-- https://www.phpmyadmin.net/
--

START TRANSACTION;



--
-- Database: `oig`
--

-- --------------------------------------------------------

--
-- Table structure for table `academic_titles`
--

CREATE TABLE `academic_titles` (
  `id` bigint(20) UNSIGNED NOT NULL,
  `name` varchar(255) COLLATE utf8mb4_unicode_ci NOT NULL,
  `created_at` timestamp NULL DEFAULT NULL,
  `updated_at` timestamp NULL DEFAULT NULL,
  `deleted_at` timestamp NULL DEFAULT NULL
) ENGINE=InnoDB DEFAULT CHARSET=utf8mb4 COLLATE=utf8mb4_unicode_ci;

--
-- Dumping data for table `academic_titles`
--

INSERT INTO `academic_titles` (`id`, `name`, `created_at`, `updated_at`, `deleted_at`) VALUES
(1, 'Associate Professor', NULL, '2022-11-11 23:08:26', NULL),
(2, 'Research Student', NULL, NULL, NULL),
(3, 'Doctorate Scholor', NULL, NULL, NULL),
(4, 'Professor', '2022-11-11 22:59:37', '2022-11-11 23:08:17', NULL),
(5, 'Senior Lecturer', '2022-11-11 23:08:33', '2022-11-11 23:08:33', NULL),
(6, 'Lecturer', '2022-11-11 23:08:39', '2022-11-11 23:08:39', NULL),
(7, 'Associate Lecturer', '2022-11-11 23:08:48', '2022-11-11 23:08:48', NULL),
(8, 'Faculty Member', '2022-11-11 23:09:15', '2022-11-11 23:09:15', NULL),
(9, 'Senior Research Fellow', '2022-11-11 23:09:24', '2022-11-11 23:09:24', NULL),
(10, 'Research Fellow', '2022-11-11 23:09:32', '2022-11-11 23:09:32', NULL),
(11, 'Student', '2022-11-11 23:10:01', '2022-11-11 23:10:01', NULL),
(12, 'University Professor', '2022-11-11 23:10:57', '2022-11-11 23:10:57', NULL),
(13, 'Research Scientist', '2022-11-11 23:11:29', '2022-11-11 23:11:29', NULL),
(14, 'Librarian', '2022-11-11 23:12:10', '2022-11-11 23:12:10', NULL),
(15, 'Instructor', '2022-11-11 23:12:18', '2022-11-11 23:12:18', NULL),
(16, 'Research Associate', '2022-11-11 23:12:32', '2022-11-11 23:12:32', NULL);

-- --------------------------------------------------------

--
-- Table structure for table `academic_title_user`
--

CREATE TABLE `academic_title_user` (
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  `academic_title_id` bigint(20) UNSIGNED NOT NULL
) ENGINE=InnoDB DEFAULT CHARSET=utf8mb4 COLLATE=utf8mb4_unicode_ci;

--
-- Dumping data for table `academic_title_user`
--

INSERT INTO `academic_title_user` (`user_id`, `academic_title_id`) VALUES
(5, 1),
(5, 2),
(2, 1),
(2, 8),
(7, 3),
(7, 8),
(3, 1),
(3, 8),
(8, 6),
(8, 4),
(9, 13),
(9, 2),
(9, 11),
(9, 12),
(11, 1),
(11, 3),
(11, 8),
(11, 15),
(11, 5),
(11, 9),
(12, 8),
(12, 15),
(12, 14),
(12, 4),
(12, 16),
(12, 10),
(13, 1),
(13, 3),
(13, 8),
(13, 15),
(13, 10),
(13, 13),
(13, 2),
(13, 5),
(13, 9),
(13, 12);

-- --------------------------------------------------------

--
-- Table structure for table `area_of_expertises`
--

CREATE TABLE `area_of_expertises` (
  `id` bigint(20) UNSIGNED NOT NULL,
  `name` varchar(255) COLLATE utf8mb4_unicode_ci NOT NULL,
  `created_at` timestamp NULL DEFAULT NULL,
  `updated_at` timestamp NULL DEFAULT NULL,
  `deleted_at` timestamp NULL DEFAULT NULL
) ENGINE=InnoDB DEFAULT CHARSET=utf8mb4 COLLATE=utf8mb4_unicode_ci;

--
-- Dumping data for table `area_of_expertises`
--

INSERT INTO `area_of_expertises` (`id`, `name`, `created_at`, `updated_at`, `deleted_at`) VALUES
(1, 'Data Science', NULL, NULL, NULL),
(2, 'ML, AI', NULL, '2022-11-11 23:00:59', '2022-11-11 23:00:59'),
(3, 'Philosophy', NULL, NULL, NULL),
(4, 'Communication', '2022-11-11 23:00:20', '2022-11-11 23:00:20', NULL),
(5, 'Leadership', '2022-11-11 23:00:26', '2022-11-11 23:00:26', NULL),
(6, 'Time Management', '2022-11-11 23:00:36', '2022-11-11 23:00:36', NULL),
(7, 'Artificial intelligence', '2022-11-11 23:00:50', '2022-11-11 23:00:50', NULL),
(8, 'Cloud computing', '2022-11-11 23:01:05', '2022-11-11 23:01:05', NULL),
(9, 'Cybersecurity', '2022-11-11 23:01:11', '2022-11-11 23:01:11', NULL),
(10, 'Machine learning', '2022-11-11 23:01:17', '2022-11-11 23:01:17', NULL),
(11, 'Automation', '2022-11-11 23:04:06', '2022-11-11 23:04:06', NULL),
(12, 'Development (applications and software)', '2022-11-11 23:04:16', '2022-11-11 23:04:16', NULL),
(13, 'Coding', '2022-11-11 23:04:22', '2022-11-11 23:04:22', NULL),
(14, 'Problem-solving', '2022-11-11 23:04:37', '2022-11-11 23:04:37', NULL),
(15, 'Strong communication skills', '2022-11-11 23:04:43', '2022-11-11 23:04:43', NULL),
(16, 'Good with teamwork', '2022-11-11 23:04:48', '2022-11-11 23:04:48', NULL),
(17, 'Good time management', '2022-11-11 23:04:53', '2022-11-11 23:04:53', NULL),
(18, 'Customer service', '2022-11-11 23:06:50', '2022-11-11 23:06:50', NULL),
(19, 'Decision-making', '2022-11-11 23:07:43', '2022-11-11 23:07:43', NULL),
(20, 'Integrity', '2022-11-11 23:07:48', '2022-11-11 23:07:48', NULL);

-- --------------------------------------------------------

--
-- Table structure for table `area_of_expertise_user`
--

CREATE TABLE `area_of_expertise_user` (
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  `area_of_expertise_id` bigint(20) UNSIGNED NOT NULL
) ENGINE=InnoDB DEFAULT CHARSET=utf8mb4 COLLATE=utf8mb4_unicode_ci;

--
-- Dumping data for table `area_of_expertise_user`
--

INSERT INTO `area_of_expertise_user` (`user_id`, `area_of_expertise_id`) VALUES
(5, 1),
(5, 2),
(2, 8),
(2, 4),
(7, 8),
(7, 13),
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(12, 12),
(13, 11),
(13, 8),
(13, 13),
(13, 3),
(13, 14);

-- --------------------------------------------------------

--
-- Table structure for table `countries`
--

CREATE TABLE `countries` (
  `id` bigint(20) UNSIGNED NOT NULL,
  `name` varchar(200) COLLATE utf8mb4_unicode_ci NOT NULL,
  `status` varchar(10) COLLATE utf8mb4_unicode_ci NOT NULL DEFAULT '',
  `created_at` timestamp NULL DEFAULT NULL,
  `updated_at` timestamp NULL DEFAULT NULL,
  `deleted_at` timestamp NULL DEFAULT NULL
) ENGINE=InnoDB DEFAULT CHARSET=utf8mb4 COLLATE=utf8mb4_unicode_ci;

--
-- Dumping data for table `countries`
--

INSERT INTO `countries` (`id`, `name`, `status`, `created_at`, `updated_at`, `deleted_at`) VALUES
(1, 'Afghanistan', 'active', NULL, NULL, NULL),
(2, 'Albania', 'active', NULL, NULL, NULL),
(3, 'Algeria', 'active', NULL, NULL, NULL),
(4, 'American Samoa', 'active', NULL, NULL, NULL),
(5, 'Andorra', 'active', NULL, NULL, NULL),
(6, 'Angola', 'active', NULL, NULL, NULL),
(7, 'Anguilla', 'active', NULL, NULL, NULL),
(8, 'Antarctica', 'active', NULL, NULL, NULL),
(9, 'Antigua And Barbuda', 'active', NULL, NULL, NULL),
(10, 'Argentina', 'active', NULL, NULL, NULL),
(11, 'Armenia', 'active', NULL, NULL, NULL),
(12, 'Aruba', 'active', NULL, NULL, NULL),
(13, 'Australia', 'active', NULL, NULL, NULL),
(14, 'Austria', 'active', NULL, NULL, NULL),
(15, 'Azerbaijan', 'active', NULL, NULL, NULL),
(16, 'Bahamas The', 'active', NULL, NULL, NULL),
(17, 'Bahrain', 'active', NULL, NULL, NULL),
(18, 'Bangladesh', 'active', NULL, NULL, NULL),
(19, 'Barbados', 'active', NULL, NULL, NULL),
(20, 'Belarus', 'active', NULL, NULL, NULL),
(21, 'Belgium', 'active', NULL, NULL, NULL),
(22, 'Belize', 'active', NULL, NULL, NULL),
(23, 'Benin', 'active', NULL, NULL, NULL),
(24, 'Bermuda', 'active', NULL, NULL, NULL),
(25, 'Bhutan', 'active', NULL, NULL, NULL),
(26, 'Bolivia', 'active', NULL, NULL, NULL),
(27, 'Bosnia and Herzegovina', 'active', NULL, NULL, NULL),
(28, 'Botswana', 'active', NULL, NULL, NULL),
(29, 'Bouvet Island', 'active', NULL, NULL, NULL),
(30, 'Brazil', 'active', NULL, NULL, NULL),
(31, 'British Indian Ocean Territory', 'active', NULL, NULL, NULL),
(32, 'Brunei', 'active', NULL, NULL, NULL),
(33, 'Bulgaria', 'active', NULL, NULL, NULL),
(34, 'Burkina Faso', 'active', NULL, NULL, NULL),
(35, 'Burundi', 'active', NULL, NULL, NULL),
(36, 'Cambodia', 'active', NULL, NULL, NULL),
(37, 'Cameroon', 'active', NULL, NULL, NULL),
(38, 'Canada', 'active', NULL, NULL, NULL),
(39, 'Cape Verde', 'active', NULL, NULL, NULL),
(40, 'Cayman Islands', 'active', NULL, NULL, NULL),
(41, 'Central African Republic', 'active', NULL, NULL, NULL),
(42, 'Chad', 'active', NULL, NULL, NULL),
(43, 'Chile', 'active', NULL, NULL, NULL),
(44, 'China', 'active', NULL, NULL, NULL),
(45, 'Christmas Island', 'active', NULL, NULL, NULL),
(46, 'Cocos (Keeling) Islands', 'active', NULL, NULL, NULL),
(47, 'Colombia', 'active', NULL, NULL, NULL),
(48, 'Comoros', 'active', NULL, NULL, NULL),
(49, 'Congo', 'active', NULL, NULL, NULL),
(50, 'Congo The Democratic Republic Of The', 'active', NULL, NULL, NULL),
(51, 'Cook Islands', 'active', NULL, NULL, NULL),
(52, 'Costa Rica', 'active', NULL, NULL, NULL),
(53, 'Cote D Ivoire (Ivory Coast)', 'active', NULL, NULL, NULL),
(54, 'Croatia (Hrvatska)', 'active', NULL, NULL, NULL),
(55, 'Cuba', 'active', NULL, NULL, NULL),
(56, 'Cyprus', 'active', NULL, NULL, NULL),
(57, 'Czech Republic', 'active', NULL, NULL, NULL),
(58, 'Denmark', 'active', NULL, NULL, NULL),
(59, 'Djibouti', 'active', NULL, NULL, NULL),
(60, 'Dominica', 'active', NULL, NULL, NULL),
(61, 'Dominican Republic', 'active', NULL, NULL, NULL),
(62, 'East Timor', 'active', NULL, NULL, NULL),
(63, 'Ecuador', 'active', NULL, NULL, NULL),
(64, 'Egypt', 'active', NULL, NULL, NULL),
(65, 'El Salvador', 'active', NULL, NULL, NULL),
(66, 'Equatorial Guinea', 'active', NULL, NULL, NULL),
(67, 'Eritrea', 'active', NULL, NULL, NULL),
(68, 'Estonia', 'active', NULL, NULL, NULL),
(69, 'Ethiopia', 'active', NULL, NULL, NULL),
(70, 'External Territories of Australia', 'active', NULL, NULL, NULL),
(71, 'Falkland Islands', 'active', NULL, NULL, NULL),
(72, 'Faroe Islands', 'active', NULL, NULL, NULL),
(73, 'Fiji Islands', 'active', NULL, NULL, NULL),
(74, 'Finland', 'active', NULL, NULL, NULL),
(75, 'France', 'active', NULL, NULL, NULL),
(76, 'French Guiana', 'active', NULL, NULL, NULL),
(77, 'French Polynesia', 'active', NULL, NULL, NULL),
(78, 'French Southern Territories', 'active', NULL, NULL, NULL),
(79, 'Gabon', 'active', NULL, NULL, NULL),
(80, 'Gambia The', 'active', NULL, NULL, NULL),
(81, 'Georgia', 'active', NULL, NULL, NULL),
(82, 'Germany', 'active', NULL, NULL, NULL),
(83, 'Ghana', 'active', NULL, NULL, NULL),
(84, 'Gibraltar', 'active', NULL, NULL, NULL),
(85, 'Greece', 'active', NULL, NULL, NULL),
(86, 'Greenland', 'active', NULL, NULL, NULL),
(87, 'Grenada', 'active', NULL, NULL, NULL),
(88, 'Guadeloupe', 'active', NULL, NULL, NULL),
(89, 'Guam', 'active', NULL, NULL, NULL),
(90, 'Guatemala', 'active', NULL, NULL, NULL),
(91, 'Guernsey and Alderney', 'active', NULL, NULL, NULL),
(92, 'Guinea', 'active', NULL, NULL, NULL),
(93, 'Guinea-Bissau', 'active', NULL, NULL, NULL),
(94, 'Guyana', 'active', NULL, NULL, NULL),
(95, 'Haiti', 'active', NULL, NULL, NULL),
(96, 'Heard and McDonald Islands', 'active', NULL, NULL, NULL),
(97, 'Honduras', 'active', NULL, NULL, NULL),
(98, 'Hong Kong S.A.R.', 'active', NULL, NULL, NULL),
(99, 'Hungary', 'active', NULL, NULL, NULL),
(100, 'Iceland', 'active', NULL, NULL, NULL),
(101, 'India', 'active', NULL, NULL, NULL),
(102, 'Indonesia', 'active', NULL, NULL, NULL),
(103, 'Iran', 'active', NULL, NULL, NULL),
(104, 'Iraq', 'active', NULL, NULL, NULL),
(105, 'Ireland', 'active', NULL, NULL, NULL),
(106, 'Israel', 'active', NULL, NULL, NULL),
(107, 'Italy', 'active', NULL, NULL, NULL),
(108, 'Jamaica', 'active', NULL, NULL, NULL),
(109, 'Japan', 'active', NULL, NULL, NULL),
(110, 'Jersey', 'active', NULL, NULL, NULL),
(111, 'Jordan', 'active', NULL, NULL, NULL),
(112, 'Kazakhstan', 'active', NULL, NULL, NULL),
(113, 'Kenya', 'active', NULL, NULL, NULL),
(114, 'Kiribati', 'active', NULL, NULL, NULL),
(115, 'Korea North', 'active', NULL, NULL, NULL),
(116, 'Korea South', 'active', NULL, NULL, NULL),
(117, 'Kuwait', 'active', NULL, NULL, NULL),
(118, 'Kyrgyzstan', 'active', NULL, NULL, NULL),
(119, 'Laos', 'active', NULL, NULL, NULL),
(120, 'Latvia', 'active', NULL, NULL, NULL),
(121, 'Lebanon', 'active', NULL, NULL, NULL),
(122, 'Lesotho', 'active', NULL, NULL, NULL),
(123, 'Liberia', 'active', NULL, NULL, NULL),
(124, 'Libya', 'active', NULL, NULL, NULL),
(125, 'Liechtenstein', 'active', NULL, NULL, NULL),
(126, 'Lithuania', 'active', NULL, NULL, NULL),
(127, 'Luxembourg', 'active', NULL, NULL, NULL),
(128, 'Macau S.A.R.', 'active', NULL, NULL, NULL),
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(131, 'Malawi', 'active', NULL, NULL, NULL),
(132, 'Malaysia', 'active', NULL, NULL, NULL),
(133, 'Maldives', 'active', NULL, NULL, NULL),
(134, 'Mali', 'active', NULL, NULL, NULL),
(135, 'Malta', 'active', NULL, NULL, NULL),
(136, 'Man (Isle of)', 'active', NULL, NULL, NULL),
(137, 'Marshall Islands', 'active', NULL, NULL, NULL),
(138, 'Martinique', 'active', NULL, NULL, NULL),
(139, 'Mauritania', 'active', NULL, NULL, NULL),
(140, 'Mauritius', 'active', NULL, NULL, NULL),
(141, 'Mayotte', 'active', NULL, NULL, NULL),
(142, 'Mexico', 'active', NULL, NULL, NULL),
(143, 'Micronesia', 'active', NULL, NULL, NULL),
(144, 'Moldova', 'active', NULL, NULL, NULL),
(145, 'Monaco', 'active', NULL, NULL, NULL),
(146, 'Mongolia', 'active', NULL, NULL, NULL),
(147, 'Montserrat', 'active', NULL, NULL, NULL),
(148, 'Morocco', 'active', NULL, NULL, NULL),
(149, 'Mozambique', 'active', NULL, NULL, NULL),
(150, 'Myanmar', 'active', NULL, NULL, NULL),
(151, 'Namibia', 'active', NULL, NULL, NULL),
(152, 'Nauru', 'active', NULL, NULL, NULL),
(153, 'Nepal', 'active', NULL, NULL, NULL),
(154, 'Netherlands Antilles', 'active', NULL, NULL, NULL),
(155, 'Netherlands The', 'active', NULL, NULL, NULL),
(156, 'New Caledonia', 'active', NULL, NULL, NULL),
(157, 'New Zealand', 'active', NULL, NULL, NULL),
(158, 'Nicaragua', 'active', NULL, NULL, NULL),
(159, 'Niger', 'active', NULL, NULL, NULL),
(160, 'Nigeria', 'active', NULL, NULL, NULL),
(161, 'Niue', 'active', NULL, NULL, NULL),
(162, 'Norfolk Island', 'active', NULL, NULL, NULL),
(163, 'Northern Mariana Islands', 'active', NULL, NULL, NULL),
(164, 'Norway', 'active', NULL, NULL, NULL),
(165, 'Oman', 'active', NULL, NULL, NULL),
(166, 'Pakistan', 'active', NULL, NULL, NULL),
(167, 'Palau', 'active', NULL, NULL, NULL),
(168, 'Palestinian Territory Occupied', 'active', NULL, NULL, NULL),
(169, 'Panama', 'active', NULL, NULL, NULL),
(170, 'Papua new Guinea', 'active', NULL, NULL, NULL),
(171, 'Paraguay', 'active', NULL, NULL, NULL),
(172, 'Peru', 'active', NULL, NULL, NULL),
(173, 'Philippines', 'active', NULL, NULL, NULL),
(174, 'Pitcairn Island', 'active', NULL, NULL, NULL),
(175, 'Poland', 'active', NULL, NULL, NULL),
(176, 'Portugal', 'active', NULL, NULL, NULL),
(177, 'Puerto Rico', 'active', NULL, NULL, NULL),
(178, 'Qatar', 'active', NULL, NULL, NULL),
(179, 'Reunion', 'active', NULL, NULL, NULL),
(180, 'Romania', 'active', NULL, NULL, NULL),
(181, 'Russia', 'active', NULL, NULL, NULL),
(182, 'Rwanda', 'active', NULL, NULL, NULL),
(183, 'Saint Helena', 'active', NULL, NULL, NULL),
(184, 'Saint Kitts And Nevis', 'active', NULL, NULL, NULL),
(185, 'Saint Lucia', 'active', NULL, NULL, NULL),
(186, 'Saint Pierre and Miquelon', 'active', NULL, NULL, NULL),
(187, 'Saint Vincent And The Grenadines', 'active', NULL, NULL, NULL),
(188, 'Samoa', 'active', NULL, NULL, NULL),
(189, 'San Marino', 'active', NULL, NULL, NULL),
(190, 'Sao Tome and Principe', 'active', NULL, NULL, NULL),
(191, 'Saudi Arabia', 'active', NULL, NULL, NULL),
(192, 'Senegal', 'active', NULL, NULL, NULL),
(193, 'Serbia', 'active', NULL, NULL, NULL),
(194, 'Seychelles', 'active', NULL, NULL, NULL),
(195, 'Sierra Leone', 'active', NULL, NULL, NULL),
(196, 'Singapore', 'active', NULL, NULL, NULL),
(197, 'Slovakia', 'active', NULL, NULL, NULL),
(198, 'Slovenia', 'active', NULL, NULL, NULL),
(199, 'Smaller Territories of the UK', 'active', NULL, NULL, NULL),
(200, 'Solomon Islands', 'active', NULL, NULL, NULL),
(201, 'Somalia', 'active', NULL, NULL, NULL),
(202, 'South Africa', 'active', NULL, NULL, NULL),
(203, 'South Georgia', 'active', NULL, NULL, NULL),
(204, 'South Sudan', 'active', NULL, NULL, NULL),
(205, 'Spain', 'active', NULL, NULL, NULL),
(206, 'Sri Lanka', 'active', NULL, NULL, NULL),
(207, 'Sudan', 'active', NULL, NULL, NULL),
(208, 'Suriname', 'active', NULL, NULL, NULL),
(209, 'Svalbard And Jan Mayen Islands', 'active', NULL, NULL, NULL),
(210, 'Swaziland', 'active', NULL, NULL, NULL),
(211, 'Sweden', 'active', NULL, NULL, NULL),
(212, 'Switzerland', 'active', NULL, NULL, NULL),
(213, 'Syria', 'active', NULL, NULL, NULL),
(214, 'Taiwan', 'active', NULL, NULL, NULL),
(215, 'Tajikistan', 'active', NULL, NULL, NULL),
(216, 'Tanzania', 'active', NULL, NULL, NULL),
(217, 'Thailand', 'active', NULL, NULL, NULL),
(218, 'Togo', 'active', NULL, NULL, NULL),
(219, 'Tokelau', 'active', NULL, NULL, NULL),
(220, 'Tonga', 'active', NULL, NULL, NULL),
(221, 'Trinidad And Tobago', 'active', NULL, NULL, NULL),
(222, 'Tunisia', 'active', NULL, NULL, NULL),
(223, 'Turkey', 'active', NULL, NULL, NULL),
(224, 'Turkmenistan', 'active', NULL, NULL, NULL),
(225, 'Turks And Caicos Islands', 'active', NULL, NULL, NULL),
(226, 'Tuvalu', 'active', NULL, NULL, NULL),
(227, 'Uganda', 'active', NULL, NULL, NULL),
(228, 'Ukraine', 'active', NULL, NULL, NULL),
(229, 'United Arab Emirates', 'active', NULL, NULL, NULL),
(230, 'United Kingdom', 'active', NULL, NULL, NULL),
(231, 'United States', 'active', NULL, NULL, NULL),
(232, 'United States Minor Outlying Islands', 'active', NULL, NULL, NULL),
(233, 'Uruguay', 'active', NULL, NULL, NULL),
(234, 'Uzbekistan', 'active', NULL, NULL, NULL),
(235, 'Vanuatu', 'active', NULL, NULL, NULL),
(236, 'Vatican City State (Holy See)', 'active', NULL, NULL, NULL),
(237, 'Venezuela', 'active', NULL, NULL, NULL),
(238, 'Vietnam', 'active', NULL, NULL, NULL),
(239, 'Virgin Islands (British)', 'active', NULL, NULL, NULL),
(240, 'Virgin Islands (US)', 'active', NULL, NULL, NULL),
(241, 'Wallis And Futuna Islands', 'active', NULL, NULL, NULL),
(242, 'Western Sahara', 'active', NULL, NULL, NULL),
(243, 'Yemen', 'active', NULL, NULL, NULL),
(244, 'Yugoslavia', 'active', NULL, NULL, NULL),
(245, 'Zambia', 'active', NULL, NULL, NULL),
(246, 'Zimbabwe', 'active', NULL, NULL, NULL),
(247, 'Central Asia', 'active', NULL, NULL, NULL),
(248, 'East Asia', 'active', NULL, NULL, NULL),
(249, 'Indochina', 'active', NULL, NULL, NULL),
(250, 'South Pacific', 'active', NULL, NULL, NULL),
(251, 'Caribbean ', 'active', NULL, NULL, NULL),
(252, 'Global ', 'active', NULL, NULL, NULL);

-- --------------------------------------------------------

--
-- Table structure for table `keywords`
--

CREATE TABLE `keywords` (
  `id` bigint(20) UNSIGNED NOT NULL,
  `name` varchar(255) COLLATE utf8mb4_unicode_ci NOT NULL,
  `order_by` int(11) NOT NULL,
  `status` varchar(10) COLLATE utf8mb4_unicode_ci NOT NULL,
  `created_at` timestamp NULL DEFAULT NULL,
  `updated_at` timestamp NULL DEFAULT NULL
) ENGINE=InnoDB DEFAULT CHARSET=utf8mb4 COLLATE=utf8mb4_unicode_ci;

--
-- Dumping data for table `keywords`
--

INSERT INTO `keywords` (`id`, `name`, `order_by`, `status`, `created_at`, `updated_at`) VALUES
(1, '﻿abbandono', 1, 'active', NULL, NULL),
(2, 'abilità, ', 1, 'active', NULL, NULL),
(3, 'aborto', 1, 'active', NULL, NULL),
(4, 'abuso ', 1, 'active', NULL, NULL),
(5, 'abuso Fisico', 1, 'active', NULL, NULL),
(6, 'abuso sessuale', 1, 'active', NULL, NULL),
(7, 'accesso all`impiego', 1, 'active', NULL, NULL),
(8, 'adattamento', 1, 'active', NULL, NULL),
(9, 'adolescenti', 1, 'active', NULL, NULL),
(10, 'adozione ', 1, 'active', NULL, NULL),
(11, 'adulti ', 1, 'active', NULL, NULL),
(12, 'affettività', 1, 'active', NULL, NULL),
(13, 'affettività', 1, 'active', NULL, NULL),
(14, 'affidamento', 1, 'active', NULL, NULL),
(15, 'aggregazionismo ambiente ', 1, 'active', NULL, NULL),
(16, 'aggressività ', 1, 'active', NULL, NULL),
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-- --------------------------------------------------------

--
-- Table structure for table `keyword_research_article`
--

CREATE TABLE `keyword_research_article` (
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--
-- Dumping data for table `keyword_research_article`
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-- --------------------------------------------------------

--
-- Table structure for table `media`
--

CREATE TABLE `media` (
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  `model_type` varchar(255) COLLATE utf8mb4_unicode_ci NOT NULL,
  `model_id` bigint(20) UNSIGNED NOT NULL,
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  `name` varchar(255) COLLATE utf8mb4_unicode_ci NOT NULL,
  `file_name` varchar(255) COLLATE utf8mb4_unicode_ci NOT NULL,
  `mime_type` varchar(255) COLLATE utf8mb4_unicode_ci DEFAULT NULL,
  `disk` varchar(255) COLLATE utf8mb4_unicode_ci NOT NULL,
  `conversions_disk` varchar(255) COLLATE utf8mb4_unicode_ci DEFAULT NULL,
  `size` bigint(20) UNSIGNED NOT NULL,
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  `order_column` int(10) UNSIGNED DEFAULT NULL,
  `created_at` timestamp NULL DEFAULT NULL,
  `updated_at` timestamp NULL DEFAULT NULL
) ENGINE=InnoDB DEFAULT CHARSET=utf8mb4 COLLATE=utf8mb4_unicode_ci;

-- --------------------------------------------------------

--
-- Table structure for table `migrations`
--

CREATE TABLE `migrations` (
  `id` int(10) UNSIGNED NOT NULL,
  `migration` varchar(255) COLLATE utf8mb4_unicode_ci NOT NULL,
  `batch` int(11) NOT NULL
) ENGINE=InnoDB DEFAULT CHARSET=utf8mb4 COLLATE=utf8mb4_unicode_ci;

--
-- Dumping data for table `migrations`
--

INSERT INTO `migrations` (`id`, `migration`, `batch`) VALUES
(1, '2014_10_12_100000_create_password_resets_table', 1),
(2, '2019_12_14_000001_create_personal_access_tokens_table', 1),
(3, '2022_10_26_000001_create_media_table', 1),
(4, '2022_10_26_000002_create_permissions_table', 1),
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-- --------------------------------------------------------

--
-- Table structure for table `password_resets`
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--
-- Dumping data for table `password_resets`
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-- --------------------------------------------------------

--
-- Table structure for table `permissions`
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--
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-- --------------------------------------------------------

--
-- Table structure for table `permission_role`
--

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--
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-- --------------------------------------------------------

--
-- Table structure for table `personal_access_tokens`
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-- --------------------------------------------------------

--
-- Table structure for table `research_articles`
--

CREATE TABLE `research_articles` (
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--
-- Dumping data for table `research_articles`
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INSERT INTO `research_articles` (`id`, `countries_id`, `author_user_id`, `approved_user_id`, `title`, `date_of_publication`, `author`, `geo_context`, `city`, `region_zone`, `abstract`, `links_research`, `author_module`, `evaluation_discussion`, `date_entry_module`, `status`, `approved_on`, `publish_status`, `created_at`, `updated_at`) VALUES
(1, 5, 7, 1, 'Why We All Need Philosophy', '2022-11-16', 'MARK MANSON', 'national', 'Test', 'Test record', '<p>The great philosopher Ludwig Wittgenstein was once sitting in a park having a philosophical discussion with a friend when his friend, quite animated, stood up and said loudly, “That <i>is</i> a tree! I <i>know</i> for a <i>fact</i> that that is a tree!”</p><p>An awkward pause ensued as the two men realized that passersby had stopped and were now staring at them. Wittgenstein, thinking quickly, turned to the people and said, “Do not worry, this fellow is not insane… we are merely doing philosophy.”</p><p>When most people think of philosophy, they likely imagine indecipherable books that stretch on for a thousand pages, saying and solving nothing. They envision stuffy old men in misbuttoned shirts, untied shoelaces with mismatched socks, shuffling about hallways of some archaic university, mumbling to themselves, completely unaware of the humanity around them.</p><p>As an undergraduate in university, when I told people that I was considering choosing philosophy as a major, they often looked at me with some mixture of horror and confusion, as though I had just told them I was considering shoving a stick of butter up my ass. One friend even went as far as to say, “Dude, why would you do that to yourself?”</p><p>Philosophy has been a favorite punching bag for centuries. The criticisms are worn and weathered: philosophy doesn’t actually <i>solve </i>anything; philosophers simply argue about arguing; science tells us all we need to know, therefore philosophy is no longer relevant, and so on.</p><p>These criticisms are hardly new. And they haven’t been limited to whinging college students or skeptical parents either. In fact, the critics have been many of the famous philosophers themselves. Albert Camus vehemently insisted that he was <i>not</i> a philosopher and would correct journalists if they referred to him as one. Schopenhauer considered most of the philosophers of his day—stalwarts such as Hegel, Fichte, and Schelling—to be navel-gazing hucksters and frauds. Karl Marx even went so far as to write, “Philosophy stands in the same relation to the study of the actual world as masturbation to sexual love.”<a href=\"https://markmanson.net/why-we-all-need-philosophy#footnote-1\">1</a></p><p>Ouch…</p><p>But it was those intellectual titans of our age—Monty Python—who perhaps captured these criticisms best with their classic satirical bit, “Philosophy Football:”</p>', 'https://markmanson.net/why-we-all-need-philosophy', 'MARK MANSON', '<p>Philosophy can help us live more meaningful lives and build better societies. We just need a framework of philosophy that fits our modern-day problems.</p>', '2022-11-16', 'active', '2022-11-16 01:34:24', 'approved', '2022-11-16 07:51:17', '2022-11-16 07:51:17'),
(2, 4, 7, 1, 'How to Grow Up: A Guide to Being Human', '2022-11-16', 'MARK MANSON', 'international', 'test', NULL, '<p>When I was like four years old, despite my mother warning me not to, I put my finger on a hot stove. The stove was red and bright and shiny and I knew yummy food came from it, so the allure was irresistible.</p><p>That day I learned an important lesson: really hot things suck. They burn you. And you want to avoid touching them again.</p><p>Around the same time, I made another important discovery. The ice cream that my parents would treat me on occasion was stored in the freezer, on a shelf that could be easily accessed if I stood on my tippy toes.</p><p>One day, while my mother was in the other room (poor mom), I grabbed the ice cream, sat on the floor, and proceeded to engorge myself with my bare hands.</p><p>It was the closest I would come to an orgasm for another ten years. If there was a heaven in my little four-year-old mind, I had just found it. Fucking perfection. My own little bucket of Elysium filled with congealed divinity.</p><p>As the ice cream began to melt, I smeared an extra helping across my face, letting it dribble all over my shirt, practically bathing in that sweet, sweet goodness.&nbsp;<i>Oh yes, glorious sugary-milk, share with me your secrets, for today I will know greatness.</i></p><p>…then my mom walked in. And all hell broke loose—including but not limited to a much-needed bath. I learned a lesson that day too. Stealing ice cream and then dumping it all over yourself and the kitchen floor makes your mother extremely angry. And angry mothers suck. They are not pleasant to be around. They scold you and punish you. And that day, much like the day with the stove, I learned <i>what not to do</i>.</p><p>But there was a third, meta-lesson going on here as well. It was a simple lesson—a lesson so obvious that we don’t even notice when it happens. But this lesson was actually far more important than the other lessons: <strong>eating ice cream is better than being burned.</strong></p><p>That might not strike you as profound. But it is. That’s because it’s a value judgment. <i>Ice cream is better than hot stoves. I prefer sugary sweetness in my mouth than a bit of fire on my hand</i>. It’s a discovery of preference and, therefore, prioritization. It’s the knowledge that one thing in the world is preferable to the other and, therefore, all future behaviors will consider that fact.</p><p>And this is the job of drooly little four-year-olds. To explore ceaselessly. To discover the world around them—to determine what <i>feels good</i> and what&nbsp;<i>feels bad—</i>and then create value hierarchies out of this knowledge. Ice cream is better than being burned. Playing with the dog is more fun than playing with a rock. Sunny days are better than rainy days. Coloring is more fun to me than singing. These feelings of pleasure and pain become the bedrock of all our preferences and knowledge going forward in life and actually lay the foundation for what will become our identity later.</p>', 'https://markmanson.net/how-to-grow-up', 'MARK MANSON', '<p>Learning how to grow up and be more mature starts with knowing what you truly value. Being an adult means sticking to your values, even when it\'s not popular or doesn\'t benefit you.</p>', '2022-11-16', 'active', '2022-11-16 13:34:31', 'approved_modification', '2022-11-16 07:52:45', '2022-11-16 08:04:35'),
(3, 6, 7, 1, 'How to Cultivate Wisdom', '2022-11-16', 'MARK MANSON', 'local', NULL, NULL, '<h3>1. What Evolution Tells Us</h3><p>When most people think of evolution, they assume that it’s an all-or-nothing affair. Ducks with a big beak are able to eat more than ducks with little beaks, therefore big-beaked ducks survive and reproduce and the little-beaked Spoonbill Ducks die off. This is how evolution is generally taught in high school.</p><p>But most of the time, evolution is not this simple. For example, imagine a species that could be either violent or non-violent. What usually happens is that instead of it being optimal for every member of a species to be either 100% violent or 100% non-violent, it’s optimal for like 40% of a population to be violent and 60% to be non-violent. This is because the balance and interplay between the violent and non-violent members of the same species actually produces better outcomes than if the species was all one way or the other.</p><p>In biology, this is known as <i>evolutionary stable strategies </i>and you see them everywhere. Having too many violent organisms creates chaos. Having too many non-violent organisms invites predators. But a nice mixture of both ends up making everybody better off. It’s by having a <i>diversity</i> of traits within the population that the whole species survives and thrives.</p><p>This happens with humans as well. If every human was extremely extraverted, that would probably be bad (nobody would ever shut the fuck up). But if every human was highly introverted, that would <i>also</i> be bad. By generating a population of a nice spectrum of introverted/extraverted people, we end up with a more functional, well-rounded society. You can make this same case for tons of human traits. We need people who are both uptight/relaxed, both logical/<a href=\"https://markmanson.net/boring-ways-to-become-more-creative\">creative</a>, both compassionate/dispassionate, etc.</p><p>As Temple Grandin says, “The world needs all kinds of minds.”</p><h3>2. The Genius of Democracy</h3><p>This, in a nutshell, is the genius of democracy: it’s built to <i>accentuate</i> rather than suppress diversity. And not just diversity of race, gender, or religion, but <a href=\"https://markmanson.net/diversify-your-identity\">diversity of personality</a>, interests, <a href=\"https://markmanson.net/why-we-all-need-philosophy\">philosophies</a>, and worldly pursuits. Democratic systems let the wisdom of evolutionary processes play out in the social realm. This is why democratic societies tend to be more economically innovative, culturally dynamic, and physically safer than the alternatives.</p><p>Tyranny fails because it attempts to crush diversity—it removes the opportunity for evolutionary stable strategies. The same way every organism in a species being non-violent is evolutionarily suboptimal, forcing every person in a society to adopt a specific ideology, religion, or goal is socially suboptimal. It makes a society rigid and fragile. Tyranny’s desire for harmony and uniformity ultimately leads to its downfall.</p><h3>3. The Price for Diversity</h3><p>Paradoxically, the price for diversity is constant stress and <a href=\"https://markmanson.net/5-books-for-dealing-with-anxiety-and-depression\">anxiety</a>. Diversity means differences and differences mean conflict. Highly extraverted people annoy highly introverted people and vice versa. Highly religious people offend highly non-religious people and vice versa. People from rural and urban areas have different life experiences and different <a href=\"https://markmanson.net/personal-values\">values</a>. People with differing beliefs yell at each other, fight, and complain about how awful everyone else is.</p><blockquote><p>Yet this perception that everyone else is awful is evidence that everything is alright.</p></blockquote><p>The fact that we’re exposed to enough diversity of thought and lifestyle to be so annoyed by everyone demonstrates that the system is working. In a sense, democracy requires constant dissatisfaction. It’s not a bug, it’s a feature.</p><p>But these first three points are merely a preamble to what I really want to talk about: wisdom.</p>', 'https://markmanson.net/wisdom', 'MARK MANSON', '<p>What can evolution and democracy tell us about wisdom in our own personal lives? Hint: It starts with ducks.</p>', '2022-11-16', 'active', '2022-11-16 01:34:44', 'approved', '2022-11-16 07:54:38', '2022-11-16 07:54:38'),
(4, 16, 7, NULL, 'The Real Dangers of Social Media', '2022-11-16', 'MARK MANSON', 'international', NULL, NULL, '<p>When I was a kid, there were serious discussions in churches, schools, and in front of Congress about whether the music my friends and I listened to might be satanic.</p><p>I remember my friend’s mother making him throw away all of his Metallica tapes. I remember hiding the parental warning labels when asking my mom to buy the new Pantera album. I can still see my father breaking my Bone Thugs-N-Harmony CD in half when he realized they dropped more F-Bombs than Nixon in Cambodia.</p><figure class=\"image\"><img src=\"https://markmanson.net/wp-content/uploads/2021/06/twisted-sister-album-cover-780x778.png\" alt=\"\" srcset=\"/wp-content/uploads/2021/06/twisted-sister-album-cover-780x778.png 780w, /wp-content/uploads/2021/06/twisted-sister-album-cover-300x299.png 300w, /wp-content/uploads/2021/06/twisted-sister-album-cover-250x250.png 250w, /wp-content/uploads/2021/06/twisted-sister-album-cover-768x766.png 768w, /wp-content/uploads/2021/06/twisted-sister-album-cover-640x639.png 640w, /wp-content/uploads/2021/06/twisted-sister-album-cover.png 1400w\" sizes=\"100vw\" width=\"780\"></figure><p>In case anyone asks, this is the album that caused the downfall of human civilization.</p><p>By the time I reached adolescence, the grown-ups had moved on from offensive music and commenced their hysterics over the corruptive forces of violent video games. The Columbine Massacre in 1999 was peak hand-wringing about violent entertainment. Back then, <a href=\"https://markmanson.net/school-shootings\">school shootings</a> were still a rare occurrence. And it was only fitting that such an incomprehensible act be explained by such a new and incomprehensible form of entertainment.</p><figure class=\"image\"><img src=\"https://markmanson.net/wp-content/uploads/2021/06/violent-video-games.png\" alt=\"\" srcset=\"/wp-content/uploads/2021/06/violent-video-games.png 600w, /wp-content/uploads/2021/06/violent-video-games-300x225.png 300w\" sizes=\"100vw\" width=\"600\"></figure><p>Sorry. Correction. This video game is what caused the downfall of human civilization.</p><p>Today, we chuckle at the hair metal bands of the late eighties as innocent fun while the shocking hip hop of the early nineties has evolved into a cornerstone of our modern culture. And after hundreds of studies across multiple decades, the American Psychological Association reports that they still haven’t found any evidence that playing video games motivates people to commit violence.<a href=\"https://markmanson.net/social-media#footnote-1\">1</a></p><p>Time has resolved our collective anxiety. The new has become the old, the shocking has become the expected. Yet, today we find ourselves in the grips of another moral panic—this time around social media.</p>', 'https://markmanson.net/social-media', 'MARK MANSON', '<p>Social media is blamed for many of today\'s social ills, but this only serves to shield us from the harsh reality that it is us who are at fault.</p>', '2022-11-16', 'active', NULL, 'submitted', '2022-11-16 07:56:05', '2022-11-16 07:56:05'),
(5, 13, 3, 1, 'Sample article', '2022-11-17', 'Sample Author', 'national', 'test', 'test', '<p>test test</p>', 'http://oig.boscosofttech.in/public/admin/research-articles/create', 'Sample Author', '<p>Sample test&nbsp;</p>', '2022-11-17', 'active', '2022-11-17 09:53:48', 'approved_modification', '2022-11-17 03:29:28', '2022-11-17 04:24:06'),
(6, 4, 8, NULL, 'When the 80/20 Rule Fails: The Downside of Being Effective', '2022-11-18', 'JAMES CLEAR', 'national', 'New York', 'North America', '<p>Audrey Hepburn was an icon.</p><p>Rising to fame in the 1950s, she was one of the greatest actresses of her era. In 1953, Hepburn became the first actress to win an Academy Award, a Golden Globe Award, and a BAFTA Award for a single performance: her leading role in the romantic comedy&nbsp;<em>Roman Holiday</em>.</p><p>Even today, over half a century later, she remains one of just 15 people to earn an &ldquo;EGOT&rdquo; by winning all four major entertainment awards: Emmy, Grammy, Oscar, and Tony. By the 1960s, she was averaging more than one new film per year and, by everyone&#39;s estimation, she was on a trajectory to be a movie star for decades to come.</p><p>But then something funny happened: she stopped acting.</p><p>Despite being in her 30s and at the height of her popularity, Hepburn basically stopped appearing in films after 1967. She would perform in television shows or movies just five times during the rest of her life.</p><p>Instead, she switched careers. She spent the next 25 years working tirelessly for UNICEF, the arm of the United Nations that provides food and healthcare to children in war-torn countries. She performed volunteer work throughout Africa, South America, and Asia.</p><p>Hepburn&#39;s first act was on stage. Her next act was one of service. In December 1992, she was awarded the Presidential Medal of Freedom for her efforts, which is the highest civilian award of the United States.</p><p>We will return to her story in a moment.</p><p><strong>Efficient vs. Effective</strong></p><p>You get one, precious life. How do you decide the best way to spend your time? Productivity gurus will often suggest that you focus on being effective rather than being efficient.</p><p>Efficiency is about getting more things done. Effectiveness is about getting the&nbsp;<em>right</em>&nbsp;things done. Peter Drucker, the well-known management consultant, once encapsulated the idea by writing, &ldquo;There is nothing so useless as doing efficiently that which should not be done at all.&rdquo;</p><p>In other words, making progress is not just about being productive. It&#39;s about being productive on the right things.</p><p>But how do you decide what the &ldquo;right things&rdquo; are? One of the most trusted approaches is to use the Pareto Principle, which is more commonly known as the 80/20 Rule.</p><p>The 80/20 Rule states that, in any particular domain, a small number of things account for the majority of the results. For example, 80 percent of the land in Italy is owned by 20 percent of the people. Or, 75 percent of NBA championships are won by 20 percent of the teams. The numbers don&#39;t have to add up to 100. The point is that the majority of the results are driven by a minority of causes.</p><p><strong>The Upside of the 80/20 Rule</strong></p><p>When applied to your life and work, the 80/20 Rule can help you separate &ldquo;the vital few from the trivial many.&rdquo;</p><p>For example, business owners may discover the majority of revenue comes from a handful of important clients. The 80/20 Rule would recommend that the most effective course of action would be to focus exclusively on serving these clients (and on finding others like them) and either stop serving others or let the majority of customers gradually fade away because they account for a small portion of the bottom line.</p><p>This same strategy can be useful&nbsp;<a href=\"https://jamesclear.com/inversion\">if you practice inversion</a>&nbsp;and look at the sources of your problems. You may find that the majority of your complaints come from a handful of problem clients. The 80/20 Rule would suggest that you can clear out your backlog of customer service requests by firing these clients.</p><p>The 80/20 Rule is like a form of judo for life and work. By finding precisely the right area to apply pressure, you can get more results with less effort. It&#39;s a great strategy, and I have used it many times.</p><p>But there is a downside to this approach, as well, and it is often overlooked. To understand this pitfall, we return to Audrey Hepburn.</p><p><strong>The Downside of the 80/20 Rule</strong></p><p>Imagine it is 1967. Audrey Hepburn is in the prime of her career and trying to decide how to spend her time.</p><p>If she uses the 80/20 Rule as part of her decision-making process, she will discover a clear answer: do more romantic comedies.</p><p>Many of Hepburn&#39;s best films were romantic comedies like&nbsp;<em>Roman Holiday</em>,&nbsp;<em>Sabrina</em>,&nbsp;<em>Breakfast at Tiffany&#39;s</em>, and&nbsp;<em>Charade</em>. She starred in these four films between 1953 and 1963; by 1967, she was due for another one. They attracted large audiences, earned her awards, and were an obvious path to greater fame and fortune. Romantic comedies were&nbsp;<em>effective</em>&nbsp;for Audrey Hepburn.</p><p>In fact, even if we take into account her desire to help children through UNICEF, an 80/20 analysis might have revealed that starring in more romantic comedies was still the best option because she could have maximized her earning power and donated the additional earnings to UNICEF.</p><p>Of course, that&#39;s all well and good if she wanted to continue acting. But she didn&#39;t want to be an actress. She wanted to serve. And no reasonable analysis of the highest and best use of her time in 1967 would have suggested that volunteering for UNICEF was the most effective use of her time.</p><p>This is the downside of the 80/20 Rule: A new path will never look like the most effective option in the beginning.</p><p><strong>Optimizing for Your Past or Your Future</strong></p><p>Here&#39;s another example:</p><p>Jeff Bezos, the founder of Amazon, worked on Wall Street and climbed the corporate ladder to become senior vice-president of a hedge fund before leaving it all in 1994 to start the company.</p><p>If Bezos had applied the 80/20 Rule in 1993 in an attempt to discover the most effective areas to focus on in his career, it is virtually impossible to imagine that founding an internet company would have been on the list. At that point in time, there is no doubt that the most effective path&mdash;whether measured by financial gain, social status, or otherwise&mdash;would have been the one where he continued his career in finance.</p><p>The 80/20 Rule is calculated and determined by your&nbsp;<em>recent</em>&nbsp;effectiveness. Whatever seems like the &ldquo;highest value&rdquo; use of your time in any given moment will be dependent on your previous skills and current opportunities.</p><p>The 80/20 Rule will help you find the useful things in your past and get more of them in the future. But if you don&rsquo;t want your future to be more of your past, then you need a different approach.</p><p>The downside of being effective is that you often optimize for your past rather than for your future.</p><p><strong>Where to Go From Here</strong></p><p>Here&#39;s the good news: given enough practice and enough time, the thing that previously seemed ineffective can become very effective. You get good at what you practice.</p><p>When Audrey Hepburn dialed down her acting career in 1967, volunteering didn&#39;t seem nearly as effective. But three decades later, she received the Presidential Medal of Freedom&mdash;a remarkable feat she is unlikely to have accomplished by acting in more romantic comedies.</p><p>The process of learning a new skill or starting a new company or taking on a new adventure of any sort will often appear to be an ineffective use of time at first. Compared to the other things you already know how to do, the new thing will seem like a waste of time. It will never win the 80/20 analysis.</p><p>But that doesn&#39;t mean it&#39;s the wrong decision.</p><p>&nbsp;</p>', 'https://jamesclear.com/the-downside-of-being-effective', 'JAMES CLEAR', '<p>Even today, over half a century later, she remains one of just 15 people to earn an &ldquo;EGOT&rdquo; by winning all four major entertainment awards: Emmy, Grammy, Oscar, and Tony. By the 1960s, she was averaging more than one new film per year and, by everyone&#39;s estimation, she was on a trajectory to be a movie star for decades to come.</p><p>But then something funny happened: she stopped acting.</p><p>Despite being in her 30s and at the height of her popularity, Hepburn basically stopped appearing in films after 1967. She would perform in television shows or movies just five times during the rest of her life.</p>', '2022-11-18', 'active', NULL, 'submitted', '2022-11-17 23:35:49', '2022-11-17 23:35:49'),
(7, 1, 8, NULL, 'The Scientific Argument for Mastering One Thing at a Time', '2022-11-18', 'JAMES CLEAR', 'international', 'Los Angeles', 'California', '<p>Many people, myself included, have multiple areas of life they would like to improve. For example, I would like to reach more people with my writing, to lift heavier weights at the gym, and to start practicing mindfulness more consistently. Those are just a few of the goals I find desirable and you probably have a long list yourself.</p><p>The problem is, even if we are committed to working hard on our goals, our natural tendency is to revert back to our old habits at some point. Making a permanent lifestyle change is really difficult.</p><p>Recently, I&#39;ve come across a few research studies that (just maybe) will make these difficult lifestyle changes a little bit easier. As you&#39;ll see, however, the approach to mastering many areas of life is somewhat counterintuitive.</p><p><strong>Too Many Good Intentions</strong></p><p>If you want to master multiple habits and stick to them for good, then you need to figure out how to be consistent. How can you do that?</p><p>Well, here is one of the most robust findings from psychology research on how to actually follow through on your goals:</p><p>Research has shown that you are 2x to 3x more likely to stick with your habits if you make a specific plan for when, where, and how you will perform the behavior. For example, in one study scientists asked people to fill out this sentence: &ldquo;During the next week, I will partake in at least 20 minutes of vigorous exercise on [DAY] at [TIME OF DAY] at/in [PLACE].&rdquo;</p><p>Researchers found that people who filled out this sentence were&nbsp;<a href=\"https://jamesclear.com/implementation-intentions\">2x to 3x more likely to actually exercise</a>&nbsp;compared to a control group who did not make plans for their future behavior. Psychologists call these specific plans &ldquo;implementation intentions&rdquo; because they state when, where, and how you intend to implement a particular behavior.</p><p>This finding is well proven and has been repeated in hundreds studies across a broad range of areas. For example, implementation intentions have been found to increase the odds that people will start exercising, begin recycling, stick with studying, and even stop smoking.</p><p>However (and this is crucial to understand) follow-up research has discovered&nbsp;<strong>implementation intentions only work when you focus on one thing at a time.</strong>&nbsp;In fact, researchers found that people who tried to accomplish multiple goals were less committed and less likely to succeed than those who focused on a single goal.</p><p>This is important, so let me repeat: developing a specific plan for when, where, and how you will&nbsp;<a href=\"https://jamesclear.com/habits\">stick to a new habit</a>&nbsp;will dramatically increase the odds that you will actually follow through, but only if you focus on one thing.</p><p><strong>What Happens When You Focus on One Thing</strong></p><p>Here is another science-based reason to focus on one thing at a time:</p><p>When you begin practicing a new habit it requires a lot of conscious effort to remember to do it. After awhile, however, the pattern of behavior becomes easier. Eventually, your new habit becomes a normal routine and the process is more or less mindless and automatic.</p><p>Researchers have a fancy term for this process called &ldquo;automaticity.&rdquo; Automaticity is the ability to perform a behavior without thinking about each step, which allows the pattern to become automatic and habitual.</p><p>But here&#39;s the thing: automaticity only occurs as the result of lots of repetition and practice.&nbsp;<a href=\"https://jamesclear.com/repetitions\">The more reps you put in</a>, the more automatic a behavior becomes.</p><p>For example, this chart shows how long it takes for people to make a habit out of taking a 10-minute walk after breakfast. In the beginning, the degree of automaticity is very low. After 30 days, the habit is becoming fairly routine. After 60 days, the process is about as automatic as it can become.</p><p>The most important thing to note is that there is some &ldquo;tipping point&rdquo; at which new habits become more or less automatic. The time it takes to build a habit depends on many factors including how difficult the habit is, what your environment is like, your genetics, and more.</p><p>That said, the study cited above found the&nbsp;<a href=\"https://jamesclear.com/new-habit\">average habit takes about 66 days to become automatic</a>. (Don&#39;t put too much stock in that number. The range in the study was very wide and the only reasonable conclusion you should make is that it will take months for new habits to become sticky.)</p><p>If you want more practical ideas for breaking bad habits and creating good habits, check out my&nbsp;course&nbsp;<em><a href=\"https://courses.jamesclear-com-staging.uar9g7bv-liquidwebsites.com/p/the-habits-academy\">The Habits Academy</a>,&nbsp;</em>a&nbsp;premier training platform for organizations and individuals that are interested in building better habits in life and work.&nbsp;</p><p><strong>Change Your Life Without Changing Your Entire Life</strong></p><p>Alright, let&#39;s review what I have suggested to you so far and figure out some practical takeaways.</p><ol><li>You are 2x to 3x more likely to follow through with a habit if you make a specific plan for when, where, and how you are going to implement it. This is known as an implementation intention.</li><li>You should focus entirely on one thing. Research has found that implementation intentions do not work if you try to improve multiple habits at the same time.</li><li>Research has shown that any given habit becomes more automatic with more practice. On average, it takes at least two months for new habits to become automatic behaviors.</li></ol><p><a href=\"https://jamesclear.com/about\">This brings us to the punchline of this article&hellip;</a></p><p>The counterintuitive insight from all of this research is that the best way to change your entire life is by not changing your entire life. Instead, it is best to focus on one specific habit, work on it until you master it, and make it an automatic part of your daily life. Then, repeat the process for the next habit.</p><p>The way to master more things in the long-run is to simply focus on one thing right now.</p><p>&nbsp;</p>', 'https://jamesclear.com/master-one-thing', 'JAMES CLEAR', '<p>The most important thing to note is that there is some &ldquo;tipping point&rdquo; at which new habits become more or less automatic. The time it takes to build a habit depends on many factors including how difficult the habit is, what your environment is like, your genetics, and more.</p><p>That said, the study cited above found the&nbsp;<a href=\"https://jamesclear.com/new-habit\">average habit takes about 66 days to become automatic</a>. (Don&#39;t put too much stock in that number. The range in the study was very wide and the only reasonable conclusion you should make is that it will take months for new habits to become sticky.)</p>', '2022-11-18', 'active', NULL, 'submitted', '2022-11-17 23:44:48', '2022-11-17 23:44:48'),
(8, 4, 8, NULL, 'What I Do When I Feel Like Giving Up', '2022-11-18', 'JAMES CLEAR', 'international', 'New york', 'North America', '<p>Iam struggling today. If you&rsquo;ve ever struggled to be consistent with something you care about, maybe my struggle will resonate with you too.</p><p>It has been 939 days since November 12, 2012. That&rsquo;s the date when I first published an article on JamesClear.com and it&rsquo;s almost 2 years and 7 months ago. During these 939 mostly glorious, sometimes frustrating days, I have written a new post every Monday and Thursday. Week after week. Month after month. Year after year.</p><p><strong>Today, I Feel Like Giving Up</strong></p><p>But today? Well, today I am struggling. Today, I don&rsquo;t feel like writing. Today, I don&rsquo;t feel like sticking to the routine. Today, I don&rsquo;t feel like I have any great ideas and I don&rsquo;t feel like I have enough time to make the good ideas great. Today, I feel like giving up.</p><p>Research from the University of Pennsylvania has shown that&nbsp;<a href=\"https://jamesclear.com/mental-toughness\">grit is the characteristic linked most closely to success</a>. I could use some grit today.</p><p>Here&rsquo;s what I try to remind myself of when I feel like giving up&hellip;</p><p><strong>Your Mind is a Suggestion Engine</strong></p><p>Consider every thought you have as a suggestion, not an order. Right now, my mind is suggesting that I feel tired. It is suggesting that I give up. It is suggesting that I take an easier path.</p><p>If I pause for a moment, however, I can discover new suggestions. My mind is also suggesting that I will feel very good about accomplishing this work once it is done. It is suggesting that I will respect&nbsp;<a href=\"https://jamesclear.com/identity-based-habits\">the identity I am building</a>&nbsp;when I stick to the schedule. It is suggesting that I have the ability to finish this task, even when I don&rsquo;t feel like.</p><p>Remember, none of these suggestions are orders. They are merely options. I have the power to choose which option I follow.</p><p><strong>Discomfort Is Temporary</strong></p><p>Relative to the time in your normal day or week, nearly any habit you perform is over quickly. Your workout will be finished in an hour or two. Your report will be typed to completion by tomorrow morning. This article will be finished in just a moment.</p><p>Life is easier now than it has ever been. 300 years ago, if you didn&rsquo;t kill your own food and build your own house, you would die. Today, we whine about forgetting our iPhone charger.</p><p>Maintain perspective. Your life is good and your discomfort is temporary. Step into this moment of discomfort and let it strengthen you.</p><p><strong>You Will Never Regret Good Work Once It is Done</strong></p><p>Theodore Roosevelt famously said, &ldquo;Far and away the best prize that life has to offer is the chance to work hard at work worth doing.&rdquo; So often it seems that we want to work easily at work worth doing. We want our work to be helpful and respected, but we do not want to struggle through our work. We want our stomachs to be flat and our arms to be strong, but we do not want to grind through another workout. We want the final result, but not the failed attempts that precede it. We want the gold, but not the grind.</p><p>Anyone can want a gold medal. Few people want to train like an Olympian.</p><p>And yet, despite our resistance to it, I have never found myself feeling worse after the hard work was done. There have been days when it was damn hard to start, but it was always worth finishing. Sometimes, the simple act of showing up and having the courage to do the work, even in an average manner, is a victory worth celebrating.</p><p><strong>This Is Life</strong></p><p>Life is a constant balance between giving into the ease of distraction or overcoming the pain of discipline. It is not an exaggeration to say that our lives and our identities are defined in this delicate balance. What is life, if not the sum of a hundred thousand daily battles and tiny decisions to either gut it out or give it up?</p><p>This moment when you don&rsquo;t feel like doing the work? This is not a moment to be thrown away. This is not a dress rehearsal. This moment is your life as much as any other moment. Spend it in a way that will make you proud.</p><p><strong>Let the World Decide</strong></p><p>So, what do I do when I feel like giving up? I show up.</p><p>Do I show up at my best? I doubt it. But my job isn&rsquo;t to judge how good or how bad I am.</p><p><a href=\"https://jamesclear.com/quality-comparison\">My job is to do the work and let the world decide</a>.</p>', 'https://jamesclear.com/giving-up', 'James Clear', '<p>Relative to the time in your normal day or week, nearly any habit you perform is over quickly. Your workout will be finished in an hour or two. Your report will be typed to completion by tomorrow morning. This article will be finished in just a moment.</p><p>Life is easier now than it has ever been. 300 years ago, if you didn&rsquo;t kill your own food and build your own house, you would die. Today, we whine about forgetting our iPhone charger.</p><p>Maintain perspective. Your life is good and your discomfort is temporary. Step into this moment of discomfort and let it strengthen you.</p>', '2022-11-18', 'active', NULL, 'submitted', '2022-11-17 23:50:58', '2022-11-17 23:50:58'),
(9, 4, 8, NULL, 'The Ultimate Productivity Hack is Saying No', '2022-11-18', 'JAMES CLEAR', 'international', 'New York', 'North America', '<p>The ultimate productivity hack is saying no.</p><p>Not doing something will always be faster than doing it. This statement reminds me of the old computer programming saying, &ldquo;Remember that there is no code faster than no code.&rdquo;</p><p>The same philosophy applies in other areas of life. For example, there is no meeting that goes faster than not having a meeting at all.</p><p>This is not to say you should never attend another meeting, but the truth is that we say yes to many things we don&rsquo;t actually want to do. There are many meetings held that don&rsquo;t need to be held. There is a lot of code written that could be deleted.</p><p>How often do people ask you to do something and you just reply, &ldquo;Sure thing.&rdquo; Three days later, you&rsquo;re overwhelmed by how much is on your to-do list. We become frustrated by our obligations even though we were the ones who said yes to them in the first place.</p><p>It&rsquo;s worth asking if things are necessary. Many of them are not, and a simple &ldquo;no&rdquo; will be more productive than whatever work the most efficient person can muster.</p><p>But if the benefits of saying no are so obvious, then why do we say yes so often?</p><p><strong>Why We Say Yes</strong></p><p>We agree to many requests not because we want to do them, but because we don&rsquo;t want to be seen as rude, arrogant, or unhelpful. Often, you have to consider saying no to someone you will interact with again in the future&mdash;your co-worker, your spouse, your family and friends.</p><p>Saying no to these people can be particularly difficult because we like them and want to support them. (Not to mention, we often need their help too.) Collaborating with others is an important element of life. The thought of straining the relationship outweighs the commitment of our time and energy.</p><p>For this reason, it can be helpful to be gracious in your response. Do whatever favors you can, and be warm-hearted and direct when you have to say no.</p><p>But even after we have accounted for these social considerations, many of us still seem to do a poor job of managing the tradeoff between yes and no. We find ourselves over-committed to things that don&rsquo;t meaningfully improve or support those around us, and certainly don&rsquo;t improve our own lives.</p><p>Perhaps one issue is how we think about the meaning of yes and no.</p><p><strong>The Difference Between Yes and No</strong></p><p>The words &ldquo;yes&rdquo; and &ldquo;no&rdquo; get used in comparison to each other so often that it feels like they carry equal weight in conversation. In reality, they are not just opposite in meaning, but of entirely different magnitudes in commitment.</p><p>When you say no, you are only saying no to&nbsp;<em>one</em>&nbsp;option. When you say yes, you are saying no to&nbsp;<em>every other</em>&nbsp;option.</p><p>I like how the economist Tim Harford put it, &ldquo;Every time we say yes to a request, we are also saying no to anything else we might accomplish with the time.&rdquo;&nbsp;Once you have committed to something, you have already decided how that future block of time will be spent.</p><p>In other words, saying no saves you time in the future. Saying yes costs you time in the future. No is a form of time credit. You retain the ability to spend your future time however you want. Yes is a form of time debt. You have to pay back your commitment at some point.</p><p>No is a decision. Yes is a responsibility.</p><p><strong>The Role of No</strong></p><p>Saying no is sometimes seen as a luxury that only those in power can afford. And it is true: turning down opportunities is easier when you can fall back on the safety net provided by power, money, and authority. But it is also true that saying no is not merely a privilege reserved for the successful among us. It is also a strategy that can help you&nbsp;<em>become</em>&nbsp;successful.</p><p>Saying no is an important skill to develop at any stage of your career because it retains the most important asset in life: your time. As the investor Pedro Sorrentino put it, &ldquo;If you don&rsquo;t guard your time, people will steal it from you.&rdquo;</p><p>You need to say no to whatever isn&rsquo;t leading you toward your goals. You need to say no to distractions. As one reader told me, &ldquo;If you broaden the definition as to how you apply no, it actually is the&nbsp;<em>only</em>&nbsp;productivity hack (as you ultimately say no to any distraction in order to be productive).&rdquo;</p><p>Nobody embodied this idea better than Steve Jobs, who said, &ldquo;People think focus means saying yes to the thing you&rsquo;ve got to focus on. But that&rsquo;s not what it means at all. It means saying no to the hundred other good ideas that there are. You have to pick carefully.&rdquo;</p><p>There is an important balance to strike here. Saying no doesn&rsquo;t mean you&rsquo;ll never do anything interesting or innovative or spontaneous. It just means that you say yes in a focused way. Once you have knocked out the distractions, it can make sense to say yes to any opportunity that could potentially move you in the right direction. You may have to try many things to discover what works and what you enjoy. This period of exploration can be particularly important at the beginning of a project, job, or career.</p><p><strong>Upgrading Your No</strong></p><p>Over time, as you continue to improve and succeed, your strategy needs to change.</p><p>The opportunity cost of your time increases as you become more successful. At first, you just eliminate the obvious distractions and explore the rest. As your skills improve and you learn to separate what works from what doesn&rsquo;t, you have to continually increase your threshold for saying yes.</p><p>You still need to say no to distractions, but you also need to learn to say no to opportunities that were previously good uses of time, so you can make space for great uses of time. It&rsquo;s a good problem to have, but it can be a tough skill to master.</p><p>In other words, you have to upgrade your &ldquo;no&rsquo;s&rdquo; over time.</p><p>Upgrading your no doesn&rsquo;t mean you&rsquo;ll never say yes. It just means you default to saying no and only say yes when it&nbsp;<em>really</em>&nbsp;makes sense. To quote the investor Brent Beshore, &ldquo;Saying no is so powerful because it preserves the opportunity to say yes.&rdquo;</p><p>The general trend seems to be something like this: If you can learn to say no to bad distractions, then eventually you&rsquo;ll earn the right to say no to good opportunities.</p><p><strong>How to Say No</strong></p><p>Most of us are probably too quick to say yes and too slow to say no. It&rsquo;s worth asking yourself where you fall on that spectrum.</p><p>If you have trouble saying no, you may find the following strategy&nbsp;<a href=\"http://timharford.com/2015/01/the-power-of-saying-no/\">proposed by Tim Harford</a>, the British economist I mentioned earlier, to be helpful. He writes, &ldquo;One trick is to ask, &ldquo;If I had to do this today, would I agree to it?&rdquo; It&rsquo;s not a bad rule of thumb, since any future commitment, no matter how far away it might be, will eventually become an imminent problem.&rdquo;</p><p>If an opportunity is exciting enough to drop whatever you&rsquo;re doing right now, then it&rsquo;s a yes. If it&rsquo;s not, then perhaps you should think twice.</p><p>This is similar to the well-known &ldquo;Hell Yeah or No&rdquo; method from Derek Sivers. If someone asks you to do something and your first reaction is &ldquo;Hell Yeah!&rdquo;, then do it. If it doesn&rsquo;t excite you, then say no.</p><p>It&rsquo;s impossible to remember to ask yourself these questions each time you face a decision, but it&rsquo;s still a useful exercise to revisit from time to time. Saying no can be difficult, but it is often easier than the alternative. As writer Mike Dariano has pointed out, &ldquo;It&rsquo;s easier to avoid commitments than get out of commitments. Saying no keeps you toward the easier end of this spectrum.&rdquo;</p><p>What is true about health is also true about productivity: an ounce of prevention is worth a pound of cure.</p><p><strong>The Power of No</strong></p><p>More effort is wasted doing things that don&rsquo;t matter than is wasted doing things inefficiently. And if that is the case, elimination is a more useful skill than optimization.</p><p>I am reminded of the famous Peter Drucker quote, &ldquo;There is nothing so useless as doing efficiently that which should not be done at all.&rdquo;</p>', 'https://jamesclear.com/saying-no', 'James Clear', '<p>The words &ldquo;yes&rdquo; and &ldquo;no&rdquo; get used in comparison to each other so often that it feels like they carry equal weight in conversation. In reality, they are not just opposite in meaning, but of entirely different magnitudes in commitment.</p><p>When you say no, you are only saying no to&nbsp;<em>one</em>&nbsp;option. When you say yes, you are saying no to&nbsp;<em>every other</em>&nbsp;option.</p><p>I like how the economist Tim Harford put it, &ldquo;Every time we say yes to a request, we are also saying no to anything else we might accomplish with the time.&rdquo;&nbsp;Once you have committed to something, you have already decided how that future block of time will be spent.</p><p>In other words, saying no saves you time in the future. Saying yes costs you time in the future. No is a form of time credit. You retain the ability to spend your future time however you want. Yes is a form of time debt. You have to pay back your commitment at some point.</p>', '2022-11-18', 'active', NULL, 'submitted', '2022-11-17 23:53:22', '2022-11-17 23:53:22');
INSERT INTO `research_articles` (`id`, `countries_id`, `author_user_id`, `approved_user_id`, `title`, `date_of_publication`, `author`, `geo_context`, `city`, `region_zone`, `abstract`, `links_research`, `author_module`, `evaluation_discussion`, `date_entry_module`, `status`, `approved_on`, `publish_status`, `created_at`, `updated_at`) VALUES
(10, 4, 8, NULL, 'How Experts Figure What to Focus On', '2022-11-18', 'James Clear', 'national', 'New York', 'North America', '<p>Peak performance experts say things like, &ldquo;You should focus. You need to eliminate the distractions. Commit to one thing and become great at that thing.&rdquo;</p><p>This is good advice. The more I study successful people from all walks of life&mdash;artists, athletes, entrepreneurs, scientists&mdash;the more I believe focus is a core factor of success.</p><p>But there is a problem with this advice too.</p><p>Of the many options in front of you, how do you know what to focus on? How do you know where to direct your energy and attention? How do you determine the&nbsp;<em>one thing</em>&nbsp;that you should commit to doing?</p><p>I don&rsquo;t claim to have all the answers, but let me share what I&rsquo;ve learned so far.</p><p><strong>&ldquo;Until Something Comes Easily&hellip;&rdquo;</strong></p><p>Like most entrepreneurs, I struggled through my first year of building a business.</p><p>I launched my first product without having any idea who I would sell it to. (Big surprise, nobody bought it.) I reached out to important people, mismanaged expectations, made stupid mistakes, and essentially ruined the chance to build good relationships with people I respected. I attempted to teach myself how to code, made one change to my website, and deleted everything I had done during the previous three months.</p><p>To put it simply, I didn&rsquo;t know what I was doing.</p><p>During my Year of Many Errors I received a good piece of advice: &ldquo;Try things until something comes easily.&rdquo; I took the advice to heart and tried four or five different business ideas over the next 18 months. I&rsquo;d give each one a shot for two or three months, mix in a little bit of freelance work so I could continue scraping by and paying the bills, and repeat the process.</p><p>Eventually, I found &ldquo;something that came easily&rdquo; and I was able to focus on building one business rather than trying to find an idea. In other words, I was able to simplify.</p><p>This was the first thing I discovered about figuring out what to focus on. If you want to master and deeply understand the core fundamentals of a task you may, paradoxically, need to start by casting a very wide net. By trying many different things, you can get a sense of what comes more easily to you and set yourself up for success. It is much easier to focus on something that&rsquo;s working than struggle along with a bad idea.</p><p><strong>Make a Call About What to Focus On</strong></p><p>Assuming you&rsquo;re willing to try things and experiment a bit, the next question is, &ldquo;How do I know what&rsquo;s coming easily to me?&rdquo;</p><p>The best answer I can give is to pay attention. Usually, this means&nbsp;<a href=\"https://jamesclear.com/measuring\">measuring something</a>.</p><ul><li>If you&rsquo;re an entrepreneur, track your marketing and promotion efforts.</li><li>If you&rsquo;re trying to gain muscle,&nbsp;<a href=\"https://jamesclear.com/workout-journal\">track your workouts</a>.</li><li>If you&rsquo;re learning an instrument,&nbsp;<a href=\"https://jamesclear.com/stop-procrastinating-seinfeld-strategy\">track your practice sessions</a>.</li></ul><p>Even when you do measure things, however, there comes a point where you have to make a call and decide what to focus on.</p><p>In my mind, this moment of decision is one of the central tensions of entrepreneurship. Do we continue trying new things or do we double down on one strategy? Do we try to innovate or do we commit to doing one thing well?</p><p>Everyone wants to know the right time to simplify and focus on one thing, but nobody does. That&rsquo;s what makes success so hard. Entrepreneurship isn&rsquo;t like baking a cake. There is no recipe. There is no guidebook.</p><p>At this stage, your best option is to decide. You can&rsquo;t try everything. At some point, you don&rsquo;t need more information, you just need to make a choice.</p><p><strong>A Volume of Work</strong></p><p>Now we have reached the stage where figuring out what to focus on becomes a real possibility.</p><p>You have experimented with enough ideas to discover one or two options that seem to provide better than average results for you. You&rsquo;ve overcome the hurdle of wanting more information and the fear of committing to something and now you&rsquo;ve made a choice. You took the job. You started the business. You signed up for the class. You&rsquo;re ready.</p><p>Welcome to the grind. It&rsquo;s time to put in a volume of work. Not just once or twice. Not just when it&rsquo;s easy. But a consistent, repeated volume of work. You have to&nbsp;<a href=\"https://jamesclear.com/in-love-with-boredom\">fall in love with boredom</a>&nbsp;and&nbsp;<a href=\"https://jamesclear.com/stay-on-the-bus\">stay on the bus</a>.</p><p>It is through this sheer number of repetitions that you&rsquo;ll come to understand the fundamentals of your task. You might know what greatness looks like before this point, but you won&rsquo;t understand how to achieve greatness until you&rsquo;ve put the work in yourself.</p><p>In the&nbsp;<a href=\"https://jamesclear.com/ira-glass-failure\">words of Ira Glass</a>, &ldquo;your taste is good enough that you can tell that what you&rsquo;re making is kind of a disappointment to you.&rdquo; You&rsquo;ll bridge that gap between what you know is good and what you can produce yourself by&nbsp;<a href=\"https://jamesclear.com/repetitions\">putting in the reps</a>.</p><p>This applies to so many areas of life.</p><p><strong>Want to dress well and develop killer style?</strong>&nbsp;You&rsquo;re going to have to try on a lot of clothes before you can simplify down to the essentials. You&rsquo;ll probably have to buy a lot of clothes before you can really get a feel for what your day-in, day-out style is. I&rsquo;m not a fan of promoting rampant consumerism, but if that&rsquo;s the skill set you want to develop then it&rsquo;s likely going to take some experimentation and effort.</p><p><strong>Want to become a great cook?</strong>&nbsp;How many bad meals do you think you need to make before you can whip up a &ldquo;simple, but tasty dinner&rdquo; whenever you feel like it? I&rsquo;d say hundreds at least. I don&rsquo;t know many people who are amazing cooks after making their tenth meal ever. Developing a deep understanding of the fundamentals of cooking takes a while.</p><p><strong>Want to write an amazing book?</strong>&nbsp;You&rsquo;re going to have to write and write and write some more. You need to write hundreds of thousands of words to find your voice, maybe millions. Then you need to edit those words and whittle them down to the most powerful version possible.</p><p>Only after the repetitions have been completed will you understand which pieces of the task are fundamental to success.</p><p><strong>Getting to Simple</strong></p><p>Now, finally, after trying many things and figuring out what to focus on and putting in enough reps, you can begin to simplify. You can trim away the fat because you know what is essential and what is unnecessary.</p><p>As the Frenchman Blaise Pascal famously wrote in his Provincial Letters, &ldquo;If I had more time, I would have written you a shorter letter.&rdquo;</p><p>Mastering the fundamentals is often the hardest and longest journey of all.</p>', 'https://jamesclear.com/getting-simple', 'James Clear', '<p>During my Year of Many Errors I received a good piece of advice: &ldquo;Try things until something comes easily.&rdquo; I took the advice to heart and tried four or five different business ideas over the next 18 months. I&rsquo;d give each one a shot for two or three months, mix in a little bit of freelance work so I could continue scraping by and paying the bills, and repeat the process.</p><p>Eventually, I found &ldquo;something that came easily&rdquo; and I was able to focus on building one business rather than trying to find an idea. In other words, I was able to simplify.</p><p>This was the first thing I discovered about figuring out what to focus on. If you want to master and deeply understand the core fundamentals of a task you may, paradoxically, need to start by casting a very wide net. By trying many different things, you can get a sense of what comes more easily to you and set yourself up for success. It is much easier to focus on something that&rsquo;s working than struggle along with a bad idea.</p>', '2022-11-18', 'active', NULL, 'submitted', '2022-11-17 23:56:14', '2022-11-17 23:56:14'),
(11, 4, 8, NULL, '7 Ways to Retain More of Every Book You Read', '2022-11-18', 'JAMES CLEAR', 'national', 'New York', 'North America', '<p>There are many benefits to&nbsp;<a href=\"https://jamesclear.com/read-more\">reading more books</a>, but perhaps my favorite is this: A good book can give you a new way to interpret your past experiences.</p><p>Whenever you learn a new mental model or idea, it&rsquo;s like the &ldquo;software&rdquo; in your brain gets updated. Suddenly, you can run all of your old data points through a new program. You can learn new lessons from old moments. As Patrick O&rsquo;Shaughnessy says, &ldquo;Reading changes the past.&rdquo;</p><p>Of course, this is only true if you internalize and remember insights from the books you read. Knowledge will only compound if it is retained. In other words, what matters is not simply reading more books, but getting more out of each book you read.</p><p>Gaining knowledge is not the only reason to read, of course. Reading for pleasure or entertainment can be a wonderful use of time, but this article is about reading to learn. With that in mind, I&rsquo;d like to share some of the best reading comprehension strategies I&rsquo;ve found.</p><p><strong>1. Quit More Books</strong></p><p>It doesn&rsquo;t take long to figure out if something is worth reading. Skilled writing and high-quality ideas stick out.</p><p>As a result, most people should probably start more books than they do. This doesn&rsquo;t mean you need to read each book page-by-page. You can skim the table of contents, chapter titles, and subheadings. Pick an interesting section and dive in for a few pages. Maybe flip through the book and glance at any bolded points or tables. In ten minutes, you&rsquo;ll have a reasonable idea of how good it is.</p><p>Then comes the crucial step: Quit books quickly and without guilt or shame.</p><p>Life is too short to waste it on average books. The opportunity cost is too high. There are so many amazing things to read. I think Patrick Collison, the founder of Stripe, put it nicely when he said, &ldquo;Life is too short to not read the very best book you know of right now.&rdquo;</p><p>Here&rsquo;s my recommendation:</p><p>Start more books. Quit most of them. Read the great ones twice.</p><p><strong>2. Choose Books You Can Use Instantly</strong></p><p>One way to improve reading comprehension is to choose books you can immediately apply. Putting the ideas you read into action is one of the best ways to secure them in your mind.&nbsp;<a href=\"https://jamesclear.com/learning-vs-practicing\">Practice is a very effective form of learning</a>.</p><p>Choosing a book that you can use also provides a strong incentive to pay attention and remember the material. That&rsquo;s particularly true when something important hangs in the balance. If you&rsquo;re starting a business, for example, then you have a lot of motivation to get everything you can out of the sales book you&rsquo;re reading. Similarly, someone who works in biology might read&nbsp;<em>The Origin of Species</em>&nbsp;more carefully than a random reader because it connects directly to their daily work.</p><p>Of course, not every book is a practical, how-to guide that you can apply immediately, and that&rsquo;s fine. You can find wisdom in many different books. But I do find that I&rsquo;m more likely to remember books that are relevant to my daily life.</p><p><strong>3. Create Searchable Notes</strong></p><p>Keep notes on what you read. You can do this however you like. It doesn&rsquo;t need to be a big production or a complicated system. Just do something to emphasize the important points and passages.</p><p>I do this in different ways depending on the format I&rsquo;m consuming. I highlight passages when reading on Kindle. I type out interesting quotes as I listen to audiobooks. I dog-ear pages and transcribe notes when reading a print book.</p><p>But here&rsquo;s the real key: store your notes in a searchable format.</p><p>There is no need to leave the task of reading comprehension solely up to your memory. I keep my notes in&nbsp;<a href=\"https://jamesclear.com/link/evernote\">Evernote</a>. I prefer Evernote over other options because 1) it is instantly searchable, 2) it is easy to use across multiple devices, and 3) you can create and save notes even when you&rsquo;re not connected to the internet.</p><p>I get my notes into Evernote in three ways:</p><p><strong>I. Audiobook:</strong>&nbsp;I create a new Evernote file for each book and then type my notes directly into that file as I listen.</p><p><strong>II. Ebook:</strong>&nbsp;I highlight passages on my&nbsp;<a href=\"https://jamesclear.com/link/kindle-paperwhite\">Kindle Paperwhite</a>&nbsp;and use a program called&nbsp;<a href=\"https://jamesclear.com/link/clippings-software\">Clippings</a>&nbsp;to export all of my Kindle highlights directly into Evernote. Then, I add a summary of the book and any additional thoughts before posting it to&nbsp;<a href=\"https://jamesclear.com/book-summaries\">my book summaries page</a>.</p><p><strong>III. Print:</strong>&nbsp;Similar to my audiobook strategy, I type my notes as I read. If I come across a longer passage I want to transcribe, I place the book on a&nbsp;<a href=\"https://jamesclear.com/link/actto-book-stand\">book stand</a>&nbsp;as I type. (Typing notes while reading a print book can be annoying because you are always putting the book down and picking it back up, but this is the best solution I&rsquo;ve found.)</p><p>Of course, your notes don&rsquo;t have to be digital to be &ldquo;searchable.&rdquo; For example, you can use Post-It Notes to tag certain pages for future reference. As another option, Ryan Holiday&nbsp;<a href=\"https://ryanholiday.net/read-to-lead-how-to-digest-books-above-your-level/\">suggests storing each note on an index card</a>&nbsp;and categorizing them by the topic or book.</p><p>The core idea is the same: Keeping searchable notes is essential for returning to ideas easily. An idea is only useful if you can find it when you need it.</p><p><strong>4. Combine Knowledge Trees</strong></p><p>One way to imagine a book is like a knowledge tree with a few fundamental concepts forming the trunk and the details forming the branches. You can learn more and improve reading comprehension by &ldquo;linking branches&rdquo; and integrating your current book with other knowledge trees.</p><p>For example:</p><ul><li>While reading&nbsp;<a href=\"https://jamesclear.com/book-summaries/the-tell-tale-brain\">The Tell-Tale Brain</a>&nbsp;by neuroscientist V.S. Ramachandran, I discovered that one of his key points connected to a previous idea I learned from social work researcher Bren&eacute; Brown.</li><li>In my notes for&nbsp;<a href=\"https://jamesclear.com/book-summaries/the-subtle-art-of-not-giving-a-fck\">The Subtle Art of Not Giving a F*ck</a>, I noted how Mark Manson&rsquo;s idea of &ldquo;killing yourself&rdquo; overlaps with Paul Graham&rsquo;s essay on&nbsp;<a href=\"http://paulgraham.com/identity.html\">keeping your identity small</a>.</li><li>As I read&nbsp;<a href=\"https://jamesclear.com/book-summaries/mastery\">Mastery</a>&nbsp;by George Leonard, I realized that while this book was about the process of improvement, it also shed some light on the connection between genetics and performance.</li></ul><p>I added each insight to my notes for that particular book.</p><p>Connections like these help you remember what you read by &ldquo;hooking&rdquo; new information onto concepts and ideas you already understand. As Charlie Munger says, &ldquo;If you get into the mental habit of relating what you&rsquo;re reading to the basic structure of the underlying ideas being demonstrated, you gradually accumulate some wisdom.&rdquo;</p><p>When you read something that reminds you of another topic or immediately sparks a connection or idea, don&rsquo;t allow that thought to come and go without notice. Write about what you&rsquo;ve learned and how it connects to other ideas.</p><p><strong>5. Write a Short Summary</strong></p><p>As soon as I finish a book, I challenge myself to summarize the entire text in just three sentences. This constraint is just a game, of course, but it forces me to consider what was really important about the book.</p><p>Some questions I consider when summarizing a book include:</p><ul><li>What are the main ideas?</li><li>If I implemented one idea from this book right now, which one would it be?</li><li>How would I describe the book to a friend?</li></ul><p>In many cases, I find that I can usually get just as much useful information from reading my one-paragraph summary and reviewing my notes as I would if I read the entire book again.</p><p>If you feel like you can&rsquo;t squeeze the whole book into three sentences, consider using the Feynman Technique.</p><p>The Feynman Technique is a note-taking strategy named after the Nobel Prize-winning physicist Richard Feynman. It&rsquo;s pretty simple: Write the name of the book at the top of a blank sheet of paper, then write down how you&rsquo;d explain the book to someone who had never heard of it.</p><p>If you find yourself stuck or if you see that there are holes in your understanding, review your notes or go back to the text and try again. Keep writing it out until you have a good handle on the main ideas and feel confident in your explanation.</p><p>I&rsquo;ve found that almost nothing reveals gaps in my thinking better than writing about an idea as if I am explaining it to a beginner. Ben Carlson, a financial analyst, says something similar, &ldquo;I find the best way to figure out what I&rsquo;ve learned from a book is to write something about it.&rdquo;</p><p><strong>6. Surround the Topic</strong></p><p>I often think of the quote by Thomas Aquinas, &ldquo;Beware the man of a single book.&rdquo;</p><p>If you only read one book on a topic and use that as the basis for your beliefs for an entire category of life, well, how sound are those beliefs? How accurate and complete is your knowledge?</p><p>Reading a book takes effort, but too often, people use one book or one article as the basis for an entire belief system. This is even more true (and more difficult to overcome) when it comes to using our one, individual experience as the basis for our beliefs. As Morgan Housel noted, &ldquo;Your personal experiences make up maybe 0.00000001% of what&rsquo;s happened in the world but maybe 80% of how you think the world works. We&rsquo;re all biased to our own personal history.&rdquo;</p><p>One way to attack this problem is to read a variety of books on the same topic. Dig in from different angles, look at the same problem through the eyes of various authors, and try to transcend the boundary of your own experience.</p><p><strong>7. Read It Twice</strong></p><p>I&rsquo;d like to finish by returning to an idea I mentioned near the beginning of this article: read the great books twice. The philosopher Karl Popper explained the benefits nicely, &ldquo;Anything worth reading is not only worth reading twice, but worth reading again and again. If a book is worthwhile, then you will always be able to make new discoveries in it and find things in it that you didn&rsquo;t notice before, even though you have read it many times.&rdquo;</p><p>Additionally, revisiting great books is helpful because the problems you deal with change over time. Sure, when you read a book twice maybe you&rsquo;ll catch some stuff you missed the first time around, but it&rsquo;s more likely that new passages and ideas will be relevant to you. It&rsquo;s only natural for different sentences to leap out at you depending on the point you are at in life.</p><p>You read the same book, but you never read it the same way. As Charles Chu noted, &ldquo;I always return home to the same few authors. And, no matter how many times I return, I always find they have something new to say.&rdquo;</p><p>Of course, even if you didn&rsquo;t get something new out of each reading, it would still be worthwhile to revisit great books because ideas need to be repeated to be remembered. The writer David Cain says, &ldquo;When we only learn something once, we don&rsquo;t really learn it&mdash;at least not well enough for it to change us much. It may inspire momentarily, but then becomes quickly overrun by the decades of habits and conditioning that preceded it.&rdquo;&nbsp;Returning to great ideas cements them in your mind.</p><p>Nassim Taleb sums things up with a rule for all readers: &ldquo;A good book gets better at the second reading. A great book at the third. Any book not worth rereading isn&rsquo;t worth reading.&rdquo;</p><p>Where to Go From Here</p><p>Knowledge compounds over time.</p><p>In Chapter 1 of&nbsp;<a href=\"http://atomichabits.com/\">Atomic Habits</a>, I wrote: &ldquo;Learning one new idea won&rsquo;t make you a genius, but a commitment to lifelong learning can be transformative.&rdquo;</p><p>One book will rarely change your life, even if it does deliver a lightbulb moment of insight. The key is to get a little wiser each day.</p><p>Now that you know how to get more out of each book you read, you might be looking for some reading recommendations. Feel free to check out my&nbsp;<a href=\"https://jamesclear.com/book-summaries\">book summaries</a>&nbsp;or my&nbsp;<a href=\"https://jamesclear.com/best-books\">public reading list</a>.</p>', 'https://jamesclear.com/reading-comprehension-strategies', 'James Clear', '<p>I&rsquo;d like to finish by returning to an idea I mentioned near the beginning of this article: read the great books twice. The philosopher Karl Popper explained the benefits nicely, &ldquo;Anything worth reading is not only worth reading twice, but worth reading again and again. If a book is worthwhile, then you will always be able to make new discoveries in it and find things in it that you didn&rsquo;t notice before, even though you have read it many times.&rdquo;</p><p>Additionally, revisiting great books is helpful because the problems you deal with change over time. Sure, when you read a book twice maybe you&rsquo;ll catch some stuff you missed the first time around, but it&rsquo;s more likely that new passages and ideas will be relevant to you. It&rsquo;s only natural for different sentences to leap out at you depending on the point you are at in life.</p>', '2022-11-18', 'active', NULL, 'submitted', '2022-11-18 00:00:32', '2022-11-18 00:00:32'),
(12, 4, 8, NULL, 'Why Facts Don’t Change Our Minds', '2022-11-18', 'James Clear', 'international', 'New York', 'North America', '<p>The economist J.K. Galbraith once wrote, &ldquo;Faced with a choice between changing one&rsquo;s mind and proving there is no need to do so, almost everyone gets busy with the proof.&rdquo;</p><p>Leo Tolstoy was even bolder: &ldquo;The most difficult subjects can be explained to the most slow-witted man if he has not formed any idea of them already; but the simplest thing cannot be made clear to the most intelligent man if he is firmly persuaded that he knows already, without a shadow of doubt, what is laid before him.&rdquo;</p><p>What&#39;s going on here? Why don&#39;t facts change our minds? And why would someone continue to believe a false or inaccurate idea anyway? How do such behaviors serve us?</p><p>The Logic of False Beliefs</p><p>Humans need a reasonably accurate view of the world in order to survive. If your model of reality is wildly different from the actual world, then you struggle to take effective actions each day.</p><p>However, truth and accuracy are not the only things that matter to the human mind. Humans also seem to have a deep desire to belong.</p><p>In&nbsp;<a href=\"http://atomichabits.com/\">Atomic Habits</a>, I wrote, &ldquo;Humans are herd animals. We want to fit in, to bond with others, and to earn the respect and approval of our peers. Such inclinations are essential to our survival. For most of our evolutionary history, our ancestors lived in tribes. Becoming separated from the tribe&mdash;or worse, being cast out&mdash;was a death sentence.&rdquo;</p><p>Understanding the truth of a situation is important, but so is remaining part of a tribe. While these two desires often work well together, they occasionally come into conflict.</p><p>In many circumstances, social connection is actually more helpful to your daily life than understanding the truth of a particular fact or idea. The Harvard psychologist Steven Pinker put it this way, &ldquo;People are embraced or condemned according to their beliefs, so one function of the mind may be to hold beliefs that bring the belief-holder the greatest number of allies, protectors, or disciples, rather than beliefs that are most likely to be true.&rdquo;</p><p>We don&#39;t always believe things because they are correct. Sometimes we believe things because they make us look good to the people we care about.</p><p>I thought Kevin Simler put it well when he wrote, &ldquo;If a brain anticipates that it will be rewarded for adopting a particular belief, it&#39;s perfectly happy to do so, and doesn&#39;t much care where the reward comes from &mdash; whether it&#39;s pragmatic (better outcomes resulting from better decisions), social (better treatment from one&#39;s peers), or some mix of the two.&rdquo;</p><p>False beliefs can be useful in a social sense even if they are not useful in a factual sense. For lack of a better phrase, we might call this approach &ldquo;factually false, but socially accurate.&rdquo;&nbsp;When we have to choose between the two, people often select friends and family over facts.</p><p>This insight not only explains why we might hold our tongue at a dinner party or look the other way when our parents say something offensive, but also reveals a better way to change the minds of others.</p><p>Facts Don&#39;t Change Our Minds. Friendship Does.</p><p>Convincing someone to change their mind is really the process of convincing them to change their tribe. If they abandon their beliefs, they run the risk of losing social ties. You can&rsquo;t expect someone to change their mind if you take away their community too. You have to give them somewhere to go. Nobody wants their worldview torn apart if loneliness is the outcome.</p><p>The way to change people&rsquo;s minds is to become friends with them, to integrate them into your tribe, to bring them into your circle. Now, they can change their beliefs without the risk of being abandoned socially.</p><p>The British philosopher Alain de Botton suggests that we simply share meals with those who disagree with us:</p><p>&ldquo;Sitting down at a table with a group of strangers has the incomparable and odd benefit of making it a little more difficult to hate them with impunity. Prejudice and ethnic strife feed off abstraction. However, the proximity required by a meal &ndash; something about handing dishes around, unfurling napkins at the same moment, even asking a stranger to pass the salt &ndash; disrupts our ability to cling to the belief that the outsiders who wear unusual clothes and speak in distinctive accents deserve to be sent home or assaulted. For all the large-scale political solutions which have been proposed to salve ethnic conflict, there are few more effective ways to promote tolerance between suspicious neighbours than to force them to eat supper together.&rdquo;</p><p>Perhaps it is not&nbsp;<em>difference</em>, but&nbsp;<em>distance</em>&nbsp;that breeds tribalism and hostility. As proximity increases, so does understanding. I am reminded of Abraham Lincoln&#39;s quote, &ldquo;I don&#39;t like that man. I must get to know him better.&rdquo;</p><p>Facts don&#39;t change our minds. Friendship does.</p><p>The Spectrum of Beliefs</p><p>Years ago, Ben Casnocha mentioned an idea to me that I haven&#39;t been able to shake: The people who are most likely to change our minds are the ones we agree with on 98 percent of topics.</p><p>If someone you know, like, and trust believes a radical idea, you are more likely to give it merit, weight, or consideration. You already agree with them in most areas of life. Maybe you should change your mind on this one too. But if someone wildly different than you proposes the same radical idea, well, it&#39;s easy to dismiss them as a crackpot.</p><p>One way to visualize this distinction is by mapping beliefs on a spectrum. If you divide this spectrum into 10 units and you find yourself at Position 7, then there is little sense in trying to convince someone at Position 1. The gap is too wide. When you&#39;re at Position 7, your time is better spent connecting with people who are at Positions 6 and 8, gradually pulling them in your direction.</p><p>The most heated arguments often occur between people on opposite ends of the spectrum, but the most frequent learning occurs from people who are nearby. The closer you are to someone, the more likely it becomes that the one or two beliefs you don&#39;t share will bleed over into your own mind and shape your thinking. The further away an idea is from your current position, the more likely you are to reject it outright.</p><p>When it comes to changing people&#39;s minds, it is very difficult to jump from one side to another. You can&#39;t jump down the spectrum. You have to slide down it.</p><p>Any idea that is sufficiently different from your current worldview will feel threatening. And the best place to ponder a threatening idea is in a non-threatening environment. As a result, books are often a better vehicle for transforming beliefs than conversations or debates.</p><p>In conversation, people have to carefully consider their status and appearance. They want to save face and avoid looking stupid. When confronted with an uncomfortable set of facts, the tendency is often to double down on their current position rather than publicly admit to being wrong.</p><p>Books resolve this tension. With a book, the conversation takes place inside someone&#39;s head and without the risk of being judged by others. It&#39;s easier to be open-minded when you aren&#39;t feeling defensive.</p><p>Arguments are like a full frontal attack on a person&#39;s identity. Reading a book is like slipping the seed of an idea into a person&#39;s brain and letting it grow on their own terms. There&#39;s enough wrestling going on in someone&#39;s head when they are overcoming a pre-existing belief. They don&#39;t need to wrestle with you too.</p><p>Why False Ideas Persist</p><p>There is another reason bad ideas continue to live on, which is that people continue to talk about them.</p><p>Silence is death for any idea. An idea that is never spoken or written down dies with the person who conceived it. Ideas can only be remembered when they are repeated. They can only be&nbsp;<em>believed</em>&nbsp;when they are repeated.</p><p>I have already pointed out that people repeat ideas to signal they are part of the same social group. But here&#39;s a crucial point most people miss:</p><p>People also repeat bad ideas when they complain about them. Before you can criticize an idea, you have to reference that idea. You end up repeating the ideas you&rsquo;re hoping people will forget&mdash;but, of course, people can&rsquo;t forget them because you keep talking about them. The more you repeat a bad idea, the more likely people are to believe it.</p><p>Let&#39;s call this phenomenon&nbsp;<strong>Clear&#39;s Law of Recurrence:</strong>&nbsp;The number of people who believe an idea is directly proportional to the number of times it has been repeated during the last year&mdash;even if the idea is false.</p><p>Each time you attack a bad idea, you are feeding the very monster you are trying to destroy. As one Twitter employee wrote, &ldquo;Every time you retweet or quote tweet someone you&rsquo;re angry with, it&nbsp;<em>helps</em>&nbsp;them. It disseminates their BS. Hell for the ideas you deplore is silence. Have the discipline to give it to them.&rdquo;</p><p>Your time is better spent championing good ideas than tearing down bad ones. Don&#39;t waste time explaining why bad ideas are bad. You are simply fanning the flame of ignorance and stupidity.</p><p>The best thing that can happen to a bad idea is that it is forgotten. The best thing that can happen to a good idea is that it is shared. It makes me think of Tyler Cowen&#39;s quote, &ldquo;Spend as little time as possible talking about how other people are wrong.&rdquo;</p><p>Feed the good ideas and let bad ideas die of starvation.</p><p>The Intellectual Soldier</p><p>I know what you might be thinking. &ldquo;James, are you serious right now? I&#39;m just supposed to let these idiots&nbsp;<em>get away</em>&nbsp;with this?&rdquo;</p><p>Let me be clear. I&#39;m not saying it&#39;s&nbsp;<em>never</em>&nbsp;useful to point out an error or criticize a bad idea. But you have to ask yourself, &ldquo;What is the goal?&rdquo;</p><p>Why do you want to criticize bad ideas in the first place? Presumably, you want to criticize bad ideas because you think the world would be better off if fewer people believed them. In other words, you think the world would improve if people changed their minds on a few important topics.</p><p>If the goal is to actually change minds, then I don&#39;t believe criticizing the other side is the best approach.</p><p>Most people argue to win, not to learn. As Julia Galef so aptly puts it: people often act like soldiers rather than scouts. Soldiers are on the intellectual attack, looking to defeat the people who differ from them. Victory is the operative emotion. Scouts, meanwhile, are like intellectual explorers, slowly trying to map the terrain with others. Curiosity is the driving force.</p><p>If you want people to adopt your beliefs, you need to act more like a scout and less like a soldier. At the center of this approach is a question Tiago Forte poses beautifully, &ldquo;Are you willing to not win in order to keep the conversation going?&rdquo;</p><p>Be Kind First, Be Right Later</p><p>The brilliant Japanese writer Haruki Murakami once wrote, &ldquo;Always remember that to argue, and win, is to break down the reality of the person you are arguing against. It is painful to lose your reality, so be kind, even if you are right.&rdquo;</p><p>When we are in the moment, we can easily forget that the goal is to connect with the other side, collaborate with them, befriend them, and integrate them into our tribe. We are so caught up in winning that we forget about connecting. It&#39;s easy to spend your energy labeling people rather than working with them.</p><p>The word &ldquo;kind&rdquo; originated from the word &ldquo;kin.&rdquo; When you are kind to someone it means you are treating them like family. This, I think, is a good method for actually changing someone&#39;s mind. Develop a friendship. Share a meal. Gift a book.</p><p>Be kind first, be right later.</p>', 'https://jamesclear.com/why-facts-dont-change-minds', 'James Clear', '<p>The brilliant Japanese writer Haruki Murakami once wrote, &ldquo;Always remember that to argue, and win, is to break down the reality of the person you are arguing against. It is painful to lose your reality, so be kind, even if you are right.&rdquo;</p><p>When we are in the moment, we can easily forget that the goal is to connect with the other side, collaborate with them, befriend them, and integrate them into our tribe. We are so caught up in winning that we forget about connecting. It&#39;s easy to spend your energy labeling people rather than working with them.</p>', '2022-11-18', 'active', NULL, 'submitted', '2022-11-18 00:02:43', '2022-11-18 00:02:43'),
(13, 4, 8, NULL, 'How Innovative Ideas Arise', '2022-11-18', 'JAMES CLEAR', 'local', NULL, NULL, '<p>In 2010, Thomas Thwaites decided he wanted to build a toaster from scratch. He walked into a shop, purchased the cheapest toaster he could find, and promptly went home and broke it down piece by piece.</p><p>Thwaites had assumed the toaster would be a relatively simple machine. By the time he was finished deconstructing it, however, there were more than 400 components laid out on his floor. The toaster contained over 100 different materials with three of the primary ones being plastic, nickel, and steel.</p><p>He decided to create the steel components first. After discovering that iron ore was required to make steel, Thwaites called up an iron mine in his region and asked if they would let him use some for the project.</p><p>Surprisingly, they agreed.</p><p><strong>The Toaster Project</strong></p><p>The victory was short-lived.</p><p>When it came time to create the plastic case for his toaster, Thwaites realized he would need crude oil to make the plastic. This time, he called up BP and asked if they would fly him out to an oil rig and lend him some oil for the project. They immediately refused. It seems oil companies aren&#39;t nearly as generous as iron mines.</p><p>Thwaites had to settle for collecting plastic scraps and melting them into the shape of his toaster case. This is not as easy as it sounds. The homemade toaster ended up looking more like a melted cake than a kitchen appliance.</p><p>This pattern continued for the entire span of The Toaster Project. It was nearly impossible to move forward without the help of some previous process. To create the nickel components, for example, he had to resort to melting old coins. He would later say, &ldquo;I realized that if you started absolutely from scratch you could easily spend your life making a toaster.&rdquo;</p><p>Thomas Thwaites set out to build a toaster from scratch. The Toaster Project, as it came to be known, ended up looking more like a melted cake. (Photo Credit: Daniel Alexander.)</p><p><strong>Don&#39;t Start From Scratch</strong></p><p>Starting from scratch is usually a bad idea.</p><p>Too often, we assume innovative ideas and meaningful changes require a blank slate. When business projects fail, we say things like,&nbsp;<em>&ldquo;Let&#39;s go back to the drawing board.&rdquo;</em>&nbsp;When we consider the&nbsp;<a href=\"https://jamesclear.com/habits\">habits</a>&nbsp;we would like to change, we think,&nbsp;<em>&ldquo;I just need a fresh start.&rdquo;</em>&nbsp;However,&nbsp;<a href=\"https://jamesclear.com/creativity\">creative progress</a>&nbsp;is rarely the result of throwing out all previous ideas and innovations and completely re-imagining of the world.</p><p><strong>Consider an example from nature:</strong></p><p>Some experts believe the feathers of birds evolved from reptilian scales. Through the forces of evolution, scales gradually became small feathers, which were used for warmth and insulation at first. Eventually, these small fluffs developed into larger feathers capable of flight.</p><p>There wasn&#39;t a magical moment when the animal kingdom said, &ldquo;Let&#39;s start from scratch and create an animal that can fly.&rdquo; The development of flying birds was a gradual process of iterating and expanding upon ideas that already worked.</p><p>The process of human flight followed a similar path. We typically credit Orville and Wilbur Wright as the inventors of modern flight. However, we seldom discuss the aviation pioneers who preceded them like Otto Lilienthal, Samuel Langley, and Octave Chanute. The Wright brothers learned from and built upon the work of these people during their quest to create the world&#39;s first flying machine.</p><p>The most creative innovations are often&nbsp;<a href=\"https://jamesclear.com/five-step-creative-process\">new combinations of old ideas</a>. Innovative thinkers don&#39;t create, they connect. Furthermore, the most effective way to make progress is usually by&nbsp;<a href=\"https://jamesclear.com/marginal-gains\">making 1 percent improvements to what already works</a>&nbsp;rather than breaking down the whole system and starting over.</p><p><strong>Iterate, Don&#39;t Originate</strong></p><p>The Toaster Project is an example of how we often fail to notice the complexity of our modern world. When you buy a toaster, you don&#39;t think about everything that has to happen before it appears in the store. You aren&#39;t aware of the iron being carved out of the mountain or the oil being drawn up from the earth.</p><p>We are mostly blind to the remarkable interconnectedness of things. This is important to understand because in a complex world it is hard to see which forces are working for you as well as which forces are working against you. Similar to buying a toaster, we tend to focus on the final product and fail to recognize the many processes leading up to it.</p><p>When you are dealing with a complex problem, it is usually better to build upon what already works. Any idea that is currently working has passed a lot of tests.&nbsp;<a href=\"https://jamesclear.com/old-ideas\">Old ideas are a secret weapon</a>&nbsp;because they have already managed to survive in a complex world.</p><p>Iterate, don&#39;t originate.</p>', 'https://jamesclear.com/dont-start-from-scratch', 'James Clear', '<p>The Toaster Project is an example of how we often fail to notice the complexity of our modern world. When you buy a toaster, you don&#39;t think about everything that has to happen before it appears in the store. You aren&#39;t aware of the iron being carved out of the mountain or the oil being drawn up from the earth.</p><p>We are mostly blind to the remarkable interconnectedness of things. This is important to understand because in a complex world it is hard to see which forces are working for you as well as which forces are working against you. Similar to buying a toaster, we tend to focus on the final product and fail to recognize the many processes leading up to it.</p>', '2022-11-18', 'active', NULL, 'submitted', '2022-11-18 00:06:09', '2022-11-18 00:06:09');
INSERT INTO `research_articles` (`id`, `countries_id`, `author_user_id`, `approved_user_id`, `title`, `date_of_publication`, `author`, `geo_context`, `city`, `region_zone`, `abstract`, `links_research`, `author_module`, `evaluation_discussion`, `date_entry_module`, `status`, `approved_on`, `publish_status`, `created_at`, `updated_at`) VALUES
(14, 4, 8, NULL, 'The Goldilocks Rule: How to Stay Motivated in Life and Business', '2022-11-18', 'JAMES CLEAR', 'national', NULL, NULL, '<p>In 1955, Disneyland had just opened in Anaheim, California, when a ten-year-old boy walked in and asked for a job. Labor laws were loose back then and the boy managed to land a position selling guidebooks for $0.50 apiece.</p><p>Within a year, he had transitioned to Disney&rsquo;s magic shop, where he learned tricks from the older employees. He experimented with jokes and tried out simple routines on visitors. Soon he discovered that what he loved was not performing magic but performing in general. He set his sights on becoming a comedian.</p><p>Beginning in his teenage years, he started performing in little clubs around Los Angeles. The crowds were small and his act was short. He was rarely on stage for more than five minutes. Most of the people in the crowd were too busy drinking or talking with friends to pay attention. One night, he literally delivered his stand-up routine to an empty club.</p><p>It wasn&rsquo;t glamorous work, but there was no doubt he was getting better. His first routines would only last one or two minutes. By high school, his material had expanded to include a five-minute act and, a few years later, a ten-minute show. At nineteen, he was performing weekly for twenty minutes at a time. He had to read three poems during the show just to make the routine long enough, but his skills continued to progress.</p><p>He spent another decade experimenting, adjusting, and practicing. He took a job as a television writer and, gradually, he was able to land his own appearances on talk shows. By the mid-1970s, he had worked his way into being a regular guest on&nbsp;<em>The Tonight Show</em>&nbsp;and&nbsp;<em>Saturday Night Live</em>.</p><p>Finally, after nearly fifteen years of work, the young man rose to fame. He toured sixty cities in sixty-three days. Then seventy-two cities in eighty days. Then eighty-five cities in ninety days. He had 18,695 people attend one show in Ohio. Another 45,000 tickets were sold for his three-day show in New York. He catapulted to the top of his genre and became one of the most successful comedians of his time.</p><p>His name is Steve Martin.</p><p>Steve Martin performing in Chicago, Illinois in 1978. (Photo by Paul Natkin.)</p><p><strong>How to Stay Motivated</strong></p><p>I recently finished Steve Martin&#39;s wonderful autobiography,&nbsp;<a href=\"https://jamesclear.com/book/born-standing-up\">Born Standing Up</a>.</p><p>Martin&rsquo;s story offers a fascinating perspective on what it takes to stick with habits for the long run. Comedy is not for the timid. It is hard to imagine a situation that would strike fear into the hearts of more people than performing alone on stage and failing to get a single laugh. And yet Steve Martin faced this fear every week for eighteen years. In his words, &ldquo;10 years spent learning, 4 years spent refining, and 4 years as a wild success.&rdquo;</p><p>Why is it that some people, like Martin, stick with their habits&mdash;whether practicing jokes or drawing cartoons or playing guitar&mdash;while most of us struggle to stay motivated? How do we design habits that pull us in rather than ones that fade away? Scientists have been studying this question for many years. While there is still much to learn, one of the most consistent findings is that the way to maintain motivation and achieve peak levels of desire is to work on tasks of &ldquo;just manageable difficulty.&rdquo;</p><p><strong>The Goldilocks Rule</strong></p><p>The human brain loves a challenge, but only if it is within an optimal zone of difficulty. If you love tennis and try to play a serious match against a four-year-old, you will quickly become bored. It&rsquo;s too easy. You&rsquo;ll win every point. In contrast, if you play a professional tennis player like Roger Federer or Serena Williams, you will quickly lose motivation because the match is too difficult.</p><p>Now consider playing tennis against someone who is your equal. As the game progresses, you win a few points and you lose a few. You have a good chance of winning, but only if you really try. Your focus narrows, distractions fade away, and you find yourself fully invested in the task at hand. This is a challenge of just manageable difficulty and it is a prime example of the&nbsp;<strong>Goldilocks Rule</strong>.</p><p>The Goldilocks Rule states that humans experience peak motivation when working on tasks that are right on the edge of their current abilities. Not too hard. Not too easy. Just right.</p><p>Martin&rsquo;s comedy career is an excellent example of the Goldilocks Rule in practice. Each year, he expanded his comedy routine&mdash;but only by a minute or two. He was always adding new material, but he also kept a few jokes that were guaranteed to get laughs. There were just enough victories to keep him motivated and just enough mistakes to keep him working hard.</p><p><strong>Measure Your Progress</strong></p><p>If you want to learn&nbsp;<a href=\"https://jamesclear.com/motivation\">how to stay motivated</a>&nbsp;to reach your goals, then there is a second piece of the motivation puzzle that is crucial to understand. It has to do with achieving that perfect blend of hard work and happiness.</p><p>Working on challenges of an optimal level of difficulty has been found to not only be motivating, but also to be a major source of happiness. As psychologist Gilbert Brim put it, &ldquo;One of the important sources of human happiness is working on tasks at a suitable level of difficulty, neither too hard nor too easy.&rdquo;</p><p>This blend of happiness and peak performance is sometimes referred to as flow, which is what athletes and performers experience when they are &ldquo;in the zone.&rdquo; Flow is the mental state you experience when you are so focused on the task at hand that the rest of the world fades away.</p><p>In order to reach this state of peak performance, however, you not only need to work on challenges at the right degree of difficulty, but also measure your immediate progress. As psychologist Jonathan Haidt explains, one of the keys to reaching a flow state is that &ldquo;you get immediate feedback about how you are doing at each step.&rdquo;</p><p>Seeing yourself make progress&nbsp;<em>in the moment</em>&nbsp;is incredibly motivating. Steve Martin would tell a joke and immediately know if it worked based on the laughter of the crowd. Imagine how addicting it would be to create a roar of laughter. The rush of positive feedback Martin experienced from one great joke would probably be enough to overpower his fears and inspire him to work for weeks.</p><p>In other areas of life, measurement looks different but is just as critical for achieving a blend of motivation and happiness. In tennis, you get immediate feedback based on whether or not you win the point. Regardless of how it is measured, the human brain needs some way to&nbsp;<a href=\"https://jamesclear.com/paper-clips\">visualize our progress</a>&nbsp;if we are to maintain motivation. We need to be able to see our wins.</p><p><strong>Two Steps to Motivation</strong></p><p>If we want to break down the mystery of how to stay motivated for the long-term, we could simply say:</p><ol><li>Stick to The Goldilocks Rule and work on tasks of just manageable difficulty.</li><li>Measure your progress and receive immediate feedback whenever possible.</li></ol><p>Wanting to improve your life is easy. Sticking with it is a different story. If you want to stay motivated for good, then start with a challenge that is just manageable, measure your progress, and repeat the process.</p><p><em>This article is an excerpt from Chapter 19 of my New York Times bestselling book&nbsp;Atomic&nbsp;Habits.&nbsp;<a href=\"https://jamesclear.com/atomic-habits\">Read more here</a>.&nbsp;</em></p>', 'https://jamesclear.com/goldilocks-rule', 'JAMES CLEAR', '<p>In order to reach this state of peak performance, however, you not only need to work on challenges at the right degree of difficulty, but also measure your immediate progress. As psychologist Jonathan Haidt explains, one of the keys to reaching a flow state is that &ldquo;you get immediate feedback about how you are doing at each step.&rdquo;</p><p>Seeing yourself make progress&nbsp;<em>in the moment</em>&nbsp;is incredibly motivating. Steve Martin would tell a joke and immediately know if it worked based on the laughter of the crowd. Imagine how addicting it would be to create a roar of laughter. The rush of positive feedback Martin experienced from one great joke would probably be enough to overpower his fears and inspire him to work for weeks.</p><p>In other areas of life, measurement looks different but is just as critical for achieving a blend of motivation and happiness. In tennis, you get immediate feedback based on whether or not you win the point. Regardless of how it is measured, the human brain needs some way to&nbsp;<a href=\"https://jamesclear.com/paper-clips\">visualize our progress</a>&nbsp;if we are to maintain motivation. We need to be able to see our wins.</p>', '2022-11-18', 'active', NULL, 'submitted', '2022-11-18 00:09:43', '2022-11-18 00:09:43'),
(15, 4, 8, NULL, 'How Innovative Ideas Arise', '2022-11-18', 'JAMES CLEAR', 'international', NULL, NULL, '<p>In 2010, Thomas Thwaites decided he wanted to build a toaster from scratch. He walked into a shop, purchased the cheapest toaster he could find, and promptly went home and broke it down piece by piece.</p><p>Thwaites had assumed the toaster would be a relatively simple machine. By the time he was finished deconstructing it, however, there were more than 400 components laid out on his floor. The toaster contained over 100 different materials with three of the primary ones being plastic, nickel, and steel.</p><p>He decided to create the steel components first. After discovering that iron ore was required to make steel, Thwaites called up an iron mine in his region and asked if they would let him use some for the project.</p><p>Surprisingly, they agreed.</p><p>The Toaster Project</p><p>The victory was short-lived.</p><p>When it came time to create the plastic case for his toaster, Thwaites realized he would need crude oil to make the plastic. This time, he called up BP and asked if they would fly him out to an oil rig and lend him some oil for the project. They immediately refused. It seems oil companies aren&#39;t nearly as generous as iron mines.</p><p>Thwaites had to settle for collecting plastic scraps and melting them into the shape of his toaster case. This is not as easy as it sounds. The homemade toaster ended up looking more like a melted cake than a kitchen appliance.</p><p>This pattern continued for the entire span of The Toaster Project. It was nearly impossible to move forward without the help of some previous process. To create the nickel components, for example, he had to resort to melting old coins. He would later say, &ldquo;I realized that if you started absolutely from scratch you could easily spend your life making a toaster.&rdquo;</p><p>Thomas Thwaites set out to build a toaster from scratch. The Toaster Project, as it came to be known, ended up looking more like a melted cake. (Photo Credit: Daniel Alexander.)</p><p><strong>Don&#39;t Start From Scratch</strong></p><p>Starting from scratch is usually a bad idea.</p><p>Too often, we assume innovative ideas and meaningful changes require a blank slate. When business projects fail, we say things like,&nbsp;<em>&ldquo;Let&#39;s go back to the drawing board.&rdquo;</em>&nbsp;When we consider the&nbsp;<a href=\"https://jamesclear.com/habits\">habits</a>&nbsp;we would like to change, we think,&nbsp;<em>&ldquo;I just need a fresh start.&rdquo;</em>&nbsp;However,&nbsp;<a href=\"https://jamesclear.com/creativity\">creative progress</a>&nbsp;is rarely the result of throwing out all previous ideas and innovations and completely re-imagining of the world.</p><p>Consider an example from nature:</p><p>Some experts believe the feathers of birds evolved from reptilian scales. Through the forces of evolution, scales gradually became small feathers, which were used for warmth and insulation at first. Eventually, these small fluffs developed into larger feathers capable of flight.</p><p>There wasn&#39;t a magical moment when the animal kingdom said, &ldquo;Let&#39;s start from scratch and create an animal that can fly.&rdquo; The development of flying birds was a gradual process of iterating and expanding upon ideas that already worked.</p><p>The process of human flight followed a similar path. We typically credit Orville and Wilbur Wright as the inventors of modern flight. However, we seldom discuss the aviation pioneers who preceded them like Otto Lilienthal, Samuel Langley, and Octave Chanute. The Wright brothers learned from and built upon the work of these people during their quest to create the world&#39;s first flying machine.</p><p>The most creative innovations are often&nbsp;<a href=\"https://jamesclear.com/five-step-creative-process\">new combinations of old ideas</a>. Innovative thinkers don&#39;t create, they connect. Furthermore, the most effective way to make progress is usually by&nbsp;<a href=\"https://jamesclear.com/marginal-gains\">making 1 percent improvements to what already works</a>&nbsp;rather than breaking down the whole system and starting over.</p><p>Iterate, Don&#39;t Originate</p><p>The Toaster Project is an example of how we often fail to notice the complexity of our modern world. When you buy a toaster, you don&#39;t think about everything that has to happen before it appears in the store. You aren&#39;t aware of the iron being carved out of the mountain or the oil being drawn up from the earth.</p><p>We are mostly blind to the remarkable interconnectedness of things. This is important to understand because in a complex world it is hard to see which forces are working for you as well as which forces are working against you. Similar to buying a toaster, we tend to focus on the final product and fail to recognize the many processes leading up to it.</p><p>When you are dealing with a complex problem, it is usually better to build upon what already works. Any idea that is currently working has passed a lot of tests.&nbsp;<a href=\"https://jamesclear.com/old-ideas\">Old ideas are a secret weapon</a>&nbsp;because they have already managed to survive in a complex world.</p>', 'https://jamesclear.com/dont-start-from-scratch', 'JAMES CLEAR', '<p>The Toaster Project is an example of how we often fail to notice the complexity of our modern world. When you buy a toaster, you don&#39;t think about everything that has to happen before it appears in the store. You aren&#39;t aware of the iron being carved out of the mountain or the oil being drawn up from the earth.</p><p>We are mostly blind to the remarkable interconnectedness of things. This is important to understand because in a complex world it is hard to see which forces are working for you as well as which forces are working against you. Similar to buying a toaster, we tend to focus on the final product and fail to recognize the many processes leading up to it.</p>', '2022-11-18', 'active', NULL, 'submitted', '2022-11-18 00:17:13', '2022-11-18 00:17:13'),
(16, 1, 9, NULL, 'Fun activities list: 10 ways to ponder wisely', '2022-11-18', 'SHARVINA Y', 'national', NULL, NULL, '<p>Find a fun activities list.&nbsp; At the same time, ponder for the better.&nbsp; Read to find some key diversions and the benefits they bring.</p><p>Certain exercises can help to&nbsp;<strong><a target=\"_blank\" href=\"https://tipsfromsharvi.com/2019/12/07/smart-ways-sharpen-mind/\">sharpen the mind</a></strong>.&nbsp; You also get to relax and feel joyful.&nbsp; Anyone can benefit, kids and adults alike.</p><p>Solopreneurs, bloggers, and anyone else should take the time to unwind.&nbsp; Alongside working in your home office, have a life outside of it as well.&nbsp; It&rsquo;s vital for wellness.&nbsp;</p><p>On my self-improvement blog, I share about working smart.&nbsp; I also fully support relaxing and avoiding burnout.&nbsp; In this article, you&rsquo;ll see how passions lead to better reflection.</p><p>I&rsquo;ll start with the kids.&nbsp; Then come teenagers and adults.&nbsp; There&rsquo;s something for everyone.</p><p><strong>Kids</strong></p><p>Kids can be from 0-17 years.&nbsp; They range from infants to teenagers.&nbsp; However, I&rsquo;ll focus on teenagers in the next part of my article.</p><p><strong>1. Puzzles</strong></p><p>I remember loving this one as a child.&nbsp; I&rsquo;d scatter all the pieces on the carpet, kneel and get to work.&nbsp; I had to find the correct pieces and place each in the right place.&nbsp; Joining all of them gave a breathtaking picture!</p><p><strong><a target=\"_blank\" href=\"https://en.wikipedia.org/wiki/Puzzle\">Puzzles</a></strong>&nbsp;are often associated with solving mathematical or logical problems.&nbsp; It&rsquo;s also said that introducing children to the right type of toys at the right age is crucial.&nbsp; When they&rsquo;re developing their senses and understanding, playing the right things helps.&nbsp; Rubik&rsquo;s Cube works like a puzzle.&nbsp;&nbsp;</p><p>Photo by MART PRODUCTION on&nbsp;<a target=\"_blank\" href=\"https://www.pexels.com/photo/close-up-photo-of-a-child-solving-a-rubik-s-cube-8471912/\">Pexels.com</a></p><p>If you&rsquo;re a parent, make the most of it.&nbsp; Encourage your kids to enjoy pastimes that boost their intelligence.&nbsp; They&rsquo;ll gain from it.</p><p><strong>2. Hide and seek</strong></p><p>I also loved this one.&nbsp; I remember how I played with my cousins.&nbsp; Being all around the same age, it was amusing.&nbsp; The simple idea behind it was that one would close their eyes, and count to a number.&nbsp; All the others had to find places to hide.&nbsp;&nbsp;</p><p>The searcher would look for them.&nbsp; The one who gets found first is the loser and has to search for others in the next round.&nbsp; The last one found becomes the winner.&nbsp;&nbsp;</p><p>Childhood memories are special.&nbsp; There are such fun activities without money to enjoy.&nbsp; They often say that the best things in life are free.&nbsp; Enjoy the simple things<strong>&nbsp;</strong>of life.</p><p><strong>Teenagers</strong></p><p>Teenagers are special.&nbsp; They fall between the kids and adults.&nbsp; It&rsquo;s also a special phase in life.</p><p><strong>3. Video games</strong></p><p>This one needs no introduction.&nbsp; It&rsquo;s so popular that everyone knows it.&nbsp; On the other hand, there are traditional distractions that have become rarer over time.&nbsp;</p><p>Videos are full of life.&nbsp; They&rsquo;re exciting and packed with action.&nbsp; They prompt you to think and act quickly.</p><p>It&rsquo;s also true that teenagers often stay glued to their phones.&nbsp; Setting no screen time and digital detox may be crucial for self-care.&nbsp; Eye strain can also cause discomfort.</p><p>There are also some concerns about the types of distractions available.&nbsp; For example, some have been said to be too violent.&nbsp; Teenagers should be guided and become aware of the potential pitfalls.</p><p><strong>4. Quizzes</strong></p><p>These are fun activities through questions.&nbsp; There could also be inter-school competitions.&nbsp; The more casual ones tend to be more relaxing and entertaining than formal competitions.</p><p>I remember attending one at high school.&nbsp; The participants already knew the topics and had to prepare beforehand.&nbsp; However, the final competition questions were confidential.&nbsp;&nbsp;</p><p>Trivia games are similar.&nbsp; However, the questions are rather on unimportant facts.&nbsp; They might be seen as silly, but amusing.&nbsp;</p><p>Advertisements</p><p><strong>Adults</strong></p><p>There are a variety of fun activities for adults.&nbsp; Just because we&rsquo;re grown-ups, it doesn&rsquo;t mean we should forget to enjoy ourselves.&nbsp; We all still have the child in us somewhere, looking for some playfulness.&nbsp;&nbsp;</p><p><strong>5. Chess</strong></p><p>Chess is a board game for two players.&nbsp; It uses a grid and pawns.&nbsp; An abstract strategy to relish.&nbsp;&nbsp;</p><p>I started to learn chess as a kid but never continued.&nbsp; I, therefore, don&rsquo;t practice it.&nbsp; It&rsquo;s rather popular among adults.&nbsp;&nbsp;</p><p><strong>6. Cards</strong></p><p>Playing cards have existed for centuries.&nbsp; It&rsquo;s a traditional one that younger generations might not practice.&nbsp; It&rsquo;s also used in casinos for gambling.&nbsp;</p><p>Family and friends gather around a table.&nbsp; Enjoy a great evening together.&nbsp; Challenge each other and have some good competition.</p><p><strong>7. Scrabble</strong></p><p>Scrabble is a word game.&nbsp; You use a board and place titles in a crossword way.&nbsp; It requires having a group of two to four players.</p><p>There are such fun activities to learn vocabulary.&nbsp; You can get to know new words from other players.&nbsp; It&rsquo;s a great way to ponder and exercise the brain.</p><p>Human head</p><p>8. Monopoly</p><p>Monopoly is a board game.&nbsp; It has economics as a theme.&nbsp; Players roll two dice and trade properties.&nbsp; They develop these into houses and hotels.</p><p>I remember playing it.&nbsp; Strange enough, it was during childhood.&nbsp; I believe that it must have been a version of it for kids from a bank.&nbsp;</p><p><strong>9. Suduko</strong></p><p>Suduko is a number-placement puzzle.&nbsp; It uses a grid.&nbsp; Play this one to stimulate logical thinking.</p><p>I&rsquo;ve never tried it before.&nbsp; I remember seeing it for the first time in a monthly magazine.&nbsp; It was a competition that they had for their readers to participate in.</p><p>Advertisements</p><p><strong>10. Benefits of these leisures</strong></p><p>In addition to the amusement side of it, you gain in many other ways:</p><ul><li><strong><a target=\"_blank\" href=\"https://tipsfromsharvi.com/2021/03/19/solve-your-problem-in-7-steps/\">Problem-solving skills</a></strong></li><li>Brain exercises</li><li>Decision-making</li><li>Creativity and innovation</li><li>More&nbsp;</li></ul><p>Read about the theory of&nbsp;<strong><a target=\"_blank\" href=\"https://en.wikipedia.org/wiki/Theory_of_multiple_intelligences\">multiple intelligences&nbsp;</a></strong>on Wikipedia.&nbsp; Enjoy distractions that are conducive to developing the type of wit that you&rsquo;re interested in.&nbsp; Relax and benefit from quality time with close ones as well.</p><p>Find your preferred pastime.&nbsp; Have in mind what you want to achieve.&nbsp; Is it logical, linguistic, interpersonal, or another type of skill?</p><p>Get together with pals.&nbsp; Have regular get-togethers over the weekend.&nbsp; Set an interesting atmosphere and practice.</p><p>In the end, it&rsquo;s not only all the pleasant times you all had.&nbsp; It&rsquo;s more than that.&nbsp; Why not benefit in many ways simultaneously?&nbsp;&nbsp;</p><p>Time is precious.&nbsp; It&rsquo;s also a scarce resource.&nbsp; Relax and gain self-improvement at once.</p>', '<p><a href=\"https://tipsfromsharvi.com/2022/11/16/fun-activities-list/\">https://tipsfromsharvi.com/2022/11/16/fun-activities-list/</a></p>', 'SHARVINA Y', '<p>Find a fun activities list.&nbsp; At the same time, ponder for the better.&nbsp; Read to find some key diversions and the benefits they bring.</p><p>Certain exercises can help to&nbsp;<strong><a target=\"_blank\" href=\"https://tipsfromsharvi.com/2019/12/07/smart-ways-sharpen-mind/\">sharpen the mind</a></strong>.&nbsp; You also get to relax and feel joyful.&nbsp; Anyone can benefit, kids and adults alike.</p><p>Solopreneurs, bloggers, and anyone else should take the time to unwind.&nbsp; Alongside working in your home office, have a life outside of it as well.&nbsp; It&rsquo;s vital for wellness.&nbsp;</p><p>On my self-improvement blog, I share about working smart.&nbsp; I also fully support relaxing and avoiding burnout.&nbsp; In this article, you&rsquo;ll see how passions lead to better reflection.</p><p>I&rsquo;ll start with the kids.&nbsp; Then come teenagers and adults.&nbsp; There&rsquo;s something for everyone.</p>', '2022-11-18', 'active', NULL, 'submitted', '2022-11-18 00:57:52', '2022-11-18 00:57:52'),
(17, 101, 9, NULL, '14 life lessons for true happiness', '2022-11-18', 'SHARVINA Y', 'international', NULL, NULL, '<p>Happiness life lessons are crucial to success. &nbsp;Who doesn&rsquo;t want to be happy? Aren&rsquo;t you keen on always being cheerful? While you can&rsquo;t control things 100%, there are numerous things that you can do to feel better.</p><p>I&rsquo;m not a happiness coach, but as a blogger, I&rsquo;ll share with you 14 tips for being gleeful:</p><p>1. Be genuine</p><p>The first thing that makes a great difference is being yourself. Although societal norms tend to dictate what&rsquo;s expected of you, you choose what you intend to live! Abiding by the law is primordial. At the same time, what you want to do is your decision.</p><p>When I decided to move on from my corporate career, it demanded guts.&nbsp; It was a major challenge.&nbsp; However, having taken meaningful decisions, I&rsquo;m pleased about it.</p><p>Advertisements</p><p>2. Choose happiness!</p><p>Joy exists and many times, you may be ignoring it. Choose to see the brighter side by living mindfully. Notice it in the simple things daily.</p><p>When I open my window every morning, I love breathing in pure air.&nbsp; The rays of the sun help me wake up.&nbsp; I enjoy the view from my window, which is blessed with nature.</p><p>3. Practice self-care</p><p>To feel truly happy, take care of yourself first, then you&rsquo;ll be able to keep up with the demands. From having&nbsp;<strong><a target=\"_blank\" href=\"https://tipsfromsharvi.com/2022/07/04/10-tips-for-proper-sleep/\">proper sleep</a></strong>, healthy nutrition, exercising regularly, and meditating to enjoying hobbies, and socializing. Self-care should be a daily habit!</p><p>4. Enjoy family time</p><p>Spend quality time with close ones. Bonding with your family at dinnertime after a hard day is soothing. It also keeps communication going for healthy relationships. Find time for your extended family and friends too.</p><p>5. Gratitude journal</p><p>Express your gratitude by journaling daily. You&rsquo;ll be aware of things that already exist that can brighten up your day! Be mindful, merriment is right here, right now!</p><p>I love to reflect and write.&nbsp; In the process, I realize what I&rsquo;ve done right for my goals.&nbsp; In case I lag, it&rsquo;s an alarm for improvement.</p><p>Focused on music</p><p>6. Failure helps</p><p>Don&rsquo;t feel devastated because you don&rsquo;t succeed the first time. Keep trying and most importantly, learn from your mistakes. Your learning curve will grow gradually.</p><p>When I just started as a solopreneur, I made mistakes.&nbsp; These were valuable experiences.&nbsp; I learned better methods.&nbsp;&nbsp;</p><p>7. Work smart</p><p>Frustration often comes from what you do at work. Find more productive methods for completing tasks. Make things simpler and smile at the results!</p><p>I often share productivity hacks on my blog.&nbsp; Working smart is key to getting more done in less time.&nbsp; Get the desired result or even exceed expectations.<br />Download the&nbsp;<a target=\"_blank\" href=\"https://mailchi.mp/0c2fc6f40846/productivity-checklist-blog\"><strong>ultimate daily productivity</strong>&nbsp;</a>checklist for free.&nbsp; It&rsquo;s a concise list of hacks.&nbsp; I use them and share them on my blog.</p><p>8. Ongoing learning</p><p>To keep up with exigencies and feel your best, embrace ongoing learning. Having a learning culture makes you open to changes. You&rsquo;ll feel more in control of stress levels.</p><p>I strongly support lifelong learning. It&rsquo;s crucial for a blogger, as there are always things to adapt to. It&rsquo;s interesting, as opposed to feeling stagnant!</p><p>9. Stop comparing</p><p>Don&rsquo;t compare yourself to others. Everyone&rsquo;s different and that&rsquo;s the beauty of being your true self. Don&rsquo;t be envious.&nbsp; Doing so is a sure road to dismay that you never want to take!</p><p>Leaving my corporate job had once raised eyebrows from friends and family.&nbsp; People didn&rsquo;t understand what I wanted.&nbsp; Even though I sometimes struggled, I&rsquo;ve found my purpose.</p><p>Advertisements</p><p>10. No people-pleasing</p><p>You have to realize that you can&rsquo;t always do things just to please others. You may want to feel accepted by your peers for the better. However, you still have to&nbsp;<a target=\"_blank\" href=\"https://tipsfromsharvi.com/2019/05/18/how-to-say-no-to-people-when-needed/\"><strong>draw a line</strong></a>&nbsp;when required, by setting realistic boundaries.</p><p>It&rsquo;s natural to give in to the desire of close ones.&nbsp; In a family and couples, each one has to give in sometimes.&nbsp; However, there are times when saying no is required.</p><p>11. Avoid perfectionism</p><p>I&rsquo;m all for high-level achievable goals. However,&nbsp;<strong><a target=\"_blank\" href=\"https://tipsfromsharvi.com/2019/05/25/10-reasons-not-to-be-a-perfectionist/\">perfectionism</a></strong>&nbsp;often hinders success by creating barriers. If you keep waiting to be perfect before you start the race, then meanwhile, others will reach the finish line!</p><p>When I started my blog, I faced imposter syndrome like anyone else.&nbsp; I asked myself, can I have a blog?&nbsp; I realized that not only do I gain self-improvement, but I also share with my readers</p><p>12. Reject risk-aversiveness</p><p>Take calculated risks. You&rsquo;ll be happier when you learn more. You&rsquo;ll get better than those who refuse to venture out.</p><p>Personal growth comes when you take challenges.&nbsp; Venture out.&nbsp; Leave your comfort zone to try out new things.</p><p>13. Happiness v/s materialism</p><p>Enough money is essential for a living. More riches are desirable for leading a luxurious lifestyle. However, you may not find long-term joy merely from materialistic gains.</p><p>It&rsquo;s often said that you can find joy in simple things.&nbsp; Enjoy your cup of tea or coffee.&nbsp; Take a walk in nature.&nbsp; It does cost to be grateful.</p><p>14. True contentment v/s short-lived joy</p><p>Prefer and choose to do things that bring you genuine contentment over superficial ones. Find out what keeps you satisfied for longer.&nbsp; You&rsquo;ll see that they&rsquo;re often things you already have!</p><p>Being genuinely yourself is natural.&nbsp; Working towards your purpose is meaningful.&nbsp; Life is too short, so focus on the right things.</p><p>Find inspiration from my article.&nbsp; Use my list of tips to get started.&nbsp; Ponder and find what works best for you.</p>', '<p>https://tipsfromsharvi.com/2022/11/14/life-lessons-true-happiness/</p>', 'SHARVINA Y', '<p>Happiness life lessons are crucial to success. &nbsp;Who doesn&rsquo;t want to be happy? Aren&rsquo;t you keen on always being cheerful? While you can&rsquo;t control things 100%, there are numerous things that you can do to feel better.</p><p>I&rsquo;m not a happiness coach, but as a blogger, I&rsquo;ll share with you 14 tips for being gleeful:</p>', '2022-11-18', 'active', NULL, 'submitted', '2022-11-18 00:59:38', '2022-11-18 00:59:38'),
(18, 101, 9, NULL, '15 growth vs fixed mindset benefits: empower solopreneurs', '2022-11-18', 'SHARVINA Y', 'international', NULL, NULL, '<p>Growth versus fixed mindset.&nbsp; Does it make a difference?&nbsp; Read my article to find out how solopreneurs benefit.</p><p>If you want to find out about the theoretical side of the topic, you may read&nbsp;<strong><a target=\"_blank\" href=\"https://en.wikipedia.org/wiki/Mindset\">this article</a></strong>&nbsp;on Wikipedia. It also includes some research conducted. My post will focus on how solopreneurs benefit in everyday life.</p><p>1. Importance</p><p>Why mindset is everything?&nbsp; If you believe that you can, you will try.&nbsp; If you never try, you&rsquo;ll never win.&nbsp; Even if you don&rsquo;t come out as the winner, you&rsquo;ll grow personally.</p><p>Getting out of your comfort zone is the first step.&nbsp; It&rsquo;s also crucial to success.&nbsp; If you&rsquo;re open to new ideas, you learn and progress.</p><p>I took the courage to change fields.&nbsp; I also moved from employment to being my own boss.&nbsp; It was a big challenge, but I learned many things.</p><p>2. Imposter syndrome</p><p>Everyone tends to go through this stage.&nbsp; When you start something new, you question your expertise.&nbsp; When you realize that you can provide value to others, you&rsquo;re confident.</p><p>When I started my blog over four years ago (at the time of writing), I was confused.&nbsp; I asked myself if I could write for others.&nbsp; It&rsquo;s now natural, as I know I have the experience that can benefit my readers.</p><p>3. Mindset is everything quote</p><p>Many famous people have highlighted the importance of it.&nbsp; I just grabbed one inspiring example from BrainyQuote.&nbsp; Take a look.</p><p><strong><em>&ldquo;I think anything is possible if you have the mindset and the will and desire to do it and put the time in.&rdquo; &ndash;&nbsp;<a target=\"_blank\" href=\"https://www.brainyquote.com/quotes/roger_clemens_480931\">Roger Clemens</a></em></strong></p><p>4. Mindset for students</p><p>Students learn at school, high school, and university.&nbsp; After these years, they normally move to employment or self-employment.&nbsp; However, the need for personal development is ongoing.&nbsp;&nbsp;</p><p>You&rsquo;re a learner at any age and any stage of your profession. If you choose to remain slack, you&rsquo;ll lose out. Believe in and embrace&nbsp;<strong><a target=\"_blank\" href=\"https://tipsfromsharvi.com/2021/08/16/lifelong-learning-prospects/\">lifelong learning</a></strong>.</p><p>5. Scarcity and abundance</p><p>With a scarcity attitude, you naturally avoid progress.&nbsp; You believe that chances are limited.&nbsp; Automatically, you tend to remain stagnant.</p><p>With abundance, it&rsquo;s the opposite.&nbsp; You&rsquo;re keen on personal growth and success.&nbsp; You seize opportunities and optimize the use of resources.&nbsp; You believe that everyone has the chance to progress.</p><p>6. Mentality affects performance</p><p>The way you think guides your actions.&nbsp; If you think you can&rsquo;t get results, you may never try.&nbsp; On the other hand, when you&rsquo;re positive that your efforts will pay off, you give your best.</p><p>Reaching your success goals involves many different factors.&nbsp; However, when you start with a positive attitude, you&rsquo;re better off.&nbsp; Take the right actions for advancement and persevere.</p><p>&nbsp;</p><p><a target=\"_blank\" href=\"https://www.instagram.com/p/Cc5cBaAthJf/?utm_source=ig_embed&amp;utm_campaign=loading\">View this post on Instagram</a></p><p><a target=\"_blank\" href=\"https://www.instagram.com/p/Cc5cBaAthJf/?utm_source=ig_embed&amp;utm_campaign=loading\">A post shared by Tips from Sharvi (@tipsfromsharvi)</a></p><p>Swipe to read the full carousel post</p><p>7. Can it be taught?</p><p>I refer to research carried out and link to a resource article.&nbsp; Read about classrooms, challenging learning tasks, praising the process, and lifelong learners.</p><p>&lsquo;<strong><em>According to Carol Dweck, individuals can be placed on a continuum according to their implicit views of &ldquo;where ability comes from&rdquo;&lsquo;. &ndash;&nbsp;</em></strong><strong><em><a target=\"_blank\" href=\"https://en.wikipedia.org/wiki/Mindset#Fixed_and_growth_mindset\">Visit Wikipedia</a></em></strong></p><p>I&rsquo;d personally add that if you&rsquo;re open to embracing change, it makes life easier.&nbsp; If you want to adopt better habits, you can work on it.&nbsp; Lifelong learning is advantageous in many ways.</p><p>&nbsp;The willingness to progress is like a force.&nbsp; It&rsquo;s the positivity that supports self-improvement.&nbsp; Saying that you&rsquo;ll take up the challenge is the first step toward taking action.</p><p>I studied for my business degree in my late twenties.&nbsp; I was already working full-time.&nbsp; Even today, as a blogger, I stay updated with new practices.</p><p>8. Professional support</p><p>If you want personalized support, consider getting a coach.&nbsp; A trained professional can listen to you.&nbsp; These services often require one-to-one sessions, and may, therefore, be a bit expensive.</p><p>On the other hand, take an online course.&nbsp; Join a group or supportive forum.&nbsp; These tend to be more affordable options.&nbsp; Talk to a close one you trust for free.</p><p>9. Growth vs fixed mindset activities</p><p>As a solopreneur, be proactive.&nbsp; Choose the right activities, including hobbies and self-care.&nbsp; There are many things that you can do.</p><p>Some examples are reading, journaling, reflecting, setting goals, fitness exercises, yoga, meditation, taking courses, networking, and mentoring others.</p><p>10. Growth vs fixed mindset examples</p><p>Type A: &lsquo;I can always build my skills.&nbsp; It will support me in reaching my new goal.&nbsp; I can take calculated risks and challenges.&nbsp; If I fail, I&rsquo;ll learn from the mistake and improve.&rsquo;</p><p><strong>Versus</strong></p><p>Type B: &lsquo;I was born without such talent.&nbsp; I will only waste money and time if I try.&nbsp; When I fail, it will be shameful.&rsquo;</p><p>Self-improvement is key.&nbsp; Believe in yourself.&nbsp; Choose to be the one who achieves success.&nbsp;&nbsp;&nbsp;</p><p>In this section, I&rsquo;ll show how solopreneurs benefit from personal development:</p><p>11. Solopreneur</p><p>A broad term, as many professionals fit into it.&nbsp; I&rsquo;ll give more specific examples below.&nbsp; Briefly said, someone who works on their own, has to take initiative.</p><p>For example, If I don&rsquo;t enroll in a new course, no one will ask me to.&nbsp; If I lack the skills for a new tool, my sales will decline.&nbsp; If I don&rsquo;t take proper action, my profitability will suffer.&nbsp;&nbsp;</p><p>12. Coach</p><p>There are many types of coaches.&nbsp; For illustration, let&rsquo;s say you&rsquo;re a productivity coach.&nbsp; You need to keep up with the latest trends and research in your field.&nbsp; When new techniques come out, you&rsquo;re updated and knowledgeable.</p><p>13. Blogger&nbsp;</p><p>With an online business, you&rsquo;re always alert.&nbsp; If you miss out on a new social media trend, you may lose out.&nbsp; If you don&rsquo;t keep up with current SEO best practices, rankings may drop.</p><p>14. Freelancer</p><p>Freelancers sell their services to brands.&nbsp; If you&rsquo;re into graphic designing, for example, stay updated.&nbsp; Clients look for the best skills.</p><p>15. Self-esteem and success</p><p>When you&rsquo;re excited and eager to progress, you take in.&nbsp; It&rsquo;s not a boring chore, but exciting.&nbsp; It&rsquo;s a habit that opens up new opportunities.</p>', '<p>https://tipsfromsharvi.com/2022/11/10/growth-fixed-mindset/</p>', 'SHARVINA Y', '<p>Everyone tends to go through this stage.&nbsp; When you start something new, you question your expertise.&nbsp; When you realize that you can provide value to others, you&rsquo;re confident.</p><p>When I started my blog over four years ago (at the time of writing), I was confused.&nbsp; I asked myself if I could write for others.&nbsp; It&rsquo;s now natural, as I know I have the experience that can benefit my readers.</p>', '2022-11-18', 'active', NULL, 'submitted', '2022-11-18 01:14:44', '2022-11-18 01:14:44'),
(19, 101, 9, NULL, 'Goal-oriented motivation: 10 benefits for you', '2022-11-18', 'SHARVINA Y', 'international', 'Chenni', 'Asia', '<p>How does having a goal-oriented motivation help? When you work towards realizing your dreams, you want to succeed. Inspiration is crucial. Read on to see how being self-driven toward your purpose helps.</p><p>Being a self-improvement blogger, I set objectives. Some are at the personal level, and others, are professional. I love to share valuable experiences with my readers. For more about your personal life, you may wish to read my article about&nbsp;<strong><a target=\"_blank\" href=\"https://tipsfromsharvi.com/2020/12/05/new-years-resolution-success/\">New Year&rsquo;s resolutions</a></strong>.&nbsp;</p><p>1. Goal-oriented motivation</p><p>Being focused on your purpose has many benefits. You give attention to what matters most. It saves resources and avoids time wasters.</p><p>When you value and believe in your aims, it&rsquo;s meaningful. This is a form of true inspiration. It&rsquo;s also a reason to persevere in the long term.</p><p>There are some theories and research on relevant topics. Read about it&nbsp;<strong><a target=\"_blank\" href=\"https://en.wikipedia.org/wiki/Goal_orientation\">on Wikipedia</a></strong>. My article focuses on the practical side of things. This is how you may experience it in daily life (as I do).</p><p>Advertisements</p><p>2. Need for achievement</p><p>There can be many definitions of success. As an individual, you may have a different vision compared to someone else. Likewise, each person may choose to be on a different type of mission.</p><p>When it comes to family, there are common intentions. Parents work to provide financially. There are family vacations to plan together, and so on.</p><p>In certain areas, you may easily decide at the individual level. What you prefer to read may prompt you to select a book. Which ice cream flavor you prefer can be a simple personal choice.</p><p>I decided to become a solopreneur. This happened over nine years ago (at the time of writing). It wasn&rsquo;t always easy, but I&rsquo;m thankful for having made this choice.</p><p>3. Learning needs</p><p>Throughout life, you grow personally. It&rsquo;s an ongoing process. Build the right skills to achieve your set targets.</p><p>Hone your talents and skills. Develop side hustles from your hobbies. Have fun and benefit in more ways simultaneously.</p><p>Having clear intent is crucial. When you value what you want to achieve, you believe in it. The drive to perform is worth the effort.</p><p>When you find that you need to polish your skills, take action. Be sure what you need to improve. Enroll in a course, find a coach, or join a community to network.</p><p>Use your plan as a yardstick to measure progress. You can evaluate how well you move towards your objectives. Spot anything that needs to be reviewed and maybe change it.</p><p>I always aim to learn more about blogging. Practicing supports improvement. The year I launched my email list, I had to build relevant skills. Know what you need to equip yourself and fill the gap.</p><p>Advertisements</p><p>4. Problem-solving</p><p>You may ask, goal-oriented or result oriented, which is best? It can differ from person to person. It can be based on the situation.&nbsp;&nbsp;&nbsp;</p><p>When you face issues, you may ask yourself how to go about them. There can be many approaches, depending on the given circumstances. In many cases, taking a goal-oriented decision-making approach is helpful.</p><p>I once attended a workshop on creative problem-solving techniques. It was interactive, and I learned a lot. Take a look at this&nbsp;<strong><a target=\"_blank\" href=\"https://tipsfromsharvi.com/2021/03/19/solve-your-problem-in-7-steps/\">article for more</a>&nbsp;</strong>if you wish to.</p><p>5. Project management</p><p>Whatever you undertake, personally or professionally, it&rsquo;s best to plan. Even when you shop, have a list and a budget in mind. At work, have SMART (specific, measurable, assignable, realistic, and time-related) targets.</p><p>A project involves time, effort, and other resources. These are limited in nature. Use them carefully.</p><p>You work to realize a dream or vision. It can be someone else&rsquo;s, such as a company founder. It could even be for your own business. Mission statements show purpose.</p><p>On projects, objectives have to align with the overall mission. Every small step and milestone works towards a bigger purpose. Being goal-oriented, you can work smarter.</p><p>&nbsp;</p><p>Notebook, devices, and coffee.</p><p>Download the&nbsp;<strong>productivity checklist</strong>&nbsp;for free!</p><p>6. Teamwork</p><p>A team works together for a common purpose. You may be the leader or a member. Your activities are likely to be geared toward success.</p><p>There needs to be clarity. If members don&rsquo;t know why they&rsquo;re participating, they&rsquo;ll feel lost. The leader has to listen to and encourage them.</p><p>If there&rsquo;s a lack of communication, it can be regrettable. There should also be trust and respect. It&rsquo;s important to stay on track and relevant to the team&rsquo;s targets.&nbsp;&nbsp;</p><p>7. Solopreneurs in action</p><p>Solopreneurs tend to work alone. They can have the luxury of setting their agenda as they please. Being one, I value such perks.</p><p>With the possibility to do activities when I prefer, I gain much. I can go to the bank for tasks when convenient. I can also decide to take a 4-day week for personal needs.</p><p>Ensuring productive use of my time is crucial. If I ever neglect my work, no one will scold me. However, knowing my duties, personal and professional, is the key.&nbsp;</p><p>Being self-motivated has many benefits. There are times when you may feel discouraged, and the driving force may decrease.&nbsp;&nbsp;<strong><a target=\"_blank\" href=\"https://tipsfromsharvi.com/2022/09/26/discipline-important-motivation/\">Choose discipline</a></strong>&nbsp;to keep going.</p><p>8. Bloggers at work</p><p>In addition to being a solopreneur, I&rsquo;m also a blogger. These are two separate activities. I work from home.</p><p>In the blogosphere, there&rsquo;s space for much creativity. Be yourself, be genuine, and innovate. Having monetization targets is crucial unless you&rsquo;re purely a personal blogger.</p><p>Although I normally have full control over my time and decisions, I&rsquo;m accountable to myself. Neglecting work is never ok. A serious blogger has to meet targets and practice self-care as well.</p><p>9. Freelancers from home</p><p>I&rsquo;ve also been a freelancer, although I currently focus on the other two mentioned activities. I&rsquo;ve worked with companies from my abode. Doing so gave me some degree of autonomy, but not fully.&nbsp;</p><p>As a freelancer, I often catered to the companies&rsquo; schedules. For example, I had to attend meetings at their specified times. I was also happy to work towards their set targets.</p><p>10. Facts and analysis</p><p>When it comes to evaluation, using stats is helpful. Performance helps to measure success. It may be for a project or an individual.&nbsp;&nbsp;</p><p>Trying to pin down how successful your activities are, you refer to your plan. The plan provides action to meet set objectives. It&rsquo;s your yardstick to measure performance.</p><p>A goal-oriented person recognizes the importance of having direction. They have a purpose in mind. Their actions are guided towards it.</p>', '<p>https://tipsfromsharvi.com/2022/11/02/goal-oriented/</p>', 'SHARVINA Y', '<p>How does having a goal-oriented motivation help? When you work towards realizing your dreams, you want to succeed. Inspiration is crucial. Read on to see how being self-driven toward your purpose helps.</p><p>Being a self-improvement blogger, I set objectives. Some are at the personal level, and others, are professional. I love to share valuable experiences with my readers. For more about your personal life, you may wish to read my article about&nbsp;<strong><a target=\"_blank\" href=\"https://tipsfromsharvi.com/2020/12/05/new-years-resolution-success/\">New Year&rsquo;s resolutions</a></strong>.&nbsp;</p>', '2022-11-18', 'active', NULL, 'submitted', '2022-11-18 04:09:48', '2022-11-18 04:09:48');
INSERT INTO `research_articles` (`id`, `countries_id`, `author_user_id`, `approved_user_id`, `title`, `date_of_publication`, `author`, `geo_context`, `city`, `region_zone`, `abstract`, `links_research`, `author_module`, `evaluation_discussion`, `date_entry_module`, `status`, `approved_on`, `publish_status`, `created_at`, `updated_at`) VALUES
(20, 101, 9, NULL, '10 brilliant quotes on learning new things', '2022-11-18', 'SHARVINA Y', 'international', 'Chennai', 'Asia', '<p>A quote for learning new things brings wisdom.&nbsp; You enrich yourself at school, university, and throughout life.&nbsp; It&rsquo;s a lifelong thing that brings so much value and benefits!&nbsp;</p><p>Personal growth never ends.&nbsp; The more you enrich yourself, the better off you are.&nbsp; Read my article for some famous quotes on the topic.</p><p>As a self-improvement blogger, I just couldn&rsquo;t stop myself from sharing some quotes that I came across while searching on the internet.&nbsp; I read each one of them, saw so much meaning, and would love to dedicate this article to my readers.</p><p><strong>Here&rsquo;s my list:</strong></p><p>Formal education&nbsp;</p><p>Even when school and university years are gone, we grow personally at all ages.&nbsp; Formal education is great and so are informal modes of studying.&nbsp; I develop myself through online courses, videos, books, and more.&nbsp; It&rsquo;s an ongoing habit!</p><p><em>&ldquo;Education is what remains after one has forgotten what one has learned in school.&rdquo; &ndash;&nbsp;<a target=\"_blank\" href=\"https://www.brainyquote.com/quotes/albert_einstein_108304\">Albert Einstein</a></em></p><p><em>&ldquo;&rsquo;Study&rsquo; was the cry that reverberated in the corridors of my mind. Study to enable yourself to face the arguments advanced by opposition. Study to arm yourself with arguments in favor of your cult. I began to study.&rdquo; &ndash;&nbsp;<a target=\"_blank\" href=\"https://www.brainyquote.com/quotes/bhagat_singh_802600\">Bhagat Singh</a></em></p><p><em>&ldquo;My advice for young people is, study what you love and intern in what you want to do. And I think it&rsquo;s okay to pivot as many times as you need to.&rdquo; &ndash;&nbsp;<a target=\"_blank\" href=\"https://www.brainyquote.com/quotes/eva_chen_798202\">Eva Chen</a></em></p><p>bookshelf</p><p><strong><a target=\"_blank\" href=\"https://tipsfromsharvi.com/resources/\">Click to find some of my recommended resources</a></strong></p><p>Learn from experience</p><p>Gain from your life experiences and those of others.&nbsp; Take the time to listen to what industry leaders have found to be best practices.&nbsp; In your personal life, gain from close ones and especially what the elderly at home have to teach.</p><p><em>&ldquo;I am a woman in process. I&rsquo;m just trying like everybody else. I try to take every conflict, every experience, and learn from it. Life is never dull.&rdquo; &ndash;&nbsp;<a target=\"_blank\" href=\"https://www.brainyquote.com/quotes/oprah_winfrey_133519\">Oprah Winfrey</a></em></p><p><em>&ldquo;Your most unhappy customers are your greatest source of learning.&rdquo; &ndash;&nbsp;<a target=\"_blank\" href=\"https://www.brainyquote.com/quotes/bill_gates_161558\">Bill Gates</a></em></p><p><em>&ldquo;If history repeats itself, and the unexpected always happens, how incapable must Man be of learning from experience.&rdquo; &ndash;&nbsp;<a target=\"_blank\" href=\"https://www.brainyquote.com/quotes/george_bernard_shaw_163236\">George Bernard Shaw</a></em></p><p>Improve through mistakes</p><p>Improve from past mistakes and failures. There is no failure if you take advantage of it. It&rsquo;s an opportunity to know and not to repeat the same thing.</p><p><em>&ldquo;I&rsquo;m most proud of the blessings that God has bestowed upon me, in my life. He&rsquo;s given me the vision to truly see that you can fall down, but you can still get back up. Hopefully I&rsquo;ll learn from my mistakes and have the opportunity to strengthen and improve the next thing I do.&rdquo; &ndash;&nbsp;<a target=\"_blank\" href=\"https://www.brainyquote.com/quotes/martin_lawrence_177262\">Martin Lawrence</a></em></p><p><em>&ldquo;Learn to get in touch with the silence within yourself, and know that everything in life has purpose. There are no mistakes, no coincidences, all events are blessings given to us to learn from.&rdquo; &ndash;&nbsp;<a target=\"_blank\" href=\"https://www.brainyquote.com/quotes/elisabeth_kublerross_121767\">Elisabeth Kubler-Ross</a></em></p><p>More about life</p><p>There is so much to find out about in different spheres of life. The more you do, the more you gain. Being open to ongoing personal growth is key to self-improvement.</p><p><em>&ldquo;A life lesson for me is, how do you muster the courage to take on a new risk? Whether it&rsquo;s starting up a business or taking on a new project or expedition. I think the risks that we take are all relative to the risk-taker.&rdquo; &ndash;&nbsp;<a target=\"_blank\" href=\"https://www.brainyquote.com/quotes/ann_bancroft_419365\">Ann Bancroft</a></em></p><p><em>&ldquo;My heroes in real life are definitely my mom for being true to herself, for having a foot in both worlds, for being so very polite &ndash; Canadian and also such a traditional Greek woman. I would sum it up this way: the life lesson she would say is be polite while you&rsquo;re breaking the rules.&rdquo; &ndash;&nbsp;<a target=\"_blank\" href=\"https://www.brainyquote.com/quotes/nia_vardalos_798276\">Nia Vardalos</a></em></p><p>My list ends here, but there are many more great sayings and recites that illustrate how invaluable it is to grasp things and improve personally and professionally.&nbsp; Can you think of some things that famous people have said on the topic?&nbsp; Which ones have had an impact on your life?</p><p>When you see what famous people have experienced, it&rsquo;s inspiring.&nbsp; You benefit through life lessons, and it&rsquo;s crucial to success.&nbsp; Listen to the elderly as well, as they know best.</p><p><strong>Conclusion</strong></p><p>You gain so much from broadening your knowledge.&nbsp; This includes any type of learning and in all aspects of life.&nbsp; It&rsquo;s a true blessing that brings so many benefits.&nbsp; If you find my article valuable, please comment and share so that more people can read it.&nbsp; Thank you!!</p><p><strong><em>Editor&rsquo;s Note: This blog article has been updated for better accuracy and comprehensiveness.</em></strong></p><p>Featured photo credit: Photo by MART PRODUCTION on&nbsp;<a target=\"_blank\" href=\"https://www.pexels.com/photo/close-up-photo-of-a-child-solving-a-rubik-s-cube-8471912/\">Pexels.com</a></p>', '<p>https://tipsfromsharvi.com/2022/10/31/quotes-learning-new-things/</p>', 'SHARVINA Y', '<p>A quote for learning new things brings wisdom.&nbsp; You enrich yourself at school, university, and throughout life.&nbsp; It&rsquo;s a lifelong thing that brings so much value and benefits!&nbsp;</p><p>Personal growth never ends.&nbsp; The more you enrich yourself, the better off you are.&nbsp; Read my article for some famous quotes on the topic.</p><p>As a self-improvement blogger, I just couldn&rsquo;t stop myself from sharing some quotes that I came across while searching on the internet.&nbsp; I read each one of them, saw so much meaning, and would love to dedicate this article to my readers.</p>', '2022-11-18', 'active', NULL, 'submitted', '2022-11-18 04:14:34', '2022-11-18 04:14:34'),
(21, 101, 9, NULL, 'How to save time: write blog posts faster', '2022-11-18', 'SHARVINA Y', 'international', 'Chennai', 'Asia', '<p>How to write blog posts faster?&nbsp; If you&rsquo;re keen on finding some helpful hacks that I use, read on.&nbsp; Work smarter and not harder!</p><p>I&rsquo;ve been a solopreneur for over nine years (at the time of writing).&nbsp; My blog exists for over four years.&nbsp; Growing from a&nbsp;<strong><a target=\"_blank\" href=\"https://tipsfromsharvi.com/2022/09/28/newbie-expert/\">newbie to an expert</a>&nbsp;</strong>is an interesting journey!</p><p>Advertisements</p><p>Write blog posts faster</p><p>Write original content.&nbsp; Show genuineness and help your readers.&nbsp; Authenticity shows.&nbsp;&nbsp;</p><p>Use Search Engine Optimization (SEO) and other current best practices.&nbsp; There are proven ways to accomplish tasks.&nbsp; Creating articles takes time, however, adopt some handy hacks.</p><p>On Tips from Sharvi, I share about self-improvement.&nbsp; I&rsquo;ve chosen to publish one new article every week.&nbsp; I also often update older ones.&nbsp;&nbsp;&nbsp;</p><p>Being consistent is important.&nbsp; If you start with two pieces of content each day, you may no longer keep up with it.&nbsp; Be realistic and adopt methods that bring results.</p><p>Idea generation</p><p>I&rsquo;ll provide some helpful ways that you can use as well.&nbsp; Some hacks have helped me much.&nbsp; Idea generation is crucial for finding the right content for your niche and target readers.</p><p>Here are some key ways to do simple research.&nbsp; Remember, when you create content, you want to solve specific problems.&nbsp; Know your client persona, avatar, or simply said, who your ideal client is.</p><p><strong>Brainstorming</strong>&nbsp;normally requires having a group of people.&nbsp; You can ask others to contribute ideas.&nbsp; Family and friends could be an option.&nbsp; However, the more relevant the people, the better.</p><p><strong>Pinterest search</strong>.&nbsp; It&rsquo;s a quick task.&nbsp; Use Pinterest Search with auto-complete.&nbsp; You may also go for Pinterest Trends for ideas.</p><p><strong>Google Trends</strong>.&nbsp; This is the one that I love the most.&nbsp; I use it for general terms.&nbsp; If they&rsquo;re good, I then move to SEO tools for deeper research.</p><p><strong>Forums</strong>.&nbsp; Reddit or Facebook groups are two ways you can quickly get feedback.&nbsp; Ensure that you&rsquo;re posting your question in a place where the right members are.&nbsp; Don&rsquo;t waste minutes or hours gathering survey results from people who don&rsquo;t represent your target.</p><p>Always keep a list of possible topics ready.&nbsp; For example, a lifestyle niche could be fashion, home decor, or a small business.&nbsp; Be more specific.&nbsp;</p><p>Organize them by category or content buckets.&nbsp; For example, you may have personal education, conversational, inspiration, promotion, and entertainment.&nbsp; I use life tips, self-improvement, self-care, and motivation as categories.&nbsp; Each one contains more specific topics and tags.</p><p>When you sit down to write, you should already have options to start with.&nbsp; If you have to start figuring out what topic to choose, you&rsquo;re bound to put in more minutes or hours.&nbsp; I add relevant topics to my list regularly and shortlist them for the best ones in advance.</p><p>Advertisements</p><p>Draft your articles</p><p>Have a&nbsp;<strong>content calendar</strong>&nbsp;to plan for a month or more.&nbsp; It helps both blogs and social media.&nbsp; Take a strategic approach.&nbsp; Know what you want to achieve for the whole year in advance.&nbsp; Plan your content accordingly.&nbsp; Keep your sales funnels in mind.</p><p><strong>Research first</strong>, then write, and after, edit it.&nbsp; Do one at a time to avoid overwhelm.&nbsp; Focus on one task to avoid any confusion.</p><p>I prefer doing the outline first, it makes it clear what I need.&nbsp; I then fill in the body text.&nbsp; Finally, I write the intro and conclusion.&nbsp; You may prefer it in a different order.</p><p><strong>Batch similar work</strong>&nbsp;together.&nbsp; You may choose to research different articles at once.&nbsp; Keep the info ready, so that when you write, it&rsquo;s all available.</p><p>Draft your articles proactively.&nbsp; Having&nbsp;<strong>an outline</strong>&nbsp;makes life easier.&nbsp; It not only helps to plan what to say but also ensures relevancy.&nbsp; Avoid going off-topic.</p><p>The outline shows the main points that make up your article.&nbsp; They&rsquo;re often subheadings that break up the bulky text.&nbsp; It makes it easier for readers to skim through.</p><p><strong>SEO tools&nbsp;</strong>are helpful.&nbsp; I&rsquo;ve seen an improvement in my organic traffic since I got a premium version.&nbsp; However, you can use a free one when just getting started or for as long as you&rsquo;d prefer.</p><p>Prepare a keyword idea list in advance.&nbsp; Do your research beforehand.&nbsp; It not only helps SEO but also supports finding out what to include in your post.</p><p>If you want to save minutes while carrying out other activities, use some handy tools and apps.&nbsp; Google Doc&nbsp;<strong>speech-to-text</strong>&nbsp;can assist you.&nbsp; Talk and turn audio into text automatically.&nbsp; Afterward, you may have to go through it and correct it manually.&nbsp;</p><p>Use&nbsp;<strong>time boxing</strong>.&nbsp; Generally, have a proper agenda.&nbsp; Use a calendar instead of a simple to-do list.</p><p>Polish your draft</p><p>Make the most of an&nbsp;<strong>automatic spell check</strong>.&nbsp; I use Grammarly.&nbsp; The free version is good.&nbsp; However, you may consider upgrading to advanced features.</p><p>Get help through a&nbsp;<strong>fresh pair of eyes</strong>.&nbsp; The second pair of eyes can often spot mistakes that the writer doesn&rsquo;t see.&nbsp; Ask someone you trust to give you a hand.</p><p>If no one is available to help, I read backward.&nbsp; Start from the last paragraph to the first.&nbsp; It supports me in not getting lost in the story and staying focused on the correction.&nbsp; Try it out and see if it works for you.&nbsp;&nbsp;</p><p>Advertisements</p><p>Publish your best</p><p>When all is done, add images, links, or anything else, and schedule your post.&nbsp; Use experience and blog stats to find the best day and hour.&nbsp; If you have an email list (which is crucial), notify your subscribers.</p><p>I love the way the WordPress Reader helps.&nbsp; In addition to social media, my WordPress Reader followers get to see my new posts.&nbsp; Interacting with other blogs that I admire is a pleasure!&nbsp;</p><p>Monetization needs patience</p><p>The truth is that monetization often takes time for bloggers.&nbsp; Be patient and choose something that you can work on for months or even a few years without income.&nbsp; I chose self-improvement as I gain intrinsically from it.</p><p>Use ad placements, affiliate marketing, and brand sponsorships.&nbsp; Sell your products and services.&nbsp; These are some popular options.&nbsp; I currently do the first three.</p><p>Be a good storyteller, and be genuine.&nbsp; Create good stories for your brand.&nbsp; Understand the pain points and emotions of your audience.&nbsp;&nbsp;<strong><a target=\"_blank\" href=\"https://tipsfromsharvi.com/2021/12/28/storytelling-benefits-professional/\">Storytelling is a powerful</a></strong>&nbsp;tool that can convey strong messages.</p>', '<p>https://tipsfromsharvi.com/2022/10/26/write-blog-faster/</p>', 'SHARVINA Y', '<p>How to write blog posts faster?&nbsp; If you&rsquo;re keen on finding some helpful hacks that I use, read on.&nbsp; Work smarter and not harder!</p><p>I&rsquo;ve been a solopreneur for over nine years (at the time of writing).&nbsp; My blog exists for over four years.&nbsp; Growing from a&nbsp;<strong><a target=\"_blank\" href=\"https://tipsfromsharvi.com/2022/09/28/newbie-expert/\">newbie to an expert</a>&nbsp;</strong>is an interesting journey!</p>', '2022-11-18', 'active', NULL, 'submitted', '2022-11-18 04:16:49', '2022-11-18 04:16:49'),
(22, 101, 9, NULL, 'Why solopreneur self-help is best: 10 reasons', '2022-11-18', 'SHARVINA Y', 'international', 'Mumbai', 'Asia', '<p>Solopreneur self-help is crucial.&nbsp; Are you a blogger, coach, freelancer, or anyone working on your terms alone?&nbsp; Read on to see why and how it supports you.</p><p>Here&rsquo;s my list:</p><p>1. Solopreneur self-help</p><p>You&rsquo;re likely to feel alone sometimes.&nbsp; It may look like being in a silo with no feedback.&nbsp; Having no one to give a pat on the back can be hard at times.</p><p>It&rsquo;s crucial to take additional steps.&nbsp; Make it a must to network and have a community.&nbsp; Partner with those who complement your brand.</p><p>Working on my terms, in a sales and marketing role, I mostly operate in my home office.&nbsp; It&rsquo;s been over 9 yeast at the time of writing.&nbsp; My blog is a separate activity.</p><p>Many things can go unnoticed when you&rsquo;re focused.&nbsp; For example, when you&rsquo;re engrossed in completing a project, do you ever neglect a proper lunch?&nbsp; It&rsquo;s primordial to take regular breaks and clock out on time.&nbsp;&nbsp;</p><p>Advertisements</p><p>2. Self-care</p><p>When you operate from your home office, take initiative.&nbsp; There&rsquo;s no school bell that rings, reminding you to move from your desk.&nbsp; If you have close ones at home during the day, they may remind you.&nbsp; However, adopting good habits is a safer way to ensure desired results.&nbsp;</p><p>The line between professional and personal life can become blurry.&nbsp; In your home office, you may see your kids running in for some attention.&nbsp; Newborns, infants, and toddlers do need even more time.</p><p>I have defined boundaries by telling family members that I&rsquo;m available for urgent matters.&nbsp; The rest can wait till I take a break.&nbsp; Before bedtime, I prefer no screen time.</p><p>3. Reject burnout</p><p><a target=\"_blank\" href=\"https://tipsfromsharvi.com/2022/02/22/prevent-burnout/\"><strong>Burnout</strong>&nbsp;</a>can be common for solopreneurs.&nbsp; The idea of being your own boss is often appealing.&nbsp; However, after your business takes off, you feel overwhelmed.</p><p>Once more, there could be no one to warn you about overworking.&nbsp; Working with a team, you could delegate.&nbsp; Taking time off and having others to cover is easier.</p><p>Solopreneurs tend to do much all by themselves.&nbsp; They usually don&rsquo;t have employees.&nbsp; However, having a freelance virtual assistant could be helpful.</p><p>I use apps to help with many tasks.&nbsp; Scheduling social media posts is made easy.&nbsp; I once owned a home shopping website and outsourced certain things conveniently.&nbsp;</p><p>4. Self-improvement</p><p>Self-improvement is a crucial topic.&nbsp; I always value it.&nbsp; If you&rsquo;re a regular reader of my blog, you&rsquo;ll know how much I support it.</p><p>Take initiative and enroll in online courses.&nbsp; Take advantage of solopreneur coaching.&nbsp; Don&rsquo;t remain in your comfort zone and become stagnant.</p><p>Blogging, for example, is easy to start.&nbsp; There are practically no barriers to entry.&nbsp; However, it&rsquo;s said that the majority of new blogs never make it till their first anniversary.</p><p>It takes courage, patience, and perseverance.&nbsp; Follow a proven system and be eager to learn and improve.&nbsp; Learn from your own experiences and benefit from experts as well.</p><p>5. Prioritize personal growth</p><p>Through solopreneur success stories, you can get inspired.&nbsp; Staying motivated, take action on your goals.&nbsp; Embrace discipline, so that you stay on track.</p><p>Personal growth is not a strict rule.&nbsp; It&rsquo;s not like still being at school.&nbsp; Lifelong learning is advantageous.&nbsp; Choose to embrace it and enrich yourself.</p><p>With flexible methods,&nbsp; you can take courses at your pace.&nbsp; I love reading in the mornings more than at night.&nbsp; Find times that work best for you.</p><p>Go for the right methods or&nbsp;<strong><a target=\"_blank\" href=\"https://tipsfromsharvi.com/2020/10/03/learning-style-success/\">learning styles</a></strong>.&nbsp; Some people prefer videos, others, podcasts.&nbsp; Reading blogs, books, and ebooks is also an option.&nbsp; Do you feel best when interacting at workshops? How about teaching others what you assimilate through demonstrations?</p><p>6. Embrace challenges</p><p>Challenges can often look repulsive.&nbsp; However, when seen from another angle, these could be desirable.&nbsp; Have you heard of blessings in disguise?</p><p>Competitions are a form of challenge.&nbsp; Think of your favorite sportsperson or athlete.&nbsp; In the case of a blogger, freelancer, coach, or anyone working on their own, challenges depend on the nature of their respective activities.</p><p>How can good self-esteem help you through difficult situations?&nbsp; Believe in yourself.&nbsp; Just be your true self.&nbsp;&nbsp;</p><p>I moved from being employed in corporate jobs to working on my terms.&nbsp; For over nine years (at the time of writing), I have had my home office.&nbsp; It was a daring and courageous decision.&nbsp; Being risky, I took a proactive calculated approach.</p><p>Advertisements</p><p>7. Work smart approaches</p><p>Some tactics support better productivity.&nbsp; Work smarter to achieve more in less time.&nbsp; Is it possible?&nbsp; Some methods work better than others.</p><p>If you have experience, you&rsquo;re able to find a process that saves minutes or hours.&nbsp; Over time, your priorities may change.&nbsp; Review the way you carry out your tasks and improve them.</p><p>Download the&nbsp;<strong><a target=\"_blank\" href=\"https://mailchi.mp/0c2fc6f40846/productivity-checklist-blog\">free productivity checklist</a></strong>.&nbsp; It&rsquo;s a quick way to find crucial steps.&nbsp; Use these tips if you aren&rsquo;t doing so already.&nbsp;</p><p>8. Avoid time-wasters</p><p>It can be hard to say no to others.&nbsp; However, it&rsquo;s for the better when necessary.&nbsp; If you hesitate to say that you can&rsquo;t take on more, you may face burnout.</p><p>There can be many undesired consequences of not drawing the line.&nbsp; Work overload could lead to exhaustion.&nbsp; In turn, productivity levels could decline.</p><p>Being on your own in business can be hectic.&nbsp; Don&rsquo;t neglect your well-being.&nbsp; Identify and remove time-wasters to focus on crucial things.</p><p>9. Beat the competition</p><p>When you&rsquo;re a freelancer, you constantly need to secure new projects.&nbsp; The brands that you pitch to, also have other freelancers reaching out.&nbsp; You need to stand out and show how you provide value.</p><p>For a blogger, there are so many others online.&nbsp; Competition is vast.&nbsp; With so many that exist, being on top of Google&rsquo;s Search Engine Results Page (SERP) is challenging.</p><p>You may or may not beat the competition, yet, stand out.&nbsp; Carefully study what the brand wants before sending an email.&nbsp; Show how you can add value.&nbsp; Avoid generic templates.&nbsp;&nbsp;</p><p>Small bloggers often need to choose a niche.&nbsp; Provide solutions to issues.&nbsp; Prefer long-tail keywords with high volume and low search difficulty.&nbsp; Follow current best practices and proven systems.</p><p>10. Bottom line</p><p>You&rsquo;re the leader of your activity.&nbsp; If you neglect your work, maybe no one will scold you.&nbsp; If you neglect your wellness, then also maybe no one will.&nbsp; When it comes to revenue and profits, you can set your goals.</p><p>Working too much can have a counter effect on wellness.&nbsp; Neglecting work may decrease your returns.&nbsp; There should be a reasonable work-life balance.&nbsp;</p><p>Any profit-oriented setup aims to maximize financial returns.&nbsp; For an individual working from home, it&rsquo;s likely to be the same.&nbsp; However, practice proper self-care as well.</p><p>Never neglect relaxation.&nbsp; Self-improvement supports progress.&nbsp; Personal growth is an ongoing and lifelong process.&nbsp;</p>', '<p>https://tipsfromsharvi.com/2022/10/20/solopreneur-self-help/</p>', 'SHARVINA Y', '<p>You&rsquo;re likely to feel alone sometimes.&nbsp; It may look like being in a silo with no feedback.&nbsp; Having no one to give a pat on the back can be hard at times.</p><p>It&rsquo;s crucial to take additional steps.&nbsp; Make it a must to network and have a community.&nbsp; Partner with those who complement your brand.</p><p>Working on my terms, in a sales and marketing role, I mostly operate in my home office.&nbsp; It&rsquo;s been over 9 yeast at the time of writing.&nbsp; My blog is a separate activity.</p><p>Many things can go unnoticed when you&rsquo;re focused.&nbsp; For example, when you&rsquo;re engrossed in completing a project, do you ever neglect a proper lunch?&nbsp; It&rsquo;s primordial to take regular breaks and clock out on time.&nbsp;&nbsp;</p>', '2022-11-18', 'active', NULL, 'submitted', '2022-11-18 04:18:38', '2022-11-18 04:18:38'),
(23, 101, 9, NULL, '8 reasons to embrace a minimalist wardrobe', '2022-11-18', 'SHARVINA Y', 'international', 'Chennai', 'Asia', '<p>Are you a great lover of clothes, fashion, and shopping?&nbsp; Are you someone who loves to dress but is looking for a better way to manage such belongings?&nbsp; Read my blog post to see why having a minimalist wardrobe could be helpful.</p><p>Advertisements</p><p>Minimalist lifestyle</p><p>Minimalism has many benefits.&nbsp; It&rsquo;s not that you haven&rsquo;t got enough, you rather choose to make the most of what you have.&nbsp; Live happily with fewer possessions of high quality and not buy much unnecessarily.</p><p>There is so much to gain if you choose to adopt this approach to life.&nbsp; Although it&rsquo;s merely a choice of lifestyle, I have seen that it&rsquo;s brought me lots of advantages.&nbsp; My wardrobe isn&rsquo;t overloaded, yet, I enjoy what I have.&nbsp; I also use my clothes, without going out of fashion.&nbsp;&nbsp;</p><p>1. Capsule wardrobe</p><p>This is something I came across on the internet and found interesting.&nbsp; It teaches you how to have a small (capsule) wardrobe. Learning about it can help guide you as to how to plan and accomplish such a handy way of managing your clothes.</p><p>Photo by Bryan Schneider on&nbsp;<a target=\"_blank\" href=\"https://www.pexels.com/photo/white-dress-with-hanger-1711996/\">Pexels.com</a></p><p><strong><em>Disclosure: &lsquo;I&rsquo;m a participant in the Udemy Affiliate Program, an affiliate advertising program designed to provide a means for my blog to earn fees by linking to Udemy.com.&rsquo; &ndash; FTC disclosure for Udemy Affiliates</em></strong></p><p><strong><em>Secondly, this article also includes affiliate links to other sites. &nbsp; It means that if you click on a link and make a purchase, I&rsquo;ll receive a commission (at no additional cost to you).</em></strong></p><p><a target=\"_blank\" href=\"https://click.linksynergy.com/deeplink?id=tNb814HM8jg&amp;mid=47900&amp;murl=https%3A%2F%2Fwww.udemy.com%2Fcourse%2Fcapsule-wardrobe-formula%2F\">Capsule Wardrobe Formula:</a></p><p>Elegant Personal Style for Women</p><p>I tend to use fewer clothes of high quality that last, classics that don&rsquo;t go out of fashion.&nbsp; Working from home for over nine years (at the time of editing this blog post), I don&rsquo;t need too many, anyway.&nbsp; I mix and match, using a color palette that I prefer.</p><p>2. No shopping sprees</p><p>Another edge that you can have from a minimalist wardrobe, which is more of a by-product of embracing it, is not spending money needlessly.&nbsp; With the habit of sticking to the basics, you could better control your spending.&nbsp; For example, you avoid buying multiple accessories, such as bags that take up space in your cupboard.</p><p>3. Tidy</p><p>It&rsquo;s easier to keep things tidy in a decluttered closet.&nbsp; As the French people often say&nbsp;</p><p><em>&ldquo;une&nbsp;</em><strong><em>place</em></strong><em>&nbsp;pour&nbsp;</em><strong><em>chaque chose</em></strong><em>&nbsp;et&nbsp;</em><strong><em>chaque chose</em></strong><em>&nbsp;&agrave;&nbsp;</em><strong><em>sa place</em></strong><em>&ldquo;</em>&nbsp;,&nbsp;</p><p>meaning &lsquo;a place for everything and everything in its place&rsquo;.&nbsp; This makes keeping things in order much easier, less time-consuming, and more convenient.</p><p>4. Easy to clean</p><p>A tidy place is also easier to clean.&nbsp; You may or may not be doing the housekeeping at home, but someone sure does it.&nbsp; If not your chore, then another family member or a household worker could be handling such tasks.&nbsp; Those who do the work, know that having less laundry to handle can make the task trouble-free.</p><p>Read this Kobo ebook&hellip;</p><p><a target=\"_blank\" href=\"https://click.linksynergy.com/deeplink?id=tNb814HM8jg&amp;mid=37217&amp;murl=https%3A%2F%2Fwww.kobo.com%2Fus%2Fen%2Febook%2Fthe-stylish-minimalist-wardrobe-how-to-look-great-save-money-declutter-your-wardrobe-and-your-life\">Stylish Minimalist Wardrobe</a></p><p>5. Easy to select</p><p>Choosing what to wear is simpler.&nbsp; No need to ponder about what to pick early in the morning, among so many options, and which accessories and styles to match.&nbsp; Less headache and more time to focus on the right things.</p><p>6. Well-chosen colors</p><p>With a planned and calculated color palette, mix and match your clothes, bags, shoes, and other accessories. While you don&rsquo;t have too many, you still can always find a great match.&nbsp; The right colors and styles complement you naturally.&nbsp;&nbsp;</p><p>My shoes, bags, and simple jewelry suit the clothes that I have. My tops vary in colors, but I can always match them easily with a pair of jeans, trousers, or a skirt.&nbsp; They all relate to my chosen colors, even though I don&rsquo;t keep too many items in my wardrobe.</p><p>7. Classics&nbsp;</p><p>Scared of spending money on items that will get outdated?&nbsp; It&rsquo;s better to invest in classics that always look contemporary.&nbsp; You can use them for years.&nbsp; On the other hand, trendy ones are often out of fashion soon.</p><p>8. High-quality fabrics</p><p>Wear classics that are made up of high-quality materials.&nbsp; They will last longer and still look fresh.&nbsp; Besides, you don&rsquo;t need too many pieces.</p><p>I have a small shoe size and finding a wide range of models at the mall is often non-existent.&nbsp; Most people buy bigger sizes and manufacturers don&rsquo;t produce much of my type.&nbsp; Buying fewer shoes of high quality that will last, in the right colors and models, help me to have enough to wear and for the longer term.&nbsp;&nbsp;</p><p>Last but not least, have you adopted such an approach?&nbsp; If not, would you like to start?&nbsp; I&rsquo;ve used it for years and don&rsquo;t regret it.</p><p><strong>Conclusion</strong></p><p>A minimalist wardrobe has many benefits.&nbsp; It makes life easier in various ways, supports an easier selection of clothes, helps avoid excessive buying, and more. Enroll online to learn the&nbsp;<a target=\"_blank\" href=\"https://click.linksynergy.com/deeplink?id=tNb814HM8jg&amp;mid=47900&amp;murl=https%3A%2F%2Fwww.udemy.com%2Fcourse%2Fcapsule-wardrobe-formula%2F\"><strong>capsule wardrobe formula</strong></a>.</p><p><strong><em>Editor&rsquo;s Note: This blog article has been updated for better accuracy and comprehensiveness.</em></strong></p><p>Related blog articles:</p><p><a target=\"_blank\" href=\"https://tipsfromsharvi.com/2019/02/16/5-benefits-of-decluttering-for-you/\">5 benefits of decluttering for you</a></p><p><a target=\"_blank\" href=\"https://tipsfromsharvi.com/2020/08/01/organise-home-intentionally/\">How to organise your home intentionally</a></p><p><a target=\"_blank\" href=\"https://tipsfromsharvi.com/2021/07/20/organize-home-office/\">How to better organise your home office</a></p><p>Featured photo credit: Photo by Karolina Grabowska on&nbsp;<a target=\"_blank\" href=\"https://www.pexels.com/photo/stack-of-neatly-arranged-blue-jeans-4210860/\">Pexels.com</a></p>', '<p>https://tipsfromsharvi.com/2022/10/18/embrace-minimalist-wardrobe/</p>', 'SHARVINA Y', '<p>Are you a great lover of clothes, fashion, and shopping?&nbsp; Are you someone who loves to dress but is looking for a better way to manage such belongings?&nbsp; Read my blog post to see why having a minimalist wardrobe could be helpful.</p>', '2022-11-18', 'active', NULL, 'submitted', '2022-11-18 04:20:41', '2022-11-18 04:20:41'),
(24, 101, 9, NULL, '10 blogger and vlogger side hustle benefits', '2022-11-18', 'SHARVINA Y', 'international', 'Chennai', 'Asia', '<p>Have you considered being a blogger or vlogger? &nbsp; Both terms sound alike.&nbsp; Yet, they&rsquo;re not the same.&nbsp;&nbsp;</p><p>There are similarities and differences.&nbsp; There are also pros and cons.&nbsp; Read my article for more.</p><p>Firstly,&nbsp;<a target=\"_blank\" href=\"https://tipsfromsharvi.com/2022/06/15/harsh-truths-blogger/\"><strong>blogs</strong></a>&nbsp;are web logs.&nbsp; On the other hand, the term vlog means video blogs.&nbsp; While one focuses on writing, the other uses videos as a medium.</p><p>Are web logs obsolete?&nbsp; There was a time when people wondered if videos may replace them.&nbsp; However, the test of time shows that writing and reading remain valued.</p><p><strong><em>Disclosure: &lsquo;I&rsquo;m a participant in the Udemy Affiliate Program, an affiliate advertising program designed to provide a means for my blog to earn fees by linking to Udemy.com.&rsquo; &ndash; FTC disclosure for Udemy Affiliates</em></strong></p><p><strong><em>Secondly, this article also includes a referral link. It means that if you click on it and join a platform, we&rsquo;ll both receive credits (at no additional cost to you).</em></strong></p><p>I&rsquo;ve used WordPress.com as my platform for over four years&nbsp; (at the time of writing).&nbsp; One of the top benefits that I enjoy is the support.&nbsp; I can focus on my side of the activity, while all the technical things are taken care of.</p><p>Start your site today!&nbsp;</p><p>Claim&nbsp;<a target=\"_blank\" href=\"https://wordpress.com/refer-a-friend/KMbByEMTJ10ABjWb4M4g/\">25 USD&nbsp;off</a>&nbsp;with my link!!</p><p>1. Influencer</p><p>Influencers are often bloggers and/or vloggers who have great influence.&nbsp; Content creators, on the other hand, may focus on creation.&nbsp; Brands may want to work with both for the value that each adds.&nbsp;&nbsp;</p><p>Some brands may pay influencers for their influence over an impressive following.&nbsp; Others may want a smaller creator (with a target niche) to produce content for them.&nbsp; These may be published on the brand&rsquo;s platforms as well.</p><p>2. Differences&nbsp;</p><p>On platforms like TikTok and Instagram, content goes viral.&nbsp; It&rsquo;s however, short-lived.&nbsp; For articles, you can take a better approach through search engine optimization (SEO).&nbsp; This can bring longer-term benefits (subject to Google algorithm updates).&nbsp;</p><p>The difference between a blogger and a vlogger is mainly the medium used.&nbsp; However, many have multiple platforms, and so benefit from both types.&nbsp; My site is my main platform, and I share my articles on social media.&nbsp; I shoot videos, mostly about nature, and my garden.&nbsp;</p><p>Producing with your key persona in mind is key.&nbsp; Give helpful content.&nbsp; Avoid unnatural language and keyword stuffing.&nbsp;</p><p>Follow experts in SEO for tips.&nbsp; YouTube is a great resource place as well.&nbsp; Learn how to speak, use a camera like a pro, and more.</p><p>3. Similarities</p><p>Both tend to be informal.&nbsp; It means that you can have a following.&nbsp; However, you may not be seen on TV or the news, unlike celebrities.</p><p>You can generate income.&nbsp; Some people make a part-time income, while others go full-time.&nbsp; On the other hand, others have never made any.&nbsp;</p><p>Whichever may be your preferred means, have a strong message.&nbsp; Be original and genuine.&nbsp; Create helpful content that your audience needs.</p><p>I received my first payment for sponsorship after one year.&nbsp; While writing comes naturally, I&rsquo;ve seen the impact of videos.&nbsp; I, therefore, started building some skills and posting idea pins and reels.&nbsp;</p><p>I bought and followed an online course that helped me much.&nbsp; No matter if you&rsquo;re a beginner or more experienced, you can gain lots from it.&nbsp; Take a look at it and enroll if you choose to.</p><p><a target=\"_blank\" href=\"https://click.linksynergy.com/deeplink?id=tNb814HM8jg&amp;mid=47900&amp;murl=https%3A%2F%2Fwww.udemy.com%2Fcourse%2Fphotography-masterclass-complete-guide-to-photography%2F\">Photography Masterclass:&nbsp;</a></p><p>A Complete Guide to Photography</p><p>4. Pros and cons</p><p>There are perks and drawbacks to both.&nbsp; There is no right or wrong.&nbsp; I&rsquo;ll dig in deeper through the subheadings in the paragraphs below.&nbsp;</p><p>5. Monetization</p><p>Both types can be monetized.&nbsp; sites can run ads, do affiliate marketing, publish sponsored posts, and sell their products, and services.&nbsp; There can be more ways as well.&nbsp;&nbsp;&nbsp;&nbsp;</p><p>Vlogging, you can run ads on YouTube if eligible.&nbsp; Some platforms have their monetization programs as well.&nbsp; Work with a brand as a content creator or influencer, do affiliate marketing, and sell your products.</p><p>There are many influencer platforms that you can join to get started.&nbsp; Learn to pitch as well.&nbsp; I currently run ads, do affiliate marketing, and sometimes work on brand sponsorships.</p><p>Grow your accounts gradually and attract the right type of followers.&nbsp; Avoid any follow-for-follow, as this will only damage your work in the long term.&nbsp; Even with a smaller audience, you can make some sales.&nbsp;</p><p>6. Investment</p><p>This one is interesting to note.&nbsp; Both provide the benefit of being low-cost, compared to most other types of businesses.&nbsp; You don&rsquo;t have to start a brick-and-mortar, hire employees, etc.&nbsp;&nbsp;</p><p>You can get started with a site and pay around 50 USD a year.&nbsp; For vlogging, you can join a platform such as YouTube, TikTok, or Instagram for free.&nbsp; Start with your phone and then get a better camera.&nbsp; A tripod, lighting, and a decent microphone are also better.</p><p>7. Cost of equipment</p><p>It tends to be cheaper to write than record content.&nbsp; Cameras also get outdated after a while.&nbsp; Upgrading often to get the latest best quality may be a challenge.&nbsp; A smartphone is a good start, however, a DSLR is more professional.&nbsp;&nbsp;</p><p>Upgrading to a new phone can be easier and more affordable.&nbsp; Do not hesitate, start using it.&nbsp; Create great and original content.&nbsp; You can always decide to get better gear later on.</p><p>8. Skills</p><p>It&rsquo;s great to start and keep learning!&nbsp; Ongoing learning and improvements are natural.&nbsp; Beginners don&rsquo;t have to be professionals.&nbsp; They start as nano influencers or small sites.</p><p>People even tend to like natural-looking accounts.&nbsp; While celebrities are stars, the Instagrammer with a few thousand followers may look relatable.&nbsp; People trust and feel like a friend to those they feel they know.&nbsp;&nbsp;&nbsp;</p><p>9. Personality type</p><p>Being an ambivert, I value solitude.&nbsp; I also work in sales and marketing on my terms.&nbsp; There are various options for&nbsp;<strong><a target=\"_blank\" href=\"https://tipsfromsharvi.com/2022/03/22/remote-jobs-introverts/\">introvert remote working</a></strong>.&nbsp;&nbsp;</p><p>Whether you write or speak on camera, you do put yourself out on the internet.&nbsp; It can be intimidating.&nbsp; Hate speech and bullying also happen.</p><p>Vloggers take up more challenges as they speak, compared to writers.&nbsp; You can choose your preferred activity, based on your personality type.&nbsp; However, always be authentic.</p><p>It&rsquo;s often said that it&rsquo;s easier to hide behind words than when you talk.&nbsp; If you work on a brand sponsorship, it&rsquo;s harder to fake it on camera.&nbsp; Always be genuine and recommend a product you don&rsquo;t like (just to get paid).&nbsp;&nbsp;</p><p>When readers or viewers follow you, they can trust your recommendations.&nbsp; This is valuable, so be careful and promote the right products.&nbsp; Be careful of short-term tactics that hurt in the longer term.&nbsp;</p><p>10. Speak vs text</p><p>Text is here to stay.&nbsp; People will always read.&nbsp; However, video is often more convenient to watch.&nbsp; If you&rsquo;re looking to start a side hustle, incorporating video is a good option.&nbsp; Even in my articles, I embed idea pins where relevant.</p><p>I bought another online course which I yet have to complete.&nbsp; Take a look and enroll if you want to hone your skills.&nbsp;&nbsp;</p><p><a target=\"_blank\" href=\"https://click.linksynergy.com/deeplink?id=tNb814HM8jg&amp;mid=47900&amp;murl=https%3A%2F%2Fwww.udemy.com%2Fcourse%2Fvideo-production-bootcamp\">Video Production Bootcamp:&nbsp;</a></p><p>Videography, Cinematography+</p><p><strong>Conclusion</strong></p><p>Having a side hustle is fun.&nbsp; It can also help generate extra income.&nbsp; Take any of the online courses I mentioned above in my article.&nbsp; Start a site with my link for the special discount, if you desire to.&nbsp; Whether a blogger or vlogger, enjoy your activity brilliantly!&nbsp;</p>', '<p>https://tipsfromsharvi.com/2022/10/13/blogger-vlogger/</p>', 'SHARVINA Y', '<p>Have you considered being a blogger or vlogger? &nbsp; Both terms sound alike.&nbsp; Yet, they&rsquo;re not the same.&nbsp;&nbsp;</p><p>There are similarities and differences.&nbsp; There are also pros and cons.&nbsp; Read my article for more.</p><p>Firstly,&nbsp;<a target=\"_blank\" href=\"https://tipsfromsharvi.com/2022/06/15/harsh-truths-blogger/\"><strong>blogs</strong></a>&nbsp;are web logs.&nbsp; On the other hand, the term vlog means video blogs.&nbsp; While one focuses on writing, the other uses videos as a medium.</p>', '2022-11-18', 'active', NULL, 'submitted', '2022-11-18 04:22:49', '2022-11-18 04:22:49');
INSERT INTO `research_articles` (`id`, `countries_id`, `author_user_id`, `approved_user_id`, `title`, `date_of_publication`, `author`, `geo_context`, `city`, `region_zone`, `abstract`, `links_research`, `author_module`, `evaluation_discussion`, `date_entry_module`, `status`, `approved_on`, `publish_status`, `created_at`, `updated_at`) VALUES
(25, 101, 9, NULL, '15 flow state triggers to work smarter', '2022-11-18', 'SHARVINA Y', 'local', 'chennai', 'Asia', '<p><strong><em>Disclosure: Sponsored/gifted.&nbsp; This article isn&rsquo;t sponsored, however, it contains sponsored links.&nbsp; I was given free access to the Centered app to test and experience the features.&nbsp; All views are my own.</em></strong></p><p><strong><em>Secondly, this post also includes an affiliate discount code.&nbsp; If you use my code SHARVINA20, you&rsquo;ll get 20% off.&nbsp; I&rsquo;ll receive a commission (at no extra cost to you).&nbsp;</em></strong></p><p>Flow state triggers help you in many ways.&nbsp; Focus better, get more done in less time, and see desired results.&nbsp; Work smart to reach your goals, and avoid burnout simultaneously.</p><p>I&rsquo;ve operated in my home office for over nine years (at the time of writing).&nbsp; Working on my terms is key to my life purpose.&nbsp; I&rsquo;ve seen the benefits of adopting great habits, conducive to productivity.</p><p>My self-improvement blog is a wonderful way to connect with my readers.&nbsp; I gain much from finding better ways and sharing them in my articles.&nbsp; Learning is ongoing and the feedback I receive is valuable!</p><p>Work smarter</p><p>You must have heard a popular saying &lsquo;work smarter not harder&rsquo;.&nbsp; Being in the zone is a great way to achieve that.&nbsp; When you&rsquo;re focused and performing, you can see how well you progress.&nbsp;</p><p><a target=\"_blank\" href=\"https://www.centered.app/\">Visit Centered</a>&nbsp;</p><p>Use SHARVINA20 to claim a 20% discount!&nbsp;</p><p>Flow state triggers</p><p>Some habits help stimulate and support you in getting into better focus.&nbsp; Indeed, it&rsquo;s something that I give much credit to.&nbsp; Who doesn&rsquo;t want to optimize time and performance for desired results?</p><p>Here&rsquo;s my list:</p><p>1. Organized office</p><p>Have a thoughtfully well-organized space.&nbsp; I love having my home office with minimalism.&nbsp; The less, the better.&nbsp; This could be different for everyone.</p><p>I keep only what I need often at hand.&nbsp; My desk is never cluttered.&nbsp; Desktop and a few stationery are always near.&nbsp; I store all files in a cabinet and get them only when needed.</p><p>This is great for my concentration.&nbsp; If you&rsquo;re the messy type, you may prefer clutter.&nbsp; Adopt whatever works best for you.&nbsp;&nbsp;</p><p>2. Regular breaks</p><p>Take enough breaks.&nbsp; Move away from your desk.&nbsp; Breathe in some fresh air and move your limbs.&nbsp; Avoid eye strain.</p><p>3. Drink water</p><p>Take a few sips of water often.&nbsp; It helps to fight dehydration.&nbsp; Feeling relaxed, I tend to have more vitality.</p><p>4. Focus music</p><p>Listen to the right type of sounds, and get into a flow state.&nbsp; When I use&nbsp;<strong>Centered</strong>, I gain from scientifically-designed music.&nbsp; It enables great concentration.</p><p>I was already using the app for months before working with the brand.&nbsp; The audio was what prompted me to start an account.&nbsp; I then discovered other helpful features!</p><p>5. Productivity Coach</p><p>While completing tasks, there may be no one with you.&nbsp; However, a virtual coach can support you conveniently.&nbsp; I found mine on&nbsp;<strong>Centered</strong>.</p><p>Pick your favorite coach and join a community.&nbsp; Flow together.&nbsp; Centered has a range of groups that you can choose from.</p><p><a target=\"_blank\" href=\"https://www.centered.app/\">Claim 20% off,&nbsp;</a></p><p>and use my discount code SHARVINA20 today!</p><p>6. Minimize distractions</p><p>Block out unnecessary notifications.&nbsp; To get the best out of yourself and in less time, say no.&nbsp; Don&rsquo;t be under the pressure to be everywhere all the time.</p><p>When you operate from home, there can be interruptions.&nbsp; I set boundaries and only attend to urgent matters.&nbsp; Having a schedule is crucial.&nbsp;&nbsp;</p><p>7. Meditative productivity</p><p>Flow state and meditation have common ground.&nbsp; Practicing mindfulness clears the mind.&nbsp; Yoga is another activity that I enjoy.</p><p>Mediation can support working smart.&nbsp; It helps better concentration.&nbsp; When you focus, you can give the best of yourself. Find&nbsp;<a target=\"_blank\" href=\"https://tipsfromsharvi.com/2022/05/11/meditative-productive-activities/\">more such activities</a>&nbsp;to enjoy at home.</p><p>8. Clear goals</p><p>Knowing well what you have to achieve is the first key step.&nbsp; How will you spend time, energy, and resources unnecessarily?&nbsp; Simple as it may seem, it could happen to anyone.</p><p>Business persons invest money in new projects.&nbsp; They have to carefully test the feasibility beforehand.&nbsp; A solopreneur, blogger, freelancer, or anyone else does the same.</p><p>Even in your personal life, your life goals, and resolutions are crucial.&nbsp; I often tell my readers how I spent years in the corporate world, without much meaning.&nbsp; However, I, later on, found what I was looking for.</p><p>9. No ambiguity</p><p>Ambiguity causes a waste of time.&nbsp; It can also result in doing the wrong tasks.&nbsp; For example, having clear roles tell you what is expected of you.&nbsp;&nbsp;</p><p>If you&rsquo;re employed, the tasks you carry out should be well-defined.&nbsp; Communication is key.&nbsp; Giving feedback is also needed.</p><p>If you work on your own, take time to review your needs.&nbsp; It would be regretful to spend much time on something, only to realize that it wasn&rsquo;t required.&nbsp; It may sound silly, but working in a silo can sometimes be confusing.</p><p><strong>Activities to enjoy</strong></p><p>Some activities are known to induce getting in the zone.</p><p>Here are some examples:</p><p>10. Sports</p><p>Observe the best sportspersons.&nbsp; See how absorbed they are.&nbsp; Learn from them.&nbsp;&nbsp;&nbsp;</p><p>11. Music</p><p>You may play or listen to mesmerizing sounds.&nbsp; Do you feel enchanted?&nbsp; Are you spellbound?</p><p>12. Dance</p><p>Remember your first time at the nightclub?&nbsp; If you&rsquo;ve ever taken dancing classes, which style do you prefer?&nbsp; Do the steps flow naturally?</p><p>13. Gardening</p><p>The act of planting, watering, and caring for nature is noble.&nbsp; We always hear about the dangers to the planet.&nbsp; Have such a hobby and reap multiple benefits.</p><p>I&rsquo;m a fervent garden hiker.&nbsp; I love strolling in my yard.&nbsp; You&rsquo;ll often see photos of nature on my channels.</p><p>14. Reading</p><p>Reading something interesting, you&rsquo;ll feel engrossed.&nbsp; It could be a great novel that&rsquo;s so well-written.&nbsp; It could also be a non-fiction, self-help book.</p><p>Books can take you to different places.&nbsp; You visit new worlds, being in your living room.&nbsp; These are special experiences!</p><p>15. Solve puzzles</p><p>Ponder and find solutions.&nbsp; These are great and can sharpen the brain.&nbsp; Strengthen wisdom and sagacity.</p>', '<p>https://tipsfromsharvi.com/2022/10/05/flow-state-triggers/</p>', 'SHARVINA Y', '<p>Flow state triggers help you in many ways.&nbsp; Focus better, get more done in less time, and see desired results.&nbsp; Work smart to reach your goals, and avoid burnout simultaneously.</p><p>I&rsquo;ve operated in my home office for over nine years (at the time of writing).&nbsp; Working on my terms is key to my life purpose.&nbsp; I&rsquo;ve seen the benefits of adopting great habits, conducive to productivity.</p><p>My self-improvement blog is a wonderful way to connect with my readers.&nbsp; I gain much from finding better ways and sharing them in my articles.&nbsp; Learning is ongoing and the feedback I receive is valuable!</p>', '2022-11-18', 'active', NULL, 'submitted', '2022-11-18 04:24:31', '2022-11-18 04:24:31'),
(26, 75, 11, NULL, 'The fundamentals of security incident response—during a pandemic and beyond', '2022-11-18', 'Curt Hopkins', 'international', 'test', 'test', '<p>A rapidly expanding remote workforce introduces new challenges when it comes to identifying your vulnerabilities and responding rapidly, but it doesn&#39;t change the fundamentals&mdash;identify, protect, detect, respond, and recover.</p><p>Information security is a nonstop race between you and cybercriminals&mdash;and COVID-19 means more challenges for your organization and more opportunities for attackers. We spoke with cybersecurity experts about the challenges a newly remote workforce creates for organizations, how to respond to a cyberthreat, and how the threats themselves are changing.</p><p>The ongoing COVID-19 pandemic makes it more difficult to respond to a threat in progress. Being proactive is crucial, and the best time to update your strategy to reflect a shelter-in-place workforce is the same for every business, large or small: yesterday.</p><p>What&#39;s at stake?</p><p>Breaches come in different sizes and scales. Ransomware can keep you from resources and data, but the game plan is very different depending on what&#39;s compromised&mdash;and what that infected point has touched. The solution to a workstation encrypted by a ransomware attack can be straightforward: rebuild the machine, which means downtime but not much else. However, if a data center or critical servers are compromised, the results could be catastrophic. For many companies, the potential loss is so great that sending hundreds of thousands of dollars in cryptocurrency to cybercriminals makes sense&mdash;even when paying the ransom is just the start of your headache.</p><p>&quot;Even if you can find a way to pay, can afford to pay, and have a trustworthy enough criminal ... it still doesn&#39;t mean you&#39;re going to survive the attack,&quot; says Drew Simonis, deputy chief information security officer at HPE. Even if you pay a ransom, repairing the damage from a ransomware attack with security keys provided by a criminal can still mean months of downtime. How much lost productivity can your organization survive? &quot;For a large company, it may be sustainable,&quot; says Simonis. &quot;For a small company? That could put them out of business.&quot;</p><p>The five pillars of cybersecurity</p><p>Obviously, the kinds of attacks you face and the resources at your disposal depend on the size of your organization. But the crucial actions you must take are drawn from the National Institute of Standards and Technology&#39;s (NIST) cybersecurity framework, and they are the same for businesses big and small: identify, protect, detect, respond, and recover. It&#39;s a step-by-step process for assessing how vulnerable your system is, doing everything you can to remove vulnerabilities, quickly triaging the damage when a breach does occur, getting up and running again, and&mdash;most important&mdash;eradicating those weak links for the future.</p><p>Not all organizations are created equal. &quot;A big company has all those resources in-house; they&#39;ll have the investigators, the forensic capability, the ability to develop a plan based on the breach and put that plan into action,&quot; says Simonis. Response plans differ depending on size and budget, and many of the challenges that small and midsize businesses face are more daunting than ever due to the ongoing pandemic.</p><p>The COVID factor</p><p>A growing remote workforce makes every step of response harder. The COVID-19 pandemic hasn&#39;t changed the fundamentals, but it has created new opportunities for cybercriminals: an uptick in content-oriented attacks that target the people in your organization&mdash;especially with emotional pleas. In April, the World Health Organization reported dealing with&nbsp;<em>five times&nbsp;</em>more cyberattacks than usual.</p><p>&quot;Security teams have to learn to sift through what they didn&#39;t have to sift through before,&quot; says J.J. Thompson, senior director of managed threat response at Sophos.</p><p>Google&#39;s Threat Analysis Group warns that phishing attacks directed at the general public are masquerading as government services. &quot;In a post-pandemic world, it&#39;s [still] going to be email and communication boards, social engineering attacks ... [but] they&#39;re going to have a much better uptake rate.&quot; COVID-19-related attacks&mdash;like phishing attempts disguised as COVID test results&mdash;are particularly dangerous. &quot;We all have a more porous social engineering filter than we had before,&quot; the group says.</p><p>The challenges brought to light by the pandemic may not even be new&mdash;and they certainly aren&#39;t going anywhere. &quot;What you have to be able to deal with is an environment in which you can&#39;t trust messaging that originates from outside your organization. Any time someone from the outside asks you to do something, you should be suspicious,&quot; says HPE&#39;s Simonis. He suggests verifying unusual requests as much as possible&mdash;even if it means making a phone call.</p><p>Eliminating human vulnerabilities also means building systems that are prepared for the inevitability that people will make mistakes. &quot;Assume all of those procedures are going to fail,&quot; says Thompson. &quot;No matter how many times you train somebody not to click on something, they&#39;re going to do it anyway.&quot; The key is to put tools in place that pick up where people fail, like identifying anonymous logins, even if a user&#39;s credentials check out.</p><p>What you can do today</p><p>Even meticulous backups are no substitute for a sophisticated incident response plan. Some breaches can&#39;t be fixed by just reverting to a backup. &quot;Almost all ransomware waits three days to get through two or three backup cycles&nbsp;<em>before&nbsp;</em>they actually ask for the money,&quot; says Gary Campbell, security chief technology officer at HPE. And your backups may not be enough to prevent potentially lethal damage. &quot;In the data center, it takes six days to re-image a server typically&mdash;assuming the backups are good,&quot; he says. If you have tens of thousands of servers, the cost and downtime associated with rolling back may be worse than paying the ransom.</p><p>Devising an incident response plan is a tall order for companies of any scale. A tabletop exercise is one of the best ways to prepare, and it&#39;s something any business can do. These exercises simulate a breach on paper and put your team&#39;s training and decision-making to the test. &quot;Go through the process and see where your capability gaps are because you&#39;re going to need to supplement those with third parties,&quot; explains Simonis.</p><p>That may mean bringing in managed cybersecurity services for your entire system or filling gaps as needed with boutique solutions. The right third party can help with vulnerability assessment, unearthing harder to find gaps that might go unnoticed during your typical drills.</p><p>&quot;You&#39;ve got to have those solutions established ahead of time because there&#39;s nothing worse than needing consulting and having to wait two or three weeks,&quot; Simonis says. &quot;The reality of these breaches is that minutes and hours matter. The sooner you&#39;re able to investigate and eradicate, the sooner you&#39;re likely to have confidence that you&#39;ve done it effectively.&quot;</p><p>Responding and recovering</p><p>According to Simonis, just about everyone has a plan&mdash;but being able to put it into play is another story entirely. &quot;People don&#39;t drill their plans. They don&#39;t practice their plans in a serious kind of way,&quot; he says. &quot;[What is] more common than not having a plan [is] having a plan that is very dusty and doesn&#39;t actually work.&quot;</p><p>Simon Leech, senior adviser for security and risk management at HPE Pointnext Services, adds that when it comes to incident response&mdash;whether you&#39;ve turned to a third party to help develop it or you&#39;re putting it in place yourself &mdash; the small details can make all the difference, right down to knowing exactly who to call at 2 a.m. with bad news.</p><p>Properly identifying what led to a breach, and making sure the hole is plugged, is crucial. &quot;If you don&#39;t have a process in place to make sure you&#39;ve contained the infection before you start cleaning things up and getting them back on the network, you&#39;re just going to be playing Whac-A-Mole, chasing down servers that keep getting reinfected,&quot; says Leech.</p><p>Knowing what to do when your plan is tested&mdash;and knowing what to do when your plan&nbsp;<em>fails</em>&mdash;is just as important as having one in the first place, Simonis says, citing boxer Mike Tyson&#39;s famous quote, &quot;Everyone has a plan until you get punched in the mouth.&quot;</p><p>Security incident response: Lessons for leaders</p><ul><li>Making a plan is just the first part. Putting it to the test with drills and tabletop exercises is a top priority. When you uncover capability gaps, fill them with third-party expertise.</li><li>Don&#39;t rely on backups&mdash;or the means to pay out in the event of a ransomware attack. For smaller businesses, these attacks can be fatal.</li><li>Stick to the fundamentals.</li></ul>', '<p>https://www.hpe.com/us/en/insights/articles/the-fundamentals-of-security-incident-response-2008.html?jumpid=em_xim62bdg7q_aid-520023745%22%20\\t%20%22_blank</p>', 'Curt Hopkins', '<p>A growing remote workforce makes every step of response harder. The COVID-19 pandemic hasn&#39;t changed the fundamentals, but it has created new opportunities for cybercriminals: an uptick in content-oriented attacks that target the people in your organization&mdash;especially with emotional pleas. In April, the World Health Organization reported dealing with&nbsp;<em>five times&nbsp;</em>more cyberattacks than usual.</p><p>&quot;Security teams have to learn to sift through what they didn&#39;t have to sift through before,&quot; says J.J. Thompson, senior director of managed threat response at Sophos.</p><p>Google&#39;s Threat Analysis Group warns that phishing attacks directed at the general public are masquerading as government services. &quot;In a post-pandemic world, it&#39;s [still] going to be email and communication boards, social engineering attacks ... [but] they&#39;re going to have a much better uptake rate.&quot; COVID-19-related attacks&mdash;like phishing attempts disguised as COVID test results&mdash;are particularly dangerous. &quot;We all have a more porous social engineering filter than we had before,&quot; the group says.</p>', '2022-11-18', 'active', NULL, 'submitted', '2022-11-18 04:47:28', '2022-11-18 04:47:28'),
(27, 75, 11, NULL, 'How COVID-19 accelerated the move to hybrid cloud', '2022-11-18', 'David Rand', 'local', NULL, NULL, '<p>The changes wrought in business by the impact of the pandemic make business agility and flexibility the leading necessities in your digital transformation process. A single solution just cannot offer the required flexibility to adapt to rapidly changing business conditions.</p><p><em>This article article also appears in&nbsp;<a href=\"https://www.hpe.com/us/en/insights/reports/the-new-it-playbook-2006.html\">The new IT playbook</a>, a report that explores what it means to be resilient and adaptable in the face of disruption.</em></p><p>If they were not already headed that way, many IT departments are now finding it necessary to accelerate their migration to multicloud architectures because of the novel coronavirus.</p><p>In fact, IDC says that by 2022, more than 90 percent of enterprises worldwide will rely on a mix of on-premises or dedicated private clouds, multiple public clouds, and legacy platforms to meet their infrastructure needs. It even predicts that a rising desire by companies to mitigate future disruptions by being more flexible, agile, and resilient could make 2021 &quot;the year of multicloud.&quot;</p><p>&quot;We are seeing the coronavirus situation accelerating enterprise interest and adoption of cloud,&quot; says Deepak Mohan, research director at IDC. &quot;The term we&#39;re hearing most often in this context is&nbsp;<em>resilience</em>. IT organizations leveraging cloud environments are able to adapt better to the current crisis because they can easily scale or shift and continue to deliver services. Those that have taken more constrained approaches have had challenges.&quot;</p><p>Mohan notes the evolution of enterprise organizations from preferring on-premises deployments to investing heavily in public clouds and finally landing on a blend of the two has been decades in the making. Coronavirus and the current disruption is accelerating this process, he says. But Mohan believes companies are seeing the urgency of not having all their eggs in one basket but instead spreading the risk around to avoid single points of sluggishness or failure. And this is increasingly driving IT organizations to more diversified options, including multicloud.</p><p>Cloud everywhere becomes the norm</p><p>&quot;We think 2021 becomes a turning point where, instead of just talking about cloud-first, organizations are evolving toward having cloud everywhere,&quot; Mohan says. &quot;A major part of that will involve building broad cloud strategies to assure more flexibility and resiliency in the future.&quot;</p><p>Of course, Mohan and other industry experts point out that migrating applications from on-premises architecture to more than one public or private cloud is not cheap or easy. It takes time and money&mdash;something smaller organizations do not always have, especially in a down economy. But this situation is increasingly helping to make the case for this investment.</p><p>Volterra, a start-up focused on distributed cloud services, recently conducted a&nbsp;<a target=\"_blank\" href=\"https://www.businesswire.com/news/home/20200309005328/en/Infrastructure-Security-Challenges-Threaten-Multi-Cloud-Edge-Deployments\">global survey</a>&nbsp;of more than 400 IT executives and found that while nearly all (97 percent) planned to distribute workloads across two or more clouds, most struggle to support and secure multicloud and edge deployments.</p><p>&quot;The increasing deployment of technologies, including AI, machine learning, and IoT, are causing apps and data to be progressively spread across multiple clouds and edge sites,&quot; says Ankur Singla, CEO and founder of Volterra. &quot;Our report found 98 percent of IT leaders think it is very important to have a consistent operational experience between the edge and public and private clouds. But the data shows there are tremendous obstacles preventing that, mostly around establishing secure and reliable connections between providers, trying to navigate different support and consulting processes, and having to work with various platform services.&quot;</p><p>Preparing for the &#39;novel economy&#39;</p><p>Brian Solis, global innovation evangelist at Salesforce and a leading expert and best-selling author on digital transformation and innovation, says those difficulties are part of why many organizations wrap their cloud and multicloud efforts under the banner of larger digital transformation efforts. But many of those efforts are stalled or retargeted right now because of the global pandemic, he says.</p><p>&quot;Whatever the digital transformation roadmap was before COVID-19 is now on hold, indefinitely postponed, or redirected&quot; Solis says. &quot;We&#39;re now entering what I call &#39;the novel economy,&#39; which will involve three stages: staying alive, then vying to survive, and finally, aspiring to thrive. Today, most businesses are still in trying-to-stay-alive mode, where IT is getting together with cross-functional business owners and asking, &#39;What are the things we absolutely have to have right now?&#39; As we come out of this crisis, you&#39;ll see investments in cloud and multicloud accelerate, but the trajectory of those investments will be tied to specific needs now and over the immediate horizon.&quot;</p><p>Solis says that&#39;s because digital transformation itself has been &quot;digitally disrupted&quot;&mdash;almost overnight&mdash;by the current crisis. Whereas earlier IT investments tended to go to just about anything promising to improve operational efficiency or improve competitiveness, recent experience will cause business support and continuity to become even higher priorities.</p><p>&quot;We now have to look at digital transformation and the push toward cloud and multicloud more purposefully than we have in the past,&quot; Solis says. &quot;This is going to take more unified digital strategies, vision, leadership, and purpose.&quot;</p><p>Multicloud strategies even more critical</p><p>Alexey Gerasimov, vice president of global cloud delivery at Hewlett Packard Enterprise (HPE), agrees, saying it is always critical to have a cloud strategy aligned to what a business hopes to accomplish for current or anticipated economic conditions. COVID-19 is making that even more clear.</p><p>&quot;Public or private cloud aside, you have to start with the overall business strategy and then look at the IT strategy needed to achieve that,&quot; he says. &quot;I&#39;m not sure that COVID-19 is forcing people to swing more toward the cloud, but it&#39;s certainly causing them to pay more attention to the need and opportunity to run IT more efficiently and to strike the right balance between cloud and on-premises deployments. Few organizations, not even top public cloud providers, operate entirely in the cloud. So it is becoming even more important, as the economy stumbles, to consider what should be kept local and what can be done in the public cloud to save money, improve agility, and generate revenues</p><p>Gerasimov says migrating to the cloud can be difficult for some companies that might not have the financial or human resources to pull it off effectively.</p><p>&quot;It&#39;s not like you have a Staples red &#39;easy&#39; button that you can push and be automatically migrated over,&quot; he quips. &quot;In reality, it isn&#39;t so simple. Even migrating between data centers can be hard. Vendors will tell you that you can save money by putting more in the cloud, but it takes money to make that happen, right?&quot;</p><p>The value of third-party services</p><p>It also takes expertise that many organizations simply do not have, experts say. In fact, in an extensive&nbsp;<a target=\"_blank\" href=\"https://info.flexera.com/SLO-CM-REPORT-State-of-the-Cloud-2020\">survey by Flexera</a>, finished before coronavirus quarantines took hold, 77 percent of enterprise and SMB respondents cited lack of resources and expertise as one of their top cloud concerns. Security (81 percent), managing cloud spend (79 percent), and governance (77 percent) were among the other challenges.</p><p>&quot;With employees working from home and an increasing number of business interactions going digital, more than half of enterprise respondents (in our survey) said their cloud usage will be higher than originally planned at the beginning of the year due to the pandemic,&quot; according to Flexera CEO Jim Ryan in&nbsp;<a target=\"_blank\" href=\"https://www.flexera.com/about-us/press-center/flexera-releases-2020-state-of-the-cloud-report.html\">statement</a>. &quot;Companies plan to migrate more services to cloud, yet they&#39;re already exceeding cloud budgets. They will need to focus on optimizing workloads as they migrate in addition to cost management and governance to ensure operational efficiency.&quot;</p><p>HPE&#39;s Gerasimov notes there is help out there for organizations unsure of where to start or feeling a little overwhelmed by the digital transformation tasks ahead of them.</p><p>&quot;If you have limited budgets but know it&#39;s important to balance more of your operations across on-premises and cloud or to rationalize what you have across multiple clouds, then it&#39;s time to look to outside experts to help you figure it out,&quot; Gerasimov advises. &quot;There are options out there, from hiring&nbsp;<a target=\"_self\" href=\"https://www.hpe.com/content/hpe/country/us/en/services/pointnext.html\">specialists</a>&nbsp;who can help you get the right mix of technology and applications to&nbsp;<a target=\"_self\" href=\"https://www.hpe.com/content/hpe/country/us/en/greenlake.html\">consumption-based IT services</a>&nbsp;that help you monitor, manage, and optimize your on-premises and cloud deployments.&quot;</p>', '<p><a href=\"https://www.hpe.com/us/en/insights/articles/how-covid-19-accelerated-the-move-to-hybrid-cloud-2005.html\">https://www.hpe.com/us/en/insights/articles/how-covid-19-accelerated-the-move-to-hybrid-cloud-2005.html</a></p>', 'David Rand', '<p>The changes wrought in business by the impact of the pandemic make business agility and flexibility the leading necessities in your digital transformation process. A single solution just cannot offer the required flexibility to adapt to rapidly changing business conditions.</p><p><em>This article article also appears in&nbsp;<a href=\"https://www.hpe.com/us/en/insights/reports/the-new-it-playbook-2006.html\">The new IT playbook</a>, a report that explores what it means to be resilient and adaptable in the face of disruption.</em></p><p>If they were not already headed that way, many IT departments are now finding it necessary to accelerate their migration to multicloud architectures because of the novel coronavirus.</p><p>In fact, IDC says that by 2022, more than 90 percent of enterprises worldwide will rely on a mix of on-premises or dedicated private clouds, multiple public clouds, and legacy platforms to meet their infrastructure needs. It even predicts that a rising desire by companies to mitigate future disruptions by being more flexible, agile, and resilient could make 2021 &quot;the year of multicloud.&quot;</p><p>&quot;We are seeing the coronavirus situation accelerating enterprise interest and adoption of cloud,&quot; says Deepak Mohan, research director at IDC. &quot;The term we&#39;re hearing most often in this context is&nbsp;<em>resilience</em>. IT organizations leveraging cloud environments are able to adapt better to the current crisis because they can easily scale or shift and continue to deliver services. Those that have taken more constrained approaches have had challenges.&quot;</p>', '2022-11-18', 'active', NULL, 'submitted', '2022-11-18 04:51:09', '2022-11-18 04:51:09'),
(28, 74, 11, NULL, 'Six ways the world\'s fastest computers have changed your life', '2022-11-18', 'Dan Tynan', 'international', 'Tsest', 'test', '<p>Like your car? Love the movies? Happy with your doctor and your bank? You&#39;ve got a supercomputer to thank.</p><p>As Bob Dylan rightly observed, you don&#39;t need a weatherman to know which way the wind blows. But if you want to do long-term forecasting, predict the path of a Category 5 hurricane, or simulate the damage from decades of climate change, you will need a supercomputer.</p><p>These machines are just what their name implies: thousands of processors operating in parallel, performing quadrillions of operations each second on unimaginable volumes of data.</p><p>Scientists are using these electronic beasts to solve some of humankind&#39;s thorniest problems. Machines like Lawrence Livermore Lab&#39;s&nbsp;Sierra&nbsp;are calculating the blast radius of thermonuclear warheads and creating detailed models of the human heart. Oak Ridge Lab&#39;s&nbsp;<a target=\"_blank\" href=\"https://www.olcf.ornl.gov/summit/\">Summit</a>&nbsp;is being used to design better batteries and simulate supernovas. Argonne Lab&#39;s forthcoming&nbsp;<a target=\"_self\" href=\"https://www.hpe.com/content/hpe/country/us/en/insights/articles/2020/10/here-comes-exascale-and-its-about-to-change-everything.html\">exascale</a>&nbsp;system&nbsp;<a target=\"_blank\" href=\"https://www.alcf.anl.gov/aurora\">Aurora</a>&nbsp;may allow researchers to map the human brain and harness nuclear fusion.</p><p><strong>Please read:</strong>&nbsp;<a href=\"https://www.hpe.com/us/en/insights/articles/argonne-national-laboratory-rick-stevens-talks-about-the-biggest-baddest-computer-2010.html\">Q&amp;A: Argonne National Laboratory&#39;s Rick Stevens talks about &#39;the biggest, baddest&#39; computer in the world</a></p><p>Supercomputers already impact our lives in ways most of us are unaware of. The advancements derived from high-performance computers (HPCs) have trickled down into things many of us do every day&mdash;like checking the weather, driving to the doctor&#39;s office, watching a movie, or managing our bank accounts.</p><p>Here are some of the more common ones.</p><p>Weather: Do I need an umbrella?</p><p>Every waking moment, 2x1044&nbsp;molecules (<a href=\"https://phys.org/news/2018-08-weather-bit-wrong.html\">that&#39;s a 2 followed by 44 zeroes</a>) bump into each other in the earth&#39;s atmosphere, creating what we call weather. Predicting the interactions of even a fraction of these particles requires billions of calculations.</p><p>The&nbsp;<a target=\"_blank\" href=\"https://www.vos.noaa.gov/MWL/dec_07/weatherprediction.shtml\">first successful 24-hour weather forecast</a>&nbsp;was achieved in April 1950 by the University of Pennsylvania&#39;s Electronic Numerical Integrator and Computer. Originally built to calculate the trajectory of ballistics during World War II,&nbsp;<a target=\"_blank\" href=\"https://www.smithsonianmag.com/history/the-brief-history-of-the-eniac-computer-3889120/\">ENIAC</a>&nbsp;is considered by many to be the first general-purpose computer.</p><p>By the mid-1950s, computer-generated forecasts were common. The National Weather Service now uses&nbsp;<a target=\"_blank\" href=\"https://www.nco.ncep.noaa.gov/\">two room-sized supercomputers</a>&nbsp;from IBM and HPE Cray, each roughly 10,000 times more powerful than the machine you&#39;re using to read this. Over the years, the accuracy of weather prediction has steadily improved. Today&#39;s five-day forecast is typically on target 90 percent of the time, while 10-day projections are still&nbsp;<a target=\"_blank\" href=\"https://www.mprnews.org/story/2020/01/02/forecast-models-keep-hinting-at-subzero-air-ahead\">correct less than half the time</a>. So, if you&#39;re packing for a long trip, bring an umbrella just in case.</p><p>Automobiles: Hitting the road</p><p>For more than 30 years, supercomputers have been helping cars become faster, safer, and more energy efficient.&nbsp;<a target=\"_blank\" href=\"https://lacar.com/part-five-a-deeper-dive-into-the-cray/\">Japanese carmakers</a>&nbsp;began using HPCs in the late 1980s. Mazda employed&nbsp;<a target=\"_blank\" href=\"https://www.upi.com/Archives/1990/11/30/Mazda-orders-8-million-Cray-supercomputer/4828659941200/\">an $8 million Cray</a>&nbsp;supercomputer to design the sleek &quot;Aero-Wave&quot; roofline of its&nbsp;<a target=\"_blank\" href=\"https://www.nytimes.com/1992/04/26/sports/about-cars-the-rx-7-pares-down-for-serious-fun.html\">1993 RX-7 sports car</a>. And in 2004, General Motors purchased&nbsp;<a target=\"_blank\" href=\"https://apnews.com/article/85b143aaa4a11be50d7275c07862fcca\">a supercomputer</a>&nbsp;to simulate the results from vehicle crash tests. As we move into the era of&nbsp;<a target=\"_blank\" href=\"https://www.theverge.com/2020/6/23/21300614/mercedes-benz-nvidia-computer-orin-self-driving-adas-ota\">autonomous vehicles</a>, HPCs will play an even greater role in training a car&#39;s AI systems to determine whether that&#39;s a trash bag in the middle of the road or a baby carriage.</p><p>When you pull into a gas station to fill up, you can thank supercomputers for that, too. Three-dimensional seismic models are helping petrochemical companies&nbsp;<a target=\"_blank\" href=\"https://www.reuters.com/article/us-total-supercomputer/oil-group-total-hopes-new-supercomputer-will-help-it-find-oil-faster-and-more-cheaply-idUSKCN1TJ0FQ\">predict the locations of oil reserves</a>. And when you finally retire that gas guzzler for an all-electric vehicle, it may be because a supercomputer helped design&nbsp;<a target=\"_blank\" href=\"https://www.ucl.ac.uk/mathematical-physical-sciences/news/2018/nov/meet-michael-supercomputer-designed-accelerate-uk-research-ev-batteries\">longer lasting electric vehicle batteries</a>.</p><p>Medicine: The AI doctor will see you now</p><p>Gotten a flu shot this year? Supercomputers played a key role in the development of&nbsp;<a target=\"_blank\" href=\"https://spectrum.ieee.org/computing/software/supercomputers-model-of-human-contact-simulates-swine-flu\">vaccines for avian and swine flu</a>&nbsp;and are now hard at work seeking treatments and&nbsp;<a target=\"_blank\" href=\"https://news.utexas.edu/2020/05/21/how-supercomputers-are-getting-us-closer-to-a-covid-19-vaccine/\">cures for COVID-19</a>.</p><p>Medical researchers are using AI and supercomputers to create&nbsp;<a target=\"_blank\" href=\"https://medicalfuturist.com/digital-twin-and-the-promise-of-personalized-medicine/\">digital twins of human organs</a>, to observe how they respond to treatments before applying them to their flesh-and-blood siblings. Today, Hewlett Packard Enterprise&#39;s&nbsp;<a target=\"_self\" href=\"https://www.hpe.com/content/hpe/country/us/en/newsroom/press-release/2018/07/hpe-helps-epfl-blue-brain-project-unlock-the-secrets-of-the-brain.html\">Blue Brain 5</a>&nbsp;is helping to map the 88 billion synapses inside&nbsp;<a target=\"_blank\" href=\"https://www.technologynetworks.com/neuroscience/articles/a-cell-atlas-of-the-mouse-brain-a-step-towards-brain-simulation-321724\">the neocortex of rodents</a>, a key step toward understanding the human brain.</p><p>Ultimately, high-performance computing is expected to usher in a new era of personalized medicine, where bespoke treatments are tuned to match your specific genetic makeup.</p><p>Financial services: You can bank on it</p><p>Have you ever used your credit card in a foreign country and gotten a phone call from your bank minutes later asking you to verify the purchase? That&#39;s because a&nbsp;<a target=\"_blank\" href=\"https://www.hpcwire.com/2019/05/13/cashing-in-on-hpc-and-ai-in-the-financial-services-industry/#_edn2\">machine learning algorithm running on an HPC</a>&nbsp;has your back. Identifying potential bank fraud as it happens requires a tremendous amount of computing power. For example, MasterCard processes 165 million transactions per hour, applying nearly 2 million rules to each transaction&mdash;and does it in a matter of seconds.</p><p>Financial services institutions use supercomputers in a variety of other ways as well: to detect and repel cyberattacks, assess credit risk, evaluate investments, verify regulatory compliance, predict pricing, and manage high-speed trades. And the next time you call your bank&#39;s customer service line, it may be answered by&nbsp;<a target=\"_blank\" href=\"https://uxdesign.cc/how-we-designed-inga-a-delightful-banking-chatbot-for-ing-941d18c4646f\">an AI-driven bot</a>&nbsp;that can assess your emotional state and direct you to the right person.</p><p>Entertainment: What do you want to watch tonight?</p><p>It&#39;s hard to find a recent major movie release that doesn&#39;t employ some form of computer-generated imagery. Films constructed entirely around CGI brought in&nbsp;<a href=\"https://www.statista.com/statistics/1020938/cgi-animated-movie-revenue-us/\">nearly $6 billion</a>&nbsp;at the box office in 2018. And the more sophisticated the animation, the more computing power required. Baymax, the doughy white protagonist of Disney&#39;s &quot;Big Hero 6&quot; (2014), was rendered using&nbsp;<a target=\"_self\" href=\"https://www.engadget.com/2014-10-18-disney-big-hero-6.html\">a 55,000-core supercomputer</a>&nbsp;that simulated&nbsp;<a target=\"_blank\" href=\"https://www.techrepublic.com/article/disney-animation-team-pushes-technical-boundaries-with-big-hero-6/\">10 billion rays of light</a>&nbsp;bouncing off each object.</p><p>And then there was &quot;<a target=\"_blank\" href=\"https://www.insider.com/cats-movie-cgi-live-action-digital-fur-technology-2019-7\">Cats</a>&quot; (2019). The less said about that the better.</p><p>But CGI movies have been around a lot longer than you think. Alfred Hitchcock&#39;s &quot;<a target=\"_blank\" href=\"https://computeranimationhistory-cgi.jimdofree.com/vertigo/\">Vertigo</a>&quot; (1958) used a WWII-era anti-aircraft targeting computer to create the Spirograph-like opening title sequence. The first film where supercomputers played a starring role was 1984&#39;s &quot;<a target=\"_blank\" href=\"https://computeranimationhistory-cgi.jimdofree.com/last-starfighter-1984/\">The Last Starfighter</a>,&quot; which used a Cray X-MP to render 27 minutes of special effects.</p><p>Astronomy: The sky&#39;s the limit</p><p>When we gaze at the night sky, we&#39;re looking into the recent past, using our eyes and maybe a telescope. When astrophysicists do it, they&#39;re&nbsp;<a target=\"_blank\" href=\"https://www.discovermagazine.com/the-sciences/japans-new-supercomputer-lets-astronomers-simulate-the-stars\">looking back 13 billion years</a>, using supercomputers to simulate what the cosmos looked like shortly after the Big Bang. HPCs have been used to model&nbsp;<a target=\"_blank\" href=\"https://www.hpcwire.com/off-the-wire/supercomputer-simulations-reveal-details-of-galaxy-clusters/\">how galaxies are born</a>, plumb the depths of&nbsp;<a target=\"_blank\" href=\"https://scitechdaily.com/new-origin-of-supermassive-black-holes-revealed-by-supercomputer-simulation/\">black holes</a>, and shed light on the mysteries of&nbsp;<a target=\"_blank\" href=\"https://www.sciencedaily.com/releases/2016/11/161102144436.htm\">dark matter</a>.</p><p>This may be supercomputing&#39;s most profound and long-lasting impact: to change our understanding of how the universe was formed, as well as our place within it.</p>', '<p><a href=\"https://www.hpe.com/us/en/insights/articles/supercomputers-in-everyday-life-2011.html\">https://www.hpe.com/us/en/insights/articles/supercomputers-in-everyday-life-2011.html</a></p>', 'Dan Tynan', '<p>These machines are just what their name implies: thousands of processors operating in parallel, performing quadrillions of operations each second on unimaginable volumes of data.</p><p>Scientists are using these electronic beasts to solve some of humankind&#39;s thorniest problems. Machines like Lawrence Livermore Lab&#39;s&nbsp;Sierra&nbsp;are calculating the blast radius of thermonuclear warheads and creating detailed models of the human heart. Oak Ridge Lab&#39;s&nbsp;<a target=\"_blank\" href=\"https://www.olcf.ornl.gov/summit/\">Summit</a>&nbsp;is being used to design better batteries and simulate supernovas. Argonne Lab&#39;s forthcoming&nbsp;<a target=\"_self\" href=\"https://www.hpe.com/content/hpe/country/us/en/insights/articles/2020/10/here-comes-exascale-and-its-about-to-change-everything.html\">exascale</a>&nbsp;system&nbsp;<a target=\"_blank\" href=\"https://www.alcf.anl.gov/aurora\">Aurora</a>&nbsp;may allow researchers to map the human brain and harness nuclear fusion.</p>', '2022-11-18', 'active', NULL, 'submitted', '2022-11-18 04:52:55', '2022-11-18 04:52:55');
INSERT INTO `research_articles` (`id`, `countries_id`, `author_user_id`, `approved_user_id`, `title`, `date_of_publication`, `author`, `geo_context`, `city`, `region_zone`, `abstract`, `links_research`, `author_module`, `evaluation_discussion`, `date_entry_module`, `status`, `approved_on`, `publish_status`, `created_at`, `updated_at`) VALUES
(29, 3, 11, NULL, 'Zero trust makes business secure by default', '2022-11-18', 'George Hulme', 'international', 'test', 'test', '<p>As enterprises turn to hybrid IT, they find that conventional identity and access management doesn&#39;t keep up.</p><p>In a rush to digitally transform, enterprises are embracing mobile, smart devices, machine learning, and new, more agile methods of application development, deployment, and management. Never have companies faced so much technological change.</p><p>The transformation isn&#39;t just about new mobile apps and intelligent new features, however. The changes run deep into the enterprise&#39;s core with emerging cloud platforms and microservice architectures working with more static legacy systems. &quot;This creates a lot of challenges when it comes to managing systems across the enterprise, especially when it comes to security and access management,&quot; says Scott Crawford, information security research head at 451 Research, a part of S&amp;P Global Market Intelligence. How can organizations make certain that systems and people can only access the right systems and data?</p><p>There&#39;s no easy answer. With the increased interconnectivity and dynamic nature of computing across disparate cloud platforms, and cloud services, microservices, and software components, how enterprises decide whether they can trust users or systems to connect to any given resource at any given time has grown markedly complex. How can a user be trusted when attempting to perform an action? And with increased automation, how can a server, workload, or software component be trusted to connect between cloud systems and legacy on-premises systems?</p><p>More enterprises are turning to zero trust. Zero trust is a philosophical approach to identity and access management, establishing that no user or software action is trusted by default. In other words, authenticate everything. Zero trust demands that all users, devices, and application instances must prove they are who or what they purport to be and that they are authorized to access the resources they seek.</p><p>Enterprises are investing in the tools and services that enable zero trust. According to&nbsp;<a href=\"https://www.marketsandmarkets.com/Market-Reports/zero-trust-security-market-2782835.html\">MarketsandMarkets</a>, the zero-trust market will reach nearly $39 billion by 2024, up from roughly $16 billion in 2019&mdash;an annual growth rate of 20%.</p><p>Traditional identity management falls short</p><p>In modern multicloud and microservice environments, traditional means of authenticating once and trusting indefinitely don&#39;t hold up. At any moment, new workloads and software services can call upon any resource to perform some task. &quot;In non-zero-trust environments, once a user or device was inside, connectivity between resources was trusted,&quot; says Colin I&#39;Anson, a Hewlett Packard Enterprise fellow. &quot;Now, with zero trust, we&#39;re not willing to do that. We want to authenticate in real time and to a much more granular level, and to access, any workload or functionality entities have to prove who they are.&quot;</p><p>How is zero trust achieved? Enterprises must authenticate users, workloads, and data and continuously monitor that access for anomalies.</p><p>That&#39;s easier written than done in modern enterprises with dynamic and hybrid architectures. A critical step in achieving zero trust among users and systems is to standardize and automate the zero-trust authentication processes whenever possible. This is something that is especially suited for cloud-native environments.</p><p>Consider&nbsp;<a href=\"https://www.hpe.com/us/en/newsroom/blog-post/2020/02/hpe-acquires-scytale-to-advance-open-secure-edge-to-cloud-strategy.html\">HPE&#39;s recent acquisition of zero-trust firm Scytale</a>. Scytale initiated a set of efforts to unify access control for complex hybrid environments. The first initiative, SPIFFE (Secure Production Identity Framework For Everyone), defines a set of specifications that, among other things, defines an API to easily establish trust among workloads and system actions. Because it&#39;s API-based, unlike manual key generation and distribution processes, SPIFFE attestation and authentication can be fully automated. &quot;SPIFFE puts in place the underpinnings for enterprises to utilize existing on-premises service authentication protocols [such as Kerberos and OAuth] with workloads running upon increasingly dynamic computing platforms, including cloud and containers,&quot; says Sunil James, former Scytale CEO and currently senior director at HPE.</p><p>The second Scytale effort is SPIRE, the first software implementation of SPIFFE. SPIRE&#39;s components can be integrated with call providers, middleware layers, and hardware trust mechanisms such as trusted platform modules and hardware security modules. SPIRE can be used by workloads in any environment, such as within Azure, Kubernetes, or an application running in the datacenter. &quot;This enables a finer level of authentication, right down to the specific action of a user or workload that is requested,&quot; says I&#39;Anson.</p><p>Zero trust solves real-world business problems</p><p>The purported benefits of zero trust would matter little if they didn&#39;t solve real and pressing business challenges. Not only does zero trust help improve security, proponents say, but more important, zero trust enhances security cost effectively and can make security as agile and elastic as the technical environment demands.</p><p>Because zero trust is a security system that attempts to understand what users are trying to do as they&#39;re doing it and introduce the appropriate security policies based on the context of an action, it can also improve user experience. &quot;Zero-trust frameworks help enterprises get their security hands around an increasingly dynamic enterprise IT environment while simultaneously improving the user experience of their infrastructure, security, networking, and software engineers,&quot; says James.</p><p>When zero-trust attributes can be codified and automated, zero trust will readily scale with modern cloud and microservice architectures. And while it would be much more straightforward to deploy a zero-trust architecture in a new, all-cloud environment, it&#39;s not strictly necessary. Zero-trust success in established environments is still attainable.</p><p>Successful zero trust implementations</p><p>&quot;There are many discussions among our customers about what zero trust means to them and how to best implement it,&quot; says Simon Leech, senior adviser for the worldwide security and risk management practice at HPE Pointnext Services. &quot;But you want this discussion to be business led more than technology led. Zero trust is not about implementing one or another security or networking technology. It&#39;s a completely new approach to the way you do security architecture,&quot; he says.</p><p>&quot;Taking a new approach to security architecture is going to require a very good understanding of your current state of operations and what your future state of operations will be, and build a business plan or business case from there,&quot; Leech advises.</p><p>James says the first step is to assess where the organization currently stands. &quot;You need to first baseline your current state of operations, and you need to understand where you want to go,&quot; he says. &quot;Then you need to build your business case to be able to get yourself there.&quot;</p><p>Initially, those business cases are likely to revolve around security policies and regulatory demands. &quot;While considering those business cases, be certain to take advantage of the fact that zero trust provides the tools and capabilities needed to finely tune access, rather than just thinking in terms of username and passwords or access via basic network segmentation such as that obtained via VPN,&quot; Crawford says.</p><p>While thinking of identity in terms of granular user access and dynamic workloads may appear to complicate identity management, Crawford says it&#39;s worth the effort for the long term. &quot;How broad do you want this access to be? How narrowly defined does it have to be for a given target? What do you have to consider for things like regulatory requirements as far as who has access to what types of assets? Bringing identity and access management to this level will help to improve security and provide a better experience for everyone,&quot; explains Crawford.</p><p>&quot;It does take some upfront work to get the most out of zero trust,&quot; adds I&#39;Anson. The good news is that existing identity management investments and maturity levels will help with the transformation. &quot;The more mature the existing identity management program, the easier the move to zero trust will be,&quot; explains I&#39;Anson. &quot;You can use existing LDAP implementations as a starting point because they already establish a good initial foundation of roles and identities.&quot;</p><p>The next step is to identify those business cases with winnable implementations. &quot;One of the key things about zero trust is that it&#39;s not attained by flipping a switch suddenly. You can come to zero trust by taking it step by step,&quot; says I&#39;Anson. &quot;You build a business case, which could be a business unit or certain domain, and introduce zero trust that way.&quot;</p><p>James agrees. &quot;Spot potential quick wins and their associated use cases when implementing zero trust. Design and build a flexible architecture that can deliver value across those use cases,&quot; he says. &quot;Doing so delivers a stronger foundation that you can build upon rather than simply piecing together ad hoc components and technologies.&quot;</p><p>That&#39;s why it&#39;s important to standardize on an approach to zero trust. &quot;If you standardize, in two years, you won&#39;t have five different approaches to zero trust spread throughout your organization, much of which probably won&#39;t work together and won&#39;t provide value,&quot; James says.</p><p>Finally, when it comes to initial authentication, Crawford advises organizations to take advantage of the authentication methods available. &quot;We&#39;re seeing increased availability of what not that long ago would have been very sophisticated techniques for access control, including biometric authentication that comes packaged with a lot of commodity consumer endpoint technology. Take advantage of these authentication methods,&quot; says Crawford.</p><p>As enterprises race forward in their digital transformations, they&#39;re embracing many different technologies to succeed: cloud computing, machine learning, containers and microservices, mobility, and more. If they&#39;re going to win this race, they&#39;ll need an approach to identity management and authentication that is just as agile, elastic, and smart as the computing environments they&#39;re building. Zero trust can be that approach.</p><p>Zero trust: Lessons for leaders</p><ul><li>A commitment to zero trust requires a commitment to implement and maintain identity and access management at a fine-grained level.</li><li>Security decisions are too important to make without judging the identity and access rights of the requestor.</li><li>Before implementing the technology of zero trust, an organization must make the business case for it and get buy-in across business units.</li></ul>', '<p><a href=\"https://www.hpe.com/us/en/insights/articles/zero-trust-makes-business-secure-by-default-2010.html\">https://www.hpe.com/us/en/insights/articles/zero-trust-makes-business-secure-by-default-2010.html</a></p>', 'George Hulme', '<p>In a rush to digitally transform, enterprises are embracing mobile, smart devices, machine learning, and new, more agile methods of application development, deployment, and management. Never have companies faced so much technological change.</p><p>The transformation isn&#39;t just about new mobile apps and intelligent new features, however. The changes run deep into the enterprise&#39;s core with emerging cloud platforms and microservice architectures working with more static legacy systems. &quot;This creates a lot of challenges when it comes to managing systems across the enterprise, especially when it comes to security and access management,&quot; says Scott Crawford, information security research head at 451 Research, a part of S&amp;P Global Market Intelligence. How can organizations make certain that systems and people can only access the right systems and data?</p>', '2022-11-18', 'active', NULL, 'submitted', '2022-11-18 04:55:07', '2022-11-18 04:55:07'),
(30, 55, 11, NULL, 'IT security at home: Hard but not impossible', '2022-11-18', 'Curt Hopkins', 'international', 'test', 'test', '<p>You probably can&#39;t provide security for workers at home that matches that of your office, but you can come close. Here are some ideas.</p><p>When the COVID-19 quarantine hit in mid-March, it created an unprecedented situation in which the number of remote workers skyrocketed beyond anything anticipated.</p><p>&quot;The only analogue of this scale I would say is 9/11, and that was fairly regional,&quot; says Sean Gallagher, a threat researcher at Sophos. &quot;It wasn&#39;t a national thing like this is, and it wasn&#39;t nearly for this period of time.&quot;</p><p>Gallagher was working remotely from Baltimore for a New York company. All his fellow employees in New York were displaced for several weeks.</p><p>&quot;We had to figure out how to operate without the office for nearly a month,&quot; he says. &quot;But that was very regionally specific. This is a much broader problem.&quot;</p><p>Regional vs. global</p><p>The nearest thing most companies may have experienced to COVID-19 is something like a hurricane or other natural disaster, all of which are regional. This crisis has scaled beyond any plans companies had in place to deal with remote workers&mdash;and with that has come a level of insecurity that has also been unimaginable.</p><p>&quot;It&#39;s not something that might&#39;ve been in most companies&#39; disaster recovery continuity business plan,&quot; says Gallagher. &quot;But it is certainly not unprecedented in terms of the need to be able to flexibly handle ongoing operations with employees not in the office.&quot;</p><p>Moreover, the vast move to remote work is an exacerbation of the human element that &quot;is often&mdash;frankly always&mdash;the most uncontrollable component of cybersecurity risk,&quot; says Bob Moore, director of server software and product security at Hewlett Packard Enterprise.</p><p>All large organizations can arrange for&nbsp;<em>some</em>&nbsp;users to work from home, but until recently, few ever tried to have nearly everyone work from home. If existing security tools and procedures are inadequate, what do you really need to do to make the situation acceptable?</p><p>We asked a handful of security experts three questions. Here are their answers.</p><p>What can you do to secure your own remote working space? VPN, antivirus, two-factor authentication</p><p>Common instructions came from every computing security specialist we spoke with, starting with the need to equip your computer with a virtual private network (VPN) so that all of your activities are done on your company&#39;s network, not on your own, looser, more vulnerable one. This is just one difference between office security and remote security.</p><p>&quot;In a workplace environment, you typically have a well-structured, highly controlled work environment where there are tight measures and controls on the type of traffic that can flow, what type of authentication is used, and what type of data can be stored,&quot; says Tim Ferrell, cybersecurity architect at HPE.</p><p>Others agree. &quot;At most enterprise or business locations, there are firewalls and the network is monitored by a networking team,&quot; says Mick Wolcott, partner at Goldman Lockey Consulting in San Francisco. &quot;Whereas at home, you&#39;re basically just either doing Comcast or AT&amp;T or something like that, and you don&#39;t get the behind-the-scenes where we examine the traffic that&#39;s coming in. We can&#39;t tell if there&#39;s malware that&#39;s been downloaded or where it&#39;s been clicked, and we can&#39;t keep an eye on events in the background.&quot;</p><p>So antivirus and malware protection is not enough. You also need regular updates to your protection. And just like always, you need to guard against phishing. You should always be at maximum awareness when dealing with messaging vulnerability on your remote connection and your private computer, especially when the computer is shared with other family members or used for your personal business as well.</p><p>Finally, you should have two-factor authentication, something that has become more common but could hardly be called de rigueur. This is a tough time to institute two-factor authentication, but think about it anyway; it&#39;s the best way to prevent phishing and other authentication attacks.</p><p>Gallagher suggests another possibility, one that seems common sensical yet surprising: online versions of the tools you use at work.</p><p>&quot;If you&#39;ve got the ability to use online services through a browser to do most of your work, that helps you segment the corporate data away from personal data,&quot; he says. The big example would be to use the browser-based versions of the Microsoft Office programs (now Microsoft 365 apps) rather than the locally running programs.</p><p>But between VPN, two-factor authentication, and regularly updated antivirus, you&#39;ve covered a large chunk of the threat model for people working from home. Most of the rest, Gallagher says, is &quot;gilding the lily.&quot;</p><p>But the overall attitude in company security, he says, must be an industry-wide move to a zero trust model.</p><p>&quot;Assume that both your corporate and your end-point systems are operating in hostile waters and that there&#39;s some sort of compromise going on at any given time,&quot; he says.</p><p>We have traveled &quot;a long way from the old days of a hard perimeter and a soft inside,&quot; Ferrell says. &quot;The perimeter has become so porous that it&#39;s more a checkpoint on the way in and out. But you have to assume that everything that connects to your network is hostile and treat it as such. You assume every remote device is potentially hostile.&quot;</p><p>What should your company do to secure its employees? Establish central control</p><p>&quot;As a long-term strategy, you want to make sure that people have access to a device that is corporate-managed and is locked down for specific use,&quot; says Gallagher. &quot;Or, you move to a model where everybody has a virtual machine that they can install that is remotely managed. So that gives them the ability to do work stuff on their home compute, but you can isolate the home computer from the virtual device. And I think that&#39;s something that a lot of companies are moving towards.&quot;</p><p>This is an expense, especially in the smallest and the largest companies. But the time for cost cutting may have come to an end.</p><p>&quot;One of the big things I think that I have not covered because we were mostly talking about network security is the&nbsp;<a href=\"https://www.hpe.com/us/en/insights/articles/protecting-backups-from-ransomware-is-as-easy-as-3-2-1-2005.html\">importance of backups</a>,&quot; says Wolcott. &quot;We&#39;ve had quite a few horror stories where somebody has clicked on a malicious link, downloaded it, and it has encrypted their entire computer [and] obviously held it for ransom.&quot; In fact, while industrial espionage may be rare, ransomware is so common there are named ransomware gangs, like Maze, REvil, and Ragnar Locker.</p><p>How can you plan for the unplannable? Process, policy, and threat modeling</p><p>&quot;Don&#39;t let the business dictate the security policies to you,&quot; warns Simon Leech, senior adviser for security and risk management at HPE Pointnext Services. A lot of companies will be in a rush to adapt to remote working very quickly, but they shouldn&#39;t be, says Leech. &quot;The security team shouldn&#39;t allow an opportunity for a weakness to be introduced by deploying a technology quickly and insecurely.&quot;</p><p>Nor should it gather shiny things at the expense of solid process, according to Ferrell.</p><p>&quot;Everybody looks at product because product is the shiny object,&quot; he says. &quot;And so they&#39;ll go buy a fancy new modern tool to deal with some of these issues, but they will totally overlook process and they&#39;ll overlook policy. The most expensive, beautiful tool in the world isn&#39;t worth a damn if it&#39;s not wrapped around a process that makes it work right.&quot;</p><p>Enterprise IT security: Lessons for leaders</p><ul><li>Organizations that follow best practices are in the best position to handle quarantines securely.</li><li>If security is a priority, there&#39;s no way around spending money now to mitigate work-at-home problems.</li><li>If your employees have a VPN, two-factor authentication, and regularly updated antivirus, you&#39;re in good enough shape.</li></ul>', '<p><a href=\"https://www.hpe.com/us/en/insights/articles/enterprise-it-security-at-home--hard-but-not-impossible-2006.html\">https://www.hpe.com/us/en/insights/articles/enterprise-it-security-at-home--hard-but-not-impossible-2006.html</a></p>', 'Curt Hopkins', '<p>You probably can&#39;t provide security for workers at home that matches that of your office, but you can come close. Here are some ideas.</p><p>When the COVID-19 quarantine hit in mid-March, it created an unprecedented situation in which the number of remote workers skyrocketed beyond anything anticipated.</p><p>&quot;The only analogue of this scale I would say is 9/11, and that was fairly regional,&quot; says Sean Gallagher, a threat researcher at Sophos. &quot;It wasn&#39;t a national thing like this is, and it wasn&#39;t nearly for this period of time.&quot;</p><p>Gallagher was working remotely from Baltimore for a New York company. All his fellow employees in New York were displaced for several weeks.</p><p>&quot;We had to figure out how to operate without the office for nearly a month,&quot; he says. &quot;But that was very regionally specific. This is a much broader problem.&quot;</p>', '2022-11-18', 'active', NULL, 'submitted', '2022-11-18 04:57:01', '2022-11-18 04:57:01'),
(31, 55, 11, 1, 'Accelerating the future', '2022-11-18', 'Joes mark', 'international', 'test', 'test', '<p>We explore all that&#39;s needed to make your digital transformation successful&mdash;from strategies for your workforce to how to ensure your tech is secure.</p><p>One undeniable effect of the pandemic is the sudden embrace of digital transformation. Enterprises of all types and sizes have sped up their digital plans to meet with the new reality: remote workforces, remote customers and partners, and just about everything needing to run digitally. Leadership teams everywhere have pulled projects off the planning schedule and put them into high gear.</p><p>This issue of The Doppler is designed to help you navigate all that involves, from how to establish and achieve your main goals to ensuring that your systems are set up in the most secure way possible. We also reconsider the principles and guideposts of digital transformation itself, a worthwhile topic considering the various ways that people use the term&nbsp;<em>digital transformation</em>.</p><p>What you will find inside:</p><p><strong>Is your company achieving business outcomes or following the herd?</strong></p><p>Here&#39;s how to execute a successful digital transformation strategy with the digital journey map.</p><p><strong><a href=\"https://www.hpe.com/us/en/insights/articles/five-strategic-patterns-for-successful-digital-transformation-2012.html\">Five strategic patterns for successful digital transformation</a></strong></p><p>A new study gives guidance businesses can reuse and adapt as they pursue their digital strategies.</p><p><strong><a href=\"https://www.hpe.com/us/en/insights/articles/transform-your-customer-experience-to-unleash-your-companys-full-potential-2011.html\">Transform your customer experience to unleash your company&#39;s full potential</a></strong></p><p>Practical insights for companies trying to disrupt their own business models before someone else does.</p><p><strong>Don&#39;t go it alone. Three successful strategies for making partnerships work.</strong></p><p>Successful innovation in the digital economy increasingly requires an ecosystem of partners.</p><p><strong><a href=\"https://www.hpe.com/us/en/insights/articles/the-reimagined-workplace-2010.html\">The reimagined workplace</a></strong></p><p>Predictions and recommendations for the future of work.</p><p><strong><a href=\"https://www.hpe.com/us/en/insights/articles/zero-trust-makes-business-secure-by-default-2010.html\">Zero trust makes business secure by default</a></strong></p><p>As enterprises turn to hybrid IT, they find that conventional identity and access management doesn&#39;t keep up.</p><p><strong><a href=\"https://www.hpe.com/us/en/insights/articles/Allergans-cloud-transformation-shifting-IT-from-a-center-of-operation-to-a-center-of-innovation-2012.html\">Shifting IT from a center of operation to a center of innovation</a></strong></p><p>The key components of Allergan&#39;s digital journey.</p><p><strong><a href=\"https://www.hpe.com/us/en/insights/articles/a-data-fabric-enables-a-comprehensive-data-strategy-2011.html\">A data fabric enables a comprehensive data strategy</a></strong></p><p>A data-driven enterprise needs a strong foundation for managing and working with data regardless of format or location.</p><p><strong>Accelerating the intelligent enterprise</strong></p><p>Harnessing the power of SAP to guide your digital transformation.</p>', '<p><a href=\"https://www.hpe.com/us/en/insights/reports/accelerating-the-future-2011.html\">https://www.hpe.com/us/en/insights/reports/accelerating-the-future-2011.html</a></p>', 'Joes mark', '<p>We explore all that&#39;s needed to make your digital transformation successful&mdash;from strategies for your workforce to how to ensure your tech is secure.</p><p>One undeniable effect of the pandemic is the sudden embrace of digital transformation. Enterprises of all types and sizes have sped up their digital plans to meet with the new reality: remote workforces, remote customers and partners, and just about everything needing to run digitally. Leadership teams everywhere have pulled projects off the planning schedule and put them into high gear.</p>', '2022-11-18', 'active', '2022-11-21 12:13:55', 'approved', '2022-11-18 04:58:58', '2022-11-18 04:58:58'),
(32, 13, 11, NULL, '8 steps to achieving the \'cloud everywhere\' vision', '2022-11-18', 'Alexey Gerasimov', 'international', 'test', 'test', '<p>If you were to imagine the perfect book to describe IT organizations right now, it might be entitled A Tale of Two Clouds.</p><p>While industry analysts predict&nbsp;<a href=\"https://www.gartner.com/en/newsroom/press-releases/2019-07-01-gartner-says-the-future-of-the-database-market-is-the\">75 percent of all databases</a>&nbsp;will be deployed or migrated to a cloud platform by 2022, what that actually means is really up for debate. Organizations are undoubtedly investing time and money into a mix of both public and private cloud infrastructure. But they&#39;re not doing so equally. Indeed, Hewlett Packard Enterprise CEO Antonio Neri noted at the company&#39;s Discover Virtual Experience event in July that more than 70 percent of enterprise apps and data still operate outside of public clouds.</p><p>What&#39;s the holdup? The problem lies in the fact that, like in&nbsp;<em>A Tale of Two Cities</em>, the 1859 Charles Dickens novel contrasting London and Paris before the French Revolution, private and public environments have evolved very differently. Private clouds rely mostly on legacy, on-premises infrastructure and personnel. Public clouds use service providers and more modern technology to host and share digital content.</p><p>Enterprise organizations know they will ultimately benefit from tapping the best of these two &quot;cities.&quot; And most dream of the day when they&#39;re finally able to move beyond &quot;cloud first&quot; thinking&mdash;which implies they&#39;re still headed in that direction&mdash;and toward a &quot;cloud everywhere&quot; mentality. This is where, instead of talking about the silos in which data and applications sit, you can focus on how you&#39;ll use your well-oiled hybrid cloud to deliver innovative experiences to customers, partners, and employees.</p><p>This obviously will not happen overnight. Too many business, people, process, and technology hurdles stand in the way. Nonetheless, here are eight steps companies can follow to tackle immediate challenges and jump on the path to building cloud-everywhere environments.</p><p>1. Think security first</p><p>Cybersecurity is one of those checkbox items that far too many IT organizations put off until the end of projects. So, we&#39;re mentioning it first and suggesting it should top every hybrid cloud to-do list.</p><p>According to the&nbsp;<a href=\"https://secure2.sophos.com/en-us/content/state-of-cloud-security.aspx\">State of Cloud Security 2020 survey</a>&nbsp;from Sophos, nearly three-quarters (70 percent) of organizations have experienced a public cloud security incident in the past year. Not surprisingly, the same percentage of IT leaders say security concerns have restricted their move to the public cloud.</p><p><a href=\"https://www.hpe.com/us/en/insights/articles/security-strategies-for-hybrid-it-hybrid-cloud-and-multicloud-environments-2002.html\">Sean Foley</a>, director of cloud delivery at HPE, notes that part of the difficulty lies in the fact that many enterprises start with a private cloud where the security approach changes minimally. However, once workloads get moved to a public cloud provider, things get more complicated. You need more automation to move data files around and, therefore, need to adjust the overall security approach.</p><p>Foley says success hinges on making improvements across four security disciplines:</p><ol><li>Strong identity and access control, dictating who or what gains entry to the network</li><li>Effective logging and monitoring&nbsp;of all network activity to understand typical network traffic and look for anomalies or security incidents requiring remediation</li><li>Consistently deployed encryption&nbsp;for fortifying private and highly confidential data</li><li>Automated response mechanisms to douse the flames of security events before they spread</li></ol><p>2. Understand your economics</p><p>The big promise of cloud computing is the speed, agility, and&mdash;more than anything&mdash;cost savings it can offer when implemented correctly. But surveys suggest companies don&#39;t have a tight handle on how much their cloud environments cost on an ongoing basis. As a result, they end up spending too much.</p><p>In fact, in the recent&nbsp;<a href=\"https://www.flexera.com/blog/industry-trends/trend-of-cloud-computing-2020/\">Flexera 2020 State of the Cloud Report</a>, IT professionals surveyed said they expect to increase cloud spend by almost 50 percent this year but still struggle to accurately forecast spending. In fact, they said their organizations exceed cloud spend an average of 23 percent while wasting about 30 percent of their cloud budgets.</p><p>This isn&#39;t a new trend. Companies have struggled to understand their economics since hybrid cloud became a thing. But to become cloud everywhere, it will be critical to establish programs, processes, and the technical wherewithal to holistically track, monitor, analyze, and address cost in both public and private infrastructures&mdash;and do that in as automated a fashion as possible. Not doing so will continue to hamper and harm even the best hybrid cloud program.</p><p>3. Know your data</p><p>IDC says there will be&nbsp;<a href=\"https://www.networkworld.com/article/3325397/idc-expect-175-zettabytes-of-data-worldwide-by-2025.html\">175 zettabytes of data</a>&nbsp;worldwide by 2025. Some of that will be yours (even if you aren&#39;t sure how many bytes are in a zettabyte), but do you know how much? Or where it sits? Or what to do with it? Or how to secure and manage every bit of it?</p><p>Good data management begins with having systems in place to troll your public and private networks. You should be performing&nbsp;<a href=\"https://blog.capterra.com/how-to-conduct-a-data-audit/\">regular audits</a>&nbsp;to understand the lay of the digital land and issuing reports to keep everyone informed across the organization, from IT to operations, finance, sales and marketing, human resources, and legal.</p><p>4. Pay attention to your peeps</p><p>As IT professionals, it&#39;s easy to focus on the technical aspects of a hybrid estate. But failing to also address the people and process side of the equation could be tantamount to disaster.</p><p>Specifically, it is critical to make sure that employees&mdash;existing and new hires&mdash;are well versed in what it takes to integrate, manage, and secure both private and public cloud infrastructure successfully and cost effectively. Unfortunately, most staffs are limited by having experts in only one or the other area.</p><p>In fact, 86 percent of respondents in a recent&nbsp;<a href=\"https://www.prnewswire.com/news-releases/86-of-it-decision-makers-believe-shortage-of-talent-will-slow-down-2020-cloud-projects-301004464.html\">Wakefield Research and Logicworks survey</a>&nbsp;believe a shortage of qualified engineers will slow cloud projects this year, and 63 percent agree it&#39;s harder to find a qualified engineer than it is to locate Bigfoot (seriously).</p><p>When marching toward the cloud-everywhere destination, organizations must do their utmost to find and hire talented IT professionals who understand the ins and outs of both private and public environments. If hiring is an issue&mdash;and even if it isn&#39;t&mdash;investing in training to ensure current employees can step up to the hybrid cloud task becomes essential. You cannot succeed if half the team is highly agile and spends its energy on public cloud while the other half is bogged down servicing 20th century technology. If you&#39;re going to be agile, just be agile. The technologies and outcomes might be different between Amazon Web Services (AWS) or Microsoft Azure and on-prem, but the concepts are the same.</p><p>5. Peer through a single pane of glass</p><p>At one time, software vendors promoted the idea that you&#39;re better off being on one platform because you can take advantage of everything the environment offers. Companies bought it for a while, but in the digital age, that &quot;better together&quot; approach has given way to a more multifaceted one.</p><p>Rather than putting all of their public cloud eggs in a single basket, 72 percent of IT organizations are mixing it up across multiple platforms, according to&nbsp;<a href=\"https://451research.com/search?sector=911\">451 Research&#39;s January 2020 report</a>, &quot;Public cloud lock-in concerns incongruent with successes seen in multicloud deployments.&quot; Each platform offers its own means of monitoring what&#39;s going on within that environment, but platforms do not play well together. What&#39;s more, they don&#39;t provide a view of information or apps being consumed from data warehouses or the network edge.</p><p>All of this makes it difficult to get a true picture of activity across the hybrid estate. For this reason, it&#39;s important to look for options that provide a single pane of glass for all consumption-based IT. This is a user interface displaying key statistic data for understanding and controlling your entire hybrid cloud. Look for services or solutions with a unified dashboard and features such as consumption analytics, continuous regulatory compliance monitoring, and fast provisioning.</p><p>6. Mind your SLAs and CLAs</p><p>When you have absolute control over your own private cloud, it&#39;s fairly simple to ensure high-quality service levels. After all, it&#39;s your baby and you don&#39;t have to rely on anyone else to keep it running. But when relying on service-level agreements (SLAs) or cloud service agreements (CLAs) with one or more outside providers, this process can become incredibly time consuming and costly.</p><p>These agreements need to be in sync and well orchestrated to ensure the greatest possible user experience, not only for employees but your customers. At a minimum, take the time to identify who will be responsible for continually overseeing your agreements, know what you can negotiate, and make sure you have alternatives for extricating your company from a relationship if needed.</p><p>Again, you have the option to offload these responsibilities. There are plenty of services available today that specialize in SLAs and CLAs so you can spend your valuable time on higher-level priorities.</p><p>7. Ensure high availability and failover through automation</p><p>Channeling his inner Yogi Berra, Amazon&#39;s Werner Vogels once quipped, &quot;Everything fails all the time.&quot;</p><p>IT professionals often take that concept to heart when planning their hybrid estates but don&#39;t always embrace it as fully as they should. In the ideal world, everything is built in such a way that, if it goes down, it comes back up automatically with little intervention. In practice, however, it&#39;s not always so smooth.</p><p>On premises, you build backup, redundancy, and failover into physical servers, storage, and other arrays. In the public cloud, you rely on software for automated recovery. By themselves, they work OK. But in hybrid environments, having two inconsistent systems can create service inefficiencies during outages.</p><p>Organizations should adjust by pivoting their on-premises operations to be more &quot;cloudy&quot; through microservices, automation, and other modern process and apps that manage availability and failover.</p><p>8. Let someone else do it</p><p>Reaching the cloud-everywhere panacea is no small task. It takes time, diligence, and expertise.</p><p>You may have all those things in-house. If so, great. But if not&mdash;or if you&#39;re unable to commit resources to the long-term task of figuring out how to build, deploy, manage, and automate workloads in your hybrid environment&mdash;then outsourcing might make more sense.</p><p>Outside advisory services can help you embrace the cloud faster. They typically provide global teams of consultants who can assist you in building the right hybrid clouds for your business while evolving your team&#39;s culture and skills. They will handle much of the public and private cloud integration work so you can avoid many of the most common challenges organizations face today.</p><p>The cloud-everywhere vision is within reach for most organizations. But achieving it requires a solid plan, a commitment to making it happen, and a willingness to consider outside consultants. If organizations do all of this, their IT staffs can finally close the book on<em>&nbsp;A Tale of Two Clouds</em>&nbsp;and bring better experiences to life.</p>', '<p><a href=\"https://www.hpe.com/us/en/insights/articles/8-steps-to-achieving-the-cloud-everywhere-vision-2010.html\">https://www.hpe.com/us/en/insights/articles/8-steps-to-achieving-the-cloud-everywhere-vision-2010.html</a></p>', 'Alexey Gerasimov', '<p>You may have all those things in-house. If so, great. But if not&mdash;or if you&#39;re unable to commit resources to the long-term task of figuring out how to build, deploy, manage, and automate workloads in your hybrid environment&mdash;then outsourcing might make more sense.</p><p>Outside advisory services can help you embrace the cloud faster. They typically provide global teams of consultants who can assist you in building the right hybrid clouds for your business while evolving your team&#39;s culture and skills. They will handle much of the public and private cloud integration work so you can avoid many of the most common challenges organizations face today.</p>', '2022-11-18', 'active', NULL, 'submitted', '2022-11-18 05:00:39', '2022-11-18 05:00:39');
INSERT INTO `research_articles` (`id`, `countries_id`, `author_user_id`, `approved_user_id`, `title`, `date_of_publication`, `author`, `geo_context`, `city`, `region_zone`, `abstract`, `links_research`, `author_module`, `evaluation_discussion`, `date_entry_module`, `status`, `approved_on`, `publish_status`, `created_at`, `updated_at`) VALUES
(33, 82, 11, 1, 'Argonne National Laboratory\'s Rick Stevens talks about \'the biggest, baddest\' computer in the world', '2022-11-18', 'Dan Tynan', 'international', 'test', 'test', '<p>Supercomputers are about to become a whole lot more powerful, enabling researchers to tackle some of the world&#39;s biggest problems.</p><p>We are on the cusp of a new computing age. One of the nation&#39;s first exascale computers, Aurora, will in the near future be deployed at&nbsp;<a target=\"_blank\" href=\"https://www.anl.gov/\">Argonne National Laboratory</a>, a U.S. Department of Energy (DOE) research facility outside Chicago.</p><p>Exascale machines like Argonne&#39;s HPE-Cray Aurora will be many times more powerful than the fastest supercomputers in existence today. How big a deal is that? Coupled with advancements in artificial intelligence, exascale computing promises to radically accelerate virtually every field of&nbsp;<a href=\"https://www.hpe.com/us/en/insights/articles/covid19-supercomputer-jerome-baudry-2009.html\">scientific research</a>&mdash;from climate change to&nbsp;<a href=\"https://www.hpe.com/us/en/insights/articles/harnessing-the-power-of-the-ocean-to-create-clean-energy-2110.html\">alternative fuels</a>&nbsp;to new vaccines. In short, it can help tackle the world&#39;s biggest problems, potentially affecting every person on the planet.</p><p>We spoke with&nbsp;<a target=\"_blank\" href=\"https://www.anl.gov/profile/rick-l-stevens\">Rick Stevens</a>, a professor of computer science at the University of Chicago and leader of Argonne&#39;s Exascale Computing Initiative, about how these new supercomputers will change the world.</p><p>Let&#39;s start with the basics: What is exascale computing?</p><p>Exascale is computing starting at 10 to the 18th operations per second&mdash;or a billion-billion OPS. It&#39;s a thousand times faster than the petascale supercomputers we have now, which are the fastest machines we&#39;ve built to date. It&#39;s a single machine that&#39;s bigger than anything we can do in the cloud, focused on a single problem at a time. Exascale computers are simply the biggest, baddest machines we can build out of conventional technology.</p><p>What are some of the tech innovations that make exascale possible?</p><p>One of the things that&#39;s helped to drive exascale is the shift from CPUs to GPUs, which has been accompanied by a dramatic improvement in high-bandwidth memory. If we&#39;d tried to power the level of computing GPUs provide with normal memory, it wouldn&#39;t work. Exascale systems have a much higher ratio of compute capability relative to memory and bandwidth.</p><p>This means that exascale computers are going to be really excellent, almost purpose-built AI machines. GPUs are really good at doing AI training, and the ratio of compute to memory you need for that is ideally situated for these machines.</p><p>What will these machines enable scientists to do that they couldn&#39;t do before?</p><p>It&#39;s a long list. The ability to run large-scale simulations and combine them with AI gives us the opportunity to push on a number of areas important to Argonne and the world at large, including materials science, climate, cancer research, and cosmology.</p><p>We can use it to invent next-generation batteries that are safer, cheaper, and run longer. We can use it to design better nuclear fuels for clean energy or develop new polymers that degrade naturally when exposed to light so we don&#39;t put more plastic into the ocean. We can connect it via fiber-optic cable to the&nbsp;<a href=\"https://aps.anl.gov/\">Advanced Photo Source</a>&nbsp;(APS)&mdash;Argonne&#39;s world-leading high-energy light source, just 2 kilometers down the road&mdash;and use AI to generate scientific results in real time.</p><p>The APS works like a giant, ultra-bright X-ray machine, allowing researchers to study samples at an atomic level. It is being used to determine the protein structures of the virus that causes COVID-19 and to understand why some face mask fabrics provide better protection than others, to name just two of many examples. It&#39;s going to be really amazing to have two of the world&#39;s leading scientific instruments tied together on the same campus.</p><p>We know this is a bit like asking parents to name their favorite child, but which of the many exascale research projects excites you the most?</p><p>I think we will make great strides in drug development with these machines. They will let us apply AI and machine learning to physics-based models that will fundamentally change how new drugs are designed and tested. The goal is to go from an idea to a clinical trial in one year. Obviously, that timeline is being driven in part by COVID-19 research, but there&#39;s also a big opportunity to extend it to cancer, heart disease, and the development of new antibiotics.</p><p>Another exciting opportunity is in the science of manufacturing. Whether you&#39;re designing a new battery, a new optical coating to protect solar panels, or a new photo-voltaic material, it usually takes about 20 years for it to become widely available. Can we use AI and modeling to shorten that? Can we invent a new material in one year and get it into scalable production in another? Exascale computing can get us much closer to that.</p><p>Many large federally funded technology projects have gone on to impact the lives of ordinary people as well as enterprises, the Internet and GPS being two obvious examples. Will exascale follow a similar trajectory?</p><p>When GPS satellites were first launched, the military was the primary customer, and devices that could receive the signals cost more than your average car. What happened over time, of course, is that those costs came down. With exascale, we pushed the computer vendors to really up their game. And so the advanced CPUs, GPUs, and memory technology they&#39;re enabling will be in everyday machines within a few years. These won&#39;t be exascale machines, but the technology will be there. That will be one of the lasting dividends.</p><p>The other benefit, of course, is that solving these big problems&mdash;whether it&#39;s climate modeling or precision medicine or applying machine learning to scientific data&mdash;will affect a lot of other things, including policy decisions.</p><p>If exascale computers use conventional silicon technology&mdash;only much more of it&mdash;why haven&#39;t we built one already?</p><p>There are three enormous challenges to exascale. The first is power. If we had tried to build an exascale computer 10 years ago, it would have required a gigawatt of power&mdash;generating an electricity bill of about a $1 billion a year. We had to develop more energy-efficient electronics.</p><p>The second challenge is scale. We&#39;re using close to a hundred thousand GPUs, each of which has tens of billions of transistors cycling a billion times a second. Until recently, getting to that many computational elements was impossible due to the levels of integration required.</p><p>The third element is reliability. When you&#39;ve assembled hundreds of thousands of electronic components, things are constantly breaking. You&#39;ve got to build enough redundancy and fault tolerance into the design that it keeps working when parts fail.</p><p>In the world of PCs, software development typically lags well behind hardware. There is no Moore&#39;s Law for applications. Will that be a problem with exascale?</p><p>When we began planning for exascale, we recognized there could be a huge gap between building the hardware and having software available to run on it. So, in 2016, the DOE created the&nbsp;<a target=\"_blank\" href=\"https://www.exascaleproject.org/about/\">Exascale Computing Project</a>&nbsp;to build applications and operating systems that work with exascale.</p><p>It&#39;s an amazing team effort involving more than 30 universities and over a thousand DOE employees, all to ensure that the hardware and software land at the same time. It&#39;s like building an airplane while you&#39;re trying to fly it, while at the same time you&#39;re also building the aircraft carrier where it&#39;s going to land.</p><p>When we unbox Aurora, it will come with more than 80 software packages in two dozen application areas, with many more to come. The DOE&#39;s massive investment in software libraries will make it much easier for people to build new exascale applications.</p><p>Science fiction has taught us to be afraid of machines that are as smart or smarter than humans. Are there good reasons to be afraid?</p><p>In some ways, we already have machines that are much smarter than we are. I mean, when was the last time you computed a quantum wave function?</p><p>So we definitely want machines to be better than people in doing certain tasks. That&#39;s the reason machines exist: to do things that are too hard or unsafe for humans to perform.</p><p>Technologies by themselves are neither good nor bad. But people with evil intentions can do bad things with advanced technology. We need to stay balanced in how we think about the ethical, security, and safety issues, especially as advanced technology becomes even more important than it is today. If you&#39;ve got a machine that is a thousand times faster and smarter, you want it to operate in an environment where doing the right thing is understood by everyone. This means that everyone, not just technologists, needs to be part of this discussion.</p><p>We need to create a greener economy. We&#39;ve got to solve the climate problem, and the problem of running out of antibiotics, and the need for better energy technology and safer vehicles. That is why we are trying to build these intelligent machines. We just need to do it with our eyes open.</p>', '<p><a href=\"https://www.hpe.com/us/en/insights/articles/argonne-national-laboratory-rick-stevens-talks-about-the-biggest-baddest-computer-2010.html\">https://www.hpe.com/us/en/insights/articles/argonne-national-laboratory-rick-stevens-talks-about-the-biggest-baddest-computer-2010.html</a></p>', 'Dan Tynan', '<p>In some ways, we already have machines that are much smarter than we are. I mean, when was the last time you computed a quantum wave function?</p><p>So we definitely want machines to be better than people in doing certain tasks. That&#39;s the reason machines exist: to do things that are too hard or unsafe for humans to perform.</p><p>Technologies by themselves are neither good nor bad. But people with evil intentions can do bad things with advanced technology. We need to stay balanced in how we think about the ethical, security, and safety issues, especially as advanced technology becomes even more important than it is today. If you&#39;ve got a machine that is a thousand times faster and smarter, you want it to operate in an environment where doing the right thing is understood by everyone. This means that everyone, not just technologists, needs to be part of this discussion.</p>', '2022-11-18', 'active', '2022-11-21 02:06:37', 'approved', '2022-11-18 05:04:40', '2022-11-18 05:04:40'),
(34, 82, 11, 1, 'Password policy recommendations: Here\'s what you need to know.', '2022-11-18', 'Larry Seltzer', 'national', 'tst', 'test', '<p>Complexity, uniqueness, and periodic change have long been the top best practices for passwords, but new recommendations have led to changes around password policies.</p><p>Passwords were supposed to fix authentication. Instead, they have become a source of significant problems. Users continue to choose weak or simple-to-guess &nbsp;passwords and reuse the same passwords on multiple services. They also tend to question restrictions: &quot;Which of these rules are reasonable? Which are most effective? Why do we have all these requirements?&quot;&nbsp;</p><p>Password policies continue to evolve even if user attitudes have not. Experts suggest placing more emphasis on checking passwords against known weak password lists and focusing less on password expiration policies.&nbsp;Here are the current best practices in use:</p><ul><li>Set complexity requirements, such as meeting a character minimum, and use certain character types (mixed case, numerals, and special characters).</li><li>Prevent users from choosing previously used passwords.</li><li>Require passwords to be changed periodically and perhaps frequently.</li><li>Check passwords against lists of most-common or especially weak passwords.<p>Password standards</p><p>The National Institute of Standards and Technology (NIST) addressed the question of password policies by issuing&nbsp;<a target=\"_blank\" href=\"https://nvlpubs.nist.gov/nistpubs/SpecialPublications/NIST.SP.800-63b.pdf\">NIST Special Publication 800-63B (Digital Identity Guidelines &ndash; Authentication and Lifecycle Management)</a>. Section 5.1.1 &ldquo;Memorized Secrets&rdquo; has much to say about passwords and how they should be managed and stored. The requirements are actually pretty lenient: User-supplied passwords must be at least eight alphanumeric characters; passwords randomly generated by systems must be at least six characters and may be entirely numeric.</p><p>NIST has been updating its standards and the most significant new requirement: The system&nbsp;<em>must</em>&nbsp;check prospective passwords against &ldquo;a list that contains values known to be commonly used, expected, or compromised.&rdquo; Types of passwords that might be disallowed based on such checks include:</p></li><li>Passwords obtained from previous breaches</li><li>Dictionary words</li><li>Repetitive or sequential characters (e.g., aaaaaa or 1234abcd)</li><li>Context-specific words, such as the name of the service, the username, and derivatives thereof</li><li><p>To confuse the issue, NIST&#39;s recommendations&nbsp;are not specifically required; there is no organization whose role is to enforce these policies, and NIST&#39;s guidelines explicitly recommend against complexity requirements.</p><p>The rest of the NIST recommendations are smart measures based on common sense and real-world experience. For example:</p></li><li>The system should allow paste functionality on password entry, to facilitate the use of password managers.</li><li>Passwords&nbsp;should not be stored; the system should store a salted hash&mdash;the addition of random data in a one-way password hash&mdash;of the password.</li><li>The key derivation function to generate the salted hash should include a &ldquo;cost factor&rdquo;&mdash;something that takes time to attack, reducing the chances of a successful brute force attack.</li><li>Finally, as I&rsquo;ve long argued for, the system should permit the user to display the password as it is being entered, rather than just asterisks or dots. Usually this option is invoked by clicking an eyeball icon.</li><li><p>Windows password policies</p><p>Because the Windows domain password is the main password for users in so many enterprises, the default Windows policies are, at least, the starting point for most organizations. For many, there is no obvious reason to go any further than&nbsp;<a target=\"_blank\" href=\"https://docs.microsoft.com/en-us/windows/security/threat-protection/security-policy-settings/password-policy\">the defaults</a>.</p><p>The Windows default settings are not necessarily the same as those in the Windows Security Baselines, which are groups of policy settings &ldquo;based on feedback from Microsoft security engineering teams, product groups, partners, and customers.&rdquo; The&nbsp;baselines are included in&nbsp;<a target=\"_blank\" href=\"https://docs.microsoft.com/en-us/windows/security/threat-protection/security-compliance-toolkit-10\">the Microsoft Security Compliance Toolkit</a>, which also includes policy-related tools for administrators. The Security Baselines serve as another very common setting, by virtue of being a Microsoft-endorsed configuration.</p><p>The most interesting settings, at least recently, are the&nbsp;<a target=\"_blank\" href=\"https://docs.microsoft.com/en-us/windows/security/threat-protection/security-policy-settings/minimum-password-age\">minimum</a>&nbsp;and&nbsp;<a target=\"_blank\" href=\"https://docs.microsoft.com/en-us/windows/security/threat-protection/security-policy-settings/maximum-password-age\">maximum</a>&nbsp;password age. The minimum age is the number of days&nbsp;<em>before users are allowed to change a password</em>. The maximum is the number of days&nbsp;<em>after which users must change their password</em>. The default minimum is one day, both for Windows and the security baselines; the maximum defaults to 42 days for Windows and, until recently, 60 days in the security baselines. These settings are enabled in almost all default configurations.</p><p>The default levels are changing</p><p>But in May 2019,&nbsp;<a target=\"_blank\" href=\"https://blogs.technet.microsoft.com/secguide/2019/05/23/security-baseline-final-for-windows-10-v1903-and-windows-server-v1903/\">Microsoft announced changes in the Security Baselines for Windows 10 and Windows Server build 1903</a>: The minimum and maximum password ages will no longer be set in the baselines and therefore will not be enforced.</p><p>Microsoft cites research (see &quot;<a target=\"_blank\" href=\"https://cormac.herley.org/docs/WhatsaSysadminToDo.pdf\">An Administrator&rsquo;s Guide to Internet Password Research</a>&quot; and &quot;The Security of Modern Password Expiration&quot;) to claim that password expiration policies are no longer considered to have great value. Other measures, such as checking lists of banned passwords, are more effective. As they note, Windows Group Policies don&rsquo;t provide for checking such lists, so neither can the Security Baselines, which is a good example of why you should not rely only on the baselines. Microsoft offers some of the more advanced capabilities in&nbsp;<a target=\"_blank\" href=\"https://techcommunity.microsoft.com/t5/Azure-Active-Directory-Identity/Azure-AD-Password-Protection-and-Smart-Lockout-are-now-in-Public/ba-p/245423\">Azure AD Password Protection</a>.</p><p>Password complexity: The ground rules</p><p>What is the&nbsp;<a target=\"_blank\" href=\"https://docs.microsoft.com/en-us/windows/security/threat-protection/security-policy-settings/password-must-meet-complexity-requirements\">default Windows password complexity policy</a>?</p></li><li>The password may not contain the account name or variations on the account name.</li><li>It must contain characters from three of the following five groups (quoted from the Microsoft document):<ol><li>Uppercase letters of European languages (A through Z, with diacritical marks, Greek and Cyrillic characters)</li><li>Lowercase letters of European languages (A through Z, sharp S, with diacritical marks, Greek and Cyrillic characters)</li><li>Base 10 digits (0 through 9); non-alphanumeric characters (special characters): (~!@#$%^&amp;*_-+=`|\\(){}[]:;&quot;&#39;&lt;&gt;,.?/)</li><li>Currency symbols such as the euro or British pound are not counted as special characters for this policy setting.</li><li>Any Unicode character that is categorized as an alphabetic character but is not uppercase or lowercase. This includes Unicode characters from Asian languages.</li></ol></li><li><p>Everyone who has had to deal with&nbsp;these policies, which are enabled in the Security Baselines, knows what a pain they can be. As the Microsoft document says, enabling the policies &quot;may cause some additional help desk calls for locked-out accounts because users might not be used to having passwords that contain characters other than those found in the alphabet. However, this policy setting is liberal enough that all users should be able to abide by the requirements with a minor learning curve.&quot;</p><p>The&nbsp;<a target=\"_blank\" href=\"https://docs.microsoft.com/en-us/windows/security/threat-protection/security-policy-settings/minimum-password-length\">default password length requirement</a>&nbsp;is seven characters, but elsewhere Microsoft recommends eight characters, as do the NIST requirements. In the Security Baselines, the minimum password length is 14 characters.</p><p>The NIST policies specifically reject (though they do not ban) complexity requirements. Microsoft has not removed the default imposition of these requirements from Windows or the Security Baselines, but it may be a change you want to make yourself.</p><p>If you want finer control of password filtering but&nbsp;<a href=\"https://www.hpe.com/us/en/insights/articles/5-ways-to-see-whats-going-on-in-your-windows-server-system-right-now-1812.html\">want to stick with Active Directory</a>, you can replace&nbsp;<a target=\"_blank\" href=\"https://docs.microsoft.com/en-us/windows/desktop/secmgmt/password-filters\">Microsoft&rsquo;s standard Passfilt.dll</a>&nbsp;with a commercial one or write one yourself,&nbsp;<a target=\"_blank\" href=\"https://engineeringblog.yelp.com/2018/04/ad-password-blacklisting.html\">as Yelp did, based on an open source implementation</a>. Examples of commercial replacements are those from&nbsp;<a target=\"_blank\" href=\"https://nfrontsecurity.com/products/nfront-password-filter/\">nFront Security</a>,&nbsp;<a target=\"_blank\" href=\"https://www.manageengine.com/products/self-service-password/password-policy-enforcer.html\">ManageEngine</a>, and&nbsp;<a target=\"_blank\" href=\"https://anixis.com/products/ppe/faq.htm\">Anixis</a>. Using one of these replacements, you can implement current best practices within your otherwise standard Active Directory infrastructure.</p><p><a target=\"_blank\" href=\"https://github.com/danielmiessler/SecLists/tree/master/Passwords/Common-Credentials\">SecLists keeps a collection of many large common password lists</a>.</p><p>Beyond banned passwords</p><p>Banned password lists are useful, but another way may be better.&nbsp;<a target=\"_blank\" href=\"https://haveibeenpwned.com/\">Have I Been Pwned</a>&nbsp;is a site that keeps records of major user ID and password breaches and allows you to check whether any of your logins have been compromised.</p><p>The site was built and is maintained by Troy Hunt,&nbsp;<a target=\"_blank\" href=\"https://rd.microsoft.com/en-us/\">a Microsoft regional director</a>&nbsp;and well-known security expert. It has data on 369 breached sites and 7,860,402,548 breached accounts. The site also has&nbsp;<a target=\"_blank\" href=\"https://haveibeenpwned.com/API/v2#PwnedPasswords\">an API</a>&nbsp;that allows you to check whether a particular account has been breached or just if a particular password exists in the breach database.</p><p>Hunt thinks that, once a list is as large as his, it is &quot;exceptionally unlikely to have anything outside that collection which is both terrible and actively used.&rdquo; The answer is to check against&nbsp;<a target=\"_blank\" href=\"https://haveibeenpwned.com/Passwords\">the separate Pwned Passwords database</a>, which contains 551 million passwords that have been in one or more of the breaches, using its API. Hunt says he would set a minimum of six characters and then block anything that shows up in Pwned Passwords. One more tip from Hunt: &ldquo;I&rsquo;d block every variation of the company name; nobody on the Acme Corp. website can use AcmeCorp, AcmeCorp1, AcmeC0rp, etc.&rdquo;</p><p>If you want to use the Pwned Passwords API, you can build on one of the many projects already doing so. Typically, they create an environment-native interface to the API, such as with the many PHP libraries, Python and Perl scripts, WordPress plugins, and Java clients, as well as an IFTTT recipe.</p><p>In addition to many weak passwords, Pwned Passwords has a large number of passwords that would satisfy any set of complexity rules, so it might seem to be overkill. But compared with the range of possible passwords, 551 million isn&rsquo;t as big a number as it seems. Nearly all of my own passwords are randomly generated by my password manager, but I tested several passwords I made up on my own in recent years, and none appear in the Pwned Passwords database. So maybe relying on Hunt&rsquo;s API and a minimum length and blocking organization name variants is the easiest route to strong protection.</p><p>I wrote a program to check the contents of one of the SecLists lists of &ldquo;common credentials&rdquo; against the Pwned Passwords database. All but 3,663 of 262,000 passwords tested were in Pwned Passwords, and more than half of those that weren&rsquo;t had fewer than eight characters. Perhaps this means that Hunt is right that checking banned password lists is largely redundant, though if you&rsquo;re going to check one or the other, it&rsquo;s easy enough to check both.</p><p>But all of this is about usernames and passwords, a technology that we should all hope will someday be deprecated. At the same time you make sure your passwords are strong, move forward with&nbsp;<a href=\"https://www.hpe.com/us/en/insights/articles/with-webauthn-web-authentication-is-finally-getting-smart-1808.html\">multifactor authentication</a>&nbsp;and&nbsp;<a href=\"https://www.hpe.com/us/en/insights/articles/biometric-authentication-from-speeding-travel-to-providing-id-for-the-marginalized-1903.html\">biometrics</a>&nbsp;that bypass the inherent problems with passwords.</p><p>Password policy best practices: Lessons for leaders</p></li><li>Stay up to date with recommendations for creating and maintaining secure passwords.</li><li>Minimize opportunities for user password failures.</li><li>Make use of public databases of password failures and account breache</li></ul>', '<p><a href=\"https://www.hpe.com/us/en/insights/articles/password-policy-recommendations-heres-what-you-need-to-know-1908.html\">https://www.hpe.com/us/en/insights/articles/password-policy-recommendations-heres-what-you-need-to-know-1908.html</a></p>', 'Larry Seltzer', '<p>Hunt thinks that, once a list is as large as his, it is &quot;exceptionally unlikely to have anything outside that collection which is both terrible and actively used.&rdquo; The answer is to check against&nbsp;<a target=\"_blank\" href=\"https://haveibeenpwned.com/Passwords\">the separate Pwned Passwords database</a>, which contains 551 million passwords that have been in one or more of the breaches, using its API. Hunt says he would set a minimum of six characters and then block anything that shows up in Pwned Passwords. One more tip from Hunt: &ldquo;I&rsquo;d block every variation of the company name; nobody on the Acme Corp. website can use AcmeCorp, AcmeCorp1, AcmeC0rp, etc.&rdquo;</p><p>If you want to use the Pwned Passwords API, you can build on one of the many projects already doing so. Typically, they create an environment-native interface to the API, such as with the many PHP libraries, Python and Perl scripts, WordPress plugins, and Java clients, as well as an IFTTT recipe.</p><p>In addition to many weak passwords, Pwned Passwords has a large number of passwords that would satisfy any set of complexity rules, so it might seem to be overkill. But compared with the range of possible passwords, 551 million isn&rsquo;t as big a number as it seems. Nearly all of my own passwords are randomly generated by my password manager, but I tested several passwords I made up on my own in recent years, and none appear in the Pwned Passwords database. So maybe relying on Hunt&rsquo;s API and a minimum length and blocking organization name variants is the easiest route to strong protection.</p>', '2022-11-18', 'active', '2022-11-21 12:13:26', 'approved_modification', '2022-11-18 05:06:19', '2022-11-21 06:43:33'),
(35, 14, 11, 1, 'What\'s new in the Linux kernel', '2022-11-18', 'Steven Vaughan-Nichols', 'international', 'City', 'region', '<p>After all these years, the core developers of Linux keep innovating. New versions will be faster and more stable.</p><p>Linux runs pretty much everything: all 500 of the&nbsp;<a target=\"_blank\" href=\"https://www.zdnet.com/article/arm-and-linux-take-supercomputer-top500-crown/\">world&#39;s 500 fastest supercomputers</a>; most of the public cloud,&nbsp;<a target=\"_blank\" href=\"https://www.zdnet.com/article/microsoft-developer-reveals-linux-is-now-more-used-on-azure-than-windows-server/\">even on Microsoft Azure</a>; and&nbsp;<a target=\"_blank\" href=\"https://gs.statcounter.com/os-market-share/mobile/worldwide\">74 percent of smartphones</a>. Indeed, thanks to Android, Linux is the most popular end-user operating system,&nbsp;<a target=\"_blank\" href=\"https://gs.statcounter.com/os-market-share\">nudging out Windows by 4 percent</a>&nbsp;(39% vs. 35%).</p><p>So, where does Linux go next? After covering&nbsp;<a target=\"_blank\" href=\"https://www.zdnet.com/pictures/linux-turns-29-the-biggest-events-in-its-history-so-far/\">Linux for almost all 29 years of its history</a>&nbsp;and knowing pretty much anyone who&#39;s anyone in Linux development circles, up to and including Linus Torvalds, I think I have a clue.</p><p>Recent Linux kernel improvements</p><p>The biggest recent improvement&mdash;and nothing else is even close&mdash;is Linux will now become the platform for virtual private networks (VPNs). While Linux, thanks largely to&nbsp;<a target=\"_blank\" href=\"https://openvpn.net/\">OpenVPN</a>, has long been an important VPN player, the addition of&nbsp;<a target=\"_blank\" href=\"https://www.wireguard.com/\">WireGuard</a>, a revolutionary approach to VPNs, changes everything.</p><p>Torvalds really, really likes WireGuard: &quot;Can I just once again state&nbsp;<a target=\"_blank\" href=\"https://lkml.org/lkml/2018/8/2/663\">my love for it</a>&nbsp;and hope it gets merged soon?&quot; he wrote. What Linus wants, Linus gets. Wireguard was merged into the Linux 5.6 kernel in March 2020.</p><p>Why is it such a big deal? WireGuard has a rare quality in a security program: Its code is clean and simple. It also comes with state-of-the-art cryptography technology support for the&nbsp;<a target=\"_blank\" href=\"http://www.noiseprotocol.org/\">Noise protocol framework</a>,&nbsp;<a target=\"_blank\" href=\"http://cr.yp.to/ecdh.html\">Curve25519</a>,&nbsp;<a target=\"_blank\" href=\"http://cr.yp.to/chacha.html\">ChaCha20</a>,&nbsp;<a target=\"_blank\" href=\"http://cr.yp.to/mac.html\">Poly1305</a>,&nbsp;<a target=\"_blank\" href=\"https://blake2.net/\">BLAKE2</a>,&nbsp;SipHash24, and HKDF.</p><p>What&#39;s even more important for users is it&#39;s much faster than its rivals. Benchmarks have shown&nbsp;<a target=\"_blank\" href=\"https://restoreprivacy.com/vpn/wireguard-vs-openvpn/\">WireGuard is more than twice as fast as OpenVPN</a>. It&#39;s also cross-platform, so while you can run on a Linux server, your clients can be on Windows, macOS, BSD, iOS, Android, and of course, the Linux desktop.</p><p>The Linux 5.6 kernel also boasted several other major improvements. First, for those still running 32-bit systems, Linux solved its &quot;end of time&quot; problem. You see, at 03:14:08 Greenwich Mean Time (GMT, a.k.a. Coordinated Universal Time) on Tuesday, Jan. 19, 2038, the world ends.</p><p>What will happen is the value for time in 32-bit-based Unix-based operating systems, like Linux and older versions of macOS, will run out of 32-bit numbers. They would then start counting time backward with negative numbers. And you thought the Y2K bug was scary!</p><p>It all began because Unix, Linux&#39;s dad, dates the beginning of time in seconds from the Epoch: 00:00:00 GMT on Jan. 1, 1970. The rub was, since Unix started as a 32-bit operating system, it kept time as a single signed 32-bit integer number. Those are a lot of seconds, but it&#39;s not enough. The fix retrofits even 32-bit Linux to use 64-bit numbers. Of course, this only delays the problem until 5:30:08 GMT Sunday, Dec. 4, 29,227,702,659. I&#39;m OK with that.</p><p>Android and Linux get into sync</p><p>Everyone who pays attention to operating systems knows that Android is a mobile-specialized Linux distribution. What may not be known is that, for many years,&nbsp;<a target=\"_blank\" href=\"https://www.computerworld.com/article/2468908/android-and-linux-are-growing-back-together.html\">Android was a Linux fork</a>. Even now, 10 years after Android and core Linux developers started to work and play nicely with each other again, they&#39;re not quite on the same page. That&#39;s changing.</p><p>As&nbsp;<a target=\"_blank\" href=\"https://lwn.net/\">Jonathan Corbet</a>, Linux kernel developer and writer, said in his annual&nbsp;<a target=\"_blank\" href=\"https://www.youtube.com/watch?v=kJNNQgJPY3M\">Linux Kernel Report</a>, the &quot;latest stable kernel is on its way to becoming part of the Android generic system image, then they will track the stable updates. This will mean they&#39;re much closer to the current state of the art.&quot;</p><p>That may not sound like a big deal to you, but it is.</p><p>Here&#39;s why. Today, before Linux ends up on that shiny new Android phone in your hand, it goes through three separate, time-consuming stages. First, Google takes a Long Term Support (LTS) kernel and adds in Android-specific code to make the&nbsp;<a target=\"_blank\" href=\"https://source.android.com/devices/architecture/kernel/android-common\">Android common kernel</a>. Next, Google ships that Android common kernel to a system-on-a-chip (SoC) manufacturer, such as&nbsp;<a target=\"_blank\" href=\"https://www.qualcomm.com/\">Qualcomm</a>. The OEM then customizes the kernel to a specific SoC and chipset. Finally, the SoC kernel goes to the smartphone manufacturer. The manufacturer, in turn, adds its home brew, proprietary drivers for the display, camera, and Wi-Fi/cellular modem. This device kernel is what&#39;s on your phone.</p><p>Along the way, every phone picks up literally millions of lines of kernel code not part of the standard distribution. Most of this is device drivers. Each smartphone or Android tablet comes with its own blend of drivers. That&#39;s why making a true universal Android smartphone distribution, such as the&nbsp;<a target=\"_blank\" href=\"https://e.foundation/\">/e/ operating system</a>, is so hard. The result? That sharp new phone in your pocket has a 2-year-old Linux kernel. It&#39;s because of these ancient kernels that&nbsp;<a target=\"_blank\" href=\"https://fossbytes.com/linux-lts-kernel-4-19-and-5-4-will-now-be-supported-for-6-years-instead-of-2/\">Linux LTS kernels now come with six years of support</a>.</p><p>Google and the vendors are no more eager than you would be to backport security patches to dusty, old kernels. So Google, along with the developer community, is trying to bring the shipping versions of Android in line with mainline, current Linux kernels.</p><p>This is going to take a while. A pair of eternal Android problems&mdash;the refusal of Linux developers to support a stable application binary interface (ABI) and the equally firm refusal of hardware vendors to open source their drivers&mdash;are still with us for the time being. An ABI defines how a program works with hardware when you don&#39;t know how to work with it at an application code level. Open source developers want to work at an API level, while vendors all too often want to keep their devices mysterious hidden data that can be reached only by an ABI. Despite this, we&#39;re finally closer to speeding up the integration of Linux in the Android production pipeline. This means Android will be more secure out of the box.</p><p>eBPF: The network firewall that became a Linux debugger</p><p>Corbet also talked about the continued rise of the&nbsp;<a target=\"_blank\" href=\"https://prototype-kernel.readthedocs.io/en/latest/bpf/\">extended Berkeley Packet Filter (eBPF)</a>&nbsp;as a powerful Linux kernel debugger tool. How could that possibly happen you ask? Like this.</p><p>While eBPF, like any firewall, can capture, filter, and block network packets, it does this by running user-space code inside an in-kernel virtual machine. Ah, you begin to see.</p><p>You can make eBPF run in response to activities on&nbsp;<a target=\"_blank\" href=\"https://www.kernel.org/doc/Documentation/trace/tracepoints.txt\">tracepoints</a>,&nbsp;<a target=\"_blank\" href=\"https://www.kernel.org/doc/html/v4.18/trace/kprobetrace.html\">kprobes</a>, and&nbsp;<a target=\"_blank\" href=\"https://perf.wiki.kernel.org/index.php/Main_Page\">perf</a>&nbsp;events. This enables you to debug kernel problems and run performance analysis. Better still, since eBPF programs can access kernel data structures, you can write, add, and test new debugging code without recompiling the kernel. This is a major time-saver for busy developers. Now, system administrators and programmers outside of the Linux kernel&#39;s inner circle are beginning to use eBPF&#39;s power.</p><p>Rust becomes Linux&#39;s second language</p><p>Since day one, if you wanted to develop in the Linux kernel, or anything that runs close to it, you had to do it in C. Indeed, you could argue Linux is the reason why C remains a popular language. Not anymore.</p><p>At the virtual&nbsp;<a target=\"_blank\" href=\"https://www.linuxplumbersconf.org/blog/2020/\">2020 Linux Plumbers Conference,</a>&nbsp;where the top Linux kernel developers hash out Linux&#39;s future, they talked about introducing&nbsp;<a target=\"_blank\" href=\"https://linuxplumbersconf.org/event/7/contributions/804/attachments/641/1168/barriers-to-in-tree-rust.pdf\">Rust as the kernel&#39;s second language</a>.&nbsp;<a target=\"_blank\" href=\"https://www.rust-lang.org/\">Rust</a>&nbsp;is a high-level system language that is&nbsp;<a target=\"_blank\" href=\"https://research.mozilla.org/rust/\">sponsored by Mozilla</a>, Firefox&#39;s parent organization. Believe it or not, this notion is receiving widespread support. Torvalds himself is sure Linux won&#39;t end up being written in Rust. But then, that&#39;s not the goal. No one&#39;s going to rewrite the kernel&#39;s 25 million lines of C in Rust.</p><p>Led by Josh Triplett, Rust language lead, and Nick Desaulniers, a Google engineer, they proposed using the system-level Rust language inside the kernel. Why? Because, it&#39;s much safer than C, especially when it comes to handling memory.</p><p>As Ryan Levick, a Microsoft principal cloud developer advocate, explained, &quot;<a target=\"_blank\" href=\"https://msrc-blog.microsoft.com/2019/07/22/why-rust-for-safe-systems-programming/\">Rust is completely memory safe</a>.&quot; Since roughly two-thirds of security issues can be traced back to handling memory badly, this is a major improvement. In addition, &quot;Rust prevents those issues usually without adding any runtime overhead,&quot; he said.</p><p><a target=\"_blank\" href=\"https://www.zdnet.com/article/linus-torvalds-looks-at-the-future-of-linux-kernel-developers-and-development/\">Torvalds sees the advantages</a>. While he&#39;s encouraging a&nbsp;<a target=\"_blank\" href=\"https://lore.kernel.org/lkml/CAKwvOdmuYc8rW_H4aQG4DsJzho=F+djd68fp7mzmBp3-wY--Uw@mail.gmail.com/T/#u\">slow but steady approach to introducing Rust into Linux</a>, he has also said that using Rust interfaces for drivers and other non-core kernel programs makes sense: &quot;I&#39;m convinced it&#39;s going to happen. It might not be Rust, but it is going to happen that we will have different models for writing these kinds of things, and C won&#39;t be the only one.&quot;</p><p>While the core kernel developers are moving slowly, other Linux distribution developers have wasted no time in adopting Rust. Amazon Web Services (AWS) has announced that its just-released&nbsp;<a target=\"_blank\" href=\"https://aws.amazon.com/blogs/opensource/announcing-the-general-availability-of-bottlerocket-an-open-source-linux-distribution-purpose-built-to-run-containers/\">Bottlerocket Linux</a>&nbsp;for containers is largely written in Rust.</p><p>Like Microsoft and Firefox, to name two others incorporating Rust into their development plans, AWS likes Rust for its memory security features. Samartha Chandrashekar, an AWS product manager, said it &quot;helps ensure thread safety and prevent memory-related errors, such as buffer overflows that can lead to security vulnerabilities.&quot;</p><p>Looking ahead, it&#39;s clear that Rust will soon be playing a major role in both Linux kernel and distribution development. Who would have ever thought that C would be displaced in even a small way in these programming circles?</p><p>Linux 6.0 Kernel and beyond</p><p>By the end of the year, Linux 6.0 will appear. But don&#39;t get too excited about the number. As&nbsp;<a target=\"_blank\" href=\"https://www.zdnet.com/article/linux-5-0-a-major-milestone-with-minor-improvements/\">Torvalds said about the 5.0 release,</a>&nbsp;&quot;I&#39;d like to point out (yet again) that we don&#39;t do feature-based releases, and that &#39;5.0&#39; doesn&#39;t mean anything more than that the 4.x numbers started getting big enough that I ran out of fingers and toes.&quot;</p><p>Looking ahead, most of Linux 6, like almost all Linux releases, will consist of new and improved hardware drivers. One prospective change, however, will be noticed by everyone: Linux will finally support the&nbsp;<a target=\"_blank\" href=\"https://lwn.net/Articles/821723/\">AMD and Intel FSGSBASE instruction set</a>. OK, unless you&#39;re a seriously hard-core developer, I&#39;ve just lost you. Here&#39;s the important thing about Linux supporting this chip instruction set: Your machine will run significantly faster.</p><p>How much faster?&nbsp;<a target=\"_blank\" href=\"https://www.phoronix.com/scan.php?page=article&amp;item=linux-59-fsgsbase&amp;num=1\">Early benchmarks with the first Linux 5.9 beta</a>&nbsp;show significant I/O improvements. With Redis, the open source, in-memory data structure store, which is often used as a database, there was more than a 50 percent performance boost. That&#39;s none too shabby!</p><p>So what it all comes down to is Linux is continuing to improve both its speed and security. And, as amazing as it may seem, Linux is continuing to expand its markets, thanks to its newly integrated WireGuard VPN.</p><p>Who knows? Perhaps, 2021 will be the year of the Linux desktop. After all, 2020 was the year of&nbsp;<a href=\"https://www.hpe.com/us/en/insights/articles/3-good-ways-to-run-linux-on-windows-2007.html\">Linux on the Windows desktop.</a></p><p>What&#39;s new in Linux: Lessons for leaders</p><ul><li>Systems running on old software are probably not running as well as they might.</li><li>New generations of software, certainly including Linux, create new technology and business opportunities.</li><li>Operating systems are not a completely mature technology; there are still big improvements to be made.</li></ul>', '<p><a href=\"https://www.hpe.com/us/en/insights/articles/what-s-new-in-the-linux-kernel-2009.html\">https://www.hpe.com/us/en/insights/articles/what-s-new-in-the-linux-kernel-2009.html</a></p>', 'Steven Vaughan-Nichols', '<p>At the virtual&nbsp;<a target=\"_blank\" href=\"https://www.linuxplumbersconf.org/blog/2020/\">2020 Linux Plumbers Conference,</a>&nbsp;where the top Linux kernel developers hash out Linux&#39;s future, they talked about introducing&nbsp;<a target=\"_blank\" href=\"https://linuxplumbersconf.org/event/7/contributions/804/attachments/641/1168/barriers-to-in-tree-rust.pdf\">Rust as the kernel&#39;s second language</a>.&nbsp;<a target=\"_blank\" href=\"https://www.rust-lang.org/\">Rust</a>&nbsp;is a high-level system language that is&nbsp;<a target=\"_blank\" href=\"https://research.mozilla.org/rust/\">sponsored by Mozilla</a>, Firefox&#39;s parent organization. Believe it or not, this notion is receiving widespread support. Torvalds himself is sure Linux won&#39;t end up being written in Rust. But then, that&#39;s not the goal. No one&#39;s going to rewrite the kernel&#39;s 25 million lines of C in Rust.</p><p>Led by Josh Triplett, Rust language lead, and Nick Desaulniers, a Google engineer, they proposed using the system-level Rust language inside the kernel. Why? Because, it&#39;s much safer than C, especially when it comes to handling memory.</p><p>As Ryan Levick, a Microsoft principal cloud developer advocate, explained, &quot;<a target=\"_blank\" href=\"https://msrc-blog.microsoft.com/2019/07/22/why-rust-for-safe-systems-programming/\">Rust is completely memory safe</a>.&quot; Since roughly two-thirds of security issues can be traced back to handling memory badly, this is a major improvement. In addition, &quot;Rust prevents those issues usually without adding any runtime overhead,&quot; he said.</p>', '2022-11-18', 'active', '2022-11-21 12:13:10', 'approved', '2022-11-18 05:08:44', '2022-11-18 05:08:44');
INSERT INTO `research_articles` (`id`, `countries_id`, `author_user_id`, `approved_user_id`, `title`, `date_of_publication`, `author`, `geo_context`, `city`, `region_zone`, `abstract`, `links_research`, `author_module`, `evaluation_discussion`, `date_entry_module`, `status`, `approved_on`, `publish_status`, `created_at`, `updated_at`) VALUES
(36, 212, 12, NULL, 'Standards for Reporting Qualitative Research', '2022-11-18', 'Alison Kero', NULL, 'test', 'test', '<p>Abstract</p><p>Purpose&nbsp;</p><p>Standards for reporting exist for many types of quantitative research, but currently none exist for the broad spectrum of qualitative research. The purpose of the present study was to formulate and define standards for reporting qualitative research while preserving the requisite flexibility to accommodate various paradigms, approaches, and methods.</p><p>Method&nbsp;</p><p>The authors identified guidelines, reporting standards, and critical appraisal criteria for qualitative research by searching PubMed, Web of Science, and Google through July 2013; reviewing the reference lists of retrieved sources; and contacting experts. Specifically, two authors reviewed a sample of sources to generate an initial set of items that were potentially important in reporting qualitative research. Through an iterative process of reviewing sources, modifying the set of items, and coding all sources for items, the authors prepared a near-final list of items and descriptions and sent this list to five external reviewers for feedback. The final items and descriptions included in the reporting standards reflect this feedback.</p><p>Results&nbsp;</p><p>The Standards for Reporting Qualitative Research (SRQR) consists of 21 items. The authors define and explain key elements of each item and provide examples from recently published articles to illustrate ways in which the standards can be met.</p><p>Conclusions&nbsp;</p><p>The SRQR aims to improve the transparency of all aspects of qualitative research by providing clear standards for reporting qualitative research. These standards will assist authors during manuscript preparation, editors and reviewers in evaluating a manuscript for potential publication, and readers when critically appraising, applying, and synthesizing study findings.</p><p>Qualitative research contributes to the literature in many disciplines by describing, interpreting, and generating theories about social interactions and individual experiences as they occur in natural, rather than experimental, situations.1&ndash;3&nbsp;Some recent examples include studies of professional dilemmas,4&nbsp;medical students&rsquo; early experiences of workplace learning,5&nbsp;patients&rsquo; experiences of disease and interventions,6&ndash;8&nbsp;and patients&rsquo; perspectives about incident disclosures.9&nbsp;The purpose of qualitative research is to understand the perspectives/experiences of individuals or groups and the contexts in which these perspectives or experiences are situated.1,2,10</p><p>Qualitative research is increasingly common and valued in the medical and medical education literature.1,10&ndash;13&nbsp;However, the quality of such research can be difficult to evaluate because of incomplete reporting of key elements.14,15<em>Quality</em>&nbsp;is multifaceted and includes consideration of the importance of the research question, the rigor of the research methods, the appropriateness and salience of the inferences, and the clarity and completeness of reporting.16,17&nbsp;Although there is much debate about standards for methodological rigor in qualitative research,13,14,18&ndash;20&nbsp;there is widespread agreement about the need for clear and complete reporting.14,21,22&nbsp;Optimal reporting would enable editors, reviewers, other researchers, and practitioners to critically appraise qualitative studies and apply and synthesize the results. One important step in improving the quality of reporting is to formulate and define clear reporting standards.</p><p>Authors have proposed guidelines for the quality of qualitative research, including those in the fields of medical education,23&ndash;25&nbsp;clinical and health services research,26&ndash;28&nbsp;and general education research.29,30&nbsp;Yet in nearly all cases, the authors do not describe how the guidelines were created, and often fail to distinguish reporting quality from the other facets of quality (e.g., the research question or methods). Several authors suggest standards for reporting qualitative research,15,20,29&ndash;33&nbsp;but their articles focus on a subset of qualitative data collection methods (e.g., interviews), fail to explain how the authors developed the reporting criteria, narrowly construe qualitative research (e.g., thematic analysis) in ways that may exclude other approaches, and/or lack specific examples to help others see how the standards might be achieved. Thus, there remains a compelling need for defensible and broadly applicable standards for reporting qualitative research.</p><p>We designed and carried out the present study to formulate and define standards for reporting qualitative research through a rigorous synthesis of published articles and expert recommendations.</p><p>Method</p><p>We formulated standards for reporting qualitative research by using a rigorous and systematic approach in which we reviewed previously proposed recommendations by experts in qualitative methods. Our research team consisted of two PhD researchers and one physician with formal training and experience in qualitative methods, and two physicians with experience, but no formal training, in qualitative methods.</p><p>We first identified previously proposed recommendations by searching PubMed, Web of Science, and Google using combinations of terms such as &ldquo;qualitative methods,&rdquo; &ldquo;qualitative research,&rdquo; &ldquo;qualitative guidelines,&rdquo; &ldquo;qualitative standards,&rdquo; and &ldquo;critical appraisal&rdquo; and by reviewing the reference lists of retrieved sources, reviewing the Equator Network,22&nbsp;and contacting experts. We conducted our first search in January 2007 and our last search in July 2013. Most recommendations were published in peer-reviewed journals, but some were available only on the Internet, and one was an interim draft from a national organization. We report the full set of the 40 sources reviewed in Supplemental Digital Appendix 1, found at&nbsp;<a target=\"_blank\" href=\"https://links.lww.com/ACADMED/A218\" onclick=\"javascript:window.open(\'https://links.lww.com/ACADMED/A218\');return false\">https://links.lww.com/ACADMED/A218</a>.</p><p>Two of us (B.O., I.H.) reviewed an initial sample of sources to generate a comprehensive list of items that were potentially important in reporting qualitative research (Draft A). All of us then worked in pairs to review all sources and code the presence or absence of each item in a given source. From Draft A, we then distilled a shorter list (Draft B) by identifying core concepts and combining related items, taking into account the number of times each item appeared in these sources. We then compared the items in Draft B with material in the original sources to check for missing concepts, modify accordingly, and add explanatory definitions to create a prefinal list of items (Draft C).</p><p>We circulated Draft C to five experienced qualitative researchers (see the acknowledgments) for review. We asked them to note any omitted or redundant items and to suggest improvements to the wording to enhance clarity and relevance across a broad spectrum of qualitative inquiry. In response to their reviews, we consolidated some items and made minor revisions to the wording of labels and definitions to create the final set of reporting standards&mdash;the Standards for Reporting Qualitative Research (SRQR)&mdash;summarized in&nbsp;<a href=\"javascript:void(0)\" onclick=\"javascript:showSlideShowByImageID(\'T1-21\', \'00001888-201409000-00021\');\">Table 1</a>.</p>', '<p><a href=\"https://journals.lww.com/academicmedicine/Fulltext/2014/09000/Standards_for_Reporting_Qualitative_Research__A.21.aspx?WT.mc_id=HPxADx20100319xMP\">https://journals.lww.com/academicmedicine/Fulltext/2014/09000/Standards_for_Reporting_Qualitative_Research__A.21.aspx?WT.mc_id=HPxADx20100319xMP</a></p>', 'Alison Kero', '<p>The SRQR is a list of 21 items that we consider essential for complete, transparent reporting of qualitative research (see&nbsp;<a href=\"javascript:void(0)\" onclick=\"javascript:showSlideShowByImageID(\'T1-21\', \'00001888-201409000-00021\');\">Table 1</a>). As explained above, we developed these items through a rigorous synthesis of prior recommendations and concepts from published sources (see&nbsp;<a href=\"javascript:void(0)\" onclick=\"javascript:showSlideShowByImageID(\'T2-21\', \'00001888-201409000-00021\');\">Table 2</a>; see also Supplemental Digital Appendix 1, found at&nbsp;<a target=\"_blank\" href=\"https://links.lww.com/ACADMED/A218\" onclick=\"javascript:window.open(\'https://links.lww.com/ACADMED/A218\');return false\">https://links.lww.com/ACADMED/A218</a>) and expert review. These 21 items provide a framework and recommendations for reporting qualitative studies. Given the wide range of qualitative approaches and methodologies, we attempted to select items with broad relevance.</p><p>The SRQR includes the article&rsquo;s title and abstract (items 1 and 2); problem formulation and research question (items 3 and 4); research design and methods of data collection and analysis (items 5 through 15); results, interpretation, discussion, and integration (items 16 through 19); and other information (items 20 and 21). Supplemental Digital Appendix 2, found at&nbsp;<a target=\"_blank\" href=\"https://links.lww.com/ACADMED/A218\" onclick=\"javascript:window.open(\'https://links.lww.com/ACADMED/A218\');return false\">https://links.lww.com/ACADMED/A218</a>, contains a detailed explanation of each item, along with examples from recently published qualitative studies. Below, we briefly describe the standards, with a particular focus on those unique to qualitative research.</p>', '2022-11-18', 'active', NULL, 'submitted', '2022-11-18 05:25:43', '2022-11-18 05:25:43'),
(37, 210, 12, NULL, 'The Positivism Paradigm of Research', '2022-11-18', 'Alison Kero', 'international', 'test', 'test', '<p>Abstract</p><p>Research paradigms guide scientific discoveries through their assumptions and principles. Understanding paradigm-specific assumptions helps illuminate the quality of findings that support scientific studies and identify gaps in generating sound evidence. This article focuses on the research paradigm of&nbsp;<em>positivism</em>, examining its definition, history, and assumptions (ontology, epistemology, axiology, methodology, and rigor). Positivism is aligned with the hypothetico-deductive model of science that builds on verifying a priori hypotheses and experimentation by operationalizing variables and measures; results from hypothesis testing are used to inform and advance science. Studies aligned with positivism generally focus on identifying explanatory associations or causal relationships through quantitative approaches, where empirically based findings from large sample sizes are favored&mdash;in this regard, generalizable inferences, replication of findings, and controlled experimentation have been principles guiding positivist science. Criteria for evaluating the quality of positivist research are discussed. An example from health professions education is provided to guide positivist thinking in study design and implementation.</p><p>Scientific research, the systematic quest for knowledge, can be considered through different&nbsp;<em>research paradigms</em>&nbsp;that make assumptions about how the world operates.1&nbsp;These research paradigms are the philosophies of science,2&nbsp;which guide the way science is conducted by shaping the following core elements: ontology (how reality is viewed), epistemology (how the nature of knowledge is conceived), axiology (the role and values of the research process), methodology (how the paradigm defines processes associated with conducting science), and rigor (the criteria used to justify the quality of research in the paradigm).3,4</p><p>In this article, we focus on the research paradigm of&nbsp;<em>positivism&mdash;</em>its definition, historic formation, components, and assumptions. Understanding paradigm-specific assumptions is important, as they provide deeper understanding of how science is operationalized and of components that promote legitimate problems, solutions, and criteria for evidence.1,5,6&nbsp;We present examples of positivist research and applications that facilitate understanding of this research paradigm, including its use in health professions education and in scientific research more broadly. We conclude with a case study of how a clinician&ndash;educator working with the positivist paradigm might approach a specific case.</p><p>The Hypothetico-Deductive Model of Science</p><p>Positivism is aligned with the&nbsp;<em>hypothetico-deductive model</em>&nbsp;of science. As such, identifying the structure and basis of positivism through the hypothetico-deductive lens is a useful place to start.7&nbsp;The hypothetico-deductive method is a circular process that begins with theory from the literature to (1) build testable&nbsp;<em>hypothese</em>s, (2) design an experiment through&nbsp;<em>operationalizing</em>&nbsp;variables (i.e., identifying variables to manipulate and measure through group assignments), and (3) conduct an empirical study based on&nbsp;<em>experimentation.</em>&nbsp;Ultimately, the findings from such a study are used to help inform&nbsp;<em>theory</em>&nbsp;and contribute to the literature, thereby completing the circular process (theory &rarr; hypothesis &rarr; operationalizing variables &rarr; experimentation &rarr; theory). Findings from the empirical study can help strengthen or refine theory; for example, a hypothesis that confirms the effectiveness of an instructional approach to a new group of learners can help inform and refine theory.8&ndash;10</p><p>Positivism: Definition and History</p><p>Definition and components of positivism</p><p><em>Positivism</em>&nbsp;relies on the hypothetico-deductive method to verify a priori hypotheses that are often stated quantitatively, where functional relationships can be derived between causal and explanatory factors (independent variables) and outcomes (dependent variables).8&nbsp;Positivist research, however, does not always rely on quantitative methods. For example, an experimental study examining the effects of an intervention through qualitative analysis fits within the positivist paradigm.11</p><p>Box 1 lists definitions of key terms associated with positivism. Box 2 provides a list of useful materials for further reading.</p><p>A primary goal of positivist inquiry is to generate explanatory associations or causal relationships that ultimately lead to prediction and control of the phenomena in question.12,13&nbsp;In the purest view, positivism is rooted in the following principles as categorized by Mill in the classic text,&nbsp;<em>A System of Logic</em>:14</p><ol><li>Goals of science: Social and natural sciences should focus on discovery of laws that facilitate explanation and prediction.</li><li>Methodology: Social and natural sciences should use the same methodology based on the hypothetico-deductive model of science (theory, hypothesis, operationalization, experimentation).</li><li>Laws of nature: Basic laws of nature, formed through replication and syntheses of scientific discoveries and theories, assert the existence of a single true and identifiable reality.</li><li>Evidence for law: Laws of nature are derived from empirical data.</li><li>Sampling and inference: Larger samples are favorable over smaller, idiosyncratic samples; larger samples reveal generalizable tendencies, causes, and the nature of reality.</li></ol><p>Box 1</p><p>Key Terms and Definitions Related to Understanding the Research Paradigm of Positivism</p><p>Dependent variable: Measures of interest (outcomes) in the study; unlike independent variables, dependent variables can only be measured, not manipulated.</p><p>Dualism: Separation of researcher and participants in study design and data collection to minimize bias.</p><p>Effect size: Quantified metric reflecting the impact of an intervention, expressed in standardized units to allow comparison across studies.</p><p>Functional relationship: Association between a study&rsquo;s independent and dependent variables, often expressed quantitatively, through direct or indirect effects (e.g., increase in independent variables also increases the dependent variable). Functional relationships can also be causal, where the impact of independent variables causes the results of the outcome to change.</p><p>Hypothesis: A statement or idea derived from theory or literature that can be tested through experimentation.</p><p>Hypothetico-deductive model: Scientific model based on forming a testable hypothesis and developing an empirical study to confirm or reject the hypothesis.</p><p>Independent variable: Factors that influence outcomes of the study; independent variables can be manipulated (e.g., assigning study participants to treatment or control groups) or measured.</p><p>Internal validity: Evidence and inference supporting the &ldquo;causal&rdquo; relationship between the independent and dependent variables.</p><p>Laws of nature: Synthesis of scientific discoveries and theories that form the foundation of how nature operates; examples include our scientific understanding of how time and space operate, through scientific findings in physics.</p><p>Objectivity: Absence of bias due to researcher influences, flaws in experimental design, or outliers in data.</p><p>Box 2</p><p>Additional Resources on Understanding the Research Paradigm of Positivism</p><ul><li>Creswell JW. Research Design: Qualitative &amp; Quantitative Approaches. Thousand Oaks, CA: Sage; 1994.</li><li>Bunniss S, Kelly DR. Research paradigms in medical education. Med Educ. 2010;44:358&ndash;366.</li><li>Hoyle RH, Harris MK, Judd CM. Research Methods in Social Relations. New York, NY: Wadsworth; 2009.</li><li>Ponterotto JG. Qualitative research in counseling psychology: A primer on research paradigms and philosophy of science. J Coun Psych. 2005;52:126&ndash;136.</li></ul><p>Based on these principles, positivism seeks to discover laws of nature, expressing them through descriptions of theory. These theories focus on explanation and prediction based on the hypothetico-deductive model.</p><p>Within this focus is the notion that large sample sizes are valued over smaller samples (i.e., objective data collected across a large sample are superior to data gathered through smaller samples). Larger samples improve consistency in data and representation of the population characteristics, facilitating better generalizations regarding the causes of phenomena in nature. What is more, to make stronger claims regarding generalizations, replication of findings is also valued through systemic and controlled experiments.15&nbsp;In this way, positivist research focuses on verifying theories.16</p><p>History of positivism</p><p>The history of positivism dates back to the Enlightenment period of the 17th and 18th centuries, inspired by philosophers Descartes and Locke. The scientific community at the time promoted a movement away from medieval notions of totalitarianism based on royal decrees. During the Enlightenment, philosophers and scholars valued individual thinking and the worldview of objective knowledge. Reflecting this history, the development of positivism is characterized by a move away from social elites (e.g., royalty) defined by truth via decree, and toward scholars discovering objective, evidence-based truth through well-described experimentation. Examples of scientists who contributed to positivist views include Copernicus and Galileo, both of whom challenged and redefined laws of nature through experimentation and the collection of data to make explanations and causal inferences. To date, positivist thinking still dominates modern research in clinical and basic sciences, as evidenced by international standards for science in leading journals and professional organizations.7&nbsp;As such, positivist thinking influences the advances in science and the approach that clinicians take to scholarly understanding.8</p><p>Philosophical Foundations of the Positivist Paradigm</p><p>Ontology: Nature of reality</p><p>The positivist paradigm is based in the assumption that a single tangible reality exists&mdash;one that can be understood, identified, and measured. This allows explanation and prediction in a causal framework to operate naturally, as causal inferences rely on (1) temporal precedence (i.e., for X to cause Y, X must precede Y in time), (2) association (i.e., X and Y are correlated), and (3) lack of confounders (i.e., no other factors besides the identified factors affect the outcome; X is the only cause of Y within the space identified).7,17</p><p>Epistemology: Nature of knowledge</p><p>Positivists contend that knowledge can and must be developed objectively, without the values of the researchers or participants influencing its development. Knowledge, when appropriately developed, is truth&mdash;that is, it is certain, congruent with reality, and accurate. To appropriately develop truth, absolute separation must exist between the research participant and the researcher. To achieve this separation, positivists operate in&nbsp;<em>dualism</em>&nbsp;and&nbsp;<em>objectivity</em>.16,18&nbsp;In other words, positivist thinking asserts that participants and researchers can actually be separated (dualism). Moreover, by following strict protocols, the 2 entities are separated to reduce bias in the study (objectivity).</p><p>Axiology: Values of the research process</p><p>Positivism relies heavily on objectivity and so dismisses the importance of individuals&rsquo; subjective experiences and values&mdash;be they the experiences and values of research participants or of researchers. These subjective experiences and values are seen as unimportant in positivist thinking. This requires the researcher to stay objective and not interact with participants during data collection. Further, it requires the researcher to not be involved in the experiment in any meaningful way. In some domains, such objectivity can be implemented in rather straightforward ways. For example, one can imagine an experimental physicist conducting research in a vacuum, where no external factors beyond the systems being studied are part of the experiment. This objectivity is more difficult to realize in other domains. For instance, positivism can be applied to social science research&mdash;albeit with a bit more difficulty&mdash;since it requires the use of rigid and strict study protocols that result in as little researcher bias as possible.</p><p>Methodology: How to conduct scientific research</p><p>Positivist methodology emphasizes engaging in research in settings where variables can be controlled and manipulated.19&nbsp;In the social sciences, this requires that the researcher creates somewhat artificial environments where other extraneous factors, beyond the study variables, are minimized. In the purest form of positivism, the sole focus of the study is to examine the explanatory or causal relationships between variables in the study, as is done in the natural sciences. As such, experimental designs are favored in the positivist paradigm, including quasi-experimental designs.17&nbsp;Results from experiments are used to confirm or refine theories, which, in turn, can lead to new hypotheses and questions for new studies.</p><p>Rigor: Criteria for evaluating quality of research</p><p>A key goal in positivist experimentation is to isolate and control the influence of all factors so that only the key variables of interest are studied (e.g., only X could have caused Y). In this regard, positivist researchers are most interested in the study&rsquo;s&nbsp;<em>internal validity&mdash;</em>how well the study design and evidence gathered support claims for causal inference. Internal validity that focuses on causality should not to be confused with&nbsp;<em>assessment validity</em>&nbsp;that deals with how well a particular construct (e.g., educational assessment, psychological measure) is measured.</p><p>Rigor in the positivist paradigm&mdash;particularly quantitatively oriented social science research&mdash;is evaluated based on the degree to which the researcher has been able to minimize threats to internal validity.20&nbsp;Such threats include, for example: (1) maturation: naturally occurring changes in participants over time, (2) history: events that take place during research that influence results, (3) instrumentation: measurement issues that reflect how well the construct is measured (i.e., assessment validity), (4) statistical regression: tendency for scores to regress toward the mean in follow-up measurements, (5) testing effect: effect of testing on subsequent measurements, (6) selection: preexisting differences in participants, (7) mortality: participant attrition, and (8) interaction of selection and maturation: differences between groups that cause changes in the groups at different rates. Studies conducted in the positivist paradigm pay careful attention to these threats to internal validity and work to generate study designs that allow the associated confounders to be controlled.21</p><p>It is a deeply rooted assumption that quantitative foundations using statistical inference to estimate the effects of a given experiment are key to the rigor of the positivist research paradigm. This quantitative focus requires sufficient sample size and power to detect meaningful effect sizes based on appropriate statistical tests. While other research paradigms may not place heavy emphasis on large sample sizes, the use of and reliance on statistical principles requires that the positivist researcher carefully consider study designs that determine a priori hypothesized effect sizes. That is, before the study, the researcher must determine the anticipated size of the difference between the control and treatment groups that will be considered meaningful.21&nbsp;Larger sample sizes reduce uncertainty in statistical results and yield stronger confidence in findings; this is a fundamental law of inferential statistics.</p><p>Case Study: Lee&rsquo;s Experiment</p><p>In Box 3, we present a scenario in which a resident (&ldquo;Lee&rdquo;) injects 10 times the normal medication dose. In this final section, we use this sample case to prompt an application of a positivist paradigm to design an experiment that uses theory, articulates and tests a hypothesis, operationalizes variables, and informs theory.</p><p>Box 3</p><p>Sample Casea</p><p>Lee was a resident assigned to monitor a post-op patient. The patient had a periodically low respiratory rate and lower-than-normal pulse and blood pressure. Narcan was ordered on an &ldquo;as needed&rdquo; basis, to be given in doses of 0.2&thinsp;mg intravenously. In checking the patient&rsquo;s vitals, Lee decided it was time to administer an intravenous (IV) dose of Narcan.</p><p>Once Lee injected the vial of Narcan into the IV port, Lee noticed it was labeled &ldquo;2 milligrams per 1 milliliter (ml)&rdquo;&mdash;the entire vial should not have been injected. Feeling panicky, Lee reported the mistake to an attending and rushed back to the patient&rsquo;s side to monitor the vital signs. Lee was surprised to find that the patient&rsquo;s vitals had come up to normal rates, and the patient was actually much more alert. When Lee reported this change to the attending surgeon and anesthesiologist, they told Lee to continue to monitor the patient closely, remarking that it may have been just what the patient needed.</p><p>Lee felt hugely relieved, but was still overwhelmed and very upset. In most cases, giving 10 times a normal dose of any medication could have led to extremely serious consequences, and even death. Still, Lee managed to remain outwardly composed, and took the time to complete an incident report. At the end of the day, when Lee finally sat down to rest, the incident played over and over again. Lee did not sleep.</p><p>aThis sample case is used throughout the Philosophy of Science Invited Commentaries to illustrate each research paradigm.</p><p>After the experience of administering an incorrect medication dosage under pressure, Lee decides to examine this issue further. Lee chooses to design a study investigating how to improve training to correct medication dosage using different curricular interventions (mastery-based simulation versus traditional curriculum). Below are steps Lee would follow to engage in a positivist educational research study.</p><p>Theory-based hypothesis</p><p>Lee approaches the program director with a proposal to design a mastery-based simulation curriculum that trains residents under pressure to apply correct doses of Narcan (Naloxone), specific to patient age and race/ethnicity. Lee hypothesizes that using a mastery-based simulation curriculum approach can improve trainees&rsquo; ability to identify and administer correct medication doses under pressure, relative to traditional instruction she received through direct patient contact (non-simulation-based training).</p><p>Operationalizing variables</p><p>Under the supervision of the program director, Lee recruits 2 groups of learners&mdash;an experimental (intervention) group who receive the mastery-based simulation training for applying correct medication doses under pressure, and a control group of learners who are trained under the traditional curriculum.21&nbsp;All other learning conditions are comparable. Lee designs a simulation-based assessment to compare the 2 groups of learners following their training. Measures that define outcomes (e.g., correct medication dose, duration of medication application) are identified. The literature informs the effect sizes that Lee uses to signal significant improvement in outcomes, which allows calculating the required sample size and power for recruiting learners.</p>', '<p><a href=\"https://journals.lww.com/academicmedicine/Fulltext/2020/05000/The_Positivism_Paradigm_of_Research.16.aspx?WT.mc_id=HPxADx20100319xMP\">https://journals.lww.com/academicmedicine/Fulltext/2020/05000/The_Positivism_Paradigm_of_Research.16.aspx?WT.mc_id=HPxADx20100319xMP</a></p>', 'Alison Kero', '<p>This article provides the definition, assumptions, and application examples of research that can be conducted in a positivist paradigm, summarized as follows:</p><ul><li>Scientific research in a positivist paradigm focuses on explanation and prediction.</li><li>The hypothetico-deductive model of science is used to facilitate the research process, taking a theory-verification approach.</li><li>Research operates in a dualistic and objective world, where the researcher does not interact with study participants to minimize bias.</li><li>Theories of nature depend on empirical data, with larger samples used to make generalizations.</li></ul><p>While different research paradigms provide their unique value in advancing science, positivism has been a dominant form of research in basic and clinical science for over 150 years.6,8,22&nbsp;As such, understanding positivism and its language is important for researchers hoping to conduct research in interdisciplinary fields such as medical education.</p>', '2022-11-18', 'active', NULL, 'submitted', '2022-11-18 05:27:22', '2022-11-18 05:27:22');
INSERT INTO `research_articles` (`id`, `countries_id`, `author_user_id`, `approved_user_id`, `title`, `date_of_publication`, `author`, `geo_context`, `city`, `region_zone`, `abstract`, `links_research`, `author_module`, `evaluation_discussion`, `date_entry_module`, `status`, `approved_on`, `publish_status`, `created_at`, `updated_at`) VALUES
(38, 178, 12, NULL, 'Ensuring Access to Quality Health Care in Vulnerable Communities', '2022-11-18', 'Alison Kero', 'international', 'Test', 'tsttest', '<p>Abstract</p><p>For millions of Americans living in vulnerable rural and urban communities, their hospital is an important, and often their only, source of health care. As transformation in the hospital and health care field continues, some communities may be at risk of losing access to health care services and the opportunities and resources they need to improve and maintain their health. Integrated, comprehensive strategies to reform health care delivery and payment, within which vulnerable communities can make individual choices based on their needs, support structures, and preferences, are needed.</p><p>In this Invited Commentary, the authors outline characteristics and parameters of vulnerable communities as well as the essential health care services that hospitals should strive to maintain locally identified by the American Hospital Association Task Force on Ensuring Access in Vulnerable Communities. They also describe four of nine emerging strategies&mdash;recommended by the task force&mdash;to reform health care delivery and payment and allow hospitals to provide the essential health care services, along with implementation barriers and how to address them. While this Invited Commentary focuses on vulnerable communities, the four highlighted strategies (addressing the social determinants of health, adopting new and innovative virtual care strategies, designing global budgets, and using inpatient/outpatient transformation strategy), as well as the other five strategies, may have broader applicability for all communities.</p><p>Every day, hospitals and health systems are navigating the challenges and opportunities of a constantly changing health care environment. At the American Hospital Association (AHA), we have been focusing on meeting the demands of today and tomorrow by redefining the hospital&mdash;or the &ldquo;H&rdquo;&mdash;to best serve patients and communities, create new models of care and collaboration, address affordability and value, and advance health in the United States.</p><p>To advance the health of all patients and all communities, the AHA developed our Path Forward, with a commitment in five areas: access, value, partners, well-being, and coordination.1&nbsp;The health care field must work to ensure that all individuals have access to affordable and equitable health, behavioral, and social services; provide increased value to individuals; embrace the diversity of individuals and serve as partners in their health, including connecting with them in ways that make sense in the digital age; focus on well-being and partnerships with community organizations; and coordinate and integrate care.2</p><p>About one in four Americans, or 77 million people, have multiple chronic conditions, and spending on patients with multiple chronic conditions across the United States consumes 71% of all health care dollars throughout all settings.3&nbsp;Part of redefining the &ldquo;H&rdquo; means adjusting to this new reality&mdash;a reality of helping patients with multiple chronic conditions take charge of their health.</p><p>Redefining the &ldquo;H&rdquo; also requires a focus on quality improvement, population health management, and the shift from volume to value. Ultimately, this transformation will foster seamless coordination of care and integration of services to manage populations effectively, which leads to better outcomes and value for patients and health care providers.</p><p>We feel strongly that quality and performance improvements are a critical answer to addressing environmental shifts and challenges in health care. Providing high-quality care is a goal that will not waver even as the structure of the national health care system is in flux, as it is the cornerstone of health care organizations.</p><p>Quality Care for Vulnerable Populations and All Communities</p><p>For millions of Americans living in vulnerable rural and urban communities, their hospital is an important, and often their only, source of health care. As transformation in the hospital and health care field continues, some communities may be at risk of losing access to health care services and the opportunities and resources they need to improve and maintain their health. Although there are special payment programs currently in place that attempt to account for the unique circumstances of vulnerable communities, what is urgently needed are integrated, comprehensive strategies to reform health care delivery and payment within which vulnerable communities can make individual choices based on their needs, support structures, and preferences.</p><p>To this end, health care providers and payers must work together to develop strategies that can preserve and enhance health care services for all Americans. In 2015, the AHA&rsquo;s Board of Trustees created the AHA Task Force on Ensuring Access in Vulnerable Communities to examine ways in which hospitals and health systems can help ensure access to health care services in vulnerable communities and to identify challenges to doing so. The task force considered a number of integrated, comprehensive strategies that were emerging to reform health care delivery and payment. The ultimate goal of the task force&rsquo;s work is to provide vulnerable communities and the hospitals that serve them with the tools necessary to determine what the essential health care services they should strive to maintain locally are and what delivery system options will allow them to do so.</p><p>In this Invited Commentary, we outline characteristics and parameters of vulnerable communities as well as what we consider to be the essential health care services. We then describe some of the strategies recommended by the task force to reform health care delivery and payment to allow hospitals to provide the essential health care services, along with implementation barriers and how to address them. Although our focus here is on vulnerable communities, these strategies may have broader applicability for all communities.</p><p>Characteristics and Parameters of Vulnerable Communities</p><p>There is no defined set of factors that can determine whether a community is vulnerable. The AHA task force created a list of characteristics and parameters of vulnerable rural and urban communities. One or more of these characteristics or parameters may be sufficient to identify a vulnerable community:</p><ul><li>lack of access to primary care services;</li><li>poor economy, high unemployment rates, and limited economic resources;</li><li>high rates of uninsurance and underinsurance;</li><li>cultural differences that may pose challenges, such as social, cultural, and linguistic barriers that may prevent patients from accessing care;</li><li>low education or health literacy levels; and</li><li>environmental challenges, which include unsafe streets; asthma exacerbated by air pollution, leading to unnecessary hospitalizations; housing instability, leading to environmental allergens causing symptoms that may result in inappropriate testing; and minimal or no spaces for physical activity or exercise.4</li></ul><p>In addition, certain characteristics or parameters may be unique to rural and urban communities. For example, characteristics or parameters of vulnerable&nbsp;<em>rural</em>&nbsp;communities may include a declining and aging population, the inability to attract new businesses, and business closures, while characteristics or parameters of vulnerable&nbsp;<em>urban</em>&nbsp;communities may include a lack of access to such basic needs as food, shelter, and clothing and a disproportionately high disease burden.4</p><p>Essential Health Care Services for All</p><p>Across communities, the range of health care services needed and the ability of individuals to access health care services varies widely. The AHA task force recommends that access to a baseline level of high-quality, safe, and effective services should be preserved and protected within all communities. These essential health care services are:</p><ul><li>primary care,</li><li>psychiatric and substance use treatment services,</li><li>emergency department and observation care,</li><li>prenatal care,</li><li>transportation,</li><li>diagnostic services,</li><li>home care,</li><li>dentistry services, and</li><li>a robust referral structure to provide all individuals in the community with access to the full spectrum of health care services.4</li></ul><p>Part of ensuring access to these essential health care services for vulnerable communities is ensuring that care is equitable and culturally competent. Health care organizations must keep working to eliminate health and health care disparities, which still exist for far too many individuals from racial, ethnic, and cultural minorities. Doing so will require collecting race, ethnicity, language preference, and other sociodemographic data and using those data to stratify quality metrics; increasing cultural competency training for all clinicians and employees; and increasing diversity in health care leadership and governance.</p><p>Without diversity and heath equity, there is no quality. Quality, cost, equity, diversity, and community health are inextricably linked. By 2050, one in two residents of the United States is projected to self-identify as either African American, American Indian/Alaska Native, Asian, Native Hawaiian/Pacific Islander, Hispanic/Latino, or multiracial, according to the U.S. Census Bureau.5&nbsp;Yet, sociodemographic and socioeconomic characteristics continue to determine an individual&rsquo;s access to safe, quality care, and as the definition of diversity evolves to include gender identity, sexual orientation, and socioeconomic, veteran, and disability status, more people are affected.</p><p>To address the health care inequities that continue to persist for far too many individuals, a growing number of hospitals and health systems are playing an anchor role in communities. As an example, more than 1,500 hospitals, roughly 25% of all U.S. hospitals, have pledged to take action on specific goals to eliminate health care disparities,6&nbsp;led by the AHA&rsquo;s Institute for Diversity and Health Equity.7</p><p>Strategies for Ensuring Health Care Access</p><p>The AHA task force identified nine emerging strategies, each of which offers the opportunity for hospitals and communities to ensure that vulnerable populations have access to the essential health care services (described in detail in the task force report4).&nbsp;<a href=\"javascript:void(0)\" onclick=\"javascript:showSlideShowByImageID(\'F1\', \'00001888-201809000-00013\');\">Figure 1</a>&nbsp;lists these emerging strategies and indicates which of the essential health care services the task force suggested each strategy could address.</p><p><a href=\"javascript:void(0)\" onclick=\"showSlideShowByImageID(\'F1\', \'00001888-201809000-00013\')\">Figure 1:&nbsp;</a></p><p>Matrix showing nine emerging strategies to reform health care delivery and payment, the essential health care services, and which of the essential health care services each strategy could address, as identified or suggested by the American Hospital Association Task Force on Ensuring Access in Vulnerable Communities. Abbreviation: ED indicates emergency department.</p><p>In the remainder of this section, we outline four of the nine strategies. These four strategies are the ones that the AHA believes could have the broadest and most immediate impact.</p><p>Addressing the social determinants of health</p><p>The task force grappled with the reality that in vulnerable communities, even if quality care is available, the social determinants of health (SDOH; see&nbsp;<a href=\"javascript:void(0)\" onclick=\"javascript:showSlideShowByImageID(\'F2\', \'00001888-201809000-00013\');\">Figure 2</a>) may prevent individuals from being able to access health care or achieve health goals.</p><p><a href=\"javascript:void(0)\" onclick=\"showSlideShowByImageID(\'F2\', \'00001888-201809000-00013\')\">Figure 2:&nbsp;</a></p><p>Examples and descriptions of social determinants of health. The World Health Organization defines social determinants of health as &ldquo;the conditions in which people are born, grow, work, live, and age, and the wider set of forces and systems shaping the conditions of daily life.&rdquo;13&nbsp;While this is not a complete list, the social determinants of health given here are among those identified by the American Hospital Association Task Force on Ensuring Access in Vulnerable Communities.</p><p>Although there are many ways health care providers could engage to help address the underlying social conditions affecting their patients, the task force identified three general paths:</p><ol><li>Screening and information: Providers systematically screen patients for health-related social needs and discuss the impact these challenges may have on their health with them.</li><li>Navigation: Providers offer navigation services to assist patients in accessing community services.</li><li>Alignment: Providers partner with community stakeholders to more closely align local services with the needs of patients.</li></ol><p>(More information about this strategy, including a series of resources on the role that hospitals and health systems can play in addressing the SDOH, is available on the AHA website.8)</p><p>Critical to addressing the SDOH is catalyzing cooperation and partnership among health care providers and community-based organizations. To that end, the AHA brought together more than 15 state hospital associations and state health department collaborators to design opportunities to work on violence, the opioid epidemic, and other issues underpinned by the SDOH.</p><p>Clinicians also have a key role in collaborations to address these issues. Although clinicians have begun to receive more education and gain experience in enhanced delivery care models and population health management, many lack education and experience collaborating with community-based organizations and addressing situations that illustrate the health impact of clinical&ndash;community linkages. For example, clinicians can work with local school districts and public health departments to increase access to primary care and dental services for children and families in underserved neighborhoods. Such clinical&ndash;community linkages can help reduce emergency department visits, promote preventive care and healthy behaviors, and connect patients to local organizations to address their specific social needs. Additionally, residency programs have not widely incorporated training on the SDOH into their curricula.</p><p>To meet the changing needs of the health care landscape and address health care disparities, residency training programs and health systems can play a role in creating a culture supportive of physicians developing skills and training to recognize and address the SDOH. More than 50% of U.S. medical schools are revising their undergraduate curricula to meet the demands of a dynamic health care system, including learning about the SDOH.9&nbsp;For example, a recent publication from the Association of American Medical Colleges compiles a series of interesting articles about how medical schools and teaching hospitals are working to address the SDOH and achieve health equity.10</p><p>Adopting new and innovative virtual care strategies</p><p>The AHA task force believed that virtual care strategies would allow vulnerable communities, particularly those that have difficulty recruiting or retaining an adequate health care workforce, the opportunity to maintain or supplement access to health care services. One virtual care strategy, which provides health care remotely by means of telecommunication technologies, is telehealth. Through videoconferencing, remote monitoring, electronic consults, and wireless communications, telehealth expands patient access to health care services and offers a wide range of benefits, such as:</p><ul><li>immediate, around-the-clock access to physicians, specialists, and other health care providers that otherwise would not be available in many communities;</li><li>the ability to perform remote monitoring without requiring patients to leave their homes; and</li><li>less expensive and more convenient care options for patients.</li></ul><p>Therefore, virtual care strategies, such as telehealth, can be used to fill the need for essential health care services in a variety of specialty areas and across diverse patient populations. Currently, smartphones, tablets, and computers can be used to connect patients and physicians directly, but as technology advances, the number of modes through which virtual care can be provided will increase.</p><p>Designing global budget payments</p><p>The task force also looked at new payment models, such as global budget payments, that could be designed to provide financial certainty for hospitals in vulnerable rural and urban communities. Many factors must be considered when designing these models, including, among other things, the payment levels, types of health care providers and payers that will participate, types of services to be included, and selection of appropriate quality metrics. However, ultimately, global budget payments have the potential to offer providers the flexibility to create a unique plan that meets mandated budgets and that allows them the ability and autonomy to create solutions that work for their communities.</p><p>Using inpatient/outpatient transformation strategy</p><p>The task force also recommended that an inpatient/outpatient transformation strategy would allow hospitals to more closely align the services they offer with those needed by their communities. That is, hospitals would conduct a detailed assessment of the level of inpatient and outpatient services needed in their community. Then they would take the following three steps to achieve better alignment:</p><ol><li>reduce inpatient capacity to a level that closely reflects the community&rsquo;s need for acute inpatient beds;</li><li>shift resources to enhance outpatient and primary care services offered to the community as needed; and</li><li>continue providing emergency services.4</li></ol><p>Barriers and Resources to Address Them</p><p>For each of the nine strategies, barriers to implementation include limited federal funding, restrictive federal regulations, and a lack of collaboration and buy-in from community stakeholders (including public health departments, educational and faith-based organizations, government agencies, fire and police departments, local businesses and service organizations, and other health care organizations). Even with federal policy changes, vulnerable communities and the hospitals that serve them may not have the resources needed to successfully adapt emerging strategies on their own. Some resources for overcoming barriers include applying for grants and establishing learning networks to share information and ideas. However, the most important resource may be hospital&ndash;community partnerships.</p><p>The building of hospital&ndash;community partnerships can bring together a variety of individuals and organizations to address implementation barriers and make a bigger impact than either the hospital or a community organization could do on its own. This collaborative approach is effective because different stakeholders are addressing similar issues and serving the same populations; thus working together creates an opportunity to align efforts, reduce duplication, optimize financial resources, and, ultimately, improve the overall health and well-being of the community.</p><p>The AHA&rsquo;s Health Research &amp; Educational Trust, with support from the Robert Wood Johnson Foundation, developed&nbsp;<em>A Playbook for Fostering Hospital&ndash;Community Partnerships to Build a Culture of Health</em>,11&nbsp;which includes practical tools, worksheets, and actionable strategies to build consensus and accountability within a partnership. An accompanying compendium of case studies describes nine communities with vulnerable patient populations that have developed and sustained successful hospital&ndash;community partnerships, many with multiple stakeholders.</p><p>The AHA has also designed a Community Conversations Toolkit,12&nbsp;which can be used to engage community members in discussions related to health services offered in the community. The toolkit offers ways to focus the engagement of specific stakeholders, including patients, clinicians, and hospital leaders, through community conversation events, social media, and the use of a community health assessment. The toolkit also gathers several AHA resources that address community engagement into one place.</p><p>Working Together for Integration and Transformation</p><p>It is more important than ever that hospitals and other health care organizations build and maintain strong linkages with a diverse group of community stakeholders to ensure that the needs of vulnerable communities are supported in the future. Collaboration through community health assessments and other strategic endeavors will be vital as a foundation for identifying health priorities and aligning efforts to address them. In addition, hospitals and other community stakeholders will need to work together to identify barriers that could prevent populations from achieving good health, unite around shared goals, and work collaboratively to implement changes that promote a healthier community, while also developing a sustainable business model. Improving access to care and the value of care in vulnerable communities will involve developing innovative ways to use limited resources and to transform care for changing communities.</p>', '<p><a href=\"https://journals.lww.com/academicmedicine/Fulltext/2018/09000/Ensuring_Access_to_Quality_Health_Care_in.13.aspx?WT.mc_id=HPxADx20100319xMP\">https://journals.lww.com/academicmedicine/Fulltext/2018/09000/Ensuring_Access_to_Quality_Health_Care_in.13.aspx?WT.mc_id=HPxADx20100319xMP</a></p>', 'Alison Kero', '<p>Working Together for Integration and Transformation</p><p>It is more important than ever that hospitals and other health care organizations build and maintain strong linkages with a diverse group of community stakeholders to ensure that the needs of vulnerable communities are supported in the future. Collaboration through community health assessments and other strategic endeavors will be vital as a foundation for identifying health priorities and aligning efforts to address them. In addition, hospitals and other community stakeholders will need to work together to identify barriers that could prevent populations from achieving good health, unite around shared goals, and work collaboratively to implement changes that promote a healthier community, while also developing a sustainable business model. Improving access to care and the value of care in vulnerable communities will involve developing innovative ways to use limited resources and to transform care for changing communities.</p>', '2022-11-18', 'active', NULL, 'submitted', '2022-11-18 05:29:20', '2022-11-18 05:29:20');
INSERT INTO `research_articles` (`id`, `countries_id`, `author_user_id`, `approved_user_id`, `title`, `date_of_publication`, `author`, `geo_context`, `city`, `region_zone`, `abstract`, `links_research`, `author_module`, `evaluation_discussion`, `date_entry_module`, `status`, `approved_on`, `publish_status`, `created_at`, `updated_at`) VALUES
(39, 213, 12, 1, 'The Distinctions Between Theory, Theoretical Framework, and Conceptual Framework', '2022-11-18', 'Alison Kero', 'international', 'est', 'test', '<p>Abstract</p><p>Health professions education (HPE) researchers are regularly asked to articulate their use of theory, theoretical frameworks, and conceptual frameworks in their research. However, all too often, these words are used interchangeably or without a clear understanding of the differences between these concepts. Further problematizing this situation is the fact that&nbsp;<em>theory</em>,&nbsp;<em>theoretical framework</em>, and&nbsp;<em>conceptual framework</em>&nbsp;are terms that are used in different ways in different research approaches. In this article, the authors set out to clarify the meaning of these terms and to describe how they are used in 2 approaches to research commonly used in HPE: the objectivist deductive approach (from theory to data) and the subjectivist inductive approach (from data to theory). In addition to this, given that within subjectivist inductive research&nbsp;<em>theory</em>,&nbsp;<em>theoretical framework</em>, and&nbsp;<em>conceptual framework</em>&nbsp;can be used in different ways, they describe 3 uses that HPE researchers frequently rely on:&nbsp;<em>fully inductive theory development</em>,&nbsp;<em>fully theory-informed inductive</em>, and&nbsp;<em>theory-informing inductive data analysis.</em></p><p>Researchers working in health professions education (HPE) are often advised to address one, some, or all of the following concepts:&nbsp;<em>theory</em>,&nbsp;<em>theoretical framework</em>, and&nbsp;<em>conceptual framework</em>. For instance, HPE scholars are advised to integrate&nbsp;<em>theory</em>&nbsp;into research.1&ndash;5&nbsp;Granting bodies ask that a project&rsquo;s&nbsp;<em>theoretical framework</em>&nbsp;be articulated in funding requests.6&nbsp;Review criteria for research reports prompt reviewers to assess whether the study&rsquo;s&nbsp;<em>conceptual framework</em>&nbsp;is explicitly described and justified.7&nbsp;Meeting these mandates requires HPE community members to know the answers to some foundational questions: What is&nbsp;<em>theory</em>? How is a&nbsp;<em>theory</em>&nbsp;distinct from a&nbsp;<em>theoretical framework</em>? Does the term&nbsp;<em>conceptual framework</em>&nbsp;refer to something altogether different from a&nbsp;<em>theory</em>&nbsp;or&nbsp;<em>theoretical framework</em>? Unfortunately, clear answers to these questions are not readily available. After searching the literature, we were disappointed to realize that few publications explicitly answer these questions. Furthermore, those publications that do provide answers rarely pay attention to how definitions can differ across the variety of research approaches represented within HPE scholarship. If HPE scholars are to effectively work with&nbsp;<em>theory</em>,&nbsp;<em>theoretical frameworks</em>, and&nbsp;<em>conceptual frameworks</em>, we need to clarify these terms.</p><p>HPE is a vibrant multidisciplinary and paradigmatically eclectic domain where scholars bring their varied disciplinary traditions and vocabularies to the research endeavor.8&ndash;10&nbsp;Since the terms&nbsp;<em>theory</em>,&nbsp;<em>theoretical framework</em>, and&nbsp;<em>conceptual framework</em>&nbsp;can have different interpretations and applications across paradigms, our eclecticism sometimes finds HPE scholars working at cross-purposes. Indeed, a lack of appreciation of the differences between these terms can have detrimental consequences. Without clarity, we risk falsely assuming shared interpretations and applications of these terms. We risk naively labeling some research designs as faulty, poorly executed, or lacking in rigor, when in fact those designs are employing different paradigmatically informed interpretations of these terms. We also risk impeding our collective efforts to build on the knowledge generated across paradigms. In other words, without clarity, we risk doing consequential harm to our own field. Therefore, in this paper, we set out to clarify the differences and relationships between the terms&nbsp;<em>theory</em>,&nbsp;<em>theoretical framework</em>, and&nbsp;<em>conceptual framework.</em></p><p>There are many ways to articulate these different understandings. For instance, we could offer a historical description of how each term&rsquo;s definition and application evolved over time; however, this could falsely imply that the more modern descriptions should replace older interpretations. Alternatively, we could frame our descriptions across the qualitative/quantitative divide; however, this dichotomy describes only the type of data being collected rather than usefully informing when and how to use a&nbsp;<em>theory</em>, a&nbsp;<em>theoretical framework</em>, or a&nbsp;<em>conceptual framework</em>. To avoid these and other pitfalls, we constructed a way of describing these terms that highlights the similarities across paradigms but that also respects important paradigmatic differences. We structure this article around 2 approaches to research commonly used in HPE: the objectivist deductive approach and the subjectivist inductive approach. While research exists across a continuum from inductive to deductive, and from subjective to objective, offering descriptions across these continua is beyond the scope of this article. Therefore, we adopt archetypal stances for each approach to make our descriptions more accessible. First, we define the terms&nbsp;<em>theory</em>,&nbsp;<em>theoretical framework</em>, and&nbsp;<em>conceptual framework</em>. Then, we describe how objectivist deductive researchers and subjectivist inductive researchers engage with these terms.</p><p>Defining the Terms</p><p>Theory</p><p>In both objectivist deductive and subjectivist inductive research, the term&nbsp;<em>theory</em>&nbsp;holds largely the same meaning. A theory is a set of propositions that are logically related, expressing the relation(s) among several different constructs and propositions.11&nbsp;In other words, a theory is an abstract description of the relationships between concepts that help us to understand the world. A theory can be supported by preliminary data or by a vast body of research&mdash;the more data supporting the theory, the stronger it becomes.</p><p>Theories can be descriptive (i.e., naming and characterizing a phenomenon), explanatory (i.e., clarifying the relationships between phenomena), emancipatory (i.e., articulating the oppression of a people), disruptive (i.e., extending existing knowledge or refuting it), or predictive (i.e., predicting an outcome based on specific inputs). Theories can also have different levels of explanatory power. There are grand theories that are highly abstract and that tend to be concerned with broad natural or social patterns (e.g., Marxist theories of society), middle-range theories that address more specific aspects of human interactions (e.g., actor&ndash;network theory), and microtheories that focus on individual-level phenomena (e.g., symbolic interactionism).</p><p>There are often multiple theories that inform our understanding of a single phenomenon. For example, there are many theories of human&nbsp;<em>agency</em>&nbsp;(i.e.,&nbsp;<em>agency</em>&nbsp;can be defined as the extent to which individuals are able to exert control in their personal and social lives). These theories offer abstract conceptualizations of whether a person has agency, how that agency exists, how it is supported and/or obstructed, and how an individual&rsquo;s agency exists in a larger social context (e.g., in a team, an organization, or a society). As Varpio et al12&nbsp;point out, theorists such as Giddens, Bourdieu, Butler, McNay, and Bandura have all addressed different aspects of agency, each offering different insights into the phenomenon. As this example illustrates, many scholars offer competing theories explaining phenomena. Therefore, HPE researchers must read broadly to select the theory that can best inform their research into a particular phenomenon.</p><p>Theoretical framework</p><p>A theoretical framework is a logically developed and connected set of concepts and premises&mdash;developed from one or more theories&mdash;that a researcher creates to scaffold a study.<a href=\"https://journals.lww.com/academicmedicine/Fulltext/2020/07000/The_Distinctions_Between_Theory,_Theoretical.21.aspx?WT.mc_id=HPxADx20100319xMP#fn01\">*</a>&nbsp;To create a theoretical framework, the researcher must define any concepts and theories that will provide the grounding of the research, unite them through logical connections, and relate these concepts to the study that is being carried out.13&nbsp;In short, a theoretical framework is a reflection of the&nbsp;<em>work</em>&nbsp;the researcher engages in to&nbsp;<em>use</em>&nbsp;a theory in a given study.</p><p>Conceptual framework</p><p>A conceptual framework is the justification for why a given study should be conducted. The conceptual framework (1) describes the state of known knowledge, usually through a literature review; (2) identifies gaps in our understanding of a phenomenon or problem; and (3) outlines the methodological underpinnings of the research project. It is constructed14&nbsp;to answer 2 questions: &ldquo;Why is this research important?&rdquo; and &ldquo;What contributions might these findings make to what is already known?&rdquo;</p><p>How Objectivist Deductive and Subjectivist Inductive Research Approaches Apply These Concepts</p><p>While the terms&nbsp;<em>theory</em>,&nbsp;<em>theoretical framework</em>, and&nbsp;<em>conceptual framework</em>&nbsp;share common meanings across different research approaches, the ways in which they are applied vary greatly between objectivist deductive and subjectivist inductive approaches. We developed&nbsp;<a href=\"javascript:void(0)\" onclick=\"javascript:showSlideShowByImageID(\'F1\', \'00001888-202007000-00021\');\">Figure 1</a>&nbsp;to illustrate key distinctions and relationships across these terms and their applications.</p><p><a href=\"javascript:void(0)\" onclick=\"showSlideShowByImageID(\'F1\', \'00001888-202007000-00021\')\">Figure 1:&nbsp;</a></p><p>Visual depiction of the similarities and differences between&nbsp;<em>theory</em>,&nbsp;<em>theoretical framework</em>, and&nbsp;<em>conceptual framework</em>&nbsp;across objectivist deductive and subjectivist inductive approaches to research.</p><p>The objectivist deductive approach to research</p><p>Deductive research involves going from general, abstract conceptualizations to observable and measurable data within a specific context. It is a top-down approach. From abstract conceptualizations, a hypothesis is derived and tested. Findings may falsify, support, refine, challenge, or extend the conceptualizations. Paradigms that often use an objectivist deductive approach include positivism15&nbsp;and postpositivism.16</p><p>Objectivist deductive research rests on the assumptions that (1) there&nbsp;<em>is</em>&nbsp;an external reality (i.e., a real world that exists independent of the researcher) and (2) reality can be understood by collecting objective, unbiased data about that reality. Research in this approach builds knowledge by developing increasingly better understandings of, and insights into, the causal workings of the world.<a href=\"https://journals.lww.com/academicmedicine/Fulltext/2020/07000/The_Distinctions_Between_Theory,_Theoretical.21.aspx?WT.mc_id=HPxADx20100319xMP#fn02\">&dagger;</a>&nbsp;One of the most common approaches to objectivist deductive work is the use of experiments&mdash;whether in a lab, in a classroom, or naturalistic. Research questions in this approach tend to focus on testing underlying assumptions about how something works by testing a cause-and-effect relationship underpinning a phenomenon.</p><p>How objectivist deductive researchers use theory.</p><p>When a researcher engages in objectivist deductive research, a theory is generally the starting point for the research project. The theory offers testable components including, for example: the cause-and-effect relationships that can be examined, the concepts that should be operationalized, and the variables that are relevant to control. These testable components are used to generate specific hypotheses which are the foundation for a study. In this approach, a central assumption is that the theory is part of the object of research. In other words, the hypothesis being tested is an aspect of the theory of interest. Thus, the study is simultaneously testing a hypothesis derived from theory and the accompanying theory underlying that hypothesis.</p><p>There are 2 key characteristics of theory shared by all research conducted from an objectivist deductive approach: a theory must (1) be testable and (2) be open to being falsified. A good theory, in this approach, typically builds on previous work. A study adds new knowledge by adding another building block of evidence to support, refine, or challenge a theory. This approach to research builds knowledge slowly&mdash;incremental studies in programs of theory-oriented work construct ever more refined understandings of phenomena, which allow for better future predictions and/or a more robust theory.</p><p>In a purely objectivist deductive approach, a researcher would rarely combine multiple theories in a single study. Starting with multiple theories makes the creation of a single, theory-informed hypothesis difficult. The combination of theories makes it hard to identify the specific causal nature of the relationship under study and would break the chain of inferences available from the progressive testing and refinement of a theory. In an objectivist deductive approach, there is a linear progression that needs to be followed: from theory, to hypothesis development, to data collection, to interpretation of findings, to the refinement of theory or the generation of new causal explanations. The revised or new theory developed through research can become the start of a new study.</p><p>How objectivist deductive researchers use a theoretical framework.</p><p>The objectivist deductive researcher begins by identifying the theory from which to build the study&rsquo;s theoretical framework. The researcher puts the theory into action as a theoretical framework by: articulating why the current context is a legitimate area of study for a given theory, shaping the constructs of interest, articulating the specific language and assumptions of the research question, identifying the variables and conditions of interest, and orienting the approach to analysis. This is the&nbsp;<em>work</em>&nbsp;the theoretical framework presents to readers to render a theory operational, testable, and able to be used to predict, test a hypothesis, or explain a phenomenon.</p><p>In the objectivist deductive tradition, a theoretical framework is typically constructed before data collection and is fixed&mdash;meaning that a theoretical framework is written before the study beings and remains largely unchanged throughout the research process. After choosing a theory, the researcher can construct the theoretical framework that turns the theory into the object of study. Thanks to this work, the study is well positioned to advance knowledge because it puts the theory to the test and unites findings across research contexts. Not surprisingly, then, peer reviewers of objectivist deductive research look for a theoretical framework to be made explicit because the framework shapes the design of the study and describes how the current research joins a lineage of inquiry done using the same theory.</p><p>How objectivist deductive researchers use a conceptual framework.</p><p>In objectivist deductive research, a conceptual framework typically includes a description of relevant literature, a summary of the relevant theory, an explanation of why this theory could be informative to this context, a specific research question that likely contains a hypothesis, a rationale for the research methodology adopted, and a series of outcomes or variables of interest. A conceptual framework is finalized before the study and is rarely modified once data collection has started.</p><p>The subjectivist inductive approach to research</p><p>Inductive research involves going from specific data relating to a particular phenomenon to a general or abstract conceptualization of the phenomenon. It is a bottom-up approach (i.e., working from data up to abstract conceptualizations). Subjectivist inductive research does&nbsp;<em>not</em>&nbsp;begin with a hypothesis; instead, this research begins with a desire to understand or explain a particular phenomenon. The researcher collects data of and/or about this phenomenon and searches for patterns across the data to generate an understanding of the phenomenon. Paradigms that often use the subjectivist inductive approach include constructionism17&nbsp;and critical theory.18</p><p>Subjectivist inductive research rests on the assumptions that (1) reality is socially and experientially constructed (i.e., reality is an unsteady social construction that exists&nbsp;<em>not</em>&nbsp;because there is a natural, external reality but because individuals and social groups share interpretations and understandings of reality) and (2) to understand these realities, researchers need to explore the meanings constructed by individuals and groups. This means that knowledge is subjective&mdash;one person&rsquo;s understanding of a phenomenon may not be the same as another person&rsquo;s understanding. By collecting data from a multitude of perspectives, we can gain a richer and more nuanced understanding of the phenomenon. A common approach to subjectivist inductive research involves exploring a phenomenon in a specific context, often via interviews, focus groups, and/or observations. Researchers actively and subjectively construct research findings in collaboration with study participants.<a href=\"https://journals.lww.com/academicmedicine/Fulltext/2020/07000/The_Distinctions_Between_Theory,_Theoretical.21.aspx?WT.mc_id=HPxADx20100319xMP#fn03\">&Dagger;</a>&nbsp;Research questions in this approach explore phenomena or assumptions to increase our understanding of them.</p><p>How subjectivist inductive researchers use theory.</p><p>In the subjectivist inductive approach, theory not only exists as an abstract description that researchers read and debate, but it can also reside within the researcher as a cognitive frame that shapes his or her thinking and research design choices. In this approach, theory is not stable. It is constantly evolving, informed by researchers&rsquo; experience, values, and perceptions. Furthermore, the subjectivist inductive researcher can engage with a single theory or with several theories in a single study or across a program of research.</p><p>There are 3 main ways that theory is used by subjectivist inductive researchers.19&nbsp;First, theory can be the product of research. Some subjectivist inductive research&mdash;notably researchers working in Glaser and Strauss&rsquo;s grounded theory tradition20&mdash;generates theory from the data. Thus, theory is&nbsp;<em>not</em>&nbsp;used to inform study design but is the major output of the research project and evolves out of a systematic inductive approach to data analysis. This approach represents the most fully inductive approach to subjectivist inductive research. We label this the&nbsp;<em>fully inductive theory development</em>&nbsp;study design.</p><p>Second, one or more theories can inform the entire research process. Here, theory shapes every stage of the research process, including the development of a research question, methodological choices, data collection, data analysis, and study conclusions.21&ndash;23&nbsp;The theories informing research are articulated at the outset of the investigation, and all parts of the study design are justified in relation to how they align with the theories. In other words, theory is an all-informing conceptualization that permeates all facets of the study.24&nbsp;In this approach, the refinement of these existing theories or the development of a new theory may be a major output of the research project. We call this the&nbsp;<em>fully theory-informed inductive</em>&nbsp;study design.</p><p>Third, theory can be an interpretive tool. For some researchers, the decision as to which theory or theories will inform the final interpretations of the data is a choice that can only be finalized during the data collection and analysis cycles. The researcher holds many theories in mind when designing the study and engaging in data collection. It is not until data analysis processes are underway that the researcher will determine which theory or theories should shape the final study interpretations and conclusions. Consequently, the researcher may have to modify the study design partway through data analysis when he or she realizes that a particular theory is relevant. For instance, if during early cycles of data collection and analysis the researcher realizes that a particular theory can help elucidate the data, later cycles of data collection and analysis might seek to specifically consider data that will confirm, refute, or offer new insights into the theory. This is not a study design flaw. Instead, it is the result of deep exploration of data that reveals a particular theory to be relevant to the study findings. Here again, development and refinement of theory can come as the end result of the research. We label this the&nbsp;<em>theory-informing inductive data analysis</em>&nbsp;study design.</p><p>These 3 ways of engaging with theory are all equally valid. To be rigorous, however, researchers must make an early, explicit decision as to when and how they will use theory in their research. Often, revisions to the theory will be part of the contributions made to knowledge by the research project. Indeed, theoretical contributions are highly valued in inductive research; developing a new theory or challenging, adding to, or refining a preexisting theory is met with high regard.</p><p>How subjectivist inductive researchers use a theoretical framework.</p><p>To create a theoretical framework, the subjectivist inductive researcher must first decide which of the 3 study designs described above he or she will be using (i.e.,&nbsp;<em>fully inductive theory development</em>,&nbsp;<em>fully theory-informed inductive</em>, or&nbsp;<em>theory-informing inductive data analysis</em>). This decision will guide the development of the theoretical framework, including practical decisions of research design (e.g., the design of interview or focus group questions, study participant selection, the sensitizing concepts [if applicable]).</p><p>If using a&nbsp;<em>fully inductive theory development</em>&nbsp;study design, theory will not shape the study design. There is no theoretical framework to develop because there is no theory to build into the structure of the research. Instead, the study will depend on a robustly developed conceptual framework (see below).</p><p>If using a&nbsp;<em>fully theory-informed inductive</em>&nbsp;study design, the researcher must decide which theory or theories will be used as the lens and then transform the theory into a framework that explains how theory shapes the research questions, the way the research context is approached, the concepts that underpin the study design, the choice of methodology, the data collection, the interactions with study participants, the analysis processes, and the conclusions drawn. If more than one theory is used, the researcher must also describe how the theories inform each other and how they inform all aspects of the study. This is the&nbsp;<em>work</em>&nbsp;the researcher engages in to demonstrate how theory informs all aspects of the study design. In this design, the researcher develops the theoretical framework before the study is carried out; however, the theoretical framework can be adjusted during the research processes in response to the insights and understandings being developed. For instance, many research questions asked in this study design are broad and open ended (e.g., in a study using sociomateriality theory, a researcher might ask,&nbsp;<em>What is a resident&rsquo;s experience of interprofessional collaboration in clinical learning environments?</em>). But as the study develops and insights are generated, the research question might need to be modified to better align with the data that the participants and researcher are cocreating (e.g., realizing that the electronic health record has significant impact on team interactions, the research question might change to ask,&nbsp;<em>What is a resident&rsquo;s experience of interprofessional collaboration in clinical learning environments as it is negotiated through patients&rsquo; electronic health records?</em>).</p><p>If using a&nbsp;<em>theory-informing inductive data analysis</em>&nbsp;study design, the researcher will wait until data analysis is underway to decide which theory or theories can be used to inform data interpretations. The theoretical framework of the study is, therefore, developed during the data analysis processes (which may include cycles of data collection and analysis). When the theory is selected, that choice may impact several aspects of the study.25&nbsp;While the theory is selected only when some (or possibly all) data are in hand, the framework can describe how theory shapes the way the research context is approached, the concepts that underpin the evolving study design, the choice of methodology, the data collection, the interactions with study participants, the analysis processes, and the conclusions drawn (e.g., the theory chosen to inform a study using interviews to explore residents&rsquo; perception of interprofessional collaboration might highlight the importance of group processes, therefore requiring additional data collection via focus groups to explore group interactions). Not&nbsp;<em>all</em>&nbsp;aspects of the study are shaped by theory in the&nbsp;<em>theory-informing inductive data analysis</em>&nbsp;study design. Instead, only&nbsp;<em>some</em>&nbsp;aspects of the study design are informed by theory. In this design, the theoretical framework offers a description of which elements of the study are theory informed and how they are informed. The researcher thus has to&nbsp;<em>work</em>&nbsp;to translate insights from theory into specific contributions to elements of the theoretical framework and of the research design.</p><p>How subjectivist inductive researchers use a conceptual framework.</p><p>In a subjectivist inductive approach, the conceptual framework will likely need to evolve during a study as new ideas, insights, and knowledge are developed. As a result, a researcher will often construct a tentative conceptual framework at the beginning of the study, knowing that it will likely need to be adjusted as data transform the researcher&rsquo;s understanding of the phenomenon. That framework will include a description of relevant literature, a summary of relevant theory (if using&nbsp;<em>fully theory-informed inductive</em>&nbsp;or&nbsp;<em>theory-informing inductive data analysis</em>&nbsp;study designs), an explanation of why the research should be carried out in the selected context, research question(s), and justification for the research methodology selected.</p><p>Conclusion</p><p>Our descriptions of&nbsp;<em>theory</em>,&nbsp;<em>theoretical framework</em>, and&nbsp;<em>conceptual framework</em>&nbsp;are simplified. To craft these descriptions, we had to wrestle with the foundational elements of research. Despite this effort, the result remains incomplete, undernuanced, and full of compromises. Indeed, descriptions of the use of&nbsp;<em>theory</em>,&nbsp;<em>theoretical frameworks</em>, and&nbsp;<em>conceptual frameworks</em>&nbsp;are usually written in book&mdash;rather than article&mdash;form, and we consequently needed to abbreviate and distill philosophical arguments at every turn. We explored the similarities and differences across objectivist deductive approaches and subjectivist inductive approaches. Our descriptions of objectivist deductive and subjectivist inductive approaches are not tied to specific paradigms. Instead, these research approaches can be used across paradigms.26&nbsp;Our descriptions should act as guideposts for when and how to engage with&nbsp;<em>theory</em>,&nbsp;<em>theoretical frameworks</em>, and&nbsp;<em>conceptual frameworks</em>. The real work of research is negotiating across these terms when we put them into action in our projects.</p><p>In this article, we highlight the transformative&nbsp;<em>work</em>&nbsp;that is needed for a theory to appropriately and meaningfully influence research studies that will help deepen our understanding of problems, contexts, and even the theories themselves important to HPE. But, to do this, we need to have a common understanding of the language we use and an appreciation of the different ways these terms can be applied. This language can help us better report the in-depth analytical&nbsp;<em>work</em>&nbsp;involved in research&mdash;a theoretical frame<em>work</em>&nbsp;articulates the logic of why we are using a particular theory; a conceptual frame<em>work</em>&nbsp;justifies why this problem/context/phenomenon is relevant to the field. These frameworks represent one of the most challenging aspects of research&mdash;turning a hunch, an observation, or a meandering thought into a logical, evidence-informed, theory-refining, impactful, and meaningful argument suitable for peer review and publication.</p>', '<p><a href=\"https://journals.lww.com/academicmedicine/Fulltext/2020/07000/The_Distinctions_Between_Theory,_Theoretical.21.aspx?WT.mc_id=HPxADx20100319xMP\">https://journals.lww.com/academicmedicine/Fulltext/2020/07000/The_Distinctions_Between_Theory,_Theoretical.21.aspx?WT.mc_id=HPxADx20100319xMP</a></p>', 'Alison Kero', '<p>In this article, we highlight the transformative&nbsp;<em>work</em>&nbsp;that is needed for a theory to appropriately and meaningfully influence research studies that will help deepen our understanding of problems, contexts, and even the theories themselves important to HPE. But, to do this, we need to have a common understanding of the language we use and an appreciation of the different ways these terms can be applied. This language can help us better report the in-depth analytical&nbsp;<em>work</em>&nbsp;involved in research&mdash;a theoretical frame<em>work</em>&nbsp;articulates the logic of why we are using a particular theory; a conceptual frame<em>work</em>&nbsp;justifies why this problem/context/phenomenon is relevant to the field. These frameworks represent one of the most challenging aspects of research&mdash;turning a hunch, an observation, or a meandering thought into a logical, evidence-informed, theory-refining, impactful, and meaningful argument suitable for peer review and publication.</p>', '2022-11-18', 'active', '2022-11-21 11:48:17', 'approved', '2022-11-18 05:33:03', '2022-11-18 05:33:03');
INSERT INTO `research_articles` (`id`, `countries_id`, `author_user_id`, `approved_user_id`, `title`, `date_of_publication`, `author`, `geo_context`, `city`, `region_zone`, `abstract`, `links_research`, `author_module`, `evaluation_discussion`, `date_entry_module`, `status`, `approved_on`, `publish_status`, `created_at`, `updated_at`) VALUES
(40, 12, 12, 1, 'Confronting Racial Violence: Resident, Unit, and Institutional Responses', '2022-11-18', 'Alison Kero', 'international', 'test', 'test', '<p>bstract</p><p>By describing an instance of racial violence by a patient against a resident physician, the authors hope to stimulate further discussion by addressing three specific questions about managing racist patients: (1) How should the resident (or any level of trainee) respond to the immediate situation? (2) How should the unit respond to the event as a community? and (3) How should the institution (hospital and/or academic institution) respond to the event? The authors argue that responses to such incidents should acknowledge the history of structural racism in U.S. society and in medicine. The authors recommend an approach that names the racism directly while addressing the safety of the patient and the providers in the moment, supports those affected in the aftermath, and considers appropriate consequences for the perpetrators of violence.</p><p>One late night, as the on-call resident, I was called to see a patient on an inpatient unit. The nurse on the phone reported that the patient was being loud, belligerent, and disruptive, and I should come to assess her. When I arrived, I quickly realized who the nurse was referring to&mdash;a short-statured, elderly Caucasian woman who was yelling obscenities to the staff members. I gently approached her at the nurse&rsquo;s station. She turned around to look at me and proclaimed, &ldquo;I don&rsquo;t want no nigger doctor.&rdquo;</p><p>My heart sank. The other patients and staff on the floor froze and looked at us. &ldquo;Get that nigger away from me,&rdquo; she yelled. Her racist remarks became like theater for the other patients and staff as they waited to see my response. I did not let the patient&rsquo;s hateful remarks deter me from trying to be a compassionate caregiver. I attempted to readdress her: &ldquo;I am Dr. Williams; how can I help you?&rdquo; The patient would not speak to me directly or even make eye contact. To her, I did not even exist; I was not human; I was just a nigger. I wondered, &ldquo;How do I begin to be a compassionate provider when the patient does not even acknowledge my humanity?&rdquo;</p><p>My presence only seemed to escalate the patient&rsquo;s behavior to a point where she was calling other staff racial slurs and posturing aggressively toward them. She was forcefully escorted to her room to maintain the safety of other patients and staff and was given sedating medications against her will. I retreated back to my call room feeling defeated. There was no processing of the incident with me or the staff, and no report of the event was generated. The incident was simply not addressed. The patient continued to receive treatment on the unit for several days thereafter, and despite numerous attempts at verbal redirection from the treatment team, she continued to be intermittently verbally abusive toward staff. I felt anguished, not from the racial castigation that I suffered, but for the other minority staff. Aside from my role as the physician, as a fellow minority person, I felt an added sense of responsibility and concern for their well-being. Not only did I feel unprepared and untrained to address this issue with the patient, but I was also a novice at facilitating a debrief conversation with staff.</p><p>With this Invited Commentary, we hope to stimulate further discussion about management of racial violence by addressing the historical context and language used to describe and respond to the racist patient and by addressing three specific questions about managing racist patients: (1) How should the medical resident (or any level of trainee) respond to the immediate situation? (2) How should the unit respond to the event as a community? and (3) How should the institution (hospital and/or academic institution) respond to the event? By addressing these questions, we hope to provide a framework that supports residents and others who have been the targets of racism, affirm values of caring for patients and of diversity and inclusion, and suggest a process for managing these complex situations at the institutional level.</p><p>How Should the Resident (or Any Level of Trainee) Respond to the Immediate Situation?</p><p>Residents (or other trainees), who may be at higher risk of abuse from patients,1&nbsp;have little guidance, if any at all, on situations involving explicit racism and bigotry. Verbal and physical abuse from patients is surprisingly commonplace. A meta-analysis published in 2014 found that the prevalence of racial discrimination for residents was estimated to be 26%.2&nbsp;A study by the Southern Poverty Law Center3&nbsp;showed that the number of hate groups and incidents of hate speech have increased over 2015 and 2016. The changing political and social climate, which notably includes a growing white nationalist movement, may have contributed to these increases as some people have found their racist beliefs emboldened by the change in presidential administration. It also seems likely that in the current political context, these incidents are more salient in the minds of trainees, faculty, and institutions.</p><p>A resident might categorize the interaction described above as a &ldquo;hateful&rdquo; and/or &ldquo;disruptive&rdquo; patient, which alludes to a rich body of literature with well-established clinical approaches.4,5&nbsp;In summary, that literature suggests addressing the underlying cause of the disruptiveness via various de-escalation techniques or therapeutic approaches and/or the temporary use of various kinds of restraints (i.e., chemical, mechanical, environmental) when necessary to ensure patient and staff safety. Although we acknowledge the usefulness of that literature, we believe that the patient in the scenario described above and others like it does not easily fit into the categories defined in that literature (e.g., entitled demanders, manipulative help rejectors).</p><p>Although workplace violence is a well-documented hazard in medical training, incidents of racism are not typically incorporated in the current conception of workplace violence. Instead, terms like disruptive or hateful wash over the specific effects of the racial abuse and decontextualize the impact of it, thus allowing for the use of algorithms and communication scripts meant to address disruptiveness (rather than racial violence) that are considered to be &ldquo;objective&rdquo; and timeless. We believe that naming the racism as violence and addressing the racism directly may mobilize communication scripts that are more helpful in managing such situations. Naming and addressing the racism represents a decisive confrontation with the nation&rsquo;s legacy of structural racism and an acknowledgment that African Americans, in particular, have been subject to dehumanizing, violent language and stereotypes, and acts of violence, including violence situated in medical settings. Assessing such situations as one of a typical disruptive or difficult patient could result in an ineffective communication script or exacerbation of the racism and represents a violent avoidance, silence, and complicity to the insidious nature of white supremacy, which is deeply embedded in the structure and culture of medical institutions.</p><p>A resident might complete a competency exam to determine whether the interaction is based on the patient&rsquo;s baseline beliefs or is a product of intoxication or mental illness.6&ndash;9&nbsp;However, whether or not the patient is deemed &ldquo;competent,&rdquo; the racialized abuse still impacts all who were exposed to it. It is our intent to address the potential damage in the moment and its aftermath, regardless of the patient&rsquo;s state of competence. Furthermore, it is often impractical to perform a comprehensive competency assessment during these emotionally charged incidents, especially during states of agitation. Making decisions based on competency also presupposes that the origins of the racism (e.g., baseline beliefs or intoxication or psychosis) should dictate the response from the resident, unit staff, and institution. It is our argument that no matter the etiology of the racism, a consistent approach to address it should be followed.</p><p>There have been efforts to stimulate conversation and debate about how to handle these types of incidents10&ndash;13&nbsp;and to generate broad guidelines on managing racist patients. Paul-Emile and colleagues14&nbsp;provided an algorithm for navigating the legal and ethical issues regarding racist patients, including negotiating with the patient. Whitgob and colleagues15&nbsp;sought out the opinions of experienced faculty through interviews and qualitative analysis. These faculty made several suggestions, such as attempting to form a therapeutic alliance to address the underlying fear beneath the discriminatory remarks and &ldquo;depersonalization&rdquo; from the event. Although undoubtedly well intended, the interventions suggested in Whitgob and colleagues&rsquo;15&nbsp;paper were generated by faculty who were not affiliated with an underrepresented in medicine racial or ethnic group and may be unrealistic as well as ethically problematic. Our nation&rsquo;s long history of racism heightens the intensity and assaultive nature of these acts of race-based aggression. We need only to recall the atrocities of slavery, lynching, legalized segregation, and/or the continued incidents of police brutality to acknowledge that for centuries, African Americans in particular have encountered racism in very real, life-threatening situations, and thus fear of harm is deeply ingrained in the African American consciousness. For many African Americans, racism is not something that can be depersonalized; it is deeply personal and relates closely to personal safety. We feel that using tactics such as establishing a therapeutic alliance under these circumstances is simply unrealistic. Furthermore, if the patient rebuffs initial efforts, it would arguably be ethically reprehensible to negotiate with a patient who continues to use overt racial slurs and blatant racial hostility. In our opinion, a passive stance would only serve to validate the patient&rsquo;s white supremacist views and suggesting that residents develop a therapeutic alliance, use depersonalization defenses, or negotiate with the patient are all highly problematic in this context.</p><p>In our view, the resident and unit staff should feel empowered to name and address the racism and to set limits with the patient in the moment. The purpose of a firm, appropriate, limit-setting communication script is not punitive but corrective, reinforcing the expectations of respect on the unit. For example, using a firm, assertive voice, a resident might say: &ldquo;We do not use language like that in our hospital. Our teams are made up of people from many backgrounds, and since we want to provide the best care for you, you must stop using that language.&rdquo; Residents should be provided with tools, including techniques for redirection and correction, as well as de-escalation training. Residents should also be taught an arsenal of limit-setting scripts that could be employed when dealing with explicitly racist patients. Training should also address how to safely manage a patient who refuses to cooperate with further assessment. These trainings should not only be provided to all residents but also to all staff and faculty so that everyone, including those who are not members of minority groups, can intervene in situations in which they witness racist remarks or behaviors from patients.</p><p>Importantly, we are not suggesting that the needs of the resident supersede those of the patient. Rather, the approach should address the therapeutic needs of the patient&nbsp;<em>and</em>&nbsp;the resident in the moment, address the racism&nbsp;<em>directly</em>, and support those affected in the aftermath. Although the communication script and clinical approach for racist patients differ from those of the prototypical hateful patient, limit setting is a common therapeutic approach in both. We acknowledge that this approach may be seen as representing a departure from the traditional self-sacrificing, self-denying, objective physician role; for example, Sapi&eacute;n16&nbsp;suggested developing an &ldquo;emotional scotoma&rdquo; (i.e., blind spot) in response to a racial microaggression so as to focus solely on the patient and their needs. The approach we suggest moves toward a more humanistic approach of thinking about the physician as having a body with valid subjectivity and is, we believe, consistent with recent trends to address physician wellness and burnout.</p><p>How Should the Unit Respond to the Event as a Community?</p><p>We believe the language used in describing these incidents will inform the adjudication of the response to them. It is therefore imperative that hospitals and academic institutions use language that describes the incident in a manner that will elicit an active, substantial, and systematic response. During the incident referenced above, the patient&rsquo;s speech and behavior contained acts intended to cause apprehension of harmful or offensive contact and caused apprehension of such contact in others. This combination of speech and behavior approaches meeting the legal definition of verbal assault. The term&nbsp;<em>verbal assault</em>&nbsp;may help institutions establish a consistent response to incidents of overt physical violence and race-based verbal violence. Using the language of assault signals a sense of urgency both interpersonally and systematically. In cases of physical assault, for example, a staff supervisor is routinely notified, the target of the assault is evaluated, the need for further evaluation or medical care is established, and incident reports are generated. Data from these reports are typically tracked, and investigations are initiated to determine whether there were other means available to prevent or better manage the event.</p><p>Just as would be the case when a staff member is physically assaulted or in any other episode of violence, the importance of the unit staff coming together to support one another after racial violence cannot be overstated. After such an incident, the unit leader should alert supervisors, and the unit should come together as a community to check in and debrief, provide support for the targets of the racism, and plan for how the incident will be addressed. Community debriefing should always occur and should include those who witnessed or were impacted by the racial aggression, including other patients. Staff and trainees should be trained in the institutional procedures, including leading a debrief session and submitting an incident report, and be familiar with the resources available for backup and transfer of care.</p><p>The goal of the debriefing is to determine the needs of and elicit feedback from the targets of the racial violence; these data should then be used to make decisions as a team on how to proceed. The resident may need some time alone or to vent to other staff members before they continue to care for the patient, or it may be appropriate to transfer the patient to a backup team member, new unit, or treatment team either temporarily or permanently. It should be clear that the transfer of the patient is not an effort to accommodate a race-based request but, rather, to quell potentially escalating tensions and preserve the culture of inclusivity on the unit. If the resident or staff is deeply emotionally affected or having overt symptoms of psychological distress, additional support, such as calling in a backup provider or consulting with a supervisor, chaplain, clinician, or ombudsperson, should be used. The clinical supervisor and program director should also follow up with the resident in the days following the incident to assess whether additional supports are needed.</p><p>How Should the Institution (Hospital and/or Academic Institution) Respond to the Event?</p><p>Reducing incidents of racism and bigotry must be a high priority for hospitals and academic institutions committed to fostering an environment that supports diversity and inclusion. The hospital milieu ought to be a healing community built on values of respect and professionalism. Unfortunately, incidents of aggression from patients have become a routine part of the hospital setting, with 80% of violent incidents in such settings being caused by patients.17&nbsp;Again, the explicit use of the term verbal assault for incidents such as the one described above would promote an active response from the hospital or academic institution because the term assault mobilizes an entire management structure and medicolegal precedents. Linking such events to workplace violence is warranted given the potential harms to the employee, including traumatic stress,18&nbsp;anxiety and depression,19&nbsp;lower self-esteem,20&nbsp;decreased life satisfaction,21&nbsp;decreased organizational commitment, and increased intention to leave the organization.22,23</p><p>Most hospitals have developed processes to address violent or aggressive behaviors from patients. These procedures often include committee review of incident reports generated after the violent episode and developing interventions to ensure the safety of staff and other patients. Incident reports of racially motivated verbal assault should also be reviewed by members of this committee, followed by preparation of an action plan for addressing the patient&rsquo;s behavior. The summary data from incident reports should be made available to the institutional community to reinforce the values of diversity within the community and to hold the institution accountable for actionable responses. The above case is an obvious example of racially motivated verbal assault, but in many other situations, verbal aggression may be more nuanced and less overt, which highlights the importance of the review process to adjudicate these matters. Interventions might range from a letter to the patient reinforcing the institution&rsquo;s policies about respect and inclusion to transferring the patient to another provider, referring them to another facility, or discharging them from the hospital.24&nbsp;Such interventions are supported by the American Medical Association, which, in its opinion 9.123, states that hostile language or acts of prejudice toward physicians &ldquo;may constitute sufficient justification for the physician to arrange for the transfer of care.&rdquo;25&nbsp;Although this statement applies to individual physician practice, we feel that this stance should be extrapolated, with appropriate adjudication processes, to the broader hospital system. The complicated nature of this issue is exemplified in medicolegal precedents in which providers of care have prevailed in lawsuits against employers who granted patients&rsquo; race-based requests.26&nbsp;Assembling a review committee which is representative of the diversity of patients, trainees, staff, and faculty that constitute the broader workplace community will be important to ensuring a fair adjudication process.</p><p>Residents are often affiliated with academic institutions that have a responsibility to respond to various forms of workplace discrimination and/or harassment. Academic institutions have policies and procedural precedents set by Title IX, which mandates the &ldquo;responsibility to respond promptly and effectively &hellip; [and] take immediate action to eliminate &hellip; sexual harassment&hellip;.&rdquo;27&nbsp;Although Title VII under the Civil Rights Act of 196428&nbsp;outlaws discrimination on the basis of race, in our experience, institutional policies and practices surrounding racial discrimination are less transparent and concrete than those related to sexual discrimination. There appears to be a disparity between the rigor of response commanded by Title IX and that commanded by Title VII; harassment and assault based on race need to be brought to the forefront and assertively addressed. We believe that the institutional responses and systems of accountability mandated by Title IX should serve as a model for reporting, support services, and adjudication processes for racial discrimination or harassment in academic institutions.</p><p>Conclusions</p><p>Much remains to be done to assist residents, unit staff, and institutions to respond to overtly racist patients. The history of racial violence in this country must be confronted when developing recommendations about how to respond to racist patients. We have attempted to suggest concrete actions that residents, units, and institutions could use to address racial violence (summarized in&nbsp;<a href=\"javascript:void(0)\" onclick=\"javascript:showSlideShowByImageID(\'T1\', \'00001888-201908000-00014\');\">Table 1</a>); all stakeholders should be trained in these procedures, and significant effort may be required to reinforce that racism is considered a form of assault or violence. These actions may also be useful for assisting residents who are subject to harassment and verbal assault due to other forms of bigotry (based on ability, body habitus, gender identity or expression, religion, sexual orientation, etc.), though the history of each type of bigotry should be considered when formulating specific recommendations. Although we have focused on residents in this manuscript, we believe that these recommendations are also pertinent to other trainees, unit staff, and faculty. Hospitals and academic institutions must be proactive in designing systems that will support diverse trainees in maximizing their learning and contribution to the organization&rsquo;s mission.</p>', '<p><a href=\"https://journals.lww.com/academicmedicine/Fulltext/2019/08000/Confronting_Racial_Violence__Resident,_Unit,_and.14.aspx?WT.mc_id=HPxADx20100319xMP\">https://journals.lww.com/academicmedicine/Fulltext/2019/08000/Confronting_Racial_Violence__Resident,_Unit,_and.14.aspx?WT.mc_id=HPxADx20100319xMP</a></p>', 'Alison Kero', '<p>Much remains to be done to assist residents, unit staff, and institutions to respond to overtly racist patients. The history of racial violence in this country must be confronted when developing recommendations about how to respond to racist patients. We have attempted to suggest concrete actions that residents, units, and institutions could use to address racial violence (summarized in&nbsp;<a href=\"javascript:void(0)\" onclick=\"javascript:showSlideShowByImageID(\'T1\', \'00001888-201908000-00014\');\">Table 1</a>); all stakeholders should be trained in these procedures, and significant effort may be required to reinforce that racism is considered a form of assault or violence. These actions may also be useful for assisting residents who are subject to harassment and verbal assault due to other forms of bigotry (based on ability, body habitus, gender identity or expression, religion, sexual orientation, etc.), though the history of each type of bigotry should be considered when formulating specific recommendations. Although we have focused on residents in this manuscript, we believe that these recommendations are also pertinent to other trainees, unit staff, and faculty. Hospitals and academic institutions must be proactive in designing systems that will support diverse trainees in maximizing their learning and contribution to the organization&rsquo;s mission.</p>', '2022-11-18', 'active', '2022-11-18 11:06:06', 'approved', '2022-11-18 05:35:05', '2022-11-18 05:35:05'),
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(2, 'Logan', 'logu@boscoits.com', NULL, 1, '$2y$10$x.21IqQHxkIOq81q.rwAo.96HrNS8LaQy93tzdnI/JzHuNRhbZ1mm', NULL, '45345435', '123, address, guezou nagar', 'Test', 'active', 1, 'This is my testing bio data This is my testing bio data This is my testing bio data This is my testing bio data This is my testing bio data This is my testing bio data', '2022-11-07 07:03:38', '2022-11-16 07:05:22', '2022-11-06 23:55:31', '2022-11-16 07:05:52', NULL),
(3, 'Logan2', 'logu@boscosofttech.com', NULL, 1, '$2y$10$Tg6Q5JRcwJWb4OyRbHbmP.ouKCYst89i/HvNprbz0Vpax17NsIpme', NULL, '45345435', 'Test', 'Test', 'active', 1, 'test', '2022-11-07 07:03:39', '2022-11-17 03:35:20', '2022-11-06 23:57:57', '2022-11-17 03:35:20', NULL),
(4, 'test logu2', 'logudotcom@gmail.com', NULL, 1, '$2y$10$LTxcaRH0mCOVUVDCch3ZK.8wloOXTnl1E0Hdpn5YUo2lhT4wojfRG', NULL, NULL, NULL, NULL, 'active', 0, NULL, NULL, NULL, '2022-11-07 01:47:21', '2022-11-07 01:47:21', NULL),
(5, 'test 123', 'test@test.com', NULL, 1, '$2y$10$2DMMj2IYnMmSC7Hys4KZku0o/VAi/9HgwSUHJ1KW.jx.yQpi/wtp.', NULL, '1231231231', 'BOSCOITS, GUEZOU NAGAR', 'Test Test', 'active', 1, '<p>sdfsdf</p>', NULL, '2022-11-10 22:26:33', '2022-11-07 01:52:56', '2022-11-11 22:50:41', NULL),
(6, 'logan8', 'test1@test.com', NULL, 1, '$2y$10$Yq7eN9X7HvE4yhb601nmV.t6YKqNNxzvet7l5Z.Rk1HezBMlJEDuG', NULL, NULL, NULL, NULL, 'inactive', 0, NULL, NULL, NULL, '2022-11-07 17:41:33', '2022-11-07 17:41:33', NULL),
(7, 'Punitha', 'punitha@gmail.com', NULL, 1, '$2y$10$FYf9wqoFOuJVn7303YcayuuACoa3ehMgne3ef807KZ4aycRycJYB.', NULL, '8978898977', 'test', NULL, 'active', 1, 'testlj s', '2022-11-15 19:43:20', '2022-11-18 08:17:47', '2022-11-16 07:43:20', '2022-11-18 08:17:47', NULL),
(8, 'JAMES CLEAR', 'james@gmail.com', NULL, 1, '$2y$10$azcTcZMHz1staegt2WMF6ut.byxkeRb1UVUpiKbLLmwjQ5yShvCfK', NULL, '9090909091', '132, My Street, Kingston', NULL, 'active', 1, 'I’ve been writing at JamesClear.com about habits, decision making, and continuous improvement since 2012. I’m the author of the #1 New York Times bestseller, Atomic Habits, which has sold more than 9 million copies worldwide and has been translated into more than 50 languages. I’m also known for my popular 3-2-1 newsletter, which is sent out each week to more than 2 million subscribers. Click here to learn more and sign up.', '2022-11-17 23:07:01', '2022-11-17 23:46:59', '2022-11-17 23:07:01', '2022-11-17 23:46:59', NULL),
(9, 'SHARVINA Y', 'sharvina@gmail.com', NULL, 1, '$2y$10$oe67xWc3FtEBbzWARdyXi.e0tiQzs9137tWeFptdyr.UqraFj4cl6', NULL, '876868686', '3b Sector 10, Tcc Colony  Delhi, Haryana, 121001', NULL, 'active', 1, 'Hi! I\'m Sharvina Y. (nickname Sharvi). Here, you\'ll find tips on life, self-improvement, and self-care. You may visit the \'About\' page on my blog for more details.', '2022-11-17 23:08:36', '2022-11-18 04:06:53', '2022-11-17 23:08:36', '2022-11-18 04:06:53', NULL),
(10, 'MARK MANSON', 'mark@gmail.com', NULL, 0, '$2y$10$fKnnX3WTjaypd4wEgiRXCOStF4FVU.zfKY8ng1soQNdq..X0zN1z2', NULL, NULL, NULL, NULL, 'inactive', 0, NULL, '2022-11-17 23:11:43', NULL, '2022-11-17 23:11:43', '2022-11-17 23:11:43', NULL),
(11, 'Arlin Cuncic', 'Arlin@gmail.com', NULL, 1, '$2y$10$CZjkcrlxHhJOmprsEIxXju8B7woR2ZmVXrsJ43yhAZaiqCL1QMLUS', NULL, '8978897897', 'Southampton,Hampshire,United Kingdom', NULL, 'active', 1, '<p>If contributing guest posts is part of your content distribution and promotion strategy, you&#39;re probably familiar with the following scenario: You write a great article for a guest publication, and at the end, you&rsquo;re compensated with a teeny, tiny paragraph about yourself.</p>', '2022-11-17 23:21:29', '2022-11-22 01:47:46', '2022-11-17 23:21:29', '2022-11-22 01:47:46', NULL),
(12, 'Alison Kero', 'alison@gmail.com', NULL, 1, '$2y$10$vRGh.EY8zRNmTOY6omDhseKnvyHafAsikVc2a496z/Sn4oJXiqEPC', NULL, '6868989789', 'Switzerland', NULL, 'active', 1, 'Alison Pick is the author of three novels (The Sweet Edge, Far to Go, and Strangers With the Same Dream), two poetry collections and one memoir (Between Gods). She was born in Toronto, Ontario and grew up in Kitchener. In 1999, she graduated from the University of Guelph with a B.A. in psychology. Pick received her MA in Philosophy from Memorial University in Newfoundland. During her teenage years, Pick discovered that her father\'s Czech family was originally Jewish although he had been raised a Christian.[6] Pick herself later converted to Judaism.[7]\r\n\r\nPick\'s novel Far to Go won the Canadian Jewish Book Award and was nominated for the 2011 Man Booker Prize. The novel has been optioned for film by House of Films, with a screenplay written by Hannah Moscovitch and Rosa Laborde.', '2022-11-17 23:23:04', '2022-11-22 02:02:11', '2022-11-17 23:23:04', '2022-11-22 02:02:11', NULL),
(13, 'Punitha Test', 'punitha123@gmail.com', NULL, 1, '$2y$10$fvFCkYUQ4azcA5ZwekHYX.mlJqK0w0Fd.TblYDgUVeH7Yoi2u1DHS', NULL, '5644644645', 'Sample address', 'Chennai', 'inactive', 1, '<p>Sample data for testing&nbsp;</p>', '2022-11-21 04:21:01', '2022-11-21 06:40:54', '2022-11-21 04:21:01', '2022-11-22 05:32:10', NULL);

--
-- Indexes for dumped tables
--

--
-- Indexes for table `academic_titles`
--
ALTER TABLE `academic_titles`
  ADD PRIMARY KEY (`id`),
  ADD UNIQUE KEY `academic_titles_name_unique` (`name`);

--
-- Indexes for table `academic_title_user`
--
ALTER TABLE `academic_title_user`
  ADD KEY `user_id_fk_7527217` (`user_id`),
  ADD KEY `academic_title_id_fk_7527217` (`academic_title_id`);

--
-- Indexes for table `area_of_expertises`
--
ALTER TABLE `area_of_expertises`
  ADD PRIMARY KEY (`id`),
  ADD UNIQUE KEY `area_of_expertises_name_unique` (`name`);

--
-- Indexes for table `area_of_expertise_user`
--
ALTER TABLE `area_of_expertise_user`
  ADD KEY `user_id_fk_7527216` (`user_id`),
  ADD KEY `area_of_expertise_id_fk_7527216` (`area_of_expertise_id`);

--
-- Indexes for table `countries`
--
ALTER TABLE `countries`
  ADD PRIMARY KEY (`id`);

--
-- Indexes for table `keywords`
--
ALTER TABLE `keywords`
  ADD PRIMARY KEY (`id`);

--
-- Indexes for table `keyword_research_article`
--
ALTER TABLE `keyword_research_article`
  ADD KEY `research_article_id_fk_7528019` (`research_article_id`),
  ADD KEY `keyword_id_fk_7528019` (`keyword_id`);

--
-- Indexes for table `media`
--
ALTER TABLE `media`
  ADD PRIMARY KEY (`id`),
  ADD UNIQUE KEY `media_uuid_unique` (`uuid`),
  ADD KEY `media_model_type_model_id_index` (`model_type`,`model_id`),
  ADD KEY `media_order_column_index` (`order_column`);

--
-- Indexes for table `migrations`
--
ALTER TABLE `migrations`
  ADD PRIMARY KEY (`id`);

--
-- Indexes for table `notifications`
--
ALTER TABLE `notifications`
  ADD PRIMARY KEY (`id`);

--
-- Indexes for table `notification_members`
--
ALTER TABLE `notification_members`
  ADD PRIMARY KEY (`id`);

--
-- Indexes for table `password_resets`
--
ALTER TABLE `password_resets`
  ADD KEY `password_resets_email_index` (`email`);

--
-- Indexes for table `permissions`
--
ALTER TABLE `permissions`
  ADD PRIMARY KEY (`id`);

--
-- Indexes for table `permission_role`
--
ALTER TABLE `permission_role`
  ADD KEY `role_id_fk_7527206` (`role_id`),
  ADD KEY `permission_id_fk_7527206` (`permission_id`);

--
-- Indexes for table `personal_access_tokens`
--
ALTER TABLE `personal_access_tokens`
  ADD PRIMARY KEY (`id`),
  ADD UNIQUE KEY `personal_access_tokens_token_unique` (`token`),
  ADD KEY `personal_access_tokens_tokenable_type_tokenable_id_index` (`tokenable_type`,`tokenable_id`);

--
-- Indexes for table `research_articles`
--
ALTER TABLE `research_articles`
  ADD PRIMARY KEY (`id`),
  ADD KEY `countries_id_fk_863123` (`countries_id`),
  ADD KEY `author_user_id_fk_652313` (`author_user_id`),
  ADD KEY `approved_user_id_fk_652313` (`approved_user_id`);

--
-- Indexes for table `research_article_scientific_area`
--
ALTER TABLE `research_article_scientific_area`
  ADD KEY `research_article_id_fk_7528020` (`research_article_id`),
  ADD KEY `scientific_area_id_fk_7528020` (`scientific_area_id`);

--
-- Indexes for table `roles`
--
ALTER TABLE `roles`
  ADD PRIMARY KEY (`id`);

--
-- Indexes for table `role_user`
--
ALTER TABLE `role_user`
  ADD KEY `user_id_fk_7527215` (`user_id`),
  ADD KEY `role_id_fk_7527215` (`role_id`);

--
-- Indexes for table `scientific_areas`
--
ALTER TABLE `scientific_areas`
  ADD PRIMARY KEY (`id`);

--
-- Indexes for table `users`
--
ALTER TABLE `users`
  ADD PRIMARY KEY (`id`),
  ADD UNIQUE KEY `users_email_unique` (`email`);

--
-- AUTO_INCREMENT for dumped tables
--

--
-- AUTO_INCREMENT for table `academic_titles`
--
ALTER TABLE `academic_titles`
  MODIFY `id` bigint(20) UNSIGNED NOT NULL AUTO_INCREMENT, AUTO_INCREMENT=17;

--
-- AUTO_INCREMENT for table `area_of_expertises`
--
ALTER TABLE `area_of_expertises`
  MODIFY `id` bigint(20) UNSIGNED NOT NULL AUTO_INCREMENT, AUTO_INCREMENT=21;

--
-- AUTO_INCREMENT for table `countries`
--
ALTER TABLE `countries`
  MODIFY `id` bigint(20) UNSIGNED NOT NULL AUTO_INCREMENT, AUTO_INCREMENT=253;

--
-- AUTO_INCREMENT for table `keywords`
--
ALTER TABLE `keywords`
  MODIFY `id` bigint(20) UNSIGNED NOT NULL AUTO_INCREMENT, AUTO_INCREMENT=675;

--
-- AUTO_INCREMENT for table `media`
--
ALTER TABLE `media`
  MODIFY `id` bigint(20) UNSIGNED NOT NULL AUTO_INCREMENT;

--
-- AUTO_INCREMENT for table `migrations`
--
ALTER TABLE `migrations`
  MODIFY `id` int(10) UNSIGNED NOT NULL AUTO_INCREMENT, AUTO_INCREMENT=26;

--
-- AUTO_INCREMENT for table `notifications`
--
ALTER TABLE `notifications`
  MODIFY `id` int(10) UNSIGNED NOT NULL AUTO_INCREMENT, AUTO_INCREMENT=57;

--
-- AUTO_INCREMENT for table `notification_members`
--
ALTER TABLE `notification_members`
  MODIFY `id` int(10) UNSIGNED NOT NULL AUTO_INCREMENT, AUTO_INCREMENT=58;

--
-- AUTO_INCREMENT for table `permissions`
--
ALTER TABLE `permissions`
  MODIFY `id` bigint(20) UNSIGNED NOT NULL AUTO_INCREMENT, AUTO_INCREMENT=64;

--
-- AUTO_INCREMENT for table `personal_access_tokens`
--
ALTER TABLE `personal_access_tokens`
  MODIFY `id` bigint(20) UNSIGNED NOT NULL AUTO_INCREMENT;

--
-- AUTO_INCREMENT for table `research_articles`
--
ALTER TABLE `research_articles`
  MODIFY `id` bigint(20) UNSIGNED NOT NULL AUTO_INCREMENT, AUTO_INCREMENT=43;

--
-- AUTO_INCREMENT for table `roles`
--
ALTER TABLE `roles`
  MODIFY `id` bigint(20) UNSIGNED NOT NULL AUTO_INCREMENT, AUTO_INCREMENT=3;

--
-- AUTO_INCREMENT for table `scientific_areas`
--
ALTER TABLE `scientific_areas`
  MODIFY `id` bigint(20) UNSIGNED NOT NULL AUTO_INCREMENT, AUTO_INCREMENT=17;

--
-- AUTO_INCREMENT for table `users`
--
ALTER TABLE `users`
  MODIFY `id` bigint(20) UNSIGNED NOT NULL AUTO_INCREMENT, AUTO_INCREMENT=14;

--
-- Constraints for dumped tables
--

--
-- Constraints for table `academic_title_user`
--
ALTER TABLE `academic_title_user`
  ADD CONSTRAINT `academic_title_id_fk_7527217` FOREIGN KEY (`academic_title_id`) REFERENCES `academic_titles` (`id`) ON DELETE CASCADE,
  ADD CONSTRAINT `user_id_fk_7527217` FOREIGN KEY (`user_id`) REFERENCES `users` (`id`) ON DELETE CASCADE;

--
-- Constraints for table `area_of_expertise_user`
--
ALTER TABLE `area_of_expertise_user`
  ADD CONSTRAINT `area_of_expertise_id_fk_7527216` FOREIGN KEY (`area_of_expertise_id`) REFERENCES `area_of_expertises` (`id`) ON DELETE CASCADE,
  ADD CONSTRAINT `user_id_fk_7527216` FOREIGN KEY (`user_id`) REFERENCES `users` (`id`) ON DELETE CASCADE;

--
-- Constraints for table `keyword_research_article`
--
ALTER TABLE `keyword_research_article`
  ADD CONSTRAINT `keyword_id_fk_7528019` FOREIGN KEY (`keyword_id`) REFERENCES `keywords` (`id`) ON DELETE CASCADE,
  ADD CONSTRAINT `research_article_id_fk_7528019` FOREIGN KEY (`research_article_id`) REFERENCES `research_articles` (`id`) ON DELETE CASCADE;

--
-- Constraints for table `permission_role`
--
ALTER TABLE `permission_role`
  ADD CONSTRAINT `permission_id_fk_7527206` FOREIGN KEY (`permission_id`) REFERENCES `permissions` (`id`) ON DELETE CASCADE,
  ADD CONSTRAINT `role_id_fk_7527206` FOREIGN KEY (`role_id`) REFERENCES `roles` (`id`) ON DELETE CASCADE;

--
-- Constraints for table `research_articles`
--
ALTER TABLE `research_articles`
  ADD CONSTRAINT `approved_user_id_fk_652313` FOREIGN KEY (`approved_user_id`) REFERENCES `users` (`id`) ON DELETE CASCADE,
  ADD CONSTRAINT `author_user_id_fk_652313` FOREIGN KEY (`author_user_id`) REFERENCES `users` (`id`) ON DELETE CASCADE,
  ADD CONSTRAINT `countries_id_fk_863123` FOREIGN KEY (`countries_id`) REFERENCES `countries` (`id`) ON DELETE CASCADE;

--
-- Constraints for table `research_article_scientific_area`
--
ALTER TABLE `research_article_scientific_area`
  ADD CONSTRAINT `research_article_id_fk_7528020` FOREIGN KEY (`research_article_id`) REFERENCES `research_articles` (`id`) ON DELETE CASCADE,
  ADD CONSTRAINT `scientific_area_id_fk_7528020` FOREIGN KEY (`scientific_area_id`) REFERENCES `scientific_areas` (`id`) ON DELETE CASCADE;

--
-- Constraints for table `role_user`
--
ALTER TABLE `role_user`
  ADD CONSTRAINT `role_id_fk_7527215` FOREIGN KEY (`role_id`) REFERENCES `roles` (`id`) ON DELETE CASCADE,
  ADD CONSTRAINT `user_id_fk_7527215` FOREIGN KEY (`user_id`) REFERENCES `users` (`id`) ON DELETE CASCADE;
COMMIT;

