IT consultant & strategist, lover of good for all. Personal motto: A little learning is a dangerous thing. Drink deep, or taste not the Pierian Spring!
Liam Neeson's wife died from a fall on a beginner ski slope. Most people don't realize the most dangerous thing you can feel after hitting your head is fine.
Natasha Richardson stood up laughing at Mont Tremblant in 2009 and sent the ambulance away. The paramedics turned around without ever seeing her. Four hours passed before a hospital admitted her, and by then the bleed was unsurvivable.
Doctors call it the lucid interval. Her fall fractured the skull near the middle meningeal artery, which began bleeding into the space between the skull and the brain's outer covering. The brain has no pain receptors. While the pooling blood stays under the volume your skull can compensate for, you feel nothing. You joke with the ski patrol. You decline the ride.
Then compensation runs out. The clot forces the brain downward toward the brain stem, the part that runs your breathing. Symptoms only appear once the pressure is already critical. For Richardson that was a headache back at her hotel, roughly two hours after the fall.
The cruelest detail: an epidural hematoma is one of the most fixable emergencies in neurosurgery. A surgeon drills into the skull, drains the clot, seals the artery. Caught inside the window, patients frequently walk out of the hospital days later. ER doctors have a name for the cases that aren't caught. Talk and die syndrome. Between 20 and 50% of epidural hematoma patients get a lucid interval first.
And the bleed is arterial, meaning it pumps at full blood pressure into a closed box, while the nearest neurosurgeon was 80 miles away in Montreal.
If you ever hit your head hard enough to see stars, feeling okay for the first few hours proves nothing. That's the exact stretch when the deadliest bleed in the book feels like a bump.
Dear @channelstv@ARISEtv@tvcnewsng@NTANewsNow, please when next you go for a media briefing with FCT Minister @GovWike, kindly ask him about the following:
1. Cows taking over roads, now including highways, in Abuja
2. Waste collection and mountains of refuse in various parts of town
3. Swarms of young children, who should be in school, begging at traffic lights and junctions under the supervision of adults sitting under nearby trees.
4. The pandemic of driving “one-way” against traffic.
5. Aggressive street traders, especially the ones selling windscreen wiper blades, who insist on putting their hands on your windscreen.
6. All commercial vehicles, including Keke, that believe that traffic lights don’t apply to them.
Others may have other things to add but it would be good to get answers to these first.
Thank you.
It takes quite a lot to get me to cancel you. Unfortunately, I have added @OraimoNG to the list. The spirit of Nigerian "anyhowness" has caught up with them. Very poor shoddy service, poorer communication, and poorest sense of obligation. Tueh...
Not sure the magnitude of this is fully understood: Israel has wiped out 2,700 families in Gaza, leaving 6,000+ people as the sole survivors of entire bloodlines. This is the result of deliberate policy, pursued with full knowledge of its effects. This is not war. It is genocide.
Nothing to see here, just a UN official telling you Israel is blocking 10,000 trucks worth of desperately-needed aid from Gaza. 10,000.
Why bother reporting it?
11 more dead yesterday.
No mention in western media.
No names. No faces.
Imagine 11 Israelis were killed, it would be saturation news.
But they're Palestinians and our media has to pretend there's a ceasefire
So silence it is.
The company hired me to lead their "Agile Transformation."
I don't know what Agile means.
Nobody does.
That's why it works.
I make $425,000 a year.
To move sticky notes.
From left to right.
On a board.
The board is digital now.
The sticky notes cost $80,000 in Jira licenses.
Progress.
Day one, I said "we need to break down silos."
Everyone nodded.
Silos are bad.
I don't know why.
But destroying them is a career.
My career.
I introduced "squads."
Squads are teams.
But disrupted.
We disrupted the teams into teams.
Different names.
Same people.
Same problems.
But Agile problems now.
Agile problems are strategic.
A senior engineer asked what we're actually changing.
I said, "The mindset."
He asked what that means.
I said, "It's a journey."
He asked where we're going.
I said, "Toward agility."
He asked what agility means.
I pointed at the sticky notes.
They were moving left to right.
That's velocity.
We have velocity now.
The VP of Engineering said two-week sprints don't fit their work.
I said, "That's waterfall thinking."
Waterfall is bad.
Like silos.
I don't know what waterfall is.
But I know it's bad.
She stopped talking.
Waterfall accusations end conversations.
We had a retrospective.
In the retro, we discussed what went wrong.
Everything went wrong.
We put it on sticky notes.
Then we moved the sticky notes.
Into a column called "Parking Lot."
The Parking Lot is where problems go to die.
It's full.
We don't look at it.
That's agile.
Velocity is up 40%.
I defined velocity.
I also defined the points.
I also defined the stories.
We're crushing it.
At the things I made up.
To measure.
Ourselves.
The CEO asked for ROI.
I showed a chart.
The chart went up.
Charts should go up.
This one did.
I didn't label the Y-axis.
Nobody asked.
Leadership is confidence.
We do standups now.
Every day.
We stand.
For 45 minutes.
Standing is agile.
Sitting is waterfall.
My legs hurt.
But we're transforming.
The transformation is now "Phase 3."
Phase 1 was assessment.
Phase 2 was implementation.
Phase 3 is "continuous improvement."
Continuous means forever.
Forever means job security.
I'm very secure.
My contract was extended.
Three more years.
For "cultural impact."
The culture is confused.
But impacted.
Agile transformation isn't about being agile.
It's about transforming.
Continuously.
Toward more transformation.
The destination is the journey.
The journey is billable.
The company hired me to lead their "Agile Transformation."
I don't know what Agile means.
Nobody does.
That's why it works.
I make $425,000 a year.
To move sticky notes.
From left to right.
On a board.
The board is digital now.
The sticky notes cost $80,000 in Jira licenses.
Progress.
Day one, I said "we need to break down silos."
Everyone nodded.
Silos are bad.
I don't know why.
But destroying them is a career.
My career.
I introduced "squads."
Squads are teams.
But disrupted.
We disrupted the teams into teams.
Different names.
Same people.
Same problems.
But Agile problems now.
Agile problems are strategic.
A senior engineer asked what we're actually changing.
I said, "The mindset."
He asked what that means.
I said, "It's a journey."
He asked where we're going.
I said, "Toward agility."
He asked what agility means.
I pointed at the sticky notes.
They were moving left to right.
That's velocity.
We have velocity now.
The VP of Engineering said two-week sprints don't fit their work.
I said, "That's waterfall thinking."
Waterfall is bad.
Like silos.
I don't know what waterfall is.
But I know it's bad.
She stopped talking.
Waterfall accusations end conversations.
We had a retrospective.
In the retro, we discussed what went wrong.
Everything went wrong.
We put it on sticky notes.
Then we moved the sticky notes.
Into a column called "Parking Lot."
The Parking Lot is where problems go to die.
It's full.
We don't look at it.
That's agile.
Velocity is up 40%.
I defined velocity.
I also defined the points.
I also defined the stories.
We're crushing it.
At the things I made up.
To measure.
Ourselves.
The CEO asked for ROI.
I showed a chart.
The chart went up.
Charts should go up.
This one did.
I didn't label the Y-axis.
Nobody asked.
Leadership is confidence.
We do standups now.
Every day.
We stand.
For 45 minutes.
Standing is agile.
Sitting is waterfall.
My legs hurt.
But we're transforming.
The transformation is now "Phase 3."
Phase 1 was assessment.
Phase 2 was implementation.
Phase 3 is "continuous improvement."
Continuous means forever.
Forever means job security.
I'm very secure.
My contract was extended.
Three more years.
For "cultural impact."
The culture is confused.
But impacted.
Agile transformation isn't about being agile.
It's about transforming.
Continuously.
Toward more transformation.
The destination is the journey.
The journey is billable.
As far as I'm concerned, #BloodDiamond was Leo DiCaprio's best movie. He was meant to win an Oscar for that. I still shed tears no matter how many times I watch it. Outstanding performance.
Visit the @UBAGroup branch at Ministry of Justice, Abuja. Fantastic and quick service. Oh, and very friendly. The tellers, customer service and the supervisors #ubacfc@ubagroup.com @[email protected]#uba
46 children. 46 children. 46 children.
How in the world is this ok? 46,000 didn’t matter to them, why would 46.
Where is that peace deal and ceasefire? When are we going to disarm Netanyahu?
What a ridiculous post. This is not how ceasefires work, killing over 100 people is the opposite of a ceasefire.
For the 1000th time, “Israel says” is not journalism.
It is not about the hostages. Israel is trying to make the place uninhabitable for natives, by terrorizing them. Actually HAS BEEN trying to make it uninhabitable for natives for (at least) the past half century.
They didn’t “hit” a bus. Israel slaughtered a family of 11.
Now imagine that saying Hamas “hit” a bus killing 11 in Tel Aviv.
No chance the BBC would frame it that way.
This is how genocide is facilitated.
Anyone who believed Israel had any intention of sticking to the ceasefire once the hostages were gotten should come to me. I wish to sell you the Golden Gate bridge for a very affordable amount.
Israel just assassinated 2 Lebanese Shiite architects involved in reconstruction of the destroyed residences at their border. They realized it is more effective to kill architects than fighters.
Something is profoundly disgusting about that state --and its supporters.