𝒐𝒓𝒕 𝒐𝒇 𝒃𝒆𝒂𝒕𝒏𝒊𝒌...? 𝘛𝘩𝘢𝘵 𝘯𝘰𝘵𝘩𝘪𝘯𝘨, 𝘯𝘰𝘵 𝘦𝘷𝘦𝘯 𝘪𝘯𝘧𝘰𝘳𝘮𝘢𝘵𝘪𝘰𝘯, 𝘤𝘢𝘯 𝘵𝘳𝘢𝘷𝘦𝘭𝘴 𝘧𝘢𝘴𝘵𝘦𝘳 𝘵𝘩𝘢𝘯 𝘵𝘩𝘦 𝘚𝘱𝘦𝘦𝘥 𝘰𝘧 𝘭𝘪𝘨𝘩𝘵?...𝘕𝘰𝘱𝘦. 𝘛𝘩𝘦 𝘒𝘦𝘯 𝘪𝘴...𝘔𝘐𝘊𝘐𝘜𝘚...𝘠𝘦𝘢𝘩...! ~𝘈𝘯𝘺 𝘴𝘦𝘳𝘪𝘶𝘰𝘴 𝘱𝘩𝘪𝘭𝘰𝘴𝘰𝘱𝘩𝘦𝘳 𝘸𝘩𝘰 𝘸𝘢𝘯𝘵𝘴 𝘵𝘰 𝘵𝘢𝘭𝘬 𝘢𝘣𝘰𝘶𝘵 𝘵𝘩𝘦 𝘕𝘢𝘵𝘶𝘳𝘦 𝘖𝘧 𝘙𝘦𝘢𝘭𝘪𝘵𝘺 𝘩𝘢𝘥 𝘣𝘦𝘵𝘵𝘦𝘳 𝘱𝘢𝘺 𝘤𝘭𝘰𝘴𝘦 𝘢𝘵𝘵𝘦𝘯𝘵𝘪𝘰𝘯 𝘵𝘰 𝘲𝘶𝘢𝘯𝘵𝘶𝘮 𝘗𝘩𝘺𝘴𝘪𝘤𝘴~ 𝘝𝘭𝘢𝘵𝘬𝘰 𝘝𝘦𝘥𝘳𝘢𝘭 𝗥𝗮𝗰𝗲 𝗮𝗴𝗮𝗶𝗻𝘀𝘁 𝗧𝗶𝗺𝗲 𝘐𝘥𝘦𝘯𝘵𝘪𝘧𝘺𝘪𝘯𝘨 𝘊𝘩𝘦𝘮𝘪𝘤𝘢𝘭 𝘵𝘸𝘦𝘢𝘬 𝘵𝘰 𝘮𝘦𝘴𝘴𝘦𝘯𝘨𝘦𝘳 𝘙𝘕𝘈 𝘢𝘯𝘥 𝘣𝘳𝘦𝘢𝘬𝘵𝘩𝘳𝘰𝘶𝘨𝘩 𝘪𝘯 𝘝𝘢𝘹, 𝘵𝘩𝘦 𝘳𝘦𝘴𝘶𝘭𝘵 𝘪𝘴 𝘉𝘭𝘪𝘨𝘩𝘵 𝘰𝘧𝘧. 𝘛𝘩𝘦 𝘷𝘢𝘹 𝘵𝘦𝘤𝘩 𝘱𝘢𝘷𝘦 𝘵𝘩𝘦 𝘧𝘰𝘶𝘯𝘥𝘢𝘵𝘪𝘰𝘯 𝘧𝘰𝘳 𝘐𝘯𝘰𝘤𝘶𝘭𝘢𝘵𝘪𝘰𝘯𝘴 𝘵𝘩𝘢𝘵 𝘰𝘯𝘦 𝘥𝘢𝘺 𝘪𝘵 𝘱𝘳𝘰𝘵𝘦𝘤𝘵 𝘢𝘨𝘢𝘪𝘯𝘴𝘵 𝘵𝘩𝘦 𝘵𝘦𝘳𝘮𝘪𝘯𝘢𝘭 𝘋𝘪𝘴𝘦𝘢𝘴𝘦𝘴. 𝑯𝒆𝒂𝒅𝒔 𝑼𝒑 𝒍𝒂𝒖𝒓𝒆𝒂𝒕𝒆𝒔 𝒏𝒆𝒗𝒆𝒓 𝒓𝒆𝒔𝒕 𝒐𝒏 𝒔𝒖𝒄𝒄𝒆𝒔𝒔...𝒄𝒉𝒂𝒎𝒑𝒊𝒐𝒏𝒔 𝒂𝒓𝒆 𝒎𝒂𝒅𝒆 𝒇𝒐𝒓 𝒄𝒉𝒂𝒍𝒍𝒆𝒏𝒈𝒆 🅼🅰🅺🅴 🅰 𝓭𝓮𝓷𝓽 🅸🅽 🆃🅷🅴 Ⓤⓝⓘⓥⓔⓡⓢⓔ

~ 𝚃𝚑𝚎𝚛𝚎 𝚒𝚜 𝚗𝚘 𝚎𝚊𝚜𝚢 𝚠𝚊𝚢 𝚏𝚛𝚘𝚖 𝙴𝚊𝚛𝚝𝚑 𝚝𝚘 𝚃𝚑𝚎 𝚂𝚝𝚊𝚛𝚜 ~ 𝑯𝒖𝒎𝒂𝒏 ... 𝒔𝒖𝒑𝒆𝒓𝒉𝒖𝒎𝒂𝒏𝒔 𝘏𝘪𝘴𝘵𝘰𝘳𝘺 𝘢𝘳𝘤 𝘉𝘦𝘢𝘮𝘴 𝘵𝘩𝘦 𝘱𝘪𝘹𝘦𝘭 𝘰𝘧 𝘦𝘷𝘦𝘳𝘺 𝘊𝘰𝘶𝘯𝘵𝘳𝘺 𝘰𝘳 𝘐𝘯𝘥𝘪𝘷𝘪𝘥𝘶𝘢𝘭 𝘱𝘭𝘢𝘺𝘦𝘥 𝘴𝘶𝘱𝘦𝘳𝘱𝘰𝘸𝘦𝘳 / 𝘴𝘶𝘱𝘦𝘳𝘩𝘶𝘮𝘢𝘯 𝘳𝘰𝘭𝘦 𝘪𝘯 𝘵𝘩𝘦 𝘤𝘪𝘳𝘤𝘭𝘦 𝘰𝘧 𝘩𝘢𝘭𝘰, 𝘪𝘯 𝘵𝘩𝘦𝘪𝘳 𝘩𝘢𝘭𝘤𝘺𝘰𝘯 𝘱𝘦𝘳𝘪𝘰𝘥. 𝘛𝘩𝘦 𝘯𝘦𝘦𝘥 𝘰𝘧 𝘩𝘰𝘶𝘳... 𝑾𝒉𝒐 𝑾𝒆 𝒂𝒓𝒆? 𝘞𝘦 𝘢𝘳𝘦 𝘢𝘵 𝘵𝘩𝘦 𝘎𝘢𝘭𝘪𝘭𝘪𝘰 𝘎𝘢𝘵𝘦 𝘰𝘧 𝘧𝘶𝘵𝘶𝘳𝘦 𝘤𝘰𝘮𝘦𝘵𝘩, 𝘸𝘦 𝘩𝘢𝘷𝘦 𝘯𝘦𝘷𝘦𝘳 𝘴𝘦𝘦𝘯 𝘵𝘩𝘢𝘵 𝘵𝘩𝘦 '𝘵𝘩𝘪𝘯𝘨𝘴 𝘢𝘳𝘦 𝘩𝘢𝘱𝘱𝘦𝘯𝘪𝘯𝘨 𝘯𝘰𝘸 𝘢𝘵 𝘵𝘩𝘦 𝘡𝘢𝘱 𝘰𝘧 𝘵𝘪𝘮𝘦'. 𝘐𝘯 𝘵𝘩𝘦 𝘯𝘦𝘢𝘳 𝘧𝘶𝘵𝘶𝘳𝘦, 𝘮𝘢𝘯𝘬𝘪𝘯𝘥 𝘳𝘦𝘪𝘨𝘯𝘴 𝘵𝘩𝘦 𝘉𝘰𝘵𝘴, 𝘈𝘭𝘪𝘦𝘯𝘢𝘵𝘦 𝘵𝘩𝘦 𝘧𝘦𝘳𝘮𝘪 𝘱𝘢𝘳𝘢𝘥𝘰𝘹 𝘧𝘳𝘰𝘮 𝘥𝘪𝘭𝘦𝘮𝘮𝘢, 𝘵𝘦𝘳𝘳𝘢𝘧𝘰𝘳𝘮𝘪𝘯𝘨 𝘵𝘩𝘦 𝘩𝘢𝘣𝘪𝘵𝘢𝘣𝘭𝘦 𝘱𝘭𝘢𝘯𝘦𝘵𝘴, 𝘪𝘯𝘵𝘦𝘳𝘨𝘢𝘭𝘢𝘵𝘪𝘤 𝘷𝘰𝘺𝘢𝘨𝘦 𝘢𝘯𝘥 𝘩𝘢𝘳𝘷𝘦𝘴𝘵𝘪𝘯𝘨 𝘴𝘵𝘢𝘳𝘴. 𝘴𝘰𝘶𝘯𝘥𝘴...𝘩𝘰𝘳𝘪𝘻𝘰𝘯𝘵𝘢𝘭 𝘤𝘩𝘢𝘭𝘭𝘦𝘯𝘨𝘦 𝘣𝘶𝘵 𝘸𝘦 𝘢𝘳𝘦 𝘩𝘶𝘮𝘢𝘯𝘴...𝘪𝘵𝘴 𝘴𝘰𝘶𝘯𝘥 𝘴𝘶𝘱𝘦𝘳 𝘵𝘰 𝘰𝘶𝘳 𝘦𝘢𝘳𝘥𝘳𝘶𝘮𝘴. 𝘛𝘩𝘦𝘳𝘦 𝘪𝘴 𝘯𝘰 𝘴𝘶𝘣𝘴𝘵𝘪𝘵𝘶𝘵𝘦 𝘧𝘰𝘳 𝘩𝘶𝘮𝘢𝘯𝘴. 𝘈𝘵 𝘴𝘰𝘮𝘦𝘱𝘰𝘪𝘯𝘵, 𝘺𝘰𝘶 𝘩𝘢𝘷𝘦 𝘵𝘰 𝘮𝘢𝘬𝘦 𝘵𝘩𝘦 𝘤𝘩𝘰𝘪𝘤𝘦... 𝘚𝘶𝘱𝘦𝘳 𝘊𝘩𝘰𝘪𝘤𝘦... 𝘋𝘰𝘯'𝘵 𝘧𝘦𝘢𝘳 𝘢𝘣𝘰𝘶𝘵 𝘵𝘰 𝘣𝘦 𝘦𝘤𝘤𝘦𝘯𝘵𝘳𝘪𝘤 𝘪𝘯 𝘰𝘱𝘯𝘪𝘰𝘯, 𝘦𝘷𝘦𝘳𝘺 𝘰𝘱𝘯𝘪𝘰𝘯 𝘯𝘰𝘸 𝘢𝘤𝘤𝘦𝘱𝘵𝘦𝘥 𝘸𝘢𝘴 𝘰𝘯𝘤𝘦 𝘦𝘤𝘤𝘦𝘯𝘵𝘳𝘪𝘤. 𝑬𝒄𝒄𝒆𝒏𝒕𝒓𝒊𝒄, 𝑻𝒆𝒎𝒑𝒆𝒓𝒂𝒎𝒆𝒏𝒕 𝒂𝒏𝒅 𝑻𝒆𝒄𝒉𝒏𝒊𝒒𝒖𝒆. 𝘛𝘰𝘯𝘺 𝘴𝘵𝘢𝘳𝘬, 𝘵𝘩𝘪𝘴 𝘳𝘰𝘭𝘦𝘴 𝘳𝘦𝘲𝘶𝘪𝘳𝘦𝘴 𝘯𝘰 𝘪𝘯𝘵𝘳𝘰 𝘉𝘎𝘔. 𝘸𝘩𝘦𝘯𝘦𝘷𝘦𝘳 𝘸𝘦 𝘳𝘦𝘤𝘢𝘭𝘭 𝘵𝘩𝘦 𝘑𝘢𝘳𝘷𝘪𝘴'𝘴 𝘉𝘰𝘴𝘴 𝘰𝘶𝘳 𝘩𝘪𝘱𝘱𝘰𝘤𝘢𝘮𝘱𝘶𝘴 𝘩𝘰𝘱𝘴 𝘰𝘯 𝘵𝘩𝘢𝘵 𝘤𝘩𝘢𝘳𝘢𝘤𝘵𝘦𝘳. 𝘙𝘰𝘣𝘦𝘳𝘵 𝘫𝘳 𝘳𝘦𝘱𝘭𝘢𝘤𝘦𝘥 𝘣𝘺 𝘢 𝘮𝘢𝘷𝘦𝘳𝘪𝘤 𝘮𝘶𝘴𝘬 𝘥𝘰𝘱𝘱𝘭𝘦𝘨𝘢𝘯𝘨𝘦𝘳 𝘪𝘯 𝘵𝘩𝘦 𝘳𝘦𝘦𝘭 𝘵𝘪𝘮𝘦 𝘵𝘰 𝘳𝘦𝘢𝘭 𝘵𝘪𝘮𝘦. 𝘉𝘰𝘵𝘩 𝘳𝘰𝘭𝘦𝘴 𝘦𝘹𝘩𝘪𝘣𝘪𝘵𝘴 𝘮𝘪𝘭𝘪𝘵𝘰𝘳𝘺 𝘱𝘳𝘦𝘤𝘪𝘴𝘪𝘰𝘯 𝘪𝘯 𝘸𝘰𝘳𝘥𝘮𝘦𝘳𝘤𝘩𝘢𝘯𝘵, 𝘴𝘩𝘢𝘬𝘦𝘴𝘱𝘦𝘢𝘳𝘦𝘢𝘯 𝘵𝘩𝘦𝘢𝘵𝘳𝘪𝘤𝘴, 𝘢𝘥𝘢𝘤𝘪𝘰𝘶𝘴 𝘢𝘤𝘳𝘰𝘣𝘢𝘵𝘴, 𝘴𝘰𝘮𝘦 𝘵𝘩𝘳𝘰𝘸𝘪𝘯𝘨 𝘱𝘶𝘯𝘤𝘩𝘦𝘴 𝘪𝘯 𝘵𝘩𝘦 𝘢𝘪𝘳, 𝘣𝘭𝘢𝘩...𝘣𝘭𝘢𝘩, 𝘛𝘦𝘢𝘳𝘫𝘦𝘳𝘬𝘴, 𝘥𝘦𝘹𝘵𝘳𝘰𝘶𝘴 𝘪𝘯 𝘉𝘰𝘳𝘪𝘯𝘨 𝘧𝘶𝘵𝘶𝘳𝘢𝘴𝘵𝘪𝘤 𝘵𝘦𝘤𝘩 𝘵𝘰𝘺𝘴 𝘪𝘯 𝘻𝘢𝘱𝘵𝘰 𝘴𝘦𝘤𝘰𝘯𝘥𝘴. 𝘞𝘦 𝘭𝘰𝘷𝘦 𝘵𝘰 𝘩𝘢𝘵𝘦 𝘵𝘩𝘦𝘮. .𝘌𝘷𝘦𝘳𝘺𝘣𝘰𝘥𝘺 𝘩𝘢𝘵𝘦𝘴 𝘵𝘩𝘦𝘮 𝘣𝘦𝘤𝘢𝘶𝘴𝘦 𝘵𝘩𝘦𝘺 𝘢𝘳𝘦 𝘭𝘪𝘬𝘦𝘥 𝘴𝘰 𝘜𝘯𝘪𝘷𝘦𝘳𝘢𝘴𝘢𝘭𝘭𝘺. 𝘐𝘵 𝘪𝘴 𝘉𝘦𝘵𝘵𝘦𝘳 𝘵𝘰 𝘣𝘦 𝘩𝘢𝘵𝘳𝘦𝘥 𝘧𝘰𝘳 𝘸𝘩𝘢𝘵 𝘺𝘰𝘶 𝘢𝘳𝘦 𝘵𝘩𝘢𝘯 𝘵𝘰 𝘣𝘦 𝘭𝘰𝘷𝘦𝘥 𝘧𝘰𝘳 𝘸𝘩𝘢𝘵 𝘺𝘰𝘶 𝘢𝘳𝘦 𝑛𝑜𝑡. 𝘕𝘰𝘵 𝘢 𝘧𝘶𝘭𝘭𝘺 𝘳𝘰𝘶𝘯𝘥𝘦𝘥 𝘩𝘶𝘮𝘢𝘯 𝘣𝘦𝘪𝘯𝘨𝘴~ 𝘉𝘦 𝘐𝘯𝘥𝘪𝘴𝘱𝘦𝘯𝘴𝘢𝘣𝘭𝘦 𝘵𝘰 𝘚𝘱𝘦𝘤𝘪𝘦𝘴 .Ｂｌｕｅｓｋｙｒｅｓｅａｒｃｈ. 𝘔𝘶𝘭𝘵𝘪𝘱𝘭𝘢𝘯𝘦𝘵𝘢𝘳𝘺 𝘴𝘱𝘦𝘤𝘪𝘦𝘴, 𝘴𝘱𝘢𝘤𝘦 𝘸𝘪𝘵𝘩 𝘚𝘱𝘢𝘤𝘦𝘟, 𝘩𝘺𝘥𝘳𝘰𝘤𝘰𝘳𝘣𝘰𝘯 𝘦𝘤𝘰𝘯𝘰𝘮𝘺 𝘣𝘺 𝘛𝘦𝘭𝘴𝘢. 𝘍𝘪𝘯𝘥𝘪𝘯𝘨 𝘵𝘩𝘦 𝘵𝘳𝘶𝘵𝘩 𝘵𝘩𝘳𝘰𝘶𝘨𝘩 𝘣𝘭𝘪𝘯𝘥 𝘦𝘺𝘦𝘴 𝘸𝘪𝘵𝘩 𝘯𝘦𝘶𝘳𝘢𝘭𝘪𝘯𝘬, 𝘱𝘢𝘳𝘢𝘭𝘺𝘻𝘦𝘥 𝘸𝘢𝘭𝘬. 𝘶𝘯𝘥𝘦𝘳𝘴𝘵𝘢𝘯𝘥𝘪𝘯𝘨 𝘵𝘩𝘦 𝘜𝘯𝘪𝘷𝘦𝘳𝘴𝘢𝘭 𝘢𝘭𝘰𝘨𝘳𝘪𝘵𝘩𝘮𝘴 𝘢𝘯𝘥 𝘴𝘰𝘮𝘦 𝘉𝘰𝘳𝘪𝘯𝘨 𝘭𝘰𝘰𝘱𝘴, 𝘩𝘢𝘳𝘷𝘦𝘴𝘵𝘪𝘯𝘨 𝘴𝘵𝘢𝘳𝘭𝘪𝘯𝘬, 𝘖𝘱𝘵𝘪𝘮𝘪𝘴𝘪𝘯𝘨 𝘣𝘰𝘵𝘴. 𝘙𝘦𝘢𝘭𝘭𝘺 𝘪𝘵𝘴 𝘴𝘰𝘶𝘯𝘥 𝘭𝘪𝘬𝘦 𝘭𝘶𝘬𝘦 𝘴𝘬𝘺𝘸𝘢𝘭𝘬𝘦𝘳...𝘫𝘦𝘳𝘬..𝘰𝘳 𝘢𝘭𝘱𝘩𝘢 𝘨𝘦𝘦𝘬 ? 𝘸𝘩𝘢𝘵 𝘰𝘯 𝘵𝘩𝘦 𝘦𝘢𝘳𝘵𝘩 𝘸𝘢𝘴 𝘨𝘰𝘪𝘯𝘨 𝘰𝘯? 𝑩𝒍𝒂𝒄𝒌 𝑺𝒘𝒂𝒏 𝘈𝘴 𝘣𝘪𝘨 𝘱𝘰𝘸𝘦𝘳𝘧𝘶𝘭 𝘢𝘴 𝘮𝘰𝘵𝘩𝘦𝘳 𝘯𝘢𝘵𝘶𝘳𝘦-𝘧𝘢𝘵𝘩𝘦𝘳 𝘱𝘳𝘰𝘧𝘪𝘵 𝘢𝘯𝘥 𝘯𝘦𝘸 𝘵𝘦𝘤𝘩 𝘮𝘢𝘬𝘦𝘴 𝘣𝘰𝘢𝘵 𝘭𝘰𝘢𝘥 𝘰𝘧 𝘮𝘰𝘯𝘦𝘺.𝘐𝘵𝘴 𝘢𝘭𝘭 𝘢𝘣𝘰𝘶𝘵 𝘦𝘯𝘵𝘦𝘳𝘱𝘳𝘦𝘯𝘶𝘦𝘳𝘴𝘩𝘪𝘱. 𝘔𝘢𝘯𝘢𝘨𝘦𝘮𝘦𝘯𝘵 𝘪𝘴, 𝘧𝘪𝘯𝘢𝘭𝘭𝘺, 𝘢𝘣𝘰𝘶𝘵 𝘩𝘰𝘸 𝘵𝘰 𝘮𝘢𝘬𝘦 𝘩𝘶𝘮𝘢𝘯𝘴 𝘢𝘯𝘥 𝘵𝘩𝘦𝘪𝘳 𝘖𝘳𝘨𝘢𝘯𝘪𝘴𝘢𝘵𝘪𝘰𝘯𝘴 𝘮𝘰𝘳𝘦 𝘦𝘧𝘧𝘦𝘤𝘵𝘪𝘷𝘦-𝘢𝘯𝘥 𝘣𝘦𝘤𝘢𝘶𝘴𝘦 𝘩𝘶𝘮𝘢𝘯𝘴 𝘴𝘵𝘶𝘣𝘣𝘰𝘳𝘯𝘭𝘺 𝘤𝘭𝘪𝘯𝘨 𝘵𝘰 𝘵𝘩𝘦𝘪𝘳 𝘱𝘳𝘰𝘱𝘰𝘯𝘴𝘪𝘵𝘺 𝘵𝘰 𝘣𝘦, 𝘸𝘦𝘭𝘭, 𝘩𝘶𝘮𝘢𝘯-𝘵𝘩𝘦𝘳𝘦 𝘸𝘪𝘭𝘭 𝘯𝘦𝘷𝘦𝘳 𝘣𝘦 "𝘵𝘩𝘦 𝘰𝘯𝘦 𝘣𝘦𝘴𝘵 𝘸𝘢𝘺". 𝘉𝘶𝘵 𝘵𝘩𝘦𝘳𝘦'𝘴 𝘢𝘭𝘮𝘰𝘴𝘵 𝘢𝘭𝘸𝘢𝘺𝘴 𝘢 𝘣𝘦𝘵𝘵𝘦𝘳 𝘸𝘢𝘺. 𝑅𝑒𝑎𝑙𝑡𝑖𝑚𝑒 𝑎𝑝𝑝𝑙𝑖𝑎𝑐𝑡𝑖𝑜𝑛 𝘈𝘣𝘴𝘦𝘯𝘤𝘦 𝘰𝘧 𝘦𝘷𝘪𝘥𝘦𝘯𝘤𝘦 𝘪𝘴 𝘯𝘰𝘵 𝘦𝘷𝘪𝘥𝘦𝘯𝘤𝘦 𝘰𝘧 𝘢𝘣𝘴𝘦𝘯𝘤𝘦 𝘴𝘰𝘮𝘦 𝘲𝘶𝘦𝘴𝘵𝘪𝘰𝘯𝘴 𝘥𝘰𝘯'𝘵 𝘭𝘦𝘯𝘥 𝘵𝘩𝘦𝘮𝘴𝘦𝘭𝘷𝘦𝘴 𝘵𝘰 𝘢𝘯 𝘦𝘭𝘦𝘨𝘢𝘯𝘵 𝘦𝘹𝘱𝘦𝘳𝘪𝘮𝘦𝘯𝘵. 𝘚𝘰𝘮𝘦𝘵𝘪𝘮𝘦𝘴, 𝘵𝘩𝘦 𝘵𝘰𝘵𝘢𝘭𝘪𝘵𝘺 𝘰𝘧 𝘵𝘩𝘦 𝘦𝘷𝘪𝘥𝘦𝘯𝘤𝘦 𝘪𝘴 𝘴𝘵𝘳𝘰𝘯𝘨𝘦𝘳 𝘵𝘩𝘢𝘯 𝘵𝘩𝘦 𝘢𝘷𝘦𝘳𝘢𝘨𝘦 𝘤𝘰𝘳𝘳𝘦𝘭𝘢𝘵𝘪𝘰𝘯 𝘢𝘤𝘳𝘰𝘴𝘴 𝘢 𝘨𝘳𝘰𝘶𝘱 𝘰𝘧 𝘢𝘳𝘵𝘪𝘧𝘪𝘤𝘪𝘢𝘭 𝘦𝘹𝘱𝘦𝘳𝘪𝘮𝘦𝘯𝘵𝘴. 𝘈𝘯𝘥 𝘱𝘦𝘰𝘱𝘭𝘦 𝘴𝘰𝘮𝘦𝘵𝘪𝘮𝘦𝘴 𝘯𝘦𝘦𝘥 𝘵𝘰 𝘮𝘢𝘬𝘦 𝘳𝘦𝘢𝘭_𝘸𝘰𝘳𝘭𝘥 𝘋𝘦𝘤𝘪𝘴𝘪𝘰𝘯𝘴 𝘣𝘦𝘧𝘰𝘳𝘦 𝘢𝘤𝘢𝘥𝘦𝘮𝘪𝘤 𝘴𝘵𝘶𝘥𝘪𝘦𝘴 𝘤𝘢𝘯 𝘰𝘧𝘧𝘦𝘳 𝘶𝘯𝘢𝘮𝘣𝘪𝘨𝘰𝘶𝘴 𝘤𝘰𝘯𝘤𝘭𝘶𝘴𝘪𝘰𝘯. 🅵🆄🆃🆄🆁🅴 𝚃𝚑𝚎 𝚏𝚞𝚝𝚞𝚛𝚎 𝚒𝚜 𝚊𝚕𝚛𝚎𝚊𝚍𝚢 𝚑𝚎𝚛𝚎. 𝙸𝚝 𝚒𝚜 𝚓𝚞𝚜𝚝 𝚗𝚘𝚝 𝚟𝚎𝚛𝚢 𝚎𝚟𝚎𝚗𝚕𝚢 𝚍𝚒𝚜𝚝𝚛𝚒𝚋𝚞𝚝𝚎𝚍 𝑫𝒆𝒄𝒐𝒅𝒊𝒏𝒈 𝒔𝒕𝒂𝒓𝒌 𝚄𝚗𝚖𝚞𝚜𝚔𝚒𝚗𝚐 𝚃𝚘𝚗𝚢 𝚠𝚒𝚝𝚑 𝙹𝚊𝚛𝚟𝚒𝚜. 𝑦𝑜𝑢𝑟 𝑎𝑟𝑒 𝑝𝑟𝑒𝑐𝑖𝑠𝑒𝑙𝑦 𝑎𝑠 𝐵𝑖𝑔 𝑎𝑠 𝑊ℎ𝑎𝑡 𝑦𝑜𝑢 𝑙𝑜𝑣𝑒 𝑎𝑛𝑑 𝑝𝑟𝑒𝑐𝑖𝑠𝑒𝑙𝑦 𝑎𝑠 𝑠𝑚𝑎𝑙𝑙 𝑎𝑠 𝑊ℎ𝑎𝑡 𝑦𝑜𝑢 𝑎𝑙𝑙𝑜𝑤 𝑡𝑜 𝐴𝑛𝑛𝑜𝑦 𝑦𝑜𝑢. 𝒑𝒂𝒕𝒉𝒇𝒊𝒏𝒅𝒆𝒓 𝖶𝗁𝖾𝗇 𝖳𝗁𝖾 𝖠𝗇𝗌𝗐𝖾𝗋 𝗈𝗋 𝗌𝗈𝗅𝗎𝗍𝗂𝗈𝗇 𝗍𝗈 𝗍𝗁𝖾 𝗉𝗋𝗈𝖻𝗅𝖾𝗆 𝗂𝗌 𝖴𝗇𝗄𝗈𝗐𝗇, 𝖶𝖾 𝗌𝗍𝖺𝗋𝗍 𝖲𝗈𝗅𝗏𝗂𝗇𝗀 𝗍𝗁𝖺𝗍 𝗉𝗋𝗈𝖻𝗅𝖾𝗆 𝗐𝗂𝗍𝗁 𝗁𝗒𝗉𝗈𝗍𝗁𝖾𝗌𝗂𝗌 🆇 𝖨𝗍 𝗂𝗌 𝖼𝗈𝗆𝗉𝖺𝗌𝗌 𝗍𝗈 𝗍𝗁𝖾 𝗌𝗈𝗅𝗎𝗍𝗂𝗈𝗇𝗌 𝖺𝗇𝖽 𝖿𝗂𝗇𝖺𝗅 𝖯𝖺𝗍𝗁𝖿𝗂𝗇𝖽𝖾𝗋 𝖿𝗈𝗋 𝖲𝗈𝗅𝗎𝗍𝗂𝗈𝗇. 𝖷𝗆𝖾𝗇 𝗄𝗇𝗈𝗐𝗇 𝑇ℎ𝑒 𝑈𝑛𝑘𝑛𝑜𝑤𝑛. 𝚆𝚑𝚎𝚗 𝚐𝚘𝚒𝚗𝚐 𝚐𝚎𝚝𝚜 𝚆𝚎𝚒𝚛𝚍 𝚃𝚑𝚎 𝚠𝚎𝚒𝚛𝚍 𝚝𝚞𝚛𝚗 𝙿𝚛𝚘

✦ 𝑺𝒕𝒂𝒓𝒕~𝑼𝒑 𝒕𝒓𝒂𝒊𝒕𝒔 ✦ •𝑼𝒏𝒄𝒉𝒂𝒓𝒕𝒆𝒅 𝒕𝒓𝒂𝒊𝒕 𝑫𝒐𝒏'𝒕 𝒇𝒐𝒍𝒍𝒐𝒘 𝒕𝒉𝒆 𝒑𝒂𝒕𝒉, 𝒈𝒐 𝒘𝒉𝒆𝒓𝒆 𝒕𝒉𝒆𝒓𝒆 𝒊𝒔 𝒏𝒐 𝒑𝒂𝒕𝒉 𝒂𝒏𝒅 𝒃𝒆𝒈𝒊𝒏 𝒕𝒉𝒆 𝒕𝒓𝒂𝒊𝒍. 𝑾𝒉𝒆𝒏 𝒚𝒐𝒖 𝒔𝒕𝒂𝒓𝒕 𝒂 𝒏𝒆𝒘 𝒕𝒓𝒂𝒊𝒍 𝒆𝒒𝒖𝒊𝒑𝒑𝒆𝒅 𝒘𝒊𝒕𝒉 𝒄𝒐𝒖𝒓𝒂𝒈𝒆, 𝒔𝒕𝒓𝒆𝒏𝒈𝒕𝒉 𝒂𝒏𝒅 𝒄𝒐𝒏𝒗𝒊𝒄𝒕𝒊𝒐𝒏, 𝒕𝒉𝒆 𝒐𝒏𝒍𝒚 𝒕𝒉𝒊𝒏𝒈 𝒕𝒉𝒂𝒕 𝒄𝒂𝒏 𝒔𝒕𝒐𝒑 𝒚𝒐𝒖 𝒊𝒔 𝒚𝒐𝒖 ~𝒊𝒕'𝒔 𝒏𝒐𝒕 𝒕𝒉𝒂𝒕 𝒊'𝒎 𝒔𝒐 𝒔𝒎𝒂𝒓𝒕, 𝒊𝒕'𝒔 𝒋𝒖𝒔𝒕 𝒕𝒉𝒂𝒕 𝒊 𝒔𝒕𝒂𝒚 𝒘𝒊𝒕𝒉 𝒑𝒓𝒐𝒃𝒍𝒆𝒎𝒔 𝒍𝒐𝒏𝒈𝒆𝒓~𝒆𝒊𝒏𝒔𝒕𝒆𝒊𝒏~ 𝑷𝒆𝒓𝒔𝒆𝒗𝒆𝒓𝒂𝒏𝒄𝒆 𝒊𝒔 𝒂 𝒅𝒆𝒇𝒊𝒏𝒊𝒏𝒈 𝒔𝒕𝒂𝒓𝒕~𝑼𝒑 𝒕𝒓𝒂𝒊𝒕, 𝒕𝒉𝒆 𝒄𝒐𝒓𝒆 𝒐𝒇 𝑺𝒕𝒂𝒓𝒕~𝑼𝒑 𝒅𝒓𝒆𝒂𝒎: 𝒂𝒏 𝒐𝒑𝒕𝒊𝒎𝒊𝒔𝒎 𝒂𝒏𝒅 𝒃𝒆𝒍𝒊𝒆𝒇 𝒕𝒉𝒂𝒕 𝒊𝒇 𝒚𝒐𝒖 𝒋𝒖𝒔𝒕 𝒘𝒐𝒓𝒌 𝒉𝒂𝒓𝒅 𝒆𝒏𝒐𝒖𝒈𝒉, 𝒚𝒐𝒖 𝒄𝒂𝒏 𝒂𝒄𝒉𝒊𝒆𝒗𝒆 𝒘𝒉𝒂𝒕𝒆𝒗𝒆𝒓 𝒚𝒐𝒖 𝒔𝒆𝒕 𝒚𝒐𝒖𝒓 𝒔𝒊𝒈𝒉𝒕𝒔 𝑶𝒏 𝒏𝒐𝒕 𝒂𝒍𝒍 𝒕𝒉𝒐𝒔𝒆 𝒘𝒉𝒐 𝒘𝒂𝒏𝒅𝒆𝒓 𝒂𝒓𝒆 𝒏𝒐𝒕 𝒍𝒐𝒔𝒕 •𝑻𝒉𝒆 𝑩𝒍𝒖𝒆 𝑺𝒌𝒚 𝑹𝒆𝒔𝒆𝒂𝒓𝒄𝒉~𝑪𝒊𝒔𝒍𝒖𝒏𝒂𝒓 𝒕𝒓𝒂𝒊𝒕 𝑾𝒆 𝒏𝒆𝒆𝒅 𝒕𝒐 𝒎𝒂𝒔𝒕𝒆𝒓 𝒕𝒉𝒆 𝒓𝒊𝒈𝒉𝒕 𝒌𝒊𝒏𝒅 𝒐𝒇 𝒘𝒓𝒐𝒏𝒈 𝒕𝒐 𝒔𝒖𝒄𝒄𝒆𝒆𝒅 𝒊𝒏 𝒕𝒉𝒆 𝒇𝒖𝒕𝒖𝒓𝒆 𝑻𝒉𝒆 𝒓𝒊𝒈𝒉𝒕 𝒌𝒊𝒏𝒅 𝒐𝒇 𝒘𝒓𝒐𝒏𝒈 : 𝒎𝒐𝒐𝒏 𝒄𝒓𝒂𝒇𝒕 𝑰𝑰 𝒅𝒊𝒔𝒄𝒐𝒗𝒆𝒓𝒆𝒅 𝒕𝒉𝒆 𝒍𝒐𝒄𝒂𝒕𝒊𝒐𝒏, 𝒘𝒉𝒆𝒓𝒆 𝒕𝒉𝒆 𝒍𝒐𝒄𝒂𝒕𝒊𝒐𝒏 𝒊𝒔 𝒏𝒐𝒕 𝒄𝒐𝒏𝒅𝒖𝒄𝒊𝒗𝒆 𝒇𝒐𝒓 𝒔𝒐𝒇𝒕 𝒍𝒂𝒏𝒅𝒊𝒏𝒈 𝒂𝒇𝒕𝒆𝒓 𝒅𝒐𝒊𝒏𝒈 𝒅𝒐-𝒐𝒗𝒆𝒓 𝑪𝒓𝒊𝒕𝒆𝒓𝒊𝒂 𝒇𝒐𝒓 𝒊𝒏𝒕𝒆𝒍𝒍𝒊𝒈𝒆𝒏𝒄𝒆 𝒇𝒂𝒊𝒍𝒖𝒓𝒆: [𝑫𝒐~𝑶𝒗𝒆𝒓𝒔] 𝒇𝒂𝒊𝒍𝒖𝒓𝒆𝒔 𝒕𝒉𝒂𝒕 𝒉𝒆𝒍𝒑 𝒅𝒓𝒊𝒗𝒆 𝒊𝒏𝒏𝒐𝒗𝒂𝒕𝒊𝒐𝒏𝒔 𝑻𝒉𝒆 𝒇𝒂𝒊𝒍𝒖𝒓𝒆 𝒊𝒔 𝒊𝒏 𝒑𝒖𝒓𝒔𝒖𝒊𝒕 𝒐𝒇 𝒂𝒏 𝒐𝒑𝒑𝒐𝒓𝒕𝒖𝒏𝒊𝒕𝒚~𝒚𝒐𝒖 𝒃𝒆𝒍𝒊𝒆𝒗𝒆 𝒕𝒉𝒆𝒓𝒆 𝒊𝒏 𝒂𝒏 𝒐𝒑𝒑𝒐𝒓𝒕𝒖𝒏𝒊𝒕𝒚 𝒕𝒐 𝒂𝒅𝒗𝒂𝒏𝒄𝒆 𝒕𝒐𝒘𝒂𝒓𝒅𝒔 𝒂 𝒗𝒂𝒍𝒖𝒆𝒅 𝑮𝒐𝒂𝒍~ 𝒊𝒕'𝒔 𝒏𝒆𝒘 𝒕𝒆𝒓𝒓𝒊𝒕𝒐𝒓𝒚~𝒚𝒐𝒖 𝒄𝒂𝒏𝒏𝒐𝒕 𝒋𝒖𝒔𝒕 𝒈𝒐𝒐𝒈𝒍𝒆 𝒊𝒕~ 𝒀𝒐𝒖 𝒉𝒂𝒗𝒆 𝒂 𝒉𝒚𝒑𝒐𝒕𝒉𝒆𝒔𝒊𝒔. 𝒀𝒐𝒖 𝒉𝒂𝒗𝒆 𝒅𝒐𝒏𝒆 𝒚𝒐𝒖𝒓 𝒉𝒐𝒎𝒆𝒘𝒐𝒓𝒌~𝒚𝒐𝒖 𝒂𝒓𝒆 𝒋𝒖𝒔𝒕 𝒓𝒂𝒏𝒅𝒐𝒎𝒍𝒚 𝒕𝒉𝒓𝒐𝒘𝒊𝒏𝒈 𝒅𝒂𝒓𝒕𝒔 𝒂𝒕 𝒕𝒉𝒆 𝒘𝒂𝒍𝒍~ 𝑫𝒐~𝒐𝒗𝒆𝒓𝒔 𝒂𝒓𝒆 𝒔𝒕𝒆𝒑𝒑𝒊𝒏𝒈 𝒔𝒕𝒐𝒏𝒆𝒔 𝒕𝒐 𝒔𝒖𝒄𝒄𝒆𝒔𝒔 𝑫𝒐𝒏'𝒕 𝒋𝒖𝒅𝒈𝒆 𝒎𝒆 𝒃𝒚 𝒎𝒚 𝒔𝒖𝒄𝒄𝒆𝒔𝒔, 𝒋𝒖𝒅𝒈𝒆 𝒎𝒆 𝒃𝒚 𝒉𝒐𝒘 𝒎𝒂𝒏𝒚 𝒕𝒊𝒎𝒆𝒔 𝒊 𝒇𝒆𝒍𝒍 𝒅𝒐𝒘𝒏 𝒂𝒏𝒅 𝒈𝒐𝒕 𝒃𝒂𝒄𝒌 𝒖𝒑 𝒂𝒈𝒂𝒊𝒏 𝑻𝒉𝒆 𝒎𝒐𝒔𝒕 𝒔𝒖𝒄𝒄𝒆𝒔𝒔𝒇𝒖𝒍 𝒑𝒆𝒐𝒑𝒍𝒆 𝒊 𝒌𝒏𝒐𝒘 𝒃𝒆𝒍𝒊𝒆𝒗𝒆 𝒊𝒏 𝒕𝒉𝒆𝒎𝒔𝒆𝒍𝒗𝒆𝒔 𝒂𝒍𝒎𝒐𝒔𝒕 𝒕𝒐 𝒕𝒉𝒆 𝒑𝒐𝒊𝒏𝒕 𝒐𝒇 𝒅𝒆𝒍𝒖𝒔𝒊𝒐𝒏~𝒔𝒂𝒎 𝒂𝒍𝒕𝒎𝒂𝒏 •𝑺𝒆𝒍𝒇 𝑩𝒆𝒍𝒊𝒆𝒇 𝒊𝒇 𝒕𝒉𝒆𝒓𝒆 𝒊𝒔 𝒂 𝒔𝒊𝒏𝒈𝒍𝒆 𝒌𝒆𝒚 𝒕𝒐 𝒔𝒖𝒄𝒄𝒆𝒔𝒔, 𝒊𝒕 𝒊𝒔 𝒕𝒉𝒆 𝒕𝒓𝒂𝒊𝒕 𝒐𝒇 𝒃𝒆𝒊𝒏𝒈 𝒂𝒃𝒍𝒆 𝒕𝒐 𝒎𝒂𝒌𝒆 𝒕𝒉𝒊𝒏𝒈𝒔 𝒉𝒂𝒑𝒑𝒆𝒏 𝒊𝒏 𝒕𝒉𝒆 𝒘𝒐𝒓𝒍𝒅-𝒘𝒊𝒍𝒍𝒇𝒖𝒍𝒍𝒏𝒆𝒔𝒔, 𝒅𝒆𝒕𝒆𝒓𝒎𝒊𝒏𝒂𝒕𝒊𝒐𝒏, 𝒆𝒙𝒆𝒄𝒖𝒕𝒊𝒐𝒏 𝒇𝒐𝒄𝒖𝒔, 𝒏𝒐𝒕 𝒈𝒊𝒗𝒊𝒏𝒈 𝒖𝒑 𝒘𝒉𝒆𝒏 𝒚𝒐𝒖 𝒉𝒊𝒕 𝒓𝒐𝒂𝒅𝒃𝒍𝒐𝒄𝒌, 𝒕𝒉𝒆 𝒂𝒃𝒊𝒍𝒊𝒕𝒚 𝒕𝒐 𝒔𝒐𝒍𝒗𝒆 𝒂𝒏𝒚 𝒑𝒓𝒐𝒃𝒍𝒆𝒎 𝒕𝒉𝒂𝒕 𝒄𝒐𝒎𝒆𝒔 𝒚𝒐𝒖𝒓 𝒘𝒂𝒚. 𝒚𝒐𝒖𝒓 𝒂𝒕𝒕𝒊𝒕𝒖𝒅𝒆, 𝒏𝒐𝒕 𝒚𝒐𝒖𝒓 𝒂𝒑𝒕𝒊𝒕𝒖𝒅𝒆, 𝒘𝒊𝒍𝒍 𝒅𝒆𝒕𝒆𝒓𝒎𝒊𝒏𝒆 . . . 𝒚𝒐𝒖𝒓 𝒂𝒍𝒕𝒊𝒕𝒖𝒅𝒆 𝒎𝒐𝒔𝒕 𝒐𝒇 𝒕𝒉𝒆 𝒊𝒎𝒑𝒐𝒓𝒕𝒂𝒏𝒕 𝒕𝒉𝒊𝒏𝒈𝒔 𝒊𝒏 𝒕𝒉𝒆 𝒘𝒐𝒓𝒍𝒅 𝒉𝒂𝒗𝒆 𝒃𝒆𝒆𝒏 𝒂𝒄𝒄𝒐𝒎𝒑𝒍𝒊𝒔𝒉𝒆𝒅 𝒃𝒚 𝒑𝒆𝒐𝒑𝒍𝒆 𝒘𝒉𝒐 𝒉𝒂𝒗𝒆 𝒌𝒆𝒑𝒕 𝒐𝒏 𝒕𝒓𝒚𝒊𝒏𝒈 𝒘𝒉𝒆𝒏 𝒕𝒉𝒆𝒓𝒆 𝒔𝒆𝒆𝒎𝒆𝒅 𝒕𝒐 𝒃𝒆 𝒏𝒐 𝒉𝒐𝒑𝒆 𝒂𝒕 𝒂𝒍𝒍 𝑺𝒐𝒎𝒆𝒘𝒉𝒆𝒓𝒆, 𝒔𝒐𝒎𝒆𝒕𝒉𝒊𝒏𝒈 𝒊𝒏𝒄𝒓𝒆𝒅𝒊𝒃𝒍𝒆 𝒊𝒔 𝒘𝒂𝒊𝒕𝒊𝒏𝒈 𝒕𝒐 𝒃𝒆 𝒌𝒏𝒐𝒘𝒏 •𝑼𝒏𝒊𝑪𝒐𝒓𝒏 𝒕𝒓𝒂𝒊𝒕 𝒚𝒐𝒖 𝒂𝒓𝒆 𝒐𝒇𝒇 𝒕𝒐 𝒈𝒓𝒆𝒂𝒕 𝒑𝒍𝒂𝒄𝒆𝒔 𝒕𝒐𝒅𝒂𝒚 𝒊𝒔 𝒚𝒐𝒖𝒓 𝒅𝒂𝒚! 𝒀𝒐𝒖𝒓 𝒎𝒐𝒖𝒏𝒕𝒂𝒊𝒏 𝒊𝒔 𝒘𝒂𝒊𝒕𝒊𝒏𝒈. 𝒔𝒐 𝒈𝒆𝒕 𝒐𝒏 𝒚𝒐𝒖𝒓 𝒘𝒂𝒚 𝓪𝓹𝓹𝓻𝓮𝓬𝓲𝓪𝓽𝓲𝓷𝓰 𝔂𝓸𝓾𝓻 𝓻𝓮𝓪𝓭𝓲𝓷𝓰 𝓼𝓴𝓲𝓵𝓵𝓵𝓼 𝐐𝐮𝐢𝐧𝐭𝐢𝐥𝐥𝐢𝐨𝐧 𝐒𝐨𝐥𝐮𝐭𝐢𝐨𝐧𝐬

𝐓𝐡𝐞 𝐏𝐫𝐢𝐦𝐞𝐫 Time-Heist, ET, Tesseract, Terraforming, Interstellar Voyage, Multiverse, and Bond’s Tech-Gizmos, all these are Prime themes in Science-Fiction flicks. Imagine the future through stochastic latent technologies to make their prototyping for the both Utopian and Dystopian Worlds. ~ The only real valuable thing is Intuition ~ 𝐄𝐱𝐭𝐫𝐚𝐩𝐨𝐥𝐚𝐭𝐢𝐨𝐧 Science Fiction Prototyping is a forecasting technique that uses a very simple structure, similar to the way novelists or screenwriters work, but set up in a way that anyone can follow, from kids to engineers First build a world, creating detailed environments and human characters based on your research. Then you introduce an inflection point, which could be a threat or a new technology. That leads to figuring out how the inflection point affects your world, creating many different outcomes. After that, there needs to be another inflection point: the solution Finally, the last step is extracting the lessons from the prototyping process. This can be as simple as having a conversation about the story itself–especially if that story is left on a cliffhanger with no perfectly obvious outcome. Mostly uses sci-fi prototyping for threat forecasting, at state, national, and global levels, but also to imagine other possibilities. This can be used for anything”. [Synthetic AI (Thalamocortical Algorithms in Space . . . Building of Conscious Machines) Bioengineering, Spacetech] Even to improve your own life. 𝐂𝐥𝐢𝐪𝐮𝐞𝐬 The idea again is not predicting the future. It’s coming up with a framework so people can make decisions. There’s a quote from Dwight Eisenhower talking about Planning. ~ Plans Are Worthless, but Planning Is Everything ~ 𝐁𝐫𝐞𝐯𝐢𝐚𝐫𝐢𝐮𝐦 When The World Zigs, Zag After 100 million nights of people asking “What are those twinkling lights?” it is pretty remarkable that we happen to live in one of the first Generation that actually knows the Answer” Appreciating Your Reading Skills! Quintillion Solutions 𝐈 𝐂𝐨𝐧𝐬𝐮𝐥𝐭𝐢𝐧𝐠 𝐈 𝐑𝐞𝐜𝐫𝐮𝐢𝐭𝐦𝐞𝐧𝐭 𝐈 𝐓𝐫𝐚𝐧𝐬𝐟𝐨𝐫𝐦𝐚𝐭𝐢𝐨𝐧 𝐈

Metaphysics ~Innovation is Saying ‘No’ to 1000 things . . .You have to Pick Carefully~ Jobs The Greatest Power in the Universe is a Ticking Sound; it is the greatest leveler for Upheavals and Triumphs to Humankind. And is this beginning for the ending of “Organic Writing”? Meta Technologies Discoveries, Innovations, and Breakthroughs are part of Human Evolution, from Discovering Fire to Inventing the Internet to Breakthroughs in Protein Folding. ~Any Sufficiently Advanced Technology is Indistinguishable from Magic ~ Arthur C Clarke. Every Discovery, Invention, and Breakthrough is Encouraging and Cautioned about the Harbinger of their UI and UX pattern; from Fire to Nukes how you apply Technologies is the Bent hell for Outcomes. AI made a Great Breakthrough in Biology it Revealed the Structure of the Protein Universe [AI system to Predict the 3D structure of a Protein just from its 1D Amino acid Sequence, and created the Protein Structure Database to share this Scientific Knowledge with the World freely] Impacting the Developing New Drug for Antibiotic Resistance, New Vaccines and Fighting Diseases. LLM It is Sentient and changes the way of Human Application from a Mundane Task to Giant Leap Initiation. Large Banks have been using AI to improve back-end operations, Cyber Security, and Power Chatbots for Faster customer response. A Health company in the West Uses the LLM Model AI app to Record Patient Interviews and Transcribe then summarize the Key Factors and Auto-fill out a patient’s Medical Chart. Critical Domains like Climate Change, Quantum Physics, and Space Tech where every Bits and Bytes outcome with Speed Pace by Algorithm Matrix GAI Produce Digital Images, Conversational Text, Code, and Summaries of Lengthy Documents from a Simple Prompt. and the R factor Unacceptable Risk High Risk Limited Risk Minimum Risk / No risk Guard Rails As AI is a Fast-Evolving Technology, the proposal has a Future-Proof Approach, allowing Rules to adapt to Technological Change. AI applications should remain Trustworthy even after they have been placed on the Market. This requires ongoing Quality and Risk Management by Providers. Appreciating Your Reading Skills ! Quintillion HR Solutions 𝐈 𝐂𝐨𝐧𝐬𝐮𝐥𝐭𝐢𝐧𝐠 𝐈 𝐑𝐞𝐜𝐫𝐮𝐢𝐭𝐦𝐞𝐧𝐭 𝐈 𝐇𝐑 𝐌𝐚𝐧𝐚𝐠𝐞𝐦𝐞𝐧𝐭 𝐈 𝐇𝐑 𝐓𝐫𝐚𝐧𝐬𝐟𝐨𝐫𝐦𝐚𝐭𝐢𝐨𝐧 𝐈

~𝓘𝓽 𝓲𝓼 𝓷𝓸𝓽 𝓽𝓱𝓮 𝓼𝓽𝓻𝓸𝓷𝓰𝓮𝓼𝓽 𝓸𝓯 𝓽𝓱𝓮 𝓼𝓹𝓮𝓬𝓲𝓮𝓼 𝓽𝓱𝓪𝓽 𝓼𝓾𝓻𝓿𝓲𝓿𝓮𝓼, 𝓷𝓸𝓻 𝓽𝓱𝓮 𝓶𝓸𝓼𝓽 𝓲𝓷𝓽𝓮𝓵𝓵𝓲𝓰𝓮𝓷𝓽 𝓽𝓱𝓪𝓽 𝓼𝓾𝓻𝓿𝓲𝓿𝓮𝓼. 𝓘𝓽 𝓲𝓼 𝓽𝓱𝓮 𝓸𝓷𝓮 𝓽𝓱𝓪𝓽 𝓲𝓼 𝓶𝓸𝓼𝓽 𝓪𝓭𝓪𝓹𝓽𝓪𝓫𝓵𝓮 𝓽𝓸 𝓬𝓱𝓪𝓷𝓰𝓮~ 𝐓𝐡𝐞 𝐏𝐫𝐢𝐦𝐞𝐫 For the foreseeable future, the future will be unforeseeable. You can be fairly certain that there will be uncertainty. You can be confident that events will overtake your plans, and that the actions of others will require a response. And you can be pretty sure that if you don’t recognize the need to adapt, then it’s difficult to make any changes. 𝐍𝐞𝐰 𝐂𝐡𝐢𝐨𝐜𝐞 The most successful adaptors are curious. They understand that stability is a dangerous illusion, and reach beyond the limits of what is to what may be, both good and bad. They reach out beyond the obvious questions to non-obvious answers and are willing to embrace unacceptable wisdom as a way of increasing the options available. They don’t simply accept the choices they are given but actively seek better choices. New choices. Hybrid work, remote shopping, and setting up via blockchains the recent years have made it abundantly clear, if it wasn’t already, that a volatile and complex world is serving up changes at an accelerating pace With the ability to learn flexibly and effectively and to apply that knowledge across situations by becoming aware of and open to change now, we can maintain control over uncertain before pressures build to the point where altering course is much more difficult, or even futile. 𝒞ℴ𝓁𝓁𝒶𝒷ℴ𝓇𝒶𝓉𝒾ℴ𝓃 𝓉𝒽𝓇ℴ𝓊ℊ𝒽 𝒾𝓃𝒸𝓁𝓊𝓈𝒾ℴ𝓃: embrace the possibility of richer diversity of virtual, remote, and hybrid teamwork to drive innovation exponentially forward. ℒℯ𝒶𝒹 𝓉𝒽𝓇ℴ𝓊ℊ𝒽 ℰ𝓃𝓉ℯ𝓇𝓅𝓇𝒾𝓈ℯ 𝒜ℊ𝒾𝓁ℯ: Extend and expand the cultural ethos of short-term sprints that kept us on our trajectory during the crisis, and fixed an operating system that allows us to thrive in sustainability amid continued volatility. 𝒫𝓇ℴ𝓂ℴ𝓉ℯ 𝒯ℯ𝒶𝓂 ℛℯ𝓈𝒾𝓁𝒾ℯ𝓃𝒸ℯ: Bounce Forward in the face of setbacks and recognize that good leaders strive to maintain the emotional and physical energies of the Team. 𝒟ℯ𝓋ℯ𝓁ℴ𝓅 𝒜𝒸𝓉𝒾𝓋ℯ ℱℴ𝓇ℯ𝓈𝒾ℊ𝒽𝓉: Learn to see around corners to avoid unsuspected risks and to systematically explore new Possibilities. ℱ𝓊𝓉𝓊𝓇ℯ 𝒫𝓇ℴℴ𝒻 𝒴ℴ𝓊𝓇 ℬ𝓊𝓈𝒾𝓃ℯ𝓈𝓈 ℳℴ𝒹ℯ𝓁: Develop an ongoing process of experimentation to create and realize your company’s future vision of itself. ℬ𝓊𝒾𝓁𝒹 𝒶 ℒℯℊℴ ℬ𝓁ℴ𝒸𝓀 𝓌ℴ𝓇𝓀𝒻ℴ𝓇𝒸ℯ: Redesign your workforce to export a flexible, nimble, cost-effective, and creative future. 𝒮𝓊𝓅ℯ𝓇𝒸𝒽𝒶𝓇ℊℯ 𝒴ℴ𝓊𝓇 𝒫𝓊𝓇𝓅ℴ𝓈ℯ: Build a movement for radical Adaptability by discovering and communicating your organization’s long-term purpose. 𝐑𝐚𝐝𝐢𝐜𝐚𝐥 𝐀𝐝𝐚𝐩𝐭𝐚𝐛𝐢𝐥𝐢𝐭𝐲 The Essence of radical adaptability is that it is inherently reactive and conformist. Radical Adaptability is a transformational mechanism. Radical Adaptability prompts you to constantly anticipate change, re-interpret it, and transform yourself through change. Through Radical Adaptability, you embrace the new world of work and grow with it while others merely adjust and Adapt to it. 𝒮𝒽𝒶𝓅𝒾𝓃ℊ 𝓉𝒽ℯ ℱ𝓊𝓉𝓊𝓇ℯ: Building a new world of work won’t be easy. The coming years of recovery and renewal offer a historic opportunity to remake our organizations and our futures, but only if we accept this as an Inflection Point for true reinvention ℱ𝒾𝓃𝒾𝓈𝒽 𝓉𝒽ℯ ℒ𝒾𝓃ℯ 𝒯ℴℊℯ𝓉𝒽ℯ𝓇: The most successful companies ignore organizational structures to ensure that everyone on the Team crosses the finish line together. By reconstructing with a commitment to Co-elevation and employing a set of high-Return practices that foster inclusion and collaboration, we can uncover unexpected revenue and risk-mitigation opportunities. ℋ𝒶𝓇𝓃ℯ𝓈𝓈 ℐ𝓃𝓃ℴ𝓋𝒶𝓉𝒾ℴ𝓃 𝒶𝓃𝒹 𝒸ℴ𝓁𝓁𝒶𝒷ℴ𝓇𝒶𝓉𝒾ℴ𝓃: We have known about the wisdom of crowds for centuries. Widespread use of communication and collaboration technologies radically cast a wide net across the organization and, in doing so, generate a broader set of innovative ideas and collaboration opportunities. 𝒟𝓇𝒾𝓋ℯ 𝒽𝒾ℊ𝒽ℯ𝓇 𝓁ℯ𝓋ℯ𝓁𝓈 ℴ𝒻 𝒞ℴ𝓁𝓁𝒶𝒷ℴ𝓇𝒶𝓉𝒾ℴ𝓃: With the Blight, we found ourselves in the trenches together, facing common challenges. As a result, what was once a transactional relationship suddenly becomes deeper and more empathy-driven, radically inclusive companies deepen the external partnership and find opportunities to co-elevate with customers, vendors, and partners- and even competitors. ^ 𝐂𝐨𝐦𝐩𝐞𝐭𝐢𝐧𝐠 𝐢𝐧 𝐭𝐡𝐞 𝐍𝐞𝐰 𝐖𝐨𝐫𝐥𝐝 𝐨𝐟 𝐖𝐨𝐫𝐤 ^ Practice Co-creating through Co-Elevation Break Through Silos by Teaming Out Hybridize Teamwork for inclusion and CrowdSourcing Deepen External Partnership Expand your personal coaches in a remote world. Always put customer value first. Drive Team Autonomy Downward Lead Bi-Weekly Sprints toward measurable outcomes Bulletproof the work through Team Feedback. Scale to Sustain Innovation 𝑭𝒊𝒙𝒆𝒅 ~ “A challenge is a test that I pass or fail, based on my inherent abilities. If I’m not good at something, I will not do well” 𝑮𝒓𝒐𝒘𝒕𝒉 ~ “I can learn to do anything I want. Challenges and mistakes are Opportunities for learning and Development” 𝑬𝒙𝒑𝒆𝒓𝒕 ~ “I should already know the answer I should perform during a challenge by having the answers” 𝑪𝒖𝒓𝒊𝒐𝒖𝒔 ~ “I am going to ask a lot of questions, explore, and discoveries. I can learn a lot from trying something New” 𝑹𝒆𝒂𝒄𝒕𝒊𝒗𝒆 ~ “I need to identify the problem and what is causing it so I can apply tested, the well-practiced solution under control” 𝑪𝒓𝒆𝒂𝒕𝒊𝒗𝒆 ~ “I need to lead with purpose. I will empower myself and others to explore new possibilities and experiment our way to innovative solutions” 𝑽𝒊𝒄𝒕𝒊𝒎 ~ “There are many factors beyond my control that affect my ability to thrive, grow, and get things done” 𝑨𝒈𝒆𝒏𝒕 ~ “Within reason, I believe in my ability to learn, new things. Overcome challenges, and accomplish just about anything I put my mind to” 𝑺𝒄𝒂𝒓𝒄𝒊𝒕𝒚 ~ “A challenge typically involves limited resources, hard choices, and trade-offs that must be made” 𝑨𝒃𝒖𝒏𝒅𝒂𝒏𝒄𝒆 ~ “A challenge is typically a potential win-win situation looking to be discovered” 𝑪𝒆𝒓𝒕𝒂𝒊𝒏𝒕𝒚 ~ “I would Rather things go according to plan than take a detour that many end up better” 𝑬𝒙𝒑𝒍𝒐𝒓𝒂𝒕𝒊𝒐𝒏 ~ “I Don’t Know what the future holds, So the best way to Succeed is to plan ahead but be flexible and curious as I Go” 𝑷𝒓𝒐𝒕𝒆𝒄𝒕𝒊𝒐𝒏 ~ “I need to prevent something bad From Happening” 𝑶𝒑𝒑𝒐𝒓𝒕𝒖𝒏𝒊𝒕𝒚 ~ “I could make something Great Happen” We should understand that Adaptability is a Skill that is mastered with continual practice-the ability to “Learn How to Learn” doesn’t materialize overnight. Those who have the courage and humility to do Adaptability skills right when they are needed most. 𝘐𝘯 𝘢 𝘞𝘰𝘳𝘭𝘥 𝘰𝘧 𝘤𝘰𝘯𝘴𝘵𝘢𝘯𝘵 𝘧𝘭𝘶𝘹, 𝘵𝘩𝘢𝘵 𝘪𝘴 𝘢 𝘤𝘳𝘶𝘤𝘪𝘢𝘭 𝘴𝘬𝘪𝘭𝘭 𝘴𝘦𝘵 𝘪𝘯𝘥𝘦𝘦𝘥. ~𝒰𝓃𝒾𝒸ℴ𝓇𝓃, 𝒟ℯ𝒸𝒶𝒸ℴ𝓇𝓃 ℴ𝓇 ℋℯ𝒸𝓉ℴ𝒸ℴ𝓇𝓃 . . .ℬ𝓊𝓉 ℋ𝒶𝒾𝓁 𝓉𝒽ℯ 𝒟𝒶𝓇𝓌𝒾𝓃~ 𝓣𝓱𝓮 𝓶𝓮𝓪𝓼𝓾𝓻𝓮 𝓸𝓯 𝓲𝓷𝓽𝓮𝓵𝓵𝓲𝓰𝓮𝓷𝓬𝓮 𝓲𝓼 𝓽𝓱𝓮 𝓪𝓫𝓲𝓵𝓲𝓽𝔂 𝓽𝓸 𝓬𝓱𝓪𝓷𝓰𝓮 Appreciating Your Reading Skills! Quintillion HR Solutions 𝐈 𝐂𝐨𝐧𝐬𝐮𝐥𝐭𝐢𝐧𝐠 𝐈 𝐑𝐞𝐜𝐫𝐮𝐢𝐭𝐦𝐞𝐧𝐭 𝐈 𝐇𝐑 𝐌𝐚𝐧𝐚𝐠𝐞𝐦𝐞𝐧𝐭 𝐈 𝐇𝐑 𝐓𝐫𝐚𝐧𝐬𝐟𝐨𝐫𝐦𝐚𝐭𝐢𝐨𝐧 𝐈

𝐓𝐡𝐞 𝐏𝐫𝐢𝐦𝐞𝐫 Strengths as activities for which one can provide consistent, near-perfect performance. Skills, knowledge, and talents — along with the time spent (i.e., investment) practicing, developing skills, and building a knowledge base — combine to create strengths. 𝙎𝙠𝙞𝙡𝙡𝙨 represent the ability to perform the fundamental steps of specific tasks, such as driving a forklift. Skills are not naturally recurring; one must acquire them through formal or informal training and practice. 𝙆𝙣𝙤𝙬𝙡𝙚𝙙𝙜𝙚 is an acquaintance with, and understanding of, facts and principles accumulated through education or experience. 𝙏𝙖𝙡𝙚𝙣𝙩𝙨 are natural ways of thinking, feeling, and behaving, such as an inner drive to compete, sensitivity to the needs of others, or the tendency to be outgoing at social gatherings. Talents come into existence naturally and are less likely to be acquired like skills and knowledge are. Our most powerful talents represent our best opportunities to perform at levels of excellence. Dominant Talents into Strengths Dominant Talents naturally appear frequently and powerfully in a variety of situations. They can take the form of yearnings or areas of rapid learning. They can be areas of great personal satisfaction or areas in which one experiences a sense of timelessness. A yearning can be described as an internal force that leads one to a particular activity or environment time and again. Rapid learning reveals talent through the speed at which one anticipates the steps of a new activity, acquires a new skill or gains new knowledge. Satisfaction is a positive emotional response to successfully meeting challenges that engage one’s greatest talents. These energizing experiences are often evidence of a dominant talent at work. Timelessness also can serve as a clue to talent. Being engaged in an activity at a deep, natural level can result in a lack of the sense of time passing. This indicates a level of engrossment in that activity that is consistent with a deep natural talent. Individuals can develop a heightened self-awareness or add knowledge and skills to develop those talents into strengths. The more an individual exercises a talent and refines it through added knowledge and skills, the more integrated and stronger it becomes. Then they can consider it a strength. Individuals who can identify and develop a heightened self-awareness of their strengths will be more likely to leverage their positive attributes and achieve higher success than will those who do not have a self-awareness of what they do well or those who focus on improving areas of lesser aptitude. Following the identification of strengths is the integration of the strengths into one’s self-view. Changes in one’s perceived sense of self have been found to be enduring turning points in One’s life. Ultimately, the change in an individual’s perceived sense of self helps the person interpret the situation and context around them through a different lens and, thus, leads toward changed behaviours and improved performance at work. 𝐄𝐗𝐄𝐂𝐔𝐓𝐈𝐍𝐆 𝙁𝙤𝙘𝙪𝙨 Set specific goals with timelines to motivate yourself. Opportunities for visibility occur every day. Your task is to become aware of those opportunities, be open to them, and be prepared to take full advantage of them. Focus on situations in which you can do: Create Impact, Exercise Influence, or be Recognized for your accomplishments. 𝘼𝙘𝙝𝙞𝙚𝙫𝙚𝙧 Bring intensity and effort to the most important areas of your life. Your accomplishments are the currency you use to calculate your value to the company. Not only does tracking your accomplishments create concrete examples of the value you provide, but the tracking process itself will give you confidence. As you review all that you have accomplished and become aware of the progress you have made, you will become more comfortable telling others, in very specific terms, how you can provide value to the company. 𝙍𝙚𝙨𝙥𝙤𝙣𝙨𝙞𝙗𝙞𝙡𝙞𝙩𝙮 Take ownership for the things that matter most to you. If you take on increased responsibilities and do more than what is being asked of you, executives will take notice of your initiative and proactive behaviour. Employees who are rewarded and promoted are the ones who stand out. By increasing your responsibility and doing more, you’re less likely to stagnate in your position and you raise your chance of finding more interesting projects that challenge you. 𝘽𝙚𝙡𝙞𝙚𝙛 Honour your values; they keep you on course during tough times. If you don’t believe in yourself and your abilities, it can be nearly impossible to convince others that you have what it takes. Self doubt persuades you to keep a low profile and blend in so that no one will challenge you to prove yourself. You tend to play it safe and avoid the limelight. That kind of behaviour is at the opposite end of the spectrum from the behaviour necessary to become promotion material. 𝐈𝐍𝐅𝐋𝐔𝐄𝐍𝐂𝐈𝐍𝐆 𝙎𝙞𝙜𝙣𝙞𝙛𝙞𝙘𝙖𝙣𝙘𝙚 Look for opportunities to do important work where you can help others raise the bar. To notice and identify unique or unknown opportunities, you’ll need to think differently than your peers. You’ll want to liberate yourself from the confines of your current way of thinking and be creative and unconventional. This will involve how you evaluate topics such as business conditions, demand, competition, industry knowledge, and technological advances. You want to come at each situation with a completely different perspective. Business leaders seek opportunities where others aren’t looking. 𝙈𝙖𝙭𝙞𝙢𝙞𝙯𝙚𝙧 Strive for excellence, and encourage others to do the same. In our quest for excellence, it’s easy to take our innate abilities for granted. It’s not that we don’t value them; they’re simply overlooked as we attempt to develop more noticeable accomplishments, such as landing the big account. As you document your accomplishments, devote some time and attention to the qualities that come naturally. Learn how you can use your skills and abilities to excel at your job. Once you’ve become acquainted with your gifts, come up with a plan that will showcase them at work. 𝐑𝐄𝐋𝐀𝐓𝐈𝐎𝐍𝐒𝐇𝐈𝐏 𝐁𝐔𝐈𝐋𝐃𝐈𝐍𝐆 𝙄𝙣𝙙𝙞𝙫𝙞𝙙𝙪𝙖𝙡𝙞𝙯𝙖𝙩𝙞𝙤𝙣 Appreciate the uniqueness in each person you meet. As a manager, you might not receive recognition for your success, but that’s OK. Appreciate your team members’ efforts and make sure they receive the praise they deserve. Concern yourself less with your own recognition and keep the focus on your team. 𝐒𝐓𝐑𝐀𝐓𝐄𝐆𝐈𝐂 𝐓𝐇𝐈𝐍𝐊𝐈𝐍𝐆 𝙁𝙪𝙩𝙪𝙧𝙞𝙨𝙩𝙞𝙘 Share your visions of a better future. Sharing your visions with your Peers and Mentors will take a personal interest in your career and play a more active role in helping you meet your goals for advancement and professional success. They encourage your growth and challenge you to reach higher levels within the company. They know your key accomplishments and major achievements. And they are acutely aware of your potential for future success. Armed with this information, advocates are able to effectively represent you in your bid for promotions. They campaign on your behalf, create visibility with senior management, and directly assist you in advancing the organization. 𝙎𝙩𝙧𝙖𝙩𝙚𝙜𝙞𝙘 Always have at least three options in mind so you can adapt if circumstances change. Risk-taking is a key catalyst for successful business in the 21st century. Companies that do not skilfully navigate risk are quickly superseded by more innovative businesses. The same is true for executives. To remain on the leading edge, executives must learn to embrace risk. They look for opportunities to seize new markets, find new opportunities to improve their bottom-line, enhance existing business operations and functions, make smart decisions, and have a fresh and raw ability to communicate and lead. 𝙇𝙚𝙖𝙧𝙣𝙚𝙧 Use your passion for learning to add value to your own and others’ lives. Take the initiative and be proactive every time the opportunity arises. Your desire to constantly look for opportunities and improve current situations involves not accepting the comfortable, stable, and existing environment. You must train yourself to always improve a situation. To be proactive, you need to look for opportunities, new and old, and find creative ways to make them better. Appreciating Your Reading Skills! Quintillion HR Solutions 𝐈 𝐂𝐨𝐧𝐬𝐮𝐥𝐭𝐢𝐧𝐠 𝐈 𝐑𝐞𝐜𝐫𝐮𝐢𝐭𝐦𝐞𝐧𝐭 𝐈 𝐇𝐑 𝐌𝐚𝐧𝐚𝐠𝐞𝐦𝐞𝐧𝐭 𝐈 𝐇𝐑 𝐓𝐫𝐚𝐧𝐬𝐟𝐨𝐫𝐦𝐚𝐭𝐢𝐨𝐧 𝐈

𝐓𝐡𝐞 𝐏𝐫𝐢𝐦𝐞𝐫 An export is any movement of items outside the country. That includes items sent by regular mail or hand-carried on an airplane; documents transmitted by fax; software or specifications downloaded from the internet; and technology transmitted by email or shared in a phone conversation. 𝘐𝘥𝘦𝘯𝘵𝘪𝘧𝘺 𝘱𝘳𝘰𝘥𝘶𝘤𝘵𝘴 𝘵𝘰 𝘴𝘦𝘭𝘭 If you have a product that is selling well in the Domestic Market, it’s not unusual to attempt to sell that same product or products in other markets as well. After all, Major Portion of the world’s consumers are located outside the many areas of the world, like Asia, Europe, US. But limiting your exporting to only your fastest-selling products in the Home Country, may be limiting your export potential. Products that may face growing competition in the Domestic Market or products that are becoming outdated in this country could find new life in other markets that don’t have similar competition or need the very latest technology. Identifying which products you end up exporting depends a great deal on the markets you choose to sell to. 𝘐𝘥𝘦𝘯𝘵𝘪𝘧𝘺 𝘮𝘢𝘳𝘬𝘦𝘵𝘴 𝘵𝘰 𝘴𝘦𝘭𝘭 𝘵𝘰 Before you can sell and export your products, you need to find people to buy them. Maybe you are already receiving inquiries from certain potential customers in certain countries. Maybe you’ve self identified logical new markets for your goods. In either case, you need to spend time learning about these potential new markets. This includes identifying the market potential, learning how to properly (and legally) export your products or services to that market, identifying sales channels, and more. Do your research to determine what kind of modifications you may need to make to your product for this market, what the import duty rates. Make sure you understand the risk factors in potential new markets. All countries have various levels of risk associated with them. 𝘐𝘥𝘦𝘯𝘵𝘪𝘧𝘺 𝘺𝘰𝘶𝘳 𝘴𝘵𝘳𝘢𝘵𝘦𝘨𝘺 𝘧𝘰𝘳 𝘴𝘦𝘭𝘭𝘪𝘯𝘨 You can sell directly to end users. If you choose to sell directly to end users, your company is responsible for all aspects of the transaction—shipping, payment, product servicing, etc. unless you make other arrangements. If you don’t anticipate and include these costs upfront, you may end up with less profit than you were hoping for. A Basic Guide to Exporting has helpful information about planning for direct sales, as well as government agencies that can assist you. You can sell to distributors who purchase goods from you (often at a discount) and resell them for a profit. When working with a foreign distributor, expect to have fewer responsibilities for support and service; the distributor will take care of these aspects, which can be challenging for new exporters. You can establish partnerships with local companies. Partners represent a step up from a distributor relationship. In this case, you may find an existing company in your intended foreign market that has a distribution and support system already in place. Partnering with such a company can make entering a new market easier and lessen the cost and pain of setting up infrastructure in another country. 𝘐𝘥𝘦𝘯𝘵𝘪𝘧𝘺 𝘩𝘰𝘸 𝘺𝘰𝘶 𝘸𝘪𝘭𝘭 𝘴𝘶𝘱𝘱𝘰𝘳𝘵 𝘺𝘰𝘶𝘳 𝘱𝘳𝘰𝘥𝘶𝘤𝘵𝘴 In addition to figuring out what you’re selling, where you’re selling it, and how you plan to sell, you’re responsible for planning and implementing the care you provide after the sale. That includes determining how you will support your products—a critical factor if you want to be a successful exporter with a good reputation. Things to consider include: Service • Technical support • Warranties • Returns. International trade makes it more difficult and costly to service, repair or replace damaged goods or items 𝘐𝘥𝘦𝘯𝘵𝘪𝘧𝘺 𝘢𝘯𝘺 𝘪𝘯𝘵𝘦𝘭𝘭𝘦𝘤𝘵𝘶𝘢𝘭 𝘱𝘳𝘰𝘱𝘦𝘳𝘵𝘺 𝘤𝘰𝘯𝘤𝘦𝘳𝘯𝘴 Many exporters don’t realize the importance of protecting and enforcing their intellectual property (IP). When you export, you don’t get the benefit of rights granted in the Home Country by patents, trademarks, registrations, copyrights, et al. In a foreign country, these protections may mean little, if anything. That may mean you need to protect your inventions by filing a patent application in countries in which you plan to do business. Most countries have a first to file system, so you want to file early, perhaps by using a provisional patent application. In most countries, trademark rights are only obtained by registering that mark with the proper authority in that country. Ideally, you should register your trademarks in every country where you want your mark protected. Using your trademarks is an important factor in protecting them. By using them, you not only increase the marketing value of the marks, it makes ownership of the marks clear. In most countries, if you don’t use a trademark, it can be cancelled for non-use. 𝘋𝘦𝘤𝘪𝘥𝘦 𝘩𝘰𝘸 𝘵𝘰 𝘱𝘳𝘪𝘤𝘦 𝘺𝘰𝘶𝘳 𝘱𝘳𝘰𝘥𝘶𝘤𝘵𝘴 Traditionally, determining proper pricing depends on costs, market demand, and competition. You’ll also want to consider additional costs the importer will incur, including tariffs, customs fees, currency fluctuation, transaction costs, and value-added taxes, because they can add to the final price substantially and may even double the domestic price of your good. Pricing is a complicated, important aspect of exporting, so make sure you do thorough research to understand how and what to charge. You may also want to consider pricing your exports in the local currency. It can make your goods more competitive, particularly with companies located in other countries. ~ At what price does your company sell its product in Domestic Market? ~ What type of marketing positioning_also known as customer perception—does your company want to convey through its pricing structure? ~ Does the price reflect your product’s quality? & Is the price competitive? ~ What type of discounts and allowances should your company offer foreign Customers? ~ Should your prices differ by market segment? ~ What should your firm do about product-line pricing? ~ What options are available if your firm’s costs increase or decrease? ~ Is the demand in the foreign market elastic or inelastic? ~ Is the foreign government going to view your prices as reasonable or exploitive? ~ Do the foreign country’s anti-dumping laws pose a problem Make sure you know about any restrictions on exporting your goods from the Domestic Market. Determining which of your products are subject to export regulations is one of the first, most important steps you’ll need to take in the export compliance process. 𝐄𝐱𝐩𝐨𝐫𝐭 𝐥𝐢𝐜𝐞𝐧𝐬𝐞 𝐫𝐞𝐪𝐮𝐢𝐫𝐞𝐦𝐞𝐧𝐭𝐬. A relatively small number of exports require a license from either the Department of Commerce or another agency like the State Department. Depending on your product’s technical characteristics, destination, and end users/end uses, your product may be one of them. 𝘌𝘮𝘣𝘢𝘳𝘨𝘰𝘦𝘥 𝘤𝘰𝘶𝘯𝘵𝘳𝘪𝘦𝘴 are countries you are not allowed to do business with. To avoid them, you need to know which ones they are. 𝘙𝘦𝘴𝘵𝘳𝘪𝘤𝘵𝘦𝘥 𝘱𝘢𝘳𝘵𝘪𝘦𝘴 are individuals, businesses and other organizations that have been identified as engaging in activities related to the proliferation of weapons of mass destruction; are known to be involved in terrorism or drug trafficking; or have had their export privileges suspended. All exporters should check all the parties in every export transaction against the various denied party screening lists to prevent incurring penalties. » Find out if there are any restrictions on importing your goods in prospective countries. » Research to see if your products qualify for any free trade agreements (FTA) » Prepare Your Goods for Shipping » Understand product labelling requirements in your destination country. » Understand and correctly apply hazard material (HazMat) requirements if appropriate. » Make carrier choices. » Understand insurance requirements. » Complete Your Export Paperwork » Find an international banking partner. » Understand your payment options. 𝐏𝐫𝐨𝐭𝐞𝐜𝐭𝐢𝐧𝐠 𝐘𝐨𝐮𝐫 𝐁𝐮𝐬𝐢𝐧𝐞𝐬𝐬 𝐚𝐠𝐚𝐢𝐧𝐬𝐭 𝐄𝐱𝐩𝐨𝐫𝐭 𝐕𝐢𝐨𝐥𝐚𝐭𝐢𝐨𝐧𝐬 Properly classify your products. Determine if the destination country requires an export license. Screen all parties in your export transaction. Watch for red flags: Know how your product will be used Be aware of deemed exports. Understand document compliance 𝘍𝘳𝘦𝘪𝘨𝘩𝘵 𝘍𝘰𝘳𝘸𝘢𝘳𝘥𝘦𝘳 While freight forwarders can offer a myriad of services to help facilitate your exports, at the very least they will help you arrange international transport of your goods. A freight forwarder may be hired by the seller or buyer of the goods depending on the terms of the sale, and they may provide additional services such as packaging, document preparation, and customs clearance. 𝘊𝘢𝘳𝘳𝘪𝘦𝘳𝘴 Depending on where your goods originate, there may be multiple carriers involved in the movement of your goods. An inland carrier will help move the goods from your warehouse to the port of export. From there, the goods can begin international carriage by ocean, air, rail or truck. 𝘊𝘶𝘴𝘵𝘰𝘮𝘴 Exports from the Originate Country are subject to a variety of export regulations that are monitored and enforced. Likewise, the customs agency in the country of import is charged with enforcement of import laws and the collection of duties and taxes. 𝐄𝐱𝐩𝐨𝐫𝐭 𝐃𝐨𝐜𝐮𝐦𝐞𝐧𝐭𝐚𝐭𝐢𝐨𝐧 𝐏𝐫𝐨𝐜𝐞𝐝𝐮𝐫𝐞𝐬 𝐏𝐫𝐨𝐟𝐨𝐫𝐦𝐚 𝐈𝐧𝐯𝐨𝐢𝐜𝐞 In a typical international sale, the process usually begins with a request from the buyer. Rather than providing a standard quotation form like you may use for your domestic sales, you should reply with a Proforma invoice. Your potential new customer may need a Proforma invoice to arrange for financing, open a letter of credit, or apply for an export license. If completed properly, a Proforma invoice will look a lot like your final commercial invoice. 𝐂𝐨𝐦𝐦𝐞𝐫𝐜𝐢𝐚𝐥 𝐈𝐧𝐯𝐨𝐢𝐜𝐞 Once your international buyer accepts the terms on the Proforma invoice and places their order, you need to prepare your goods for shipping, including the paperwork required to accompany the goods. The commercial invoice includes most of the details of the entire export transaction. The commercial invoices you prepare for your export shipment will probably include a lot more detail than the invoices you create from your accounting system for your domestic orders. Export license requirements, if any; and letter of credit or other banking information you need to get paid. 𝐏𝐚𝐜𝐤𝐢𝐧𝐠 𝐋𝐢𝐬𝐭 An export packing list may also include more details than a packing slip you create for your domestic shipments. • Your freight forwarder may use the information to create the necessary bills of lading. • Your bank may require a detailed packing list to fulfil the requirements for a letter of credit. • Customs officials in the Origin Country and the destination country may need to review certain items in your shipment. 𝐂𝐞𝐫𝐭𝐢𝐟𝐢𝐜𝐚𝐭𝐞 𝐨𝐟 𝐎𝐫𝐢𝐠𝐢𝐧 Some countries require a certificate of origin to identify the appropriate duty rates to apply to the goods upon import clearance. These certificates of origin usually require a seal from a chamber of commerce in the originating country. An increasing number of companies are foregoing the time and expense of hand-delivering their certificates to a chamber and are relying on electronic certificates of origin (eCO) for their exports. An eCO is faster and less expensive to obtain, allows for the option of delivering them electronically to the importer, and are registered with the International Chamber of Commerce, there are also country-specific certificates of origin used to identify goods that are eligible for free or reduced duty rates under the free-trade agreements negotiated by Origin Country. 𝐒𝐡𝐢𝐩𝐩𝐞𝐫’𝐬 𝐋𝐞𝐭𝐭𝐞𝐫 𝐨𝐟 𝐈𝐧𝐬𝐭𝐫𝐮𝐜𝐭𝐢𝐨𝐧 Your freight forwarder is an important partner in your export shipments. They typically arrange the transport of your goods with the carrier and help ensure you’ve taken care of all the details. The shipper’s letter of instruction (SLI) form contains the details of your shipment that the forwarder will use to successfully move your goods. It may also grant the forwarder a limited power of attorney. 𝐁𝐢𝐥𝐥𝐬 𝐨𝐟 𝐋𝐚𝐝𝐢𝐧𝐠 There are three common bills of lading that may be required for your shipment: an inland bill, an ocean bill, and an air waybill. The inland bill of lading is often the first transportation document created for your export. It’s used to move your goods to the ocean port or airport for transport out of the country to the buyer’s destination. The ocean bill of lading is used if your goods are shipping by ocean vessel. It can serve as both a contract of carriage and a document of title for the cargo. It can be a negotiable or nonnegotiable document. The air waybill is required for shipments by air. It is a contract of carriage between the shipper and the carrier, and it is always non-negotiable. 𝐃𝐚𝐧𝐠𝐞𝐫𝐨𝐮𝐬 𝐆𝐨𝐨𝐝𝐬 𝐅𝐨𝐫𝐦𝐬 If your products are considered dangerous goods by either the International Air Transport Association (IATA) or the International Maritime Organization (IMO), you need to include the appropriate dangerous goods forms with your shipment. These forms need to be completed by someone who has been trained to handle dangerous goods shipping. 𝐁𝐚𝐧𝐤 𝐃𝐫𝐚𝐟𝐭 A bank draft is an important part of getting paid for your exports under a documentary collection. The seller attaches the various required documents to the bank draft and presents it to the bank to get paid. Usually the seller’s bank will send the bank draft and related documents via the freight forwarder to the buyer’s bank. When the buyer authorizes payment for the goods, the bank releases the documents to the buyer and transfers the funds to the seller’s bank. 𝘌𝘯𝘴𝘶𝘳𝘪𝘯𝘨 𝘈𝘤𝘤𝘶𝘳𝘢𝘵𝘦 𝘌𝘹𝘱𝘰𝘳𝘵 𝘋𝘰𝘤𝘶𝘮𝘦𝘯𝘵𝘴 Inaccurate documents can cause delays in shipments and payments, and lead to violations of export regulations—which can lead to fines and penalties. ~ The Best Business Ideas have yet to be tried. The best Books have Yet to be Written, The Best relationship have Yet to Formed, it’s not too late. The most interesting Terrain remains unexplored ~ Appreciating Your Reading Skills! Quintillion HR Solutions 𝐈 𝐂𝐨𝐧𝐬𝐮𝐥𝐭𝐢𝐧𝐠 𝐈 𝐑𝐞𝐜𝐫𝐮𝐢𝐭𝐦𝐞𝐧𝐭 𝐈 𝐇𝐑 𝐌𝐚𝐧𝐚𝐠𝐞𝐦𝐞𝐧𝐭 𝐈 𝐇𝐑 𝐓𝐫𝐚𝐧𝐬𝐟𝐨𝐫𝐦𝐚𝐭𝐢𝐨𝐧 𝐈

𝐓𝐡𝐞 𝐏𝐫𝐢𝐦𝐞𝐫 Today’s world is fast–changing and unpredictable. What we knew as children is not what our children know now. Our expectations are dissimilar to these expectations. Who could have guessed that generation following the baby boomers would experience reduced standards of living? Until very recently this was completely unimaginable. Yet it is the reality that we are slowly starting to face. This disconcerting fluidity in our environment is not entirely unrecognised, we are going from a brute-force economy to brain-force economy and it’s clear that skills and knowledge are becoming the central resource for economic activity. Knowledge should be complemented by skills, and the capacity to learn how to change and direction through being alert to events around us. This is the very essence of learning to be alert, adapt adopt, and attain. » Be Alert To The Changing Circumstances, Know What Is Required Of You Now And What Might Be Required In The Future, Both Near And Far. » Adapt Your Expectations And Goals To Your Current Situation » Adopt The Skills And Attitude Required Of You In Your Now Situation. » Attain The Levels Of Performance Required Of You. Elevating Learning & Development takes an Agile and Dynamic look at the dimensions we must explore. The learner of today and tomorrow is more connected, more independent, and more bombarded by content. Elevation of learning is not just more content. In fact, it is Curate the right content for the right employee at the right moment in the right format and for the right reasons. Elevate learning analytics and data; we must learn about our learners. Data from our learners, from their peers, from their managers, from their patterns of learning can and will form a framework for analysing real learning needs. Brave data collection lead to brave learning decision on what works, what doesn’t work, and what is just rituals. 𝐒𝐮𝐜𝐜𝐞𝐬𝐬𝐟𝐮𝐥 𝐋&𝐃 𝐒𝐭𝐫𝐚𝐭𝐞𝐠𝐲 𝐚𝐧𝐝 𝐂𝐨𝐦𝐩𝐨𝐧𝐞𝐧𝐭𝐬 Over the past decades, the Global workforce has been continually evolving due to a number of factors. An increasingly competitive business landscape, rising complexity, and the digital revolution are reshaping the mix of employees. Meanwhile, persistent uncertainty, a multigenerational workforce, and shorter shelf life for knowledge have placed a digital, knowledge-based economy means that a very significant percentage of market capitalization in public companies is based on intangible assets-skilled employees, exceptional leaders, and knowledge. Ü Attract and Retain Talent Ü Develop People capabilities Ü Create Values-Based Culture Ü Build an Employer Brand Ü Motivate and Engage employees All of these trends have elevated the importance of the Learning and Development (L&D) function. To get the most out investments in training programs and curriculum development, L&D leaders must embrace a broader role within the organisation and formulate an ambitious vision for function. 𝐄𝐧𝐚𝐛𝐥𝐢𝐧𝐠 𝐨𝐟 𝐭𝐡𝐞 𝟕𝟎:𝟐𝟎:𝟏𝟎 𝐥𝐞𝐚𝐫𝐧𝐢𝐧𝐠 𝐟𝐫𝐚𝐦𝐞𝐰𝐨𝐫𝐤 Many L&D functions embrace a framework known as 70:20:10 in which 70 Percent of learning takes place on the job, 20 Percent of through interaction and collaboration, and 10 Percent through formal learning interventions such as classroom training and digital curricula. These percentages are general guidelines and vary by industry and Organisation. 𝐒𝐲𝐬𝐭𝐞𝐦 𝐚𝐧𝐝 𝐋𝐞𝐚𝐫𝐧𝐢𝐧𝐠-𝐓𝐞𝐜𝐡 𝐀𝐩𝐩𝐥𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬 The most significant Enablers for just-in-time learning are technology platforms and applications. Examples include next-Generation learning-Management systems, Virtual classrooms, mobile-learning Apps, embedded performance-support systems, polling software, learning-video platforms, learning-assessment and measurement platforms, massive open online courses (MOOCs) and cloud based platforms. L&D leaders must make sure that learning technologies fit into an overall system architecture that includes functionality to support the entire talent cycle, including Recruitment, On boarding, Performance Management, L&D, Real time feedback tools, Career Management, Succession Planning, and Rewards and Recognition. Human Capital is more important than ever and will be the primary factor in sustaining competitive advantage over the next few years. L&D leaders are increasingly aware of the challenges created by the Fourth Industrial Revolution, but few have implemented large scale transformation programs, and rest are slowly adapting their strategy and curricula as needed. The leaders of L&D functions need to revolutionize their approach by creating a learning strategy that aligns with business strategy and by identifying and enabling the capabilities needed to achieve success. This approach will result in robust curricula that employ every relevant and available learning method and technology. The most effective companies will invest in innovative L&D programs, remain flexible and agile, and build the Human talent needed to master the digital age. 𝐌𝐚𝐩𝐩𝐢𝐧𝐠 𝐭𝐡𝐞 𝐀𝐜𝐚𝐝𝐞𝐦𝐢𝐞𝐬 Enabling agile learning Organisations: Structuring Options for L&D L&D Governance: The key to earning a seat at the table Optimizing the Partnership with IT Learning-needs Analysis: Cracking the Code Seven Essential elements of a lifelong long-learning mind set Shaping individual development along the S-curve Maximizing learning impact: The role of authentic confidence Curation: moving beyond content management How to improve employee engagement with digital learning Changing mind-sets and behaviours: our role in personal and organisational change Harnessing analytics to shape the learning-and-development agenda Proven strategies to integrate immersive learning into your organisation Maintaining the impact of feedback for learning and behaviour change Research indicates that 23 percent of L&D functions are completely centralized, 64 Percent are Hybrid and 27 percent are decentralized while 4 percent of respondents didn’t know their L&D structure. However, hybrid models can create communication and coordination challenges by blurring lines and causing confusion about who is in charge of what. Regardless of reporting structure, an engaged, influential L&D governing body and an executive learning council are crucial to ensure alignment between L&D and the Organisation. 𝐌𝐢𝐧𝐝𝐬𝐞𝐭 Open-minded, willing to try new ideas, Can-Do Attitude, clarity On Your Organisation’s goals in L&D, space to be Creative. 𝐒𝐤𝐢𝐥𝐥𝐬𝐞𝐭 Self-Awareness, learning management strategy, Business Acumen, Interpersonal skills. 𝐃𝐚𝐭𝐚𝐬𝐞𝐭 Organisational Goals/KPIs, learner’s data, Benchmark data, L&D Data. 𝐓𝐨𝐨𝐥𝐬𝐞𝐭 Company strategy, Benchmark report, continued professional Development process, resources When it comes to L&D demonstrating value, we need to get a lot more explicit. We need to make it easy for all our stakeholders to see what we bring to the table and how that will benefit them. Begin with evaluation; establishing where our function is currently. Start with your run team, or, if you are a sole L&D practioners, with yourself. Do a skillset audit, perhaps run a 360 degree reviews so that you get a more holistic, rounded view of where you are at and identify any gaps. You have to get data, because it will show you and others what the situation is. There are some really good benchmarking tools available which enable us to run health checks against the wider organisation, such as the Emerald works health check (Towards Maturity Benchmark). You can also take part in surveys such as the CIPD annual learning and skills survey to get some generic results about where the L&D industry is and, again, you can benchmark yourself against that data. There may also be industry-specific benchmarks to get involved with, which can help you understand your own industry view of people development. One L&D survey is the Global Sentiment Survey run by Donald H Taylor. Management is, finally, about how to make humans and their organisations more effective-and because humans stubbornly cling to their propensity to be, well, human-there will never be “the one best way” but there’s almost always a better way....Management will keep looking for it. Appreciating Your Reading Skills! Quintillion HR Solutions 𝐈 𝐂𝐨𝐧𝐬𝐮𝐥𝐭𝐢𝐧𝐠 𝐈 𝐑𝐞𝐜𝐫𝐮𝐢𝐭𝐦𝐞𝐧𝐭 𝐈 𝐇𝐑 𝐌𝐚𝐧𝐚𝐠𝐞𝐦𝐞𝐧𝐭 𝐈 𝐇𝐑 𝐓𝐫𝐚𝐧𝐬𝐟𝐨𝐫𝐦𝐚𝐭𝐢𝐨𝐧 𝐈

𝐓𝐡𝐞 𝐏𝐫𝐢𝐦𝐞𝐫 Arguably the most practical tool and greatest potential for organisational management is the emergences of predictive analytics. Fitz – Enz and Mattox II Analytics present a tremendous opportunity to help organisations understanding what they don’t you know... by identifying trends and patterns, HR Professionals and management teams can make better strategic decisions about the workforce challenge that they may soon face.–Huselid We define ‘Predictive HR Analysis’ as the systematic application of predictive modelling using inferential statistics to existing HR people – related data in order to inform judgements about possible casual factors driving key HR – related performance indicators. The result of this modelling can be used [where appropriate] to make tangible predictions about particular results or people outcomes’ Put simply, we take the sophisticated statistics and quantitative analysis techniques that scientists use to predict things [such as what may cause heart disease or what might help to cure cancer] and apply them to information. We hold about people in organisation furthermore, where appropriate, we can also then apply these predictive models to make tangible predictions about particular results or outcomes [Eg employee or organisational behaviour], that we might expect to find, given certain conditions. 𝐇𝐮𝐦𝐚𝐧 𝐂𝐚𝐩𝐢𝐭𝐚𝐥 𝐃𝐚𝐭𝐚 𝐬𝐭𝐨𝐫𝐚𝐠𝐞 𝐚𝐧𝐝 ‘𝐁𝐢𝐠 [𝐇𝐑] 𝐝𝐚𝐭𝐚’ 𝐦𝐚𝐧𝐢𝐩𝐮𝐥𝐚𝐭𝐢𝐨𝐧 To be able to realize the potential of predictive HR analytics all of us are reliant upon what current and historical data is available. Predictive HR analytics relies completely on good data; we cannot look for patterns in data when the available data is limited and sketchy. The success of HR analytics is completely reliant on the availability of good people – related information. Increasingly HR functions are not necessarily faced with the problem of there being a lack of data availability – they are not necessarily faced with problem that there is too much data to know what to do with. Thus a challenge often faced by an HR analytics team is what to do with all the people – related data; one of the biggest challenges is getting that Data into the right format for analysis. Skills and Qualifications Measure of particular competencies Training attended Levels of employee engagement Customer satisfaction data Performance appraisal records Pay, Bonus and remuneration data 𝐀𝐧𝐚𝐥𝐲𝐬𝐢𝐬 𝐃𝐞𝐬𝐜𝐫𝐢𝐩𝐭𝐢𝐯𝐞 𝐀𝐧𝐚𝐥𝐲𝐬𝐢𝐬: Answerer the question: ‘What happened?’ this type of analysis summarises raw data to understand what has occurred, based on historical data, and helps to uncover patterns that can offers insights to explain the reasons for the occurrence. This allows learning from past behaviours and understanding how they might influence future outcome. 𝐃𝐢𝐚𝐠𝐧𝐨𝐬𝐭𝐢𝐜𝐬 𝐀𝐧𝐚𝐥𝐲𝐬𝐢𝐬: Answerer the question: ‘Why did it happen?’ In this type of analysis typically there are measures about the relationship between two variables, and motivation is to go beyond ‘what happened’ to understanding what the driver or explain for what happened? This knowledge can then allow us to take actions that enforce a designed outcome or militate against an undesired one, for instance, job satisfaction vs. retention; engagement vs. profitability; culture vs. Turnover; ethics vs. Profit; job satisfaction vs. Customer satisfaction. 𝐏𝐫𝐞𝐝𝐢𝐜𝐭𝐢𝐯𝐞 𝐀𝐧𝐚𝐥𝐲𝐬𝐢𝐬: Answer the question: what is likely to happen?’ uses a variety of statistical techniques to determine the probable future outcomes of an event, or likelihood of situation occurring. Note that, different than in the mentioned diagnosis analysis, there is a clear implication on the direction of causation. A causal relationship exists where the occurrence of one event is liked to another. For instance, recruiting source predicts retention; a change in professional Social network profile predicts absenteeism; training programmes predicts sales outcomes; projected return on investment [ROI] of new talent retention solution; forecast ROI of new compensation arrangements 𝐀𝐩𝐩𝐫𝐨𝐚𝐜𝐡 𝐭𝐨 𝐇𝐑 𝐚𝐧𝐚𝐥𝐲𝐭𝐢𝐜𝐬 Ü Define the Problems Ü Format Hypotheses Ü Collect Data Ü Analysis Data Ü Derive Insights Ü Build Recommendations Ü Visualize and Tell a Story Ü Execute and Evaluate 𝐇𝐑 𝐀𝐧𝐚𝐥𝐲𝐭𝐢𝐜𝐬 – 𝐈𝐤𝐢𝐠𝐚𝐢 On behavioural data requires a unique combination of experience across these four major domains 𝐂𝐨𝐦𝐩𝐮𝐭𝐢𝐧𝐠: How hardware and software work together to ingest, store, manipulate and output Data. 𝐇𝐮𝐦𝐚𝐧 𝐁𝐞𝐡𝐚𝐯𝐢𝐨𝐮𝐫: The science of behaviour is commonly known as psychology and has numerous subcategories and specialities. In HR Analytics, a subfield known as social psychology [and often one of its sub-disciplines, industrial organisational Psychology] is Primary branch of behavioural science which applies. 𝐒𝐭𝐚𝐭𝐢𝐬𝐭𝐢𝐜𝐬 𝐚𝐧𝐝 𝐑𝐞𝐬𝐞𝐚𝐫𝐜𝐡 𝐌𝐞𝐭𝐡𝐨𝐝𝐬: Statistics is the group of mathematical principles concerned with analytical principles concerned with analysis and interpretation of data. Research methods are the techniques and strategies leveraged to gather Data for such analysis. 𝐁𝐮𝐬𝐢𝐧𝐞𝐬𝐬 𝐀𝐜𝐮𝐦𝐞𝐧: Though Business Acumen is often a very generic term used to describe ambiguous competencies, in this application business acumen understands the practical business application of the insights gained and the context in which you are operating. In the same way that Ikigai comes together to create balance across an individual’s life, these four areas of expertise hold their own critical worth when doing HR Analytics Well. 𝐏𝐚𝐫𝐞𝐧𝐭𝐡𝐞𝐭𝐢𝐜𝐚𝐥 𝐑𝐞𝐦𝐚𝐫𝐤𝐬 “Everything that can be counted does not necessarily count and everything that counts cannot necessarily be counted” - Einstein Appreciating Your Reading Skills! Quintillion HR Solutions 𝐈 𝐂𝐨𝐧𝐬𝐮𝐥𝐭𝐢𝐧𝐠 𝐈 𝐑𝐞𝐜𝐫𝐮𝐢𝐭𝐦𝐞𝐧𝐭 𝐈 𝐇𝐑 𝐌𝐚𝐧𝐚𝐠𝐞𝐦𝐞𝐧𝐭 𝐈 𝐇𝐑 𝐓𝐫𝐚𝐧𝐬𝐟𝐨𝐫𝐦𝐚𝐭𝐢𝐨𝐧 𝐈

𝐓𝐡𝐞 𝐏𝐫𝐢𝐦𝐞𝐫 Work, Workers, and Organisations are changing in significant ways, and at an ever increasing rate, and there is every reason to believe that both the degree and the rate of change will continue to increase, most of these changes have significant and profound implications for how talent should be managed. 𝐌𝐚𝐧𝐚𝐠𝐢𝐧𝐠 𝐭𝐡𝐞 𝐓𝐚𝐥𝐞𝐧𝐭 The systematic identification of key positions which deferentially contribute to the organisation’s sustainable competitive advantage, the development of a talent pool high - potential and high-Performing incumbents to fill these roles, and the development of a differentiated human resource architecture to facilitate filling these positions with competent incumbents, and to ensure their continued commitment to the organisations. A Practices Approach Focused on the Presence of key HR practices A People Approach Focused on the Categorization of People Strategic Pools Approach Reframing Succession around Talent Pools and Talent Supply Chains A Position Approach Focus on the identification of Key Positions “A Performance – Driven Version of Talent Management is Very Common in Talent Management Process” The Process through which Organisation Anticipate and meet their needs for Talent in Strategic Jobs. 𝐀𝐁𝐂 𝐧𝐨𝐭𝐢𝐨𝐧 𝐨𝐟 𝐓𝐚𝐥𝐞𝐧𝐭 𝐌𝐚𝐧𝐚𝐠𝐞𝐦𝐞𝐧𝐭 Jack Welch’s vitality curve, where these are really good performers [the ‘A’ Players], really poor performers [the ‘C’ Players] and most struck in an average category [the ‘B’ Players] implicit in this notion is the idea that performance is dispositional, so that the goal is to hire ‘A’ Players and get rid of the ‘C’ Players. The entire field of management, however, is dedicated to the proposition that performance is not entirely dispositional, but also product of context, especially of Management Practices. Talent Management as the process through which organisations meet their needs for Talent Management as the process through which organisation meet their needs for Talent in strategic Jobs [Talent as those individuals who are currently or have the potential to contribute differentially to firm performance by occupying strategic jobs as those jobs in which exemplary individual performance contributes to a firm’s competitive advantage.] 𝐓𝐡𝐞 𝐎𝐫𝐠𝐚𝐧𝐢𝐬𝐚𝐭𝐢𝐨𝐧𝐚𝐥 𝐌𝐚𝐧 𝐌𝐨𝐝𝐞𝐥 𝐨𝐟 𝐓𝐚𝐥𝐞𝐧𝐭 𝐌𝐚𝐧𝐚𝐠𝐞𝐦𝐞𝐧𝐭 This model was designed to provide a steady supply of internal talent capable of filling strategic jobs, which still consisted almost entirely managerial and executive jobs. In this model, the companies developed their own talent pools, with the goal of creating a sufficient supply of internal Talent to fill senior [Strategic] jobs well into the future. Companies developed and made substantial investments in identifying individuals with the potentials to become executives including the use of psychological, vocational, and intelligence testing. Careers and career planning unfolded within all large corporations, with internal advancement in training regular movements within the firm to provide development Opportunities. 𝐓𝐡𝐞 𝐅𝐮𝐭𝐮𝐫𝐞 𝐨𝐟 𝐓𝐚𝐥𝐞𝐧𝐭 𝐌𝐚𝐧𝐚𝐠𝐞𝐦𝐞𝐧𝐭 The challenges associated with managing human capital are the top of the list of concerns for organisational leaders around the world. The conference Board surveyed more than 600 global CEOs and asked them to select the top challenges facing their companies in the coming years from the list of twenty two challenges including issues as diverse as slow-ing economy growth in emerging markets, income inequality, growing trade protectionism, increasing global competition, and political instability, the respondents identified developing ‘next –gen’ leaders and the failure to attract and retain top Talents as their top ranked issues related to human capitals as their top global business challenges every year. Yet the sometime, good data that describe the actual practices of companies are extremely difficult to find, and so we are left with drawing inferences from source of information that are indirect to learn what is really happening in Talent Management. The response in this situation has been asking the Government to help them solve Talent – Management challenges that employees face. That response comes in two forms. The first, which is prominent in many developed countries, is to ask the government to open up immigration from the other countries. Another way to think about this is to extend the Poaching model to other countries. Not surprisingly for this model is the preferred solution for many businesses groups, and they have led the lobbying campaigns to increase immigration of permanent or, especially in the united states, temporary employment of foreign workers from lower-wage countries. In the United States, this move has been especially prominent in the prominent in the Information-Technology sector, where new college graduates can often contribute immediately. The second response is through the post secondary education system, pressing Government – Supported Colleges to Increase the number of graduates in STEM fields, which include the engineering and IT fields, where new graduates can most easily contribute without training. To that extent these campaigns succeed in increasing the supply of candidates when employees want to hire, they obviously undermine traditional models of Talent Management, at least for positions where it is possible for new hires to contribute quickly. The middle – term future of Talent management is likely to be dominated by three important challenges. The first is whether employers will reengage in the development of Talent. The Second challenge is whether the internal mobility of Talent will become more purposeful. The final question is whether employers will integrate in any systematic way the growing use of outsourcing and non-employee labor into their regular Talent – Management Thinking 𝐏𝐚𝐫𝐞𝐧𝐭𝐡𝐞𝐭𝐢𝐜𝐚𝐥 𝐑𝐞𝐦𝐚𝐫𝐤𝐬 Talent Management in the middle of the 2010 is looks quite different than it did generation ago and it is a fair that looks different again ten years. The hope for those who take the mission of Talent Management Seriously is that it will be more purposeful and evidence – based than it has evolved to be now. Appreciating your reading Skills! Quintillion HR Solutions 𝐈 𝐂𝐨𝐧𝐬𝐮𝐥𝐭𝐢𝐧𝐠 𝐈 𝐑𝐞𝐜𝐫𝐮𝐢𝐭𝐦𝐞𝐧𝐭 𝐈 𝐇𝐑 𝐌𝐚𝐧𝐚𝐠𝐞𝐦𝐞𝐧𝐭 𝐈 𝐇𝐑 𝐓𝐫𝐚𝐧𝐬𝐟𝐨𝐫𝐦𝐚𝐭𝐢𝐨𝐧 𝐈

𝐓𝐡𝐞 𝐏𝐫𝐢𝐦𝐞𝐫 HR Function is an Organisation that is charges with obtaining and maintaining qualified employees to meet the organisation’s need to fulfill that mission, human resources is accountable for a number key results areas and management competencies. However, the function originally was considerably less significant to an organisation. As organisations changed, so did the needs of their employees. People who formerly had been independent and personally responsible for their income, working conditions, and hours now depended on their employer for these things. This change led to a demand for safer working conditions shorter hours and better pay. To meet these demands, organisations required someone with the appropriate “People skills”. 𝐂𝐚𝐭𝐞𝐠𝐨𝐫𝐢𝐞𝐬 Human resource strategic Management Workforce planning and selection Training and organisational development Total Rewards Employee and Labour Relations Safety and Security Human resources Information System and Metrics Diversity and Equal employment Opportunity Operational Dimensions Human Resources facilities and Equipment Human Resources Organisation Human Resources Stuff We are living in a time when a new economic paradigm-characterized by speed, innovation, short cycle times, quality, and customer satisfaction-is high lighting the importance of intangible assets, such as bring reorganization, knowledge, Innovation, and particularly human Capital the most potent action. HR mangers can take to ensure their strategic contribution is to develop measurement system that convincingly showcases HR’s impact on business performance. To design such a measurement system, HR managers must adopt a dramatically different perspective, one that focuses on how human resources can play a central role in implementing the firms’ strategy. With a properly developed strategic HR architecture, managers throughout the firm can understand exactly how people create value and how to measure the Value-Creation Process. Learning to serve as strategic partners isn’t just a way for HR practitioners to justify their existence or defend their Turf, with the right mind-set and measurement tools, the HR Architecture can mean the difference between a company that’s just keeping pace with the competition and one that is surging ahead. 𝐈𝐧𝐭𝐚𝐧𝐠𝐢𝐛𝐥𝐞 𝐀𝐬𝐬𝐞𝐭𝐬 - 𝐓𝐚𝐧𝐠𝐢𝐛𝐥𝐞 𝐁𝐞𝐧𝐞𝐟𝐢𝐭𝐬 The increasing importance of organisational capabilities is much more than academic speculation. Developed Countries equity markets also reflects this shift specifically these markets have shown a consistent widening in the ratio of the market value of the Firm [shareholder’s assessment of the firm’s value] to its book Value [The shareholder’s initial investment]. This ratio has more than double in the last ten years alone. This phenomenon is widespread, but it’s particularly noteworthy in companies that rely heavily on intellectual capitals as their source of competitive advantage. Some of these firms have invented entirely new business models based largely on intangible assets. These results are striking for several reasons. Many financial analysts are now including intangibles in their valuations models. These findings are the ability to execute strategy may be more important than the strategy itself. 𝐇𝐑 𝐚𝐫𝐜𝐡𝐢𝐭𝐞𝐜𝐭𝐮𝐫𝐞 - 𝐒𝐭𝐫𝐚𝐭𝐞𝐠𝐢𝐜 𝐀𝐬𝐬𝐞𝐭 If the focus of the corporate strategy is to create sustained competitive advantage, the focus of HR strategy is equally straightforward. It is to maximize the contribution of HR towards that same goal, thereby creating values for shareholders 𝐇𝐑 𝐅𝐮𝐧𝐜𝐭𝐢𝐨𝐧𝐬-𝐇𝐑 𝐩𝐫𝐨𝐟𝐞𝐬𝐬𝐢𝐨𝐧𝐚𝐥𝐬-𝐒𝐭𝐫𝐚𝐭𝐞𝐠𝐢𝐜 𝐂𝐨𝐦𝐩𝐞𝐭𝐞𝐧𝐜𝐢𝐞𝐬 The foundation of strategic HR roles is the three dimensions of the “Value chain” represented by the firm’s HR architecture: The function, the system, and the employee Behaviors. Thinking about HR’s influence on firm performance requires a focus on multiple levels of analysis. We use the term “HR architecture” to broadly describe the continuum from the HR professional within the HR-related policies and practices, through the competencies, motivations, and associated behaviors of the firm’s employees. 𝐇𝐑 𝐒𝐲𝐬𝐭𝐞𝐦 The HR system is the lynchpin of HR’s strategic influence. The model of this system advocated in this book is what we call a high-performance work system [HPWS]. In an HPWS, each element of the HR system is designed to maximize the overall quality of human capital throughout the organisation. To build and maintain a stock of talented human capital, an HPWS does Link its selection and promotion decision to validate competency models, Develops strategies that provide timely and effective support for the skills demanded by the firm’s strategy implementation and Enacts compensation and performance management policies that attract, retain, and motivate high-performance employees The Laws of system thinking systematically is a foundational competency for several steps, because certain step requires understanding what happens when multiple systems intersect. Today’s Problems come from the Yesterday’s Solutions The Early Way out Usually Leads Back In Cause and Effects Are Not Closely Related In Time and Space The Highest Leverage Points Are Often the Least Obvious Cutting an Elephant in Half Doesn’t Get You Two Smaller Elephants; It Gets You A Mess 𝐒𝐭𝐫𝐚𝐭𝐞𝐠𝐢𝐜 𝐄𝐦𝐩𝐥𝐨𝐲𝐞𝐞 𝐁𝐞𝐡𝐚𝐯𝐢𝐨𝐮𝐫𝐬 Ultimately any discussion of the strategic role of Human Resources or Human Capital will implicitly focus on the productive behaviors of the people in the organisation. In one sense this almost tautological since it is only through behaviors that human beings can influence their environment. We are interested, however, in certain types of employee behaviors and not others. Importance of aligning organisational process and support systems so that they encourage and motivate an understanding of the “Big Picture” similarly, we define strategic behaviors as the subset of productive behaviors that directly serve to implement the firm’s strategy. These strategic behaviors will fall into two general categories. The first would be core behavior that flow directly from behavioral core competencies defined by the firm. The behaviors that are considered fundamental to the success of the firm, across all business units and levels. The second are situation-specific behaviors that are essential at key points in the firm’s or business units value chain. The model recognizes the importance of both intangible and tangible assets and of financial and non-financial measures. It also acknowledges the complex, value-generating connections among the complex, value-generating connections among the firm’s customers, operations, employees, and technology, and integrates HR’s role in unprecedented way. ~ Hope is like a Road in the Country; there was never a road but when People walk on it, the Road Comes into Existence ~ Appreciating your reading Skills! Quintillion HR Solutions 𝐈 𝐂𝐨𝐧𝐬𝐮𝐥𝐭𝐢𝐧𝐠 𝐈 𝐑𝐞𝐜𝐫𝐮𝐢𝐭𝐦𝐞𝐧𝐭 𝐈 𝐇𝐑 𝐌𝐚𝐧𝐚𝐠𝐞𝐦𝐞𝐧𝐭 𝐈 𝐇𝐑 𝐓𝐫𝐚𝐧𝐬𝐟𝐨𝐫𝐦𝐚𝐭𝐢𝐨𝐧 𝐈