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OMG-OCUP-300 OMG-Certified UML Professional Advanced (OMG-OCUP2-ADV300)
Examination Number: OMG-OCUP-300
Duration: 90 minutes for residents of English-speaking countries; 120 minutes for all others
Number of questions: 58
Minimum Passing Score: 29
The UML 2 Advanced certification test tests an individual's knowledge on the complete UML palette of elements and attributes available for modeling structure and behavior in up to the largest of system models as well as metamodeling based on other specifications in the UML family (Alf, fUML and MOF). With a UML 2 Advanced certification, a model builder is the company UML guru at the highest level of technical management, leading workgroups and presentations, making decisions on analysis, design and development proposals and evaluating their results.
Common Structure 21%
The MOF & Metamodeling 12%
Structured Classifiers 8%
Common Behavior 3%
Backus-Naur Form (BNF)
• This test uses BNF where appropriate to specify textual notation, similar to the way it is used in the UML
specification itself. BNF is defined in Ch. 6 on page 9 (UML 2.5 Specification, Beta 1). Also in Ch. 6 is a
(very!) brief description of execution scope, a term that will be used later in several contexts.
• Every first-level subsection of the UML specification starts with a UML diagram labeled Abstract Syntax.
The OCUP 2 exams do not ask about these diagrams explicitly, but they are good examples of the
language you're studying(!) and represent the relationships linking the elements to be presented in the
sections that follow in a particularly clear and concise way. As an Advanced candidate, you presumably
know how to read these diagrams and use the information they display. If you don't have this skill, you
should develop it. It will provide an advantage to your study, and your work in the field at this level.
CHAPTER 7: COMMON STRUCTURE
• 7.3 Templates -
o Add Templates. Postponed until now, Templates and the many elements that support them are
covered at this Advanced level. Coverage is fairly complete, encompassing elements and
attributes defined for Templates here in Section 7.3 and later on (String Expressions and Name
Expressions, e.g.; most have "Template" somewhere in their names). There are many of these
scattered throughout the specification but we will not point out, for each, that it is now included.
We will, however, specifically mention the following:
o Add Template Signatures, Template Bindings, Bound Element Semantics, and Template Notation
• 7.4 Namespaces - Add:
o NamedElement association with StringExpression, and having both a name and a
• 7.7 Dependencies - Add:
CHAPTER 8: VALUES
• 8.3 Add: String Expressions
CHAPTER 9: CLASSIFICATION
• 9.2 Classifiers
o Classifiers: Add Classifier may own CollaborationUses and UseCases
o Substitution: All
• 9.2.4 Notation: NOTE: UML allows a conforming tool to suppress the drawing of individual compartments
or features of a classifier. Scenarios in this examination may use this ability.
• 9.3 Classifier Templates:All
• 9.4 Features:Add: concurrency property, effect property, notation of feature redefinitions
• 9.5 Properties: Add: Note the reference to qualifiers. Add ternary and higher-order associations,
redefinition, composition and transitive deletion, subsettedproperty, isDerivedUnion.
• 9.6 Operations: AddfeaturingClassifier, isQuery, owning classifier context
• 9.7 Generalization Sets - Add: powertypes
CHAPTER 11: STRUCTURED CLASSIFIERS
• 11.2 Structured Classifiers: Add: contracts, n-ary Connectors
• 11.4 Classes: Add: the stereotype «Metaclass»
• 11.5 Associations:Add: n-ary Associations (n>2), Subsetting, Specialization, qualifiers and qualified
Association end, derivation of an Association, navigability via Class:ownedAttribute and
• 11.6 Components:Add:Profiles based around components, wiring dependency, details of the "white-box"
view beyond the treatment at Intermediate level, execution time semantics of a Connector, and
«Specification» and «Realization» stereotypes
• 11.7 Collaborations:Add:extension of collaborationRole in a specialization
CHAPTER 12: PACKAGES
• 12.3 Profiles:Includes All exceptMOF-equivalent semantics and non-UML metamodels. Also exclude XMI
CHAPTER 13: COMMON BEHAVIOR
• 13.2 Behaviors Add:reentrant Behavior, Function Behavior, Behavior owned as a nestedClassifier
• 13.3 Events Add: Event handling by context object, event pool, wait point, SignalBroadcastAction
CHAPTER 14: STATEMACHINES
• 14.2 Behavior StateMachines: Add:event pool
• 14.3 StateMachine Redefinition: All
• 14.4 Protocol StateMachines:Add: Declarative and Executable ProtocolStateMachines, use of
sophisticated forms of modeling as detailed in the section, multiple ProtocolStateMachines per Classifier,
use of other types of events, ProtocolStateMachine refinement, Protocol Conformance. NOTE:
Unexpected trigger reception and unexpected behavior will not be covered in OCUP 2.
CHAPTER 15: ACTIVITIES
• 15.2 Activities:
o Activities and Activity Nodes:Add: isControlType
o Activity Edges: Add:Object tokens flowing over ControlFlow edges, object tokens accepted by
ExecutableNodes, managing contention between multiple nodes, the weight property
o Object Flows: Add:remainder of subsection. (Basic definition and null token already covered.)
o Variables: All Exceptthe discussion of variable setting in the Note paragraph.
o Activity Execution:Add:remainder of subsection. (Material preceding isSingleExecution has
already been covered.)
o Activity Generalization:All.
• 15.3 Control Nodes
o Decision Nodes:Add: decisionInput behavior, Parameters, and guards on multiple outgoing
• 15.4 Object Nodes
o Object Nodes:AddupperBound, ordering, selection Behavior
o Activity Parameter Nodes:Add:effect of ordering
o Data Store Nodes:Add: selection and transformation
• 15.5 Executable Nodes
o Executable Nodes:Add: concurrent execution
o Exceptions and Exception Handlers: All
• 15.6 Activity Groups
o Activity Partitions:Add:the descriptive text about preparation of descriptive models for review
o Interruptible Activity Regions:Add: isSingleExecution
CHAPTER 16: ACTIONS
• 16.1 Summary: Add dependence of Actions on Activities, basic definition of concrete syntax, and of
• 16.2 Actions:
o Actions: Add isLocallyReentrant and isReentrant.
o Pins: Add ordering and isOrdered, token behavior on StructuredActivityNodes, fromActions
o Actions and Pins in Activities:Add:disallowing of acceptance of more tokens than will be
consumed by one execution of an Action, isLocallyReentrant, isControl, isControlType.
• 16.3 Invocation Actions
o Call Actions: AddStartObjectBehaviorAction, classifierBehavior, non-reentrant and reentrant
Behavior, matching owned Parameters to Pins by ordering
o Send Actions: BroadcastSignalAction, SendObjectAction, ordering of owned and inherited
Properties of a Signal, effects of local or remote target object.
o Invocation Actions and Ports:All
• 16.4 Object Actions
o Summary: All
o ValueSpecificationAction: All
• 16.5 - 16.9: Material in these sections is not covered in OCUP 2.
• 16.10 Accept Event Actions
o Accept Call Actions: Add triggering by an asynchronous call, method behavior caveat
o Reply Actions:All
• 16.11 Structured Actions
o Structured Activity Nodes:Add: Variables, semantics of activity edge when contained or not
contained by a StructuredActivityNode
o Isolation: All
• 16.13 Other Actions
o Raise Exception Actions:All
CHAPTER 17: INTERACTIONS
• 17.1 Summary
o Interactions in detailed design phase, all discussion of role of interactions, interleaving
o NOTE THATALL discussion of disallowed or invalid traces in this chapter is included. This
Coverage Map does not list specific references to disallowed or invalid traces.
o Interaction Diagram Variants: Add Interaction Overview Diagram
• 17.2 Interactions
o Add Specializing and redefining an Interaction
• 17.3 Lifelines
o Add coregion
• 17.4 Messages
o Add representation of ConnectableElement with a Type, wildcard argument
o Messages: Add assignment-target, value-specification
o Notation: As in all other sections, notation of covered elements is included automatically. For this
subsection, which includes some notation for elements not mentioned previously, we point out
that All of the notation section is included.
• 17.5 Occurrences
o General Orderings:All
• 17.6 Fragments
o Consider Ignore Fragments:All
o Negative: All
o Critical Region:All
o Ignore/Consider: All
• 17.7 Interaction Uses
o Notation: InteractionUse, CollaborationUse, strict, and return value
• 17.8 Sequence Diagrams
o Sequence Diagram Notation:AddContinuation, coregion
o Graphic Paths: Add GeneralOrdering
• 17.9 Communication Diagrams
o Sequence expression:Additeration notation for concurrent execution
• 17.10 Interaction Overview Diagrams: All
CHAPTER 18: USE CASES
• 18.1.3 Semantics
o Use Cases and Actors:Adddescription through a Collaboration; being owned by a Classifier.
CHAPTER 19: DEPLOYMENTS
• 19.1 Summary: Add:extending the package
• 19.2 Deployments Add: extending in profiles, Property and InstanceSpecification as targets
• 19.3 Artifacts Add: organizing into composition hierarchies, extending especially as profiles
CHAPTER 20: INFORMATION FLOWS
• 20.1 InformationFlows
o Add InformationFlow sources and targets, channels, InformationItems
COVERAGE OF METAMODELING INCLUDES THESE TOPICS:
Our coverage of metamodeling and the functionality that it enables (executable UML, e.g.) is intended as a survey,
and the experts who wrote the test questions did not expect you to study these specifications in enough depth to
be able to work with the language. Learn the basics of these Topics well and try to retain this knowledge as your
modeling work evolves so that, when you come to a point in a project that calls for metamodeling or generating a
UML model intended for execution, you know where to look for solutions.
OMG-Certified UML Professional Advanced (OMG-OCUP2-ADV300) OMG (OMG-OCUP2-ADV300) thinking
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OMG-Certified UML Professional(R) Advanced
https://killexams.com/pass4sure/exam-detail/OMG-OCUP-300 Answer: A Question: 127
Which situations would result in errors when executing a ReclassifyObjectAction on an
object? (Choose two)
A. All classifiers are removed from the object.
B. A new classifier is an abstract class.
C. The old and new classifiers are identical.
D. No new classifiers are supplied.
E. An old classifier does not already classify the object.
F. A new classifier already classifies the object. Answer: A, B Question: 128
How is a power type indicated in a diagram?
A. as a generalization set labeled with a colon followed by a classifier name
B. as an association line labeled <>
C. as a generalization set labeled <>
D. as a generalization set labeled with a colon followed by the label <>
E. as a classifier labeled <> Answer: A Question: 129
An employee inadvertently removed all of the ownedMembers of the new BoosterMotor
component from his company's development repository. The next day, the manager was
unable to find some pieces of the BoosterMotor component's specification. What pieces
could the manager no longer find? (Choose two)
A. failure mode use cases
B. the launch assembly housing the BoosterMotor
C. test scripts for the rocket sled simulation
D. the component repository
E. the component's isIndirectlyInstantiated attribute
46 Answer: A, C Question: 130
What does a collaboration occurrence describe?
A. a particular aspect of a collaboration
B. the instantiation of the pattern specified by the corresponding collaboration
C. an object that is an instance of a collaboration
D. a collaboration that contains a set of real instances (as opposed to roles) Answer: B Question: 131
What is true about an information flow?
A. requires that a relationship (dependency, association, connector, etc.) does not exist
between sources and targets
B. defines the order in which information is exchanged
C. may directly indicate a concrete element such as a class, and is conveyed instead of
using an information item
D. requires that a relationship (dependency, association, connector, etc.) exists between
sources and targets Answer: C Question: 132
What does a Property become in the Deployment Nodes package?
A. an artifact in an ExecutionEnvironment
B. a deployment target, in all cases
C. a deployment target only if it is a node embedded inside a containing node
D. an instance specification
E. another property
F. a containing node only if it is a node embedded inside a deployment target Answer: C
47 Question: 133
What happens if the explicit context declaration is omitted from an OCL statement on a
A. Nearest operation is made the context.
B. Nearest classifier is made the context.
C. Context may be specified by a dashed line.
D. Last identified context is used.
E. Statement is malformed. Answer: C Question: 134
Which classifiers may NOT realize an InformationItem?
F. Class Answer: C
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Sometimes people look for meaning in strange places, that’s because the brain is designed to pick up on patterns. Making such connections helped our ancestors survive what they didn’t fully understand—for instance, they learned not to eat a certain kind of berry or they would die. Seeing patterns also gives an illusion of control, conferring some comfort by eliminating unwanted surprises. Humans look for superstitions, lucky numbers, coincidences, synchronicities, among other forms of thinking.
Superstitions come in many forms and they appear across cultures. In Portugal, for example, people walk backward so the devil will not know where they’re heading. In Middle Eastern countries, people hang blue colored amulets in the shape of an eye, which will ward off curses made through a malicious glare. In the U.S., people knock on wood, cross fingers, avoid crossing the path of black cats, walk under ladders, among other habits.
Everyone experiences some form of fate, some more powerful than others. For example, a person may think about a long-lost friend, one who has not come to mind for years. And then, at the same time, the bygone friend reemerges through a phone call or a text seemingly out of nowhere.
A belief that, like coincidences, life's events are not random but deeply ordered. People who believe in synchronicity see events in life as connected, and that there is no cause and effect. People feel that everything happens for a reason, that there is a grand plan, and that there is someone pulling all the cosmic strings.
What is magical contagion?
Magical thinking extends to the idea of magical contagion. It is the notion that we can pass the magic along. Hence, the reason why so many people wanted to touch Mother Theresa when in her presence. Another good example of such contagion are high-profile celebrity auctions. The estate of Marilyn Monroe auctioned off the actress's personal belongings for $13 million, and the winning bid for just one hat worn by Prince was $32,000. We’ll all take a piece of the magic.
A sugar pill can deliver powerful medicinal results. Studies show that a patient who is exposed to sham treatment (without their knowledge) can feel the alleviation of pain, as well as enjoy a boost of immunity.
Tue, 07 Nov 2023 18:21:00 -0600en-UStext/htmlhttps://www.psychologytoday.com/us/basics/magical-thinkingWhy Critical Thinking Matters in Your Business
Many professionals hope to pursue careers they’re passionate about so they can find joy and meaning in their work. Caring deeply about your work is vital for engagement and productivity, but balancing emotions with critical thinking is essential in the workplace.
When employees engage in critical thinking, they use an independent, reflective thought process to evaluate issues and solve problems based on knowledge and objective evidence.
Critical thinking skills can guide your organization toward success, but to truly maximize the problem-solving benefits of critical thinking, it’s crucial to teach this skill to your entire team. We’ll explore critical thinking skills and how to teach them in the workplace to help your business Strengthen its decision-making and problem-solving.
What is critical thinking?
Jen Lawrence, co-author of Engage the Fox: A Business Fable About Thinking Critically and Motivating Your Team, defines critical thinking as “the ability to solve problems effectively by systematically gathering information about an issue, generating further ideas involving a variety of perspectives, evaluating the information using logic, and making sure everyone involved is on board.”
This is a complex definition for a challenging concept. Though critical thinking might seem as straightforward as stepping back and using a formal thinking process instead of reacting instinctively to conflicts or problems, it is actually a much more challenging task.
Critical thinking’s ultimate goal is ensuring you have the best answer to a problem with maximum buy-in from all parties involved – an outcome that will ultimately save your business time, money and stress.
Why is critical thinking essential in the workplace?
Critical thinking in the workplace guarantees objective and efficient problem-solving, ultimately reducing costly errors and ensuring that your organization’s resources are used wisely. Team members employing critical thinking can connect ideas, spot errors and inconsistencies, and make the best decisions most often.
Employees with critical thinking are also more likely to accomplish the following:
Thinking outside the box
Coming up with creative solutions to sudden problems
Critical thinking is a soft skill that comprises multiple interpersonal and analytical abilities and attributes. Here are some essential critical thinking skills that can support workforce success.
Observation: Employees with critical thinking can easily sense and identify an existing problem – and even predict potential issues – based on their experience and sharp perception. They’re willing to embrace multiple points of view and look at the big picture.
Analytical thinking: Analytical thinkers collect data from multiple sources, reject bias, and ask thoughtful questions. When approaching a problem, they gather and double-check facts, assess independent research, and sift through information to determine what’s accurate and what can help resolve the problem.
Open-mindedness: Employees who demonstrate critical thinking are open-minded – not afraid to consider opinions and information that differ from their beliefs and assumptions. They listen to colleagues; they can let go of personal biases and recognize that a problem’s solution can come from unexpected sources.
Problem-solving attitude: Critical thinkers possess a positive attitude toward problem-solving and look for optimal solutions to issues they’ve identified and analyzed. They are usually proactive and willing to offer suggestions based on all the information they receive. [Related article:How to Develop a Positive Attitude in the Workplace]
Communication: When managers make a decision, they must share it with the rest of the team and other stakeholders. Critical thinkers demonstrate excellent communication skills and can provide supporting arguments and evidence that substantiate the decision to ensure the entire team is on the same page.
What are the benefits of critical thinking in the workplace?
Many workplaces operate at a frantic tempo that reinforces hasty thinking and rushed business decisions, resulting in costly mistakes and blunders. When employees are trained in critical thinking, they learn to slow the pace and gather crucial information before making decisions.
Along with reducing costly errors, critical thinking in the workplace brings the following benefits:
Critical thinking improves communication. When employees think more clearly and aren’t swayed by emotion, they communicate better. “If you can think more clearly and better articulate your positions, you can better engage in discussions and make a much more meaningful contribution in your job,” said David Welton, managing partner at Grove Critical Thinking.
Critical thinking boosts emotional intelligence. It might seem counterintuitive to associate analytical rationality with emotional intelligence. However, team members who possess critical thinking skills are less prone to rash, emotion-driven decisions. Instead, they take time to analyze the situation and make the most informed decision while being mindful and respectful of the emotional and ethical implications.
Critical thinking encourages creativity. Critical thinkers are open to new ideas and perspectives and accumulate a significant amount of information when facing decisions. Because of this, they’re more likely to come up with creative solutions. They are also curious and don’t shy away from asking open-ended questions.
Critical thinking saves time and money. By encouraging critical thinking in the workplace, you minimize the need for supervision, catch potential problems early, promote independence and initiative, and free managers to focus on other duties. All this helps your company save valuable time and resources.
Critical thinking skills are essential for dealing with difficult customers because they help your team make informed decisions while managing stressful situations.
How do you teach critical thinking in the workplace?
Experts agree that critical thinking is a teachable skill. Both Lawrence and Welton recommend exploring critical thinking training programs and methods to Strengthen your workplace’s critical thinking proficiency. Here’s a breakdown of how to teach critical thinking in the workplace:
Identify problem areas. Executives and managers should assess workplace areas most lacking in critical thinking. If mistakes are consistently made, determine whether the issue is a lack of critical thinking or an inherent issue with a team or process. After identifying areas that lack critical thinking, research the type of training best suited to your organization.
Start small. Employees newly embracing critical thinking might have trouble tackling large issues immediately. Instead, present them with smaller challenges. “Start practicing critical thinking as a skill with smaller problems as examples, and then work your way up to larger problems,” Lawrence said.
Act preemptively. Teaching and implementing critical thinking training and methodology takes time and patience. Lawrence emphasized that critical thinking skills are best acquired during a time of calm. It might feel urgent to seek critical thinking during a crisis, but critical thinking is a challenging skill to learn amid panic and stress. Critical thinking training is best done preemptively so that when a crisis hits, employees will be prepared and critical thinking will come naturally.
Allow sufficient time. From a managerial perspective, giving employees extra time on projects or problems might feel stressful in the middle of deadlines and executive pressures. But if you want those working for you to engage in critical thinking processes, it’s imperative to provide them ample time. Allowing employees sufficient time to work through their critical thinking process can save the company time and money in the long run.
How do you identify successful critical thinking?
Successful critical thinking happens during a crisis, not after.
Lawrence provided an example involving restaurants and waitstaff: If a customer has a bad experience at a restaurant, a server using critical thinking skills will be more likely to figure out a solution to save the interaction, such as offering a free appetizer or discount. “This can save the hard-earned customer relationship you spent a lot of marketing dollars to create,” Lawrence said. This concept is applicable across many business and organizational structures.
You should also be aware of signs of a lack of critical thinking. Lawrence pointed out that companies that change strategy rapidly, moving from one thing to the next, are likely not engaging in critical thinking. This is also the case at companies that seem to have good ideas but have trouble executing them.
As with many issues in business, company leadership determines how the rest of the organization acts. If leaders have excellent ideas but don’t follow critical thinking processes, their team will not buy into those ideas, and the company will suffer. This is why critical thinking skills often accompany positive communication skills.
“Critical thinking doesn’t just help you arrive at the best answer, but at a solution most people embrace,” Lawrence said. Modeling critical thinking at the top will help the skill trickle down to the rest of the organization, no matter your company’s type or size.
To get your employees thinking critically, conduct employee surveys with well-designed questions to help them identify issues and solutions.
Critical thinking is the key to your business success
When critical thinking is actively implemented in an organization, mistakes are minimized, and operations run more seamlessly.
With training, time and patience, critical thinking can become a second-nature skill for employees at all levels of experience and seniority. The money, time and conflict you’ll save in the long run are worth the extra effort of implementing critical thinking in your workplace.
Rebecka Green contributed to the writing and reporting in this article. Source interviews were conducted for a previous version of this article.
Contributing Writer at businessnewsdaily.com
During her years as a professional business writer, Nadia Reckmann has written hundreds of articles with a focus on SMB strategy, operations, technology, and tools that are essential for business success. In addition to that, she creates content that helps small businesses and entrepreneurs Strengthen their marketing techniques, sales performance, and communication strategy. She also writes about CRM and other essential business software, team and project management, and productivity.
Mon, 23 Oct 2023 11:59:00 -0500entext/htmlhttps://www.businessnewsdaily.com/7532-critical-thinking-in-business.htmlSouth Carolina officer's quick thinking saves life of toddler who fell out of moving car on interstate
A crisis is adverted thanks to the swift action a South Carolina police officer took to help save the life of a 2-year-old girl who fell out of a moving vehicle onto the interstate.
North Charleston Police officer Jason Marzan(North Charleston Police Department)
"I was pretty close to where the call was and got there quick, Luckily, the car behind was a woman from Shaw Air Force Base and said she saw two things fly out, thinking it was a doll and when she realized it was a real baby, she was able to position their car to prevent any other vehicle from hitting the child in the roadway.
Marzan added that he and woman from the Air Force both applied a tourniquet to the toddler as she was missing half her right arm, from elbow down, to stop the bleeding before first responders arrived and transported her to a local hospital.
"My first thought is to make sure nothing else happens to this little girl. It just all kind of kicks in, you know. I have 21 years in the Army, retired. So it just kind of all comes to you, just quick reaction to it, do what’s first, do what’s best," Marzan said.
"I have 21 years in the Army, retired. So it just kind of all comes to you, just quick reaction to it, do what’s first, do what’s best"
"Speaking with the surgeon and the family at the hospital, they said if it was a minute later, that probably would have been a different story, and she most likely would not have survived. To be there knowing you helped save somebody, that they can live another day, especially a child that young, it is a little different," said Marzan.
Marzan says he was able to visit the toddler and family and stay in touch, even bringing her a Minnie Mouse ears and a special teddy bear with the police department badge.
"I'm just so thankful, you know, not all calls turn out like this or have a happy ending. This is probably one of the best things about wearing the badge," said Marzan.
Thu, 02 Nov 2023 13:21:00 -0500Fox Newsentext/htmlhttps://www.foxnews.com/lifestyle/south-carolina-officers-quick-thinking-saves-life-toddler-fell-moving-car-interstateOhio car theft suspect foiled by quick-thinking forklift operator who holds him 20 feet in the air
A man in Ohio sat about "20 feet off the ground" in a vehicle he allegedly tried to steal from a wrecking yard while waiting for police to arrive to arrest him.
Bodycam footage from Akron police shows the SUV still hanging in the air before it was gently lifted down, so officers could apprehend the suspect.
"What's your name, man?" one of the officers could be heard asking.
"None of your business, bro," the suspect in handcuffs said.
When the alleged car thief was asked his name by police, he responded, "None of your business, bro."(Akron Police Department via Storyful)
When told he was under arrest, the suspect asked for what and said he was running from someone.
The officer who caught the footage then goes to talk to employees at the business, identified by local TV station WOIO as Arlington Auto Wrecking, and the man who quickly drove the loader to hold the suspect said "this car's bouncing, Getting ready to flip off the forklift."
The 911 call was also obtained by WOIO.
"So, he’s still in the car about 20 feet in the air in the loader," the business employee told the dispatcher.
"Wonderful, that is the greatest thing I’ve ever heard," the 911 operator reportedly said with a laugh. "We, we will get somebody out to you."
"He broke into a car at the junkyard, and before he could get out, he's done it before, they got like a forklift, and they had him, I'm not kidding, like 20 feet off the ground, so when we got there he went right into custody," the officer said while others chuckled.
Funk was reportedly charged with criminal trespassing and possessing criminal tools.
Sun, 05 Nov 2023 21:10:00 -0600Fox Newsentext/htmlhttps://www.foxnews.com/us/ohio-car-theft-suspect-foiled-quick-thinking-forklift-operator-holds-him-20-feet-airI’ve Been Thinking…No result found, try new keyword!In case of abuse, There has been a lot to think about over these past 3+ weeks. I’ve been thinking of the people at the Nova Festival who were running for their lives for hours. We use that ...Sun, 29 Oct 2023 16:33:00 -0500en-UStext/htmlhttps://blogs.timesofisrael.com/ive-been-thinking/UChicago psychologist shares his No.1 brain hack for critical thinking and memory skills: Think in a foreign language
Speaking two languages doesn't just expand your ability to communicate globally.
It can make you more rational, Strengthen your decision-making skills and boost your memory, says University of Chicago psychology professor David Gallo.
"Having a lifetime experience in switching between languages exercises your brain in a way that monolinguals don't get," Gallo, the director of UChicago's Memory Research Laboratory, tells CNBC Make It. "Monolinguals don't develop as rich [mental] connections, and the ability to switch on and off different mental states."
Gallo's current work focuses on how speaking multiple languages can affect your cognition. Along with fellow UChicago psychology professor Boaz Keysar, he found something potentially counterintuitive: When you process information in your secondary language, you make more rational and logical decisions.
Conventional wisdom says you might struggle to make decisions in a language where you have less experience and vocabulary. Here's why it works anyway, according to Gallo.
Your second language presents a brain shortcut
Speaking in your native language is easy — and it can lull your brain into being less able to process information objectively, says Gallo.
Your emotions start to impede your rationality, speeding up your decision-making but making you more prone to mistakes, Gallo says. When that happens, you're stuck in a mindset Gallo refers to as "hot cognition," also known as "System 1 thinking."
Gallo likens the opposite mindset — cold cognition, or System 2 thinking — to the character of Spock from "Star Trek."
"He shuts off all of his emotions to try to be as logical and analytical as possible," Gallo says.
Such a mindset makes you more strategic, deliberate and careful, leading to fewer mistakes, he says — though it does mean you'll take longer to make decisions.
"When you are thinking in your second language, you are being very analytical and careful about the surface-level features of information," he explains. "And that, in turn, might put you in this mindset where you're being more logical and rational when approaching decision-making tasks."
Both mindsets are useful. You need hot cognition to make quick, split-second decisions, and cold cognition comes in handy in times of crisis or risk.
The problem: It can be tough to force your brain to think rationally when emotions are running high. Using your second language acts as a quick shortcut into "Spock mode," Gallo says.
It can help you avoid false memories and misinformation
The benefits of a second language extend beyond analytical thinking, says Gallo. People are more susceptible to misinformation and false memories — remembering something inaccurately, or something that never happened at all — when thinking in their native language, Gallo and Keysar's research found in July.
The effect was so strong that the ability to talk in a foreign language "completely eliminated" false memories, Gallo says.
The finding centers around a psychological concept called "memory monitoring," which is how your brain determines whether a memory actually happened or your brain made it up. Memory is somewhat malleable: Your feelings during an event can shift how you remember it afterward, for example.
"It's not just that you are better able to monitor your memory [when using your second language] but it seems like you're being so analytical that you're not even fooled by that misinformation anymore," says Gallo.
Speaking multiple languages can also enhance communication in the workplace, increase productivity and improve concentration, suggests a 2019 survey from language software company Rosetta Stone.
How to leverage the shortcut most effectively
Speaking multiple languages doesn't inherently make someone more rational, Gallo cautions. And if you aren't fluent in your second language, you can miss critical information or slow down your decision-making speed.
But when you're trying to make a tough decision, or remember a piece of information, try thinking about it in a different language, Gallo recommends.
If you don't know multiple languages, his advice is simpler: Learn a new one. Encourage your kids to grow up learning multiple languages, too. Within older adults, bilinguals may fare better than monolinguals against aging-related cognitive decline, says Gallo.
Disclaimer: The box office figures are compiled from various sources and our own research. The figures can be approximate and Bollywood Hungama does not make any claims about the authenticity of the data. However they are adequately indicative of the box-office performance of the film(s).
Box Office Update & Special Features
Frequently Asked Questions
Q: Is OMG Oh My God! Flop or Hit? A: The performance of OMG Oh My God! was Hit.
Q: What is the overall Box Office Collection of OMG Oh My God!? A:OMG Oh My God! collected ₹123.97 cr. at the worldwide box office. In India, it collected ₹81.46 cr. Nett (₹113.14 cr. Gross) and in overseas, it grossed ₹10.83 cr.
Q: What is the Day 1 Box Office Collection of OMG Oh My God!? A: OMG Oh My God! collected ₹4.25 cr. on Day 1 at the India box office.
Q: What were the opening weekend collections of OMG Oh My God!? A: OMG Oh My God! collected ₹18.65 cr. in its opening weekend at the India box office.
Q: What were the opening week collections of OMG Oh My God!? A: OMG Oh My God! collected ₹36.94 cr. in its opening weekend at the India box office.
Q: What is the overseas box office collection of OMG Oh My God!? A: OMG Oh My God! collected 1.95 mil. USD at the overseas box office.
Tue, 14 Nov 2023 07:58:00 -0600en-UStext/htmlhttps://www.bollywoodhungama.com/movie/omg-oh-my-god/box-office/Adopting Design Thinking? 20 Expert Tips To Get Started
In accurate years, more and more technology teams have opted to leverage design-thinking principles when building new software and tools. With a heavy emphasis on empathy and creativity, the multistep design-thinking process places the spotlight on end users and seeks, through an ongoing process, to continuously meet their real, and changing, needs.
Proponents of design thinking say the philosophy’s user-centered, iterative approach leads to products that are more innovative and user-friendly, which in turn leads to enhanced customer loyalty and competitiveness. Below, 20 industry experts from Forbes Technology Council share procedural and philosophical tips to help tech leaders who are interested in incorporating design thinking get started.
1. Remember To Think ‘Outside-In’
Design thinking is “outside-in” and from the user’s perspective—what problems can we solve? Capabilities thinking is “inside-out” and from the builder’s perspective—what cool tech can we build? Most people make the mistake of doing only the latter and end up building things users do not want. Let design thinking drive your product ideation. - Christopher Nguyen, Aitomatic, Inc.
2. Create An Environment Of Inquiry
Creating an environment of inquiry is necessary if you want to integrate design thinking into your team’s workflow. Encourage your team to examine user needs with the same rigor as research experts. In addition, invite users to be important contributors to the innovation process. The motivation behind this strategy is curiosity, which elevates technological developments and shapes the way to success. - Erdem Erkul, Cerebrum Tech
3. Engage In Warm-Up Exercises Before Brainstorming
Before utilizing any ideation tools, such as brainstorming, during the research or prototyping phase, engage the team in a warm-up exercise (for example, the alternative uses exercise) to stimulate creativity. Approaching these creative moments without prior preparation can result in the team taking longer to access their creative abilities and the right mindset to allow ideas to flow easily. - Adrian Gomez, Elaniin
4. Work To Understand Your Client’s Challenges
The absolute starting point is empathy! This is not a buzzword to gloss over. Truly understanding your client’s challenges will help the team shape solutions for those challenges and pivot as client challenges pivot, and it will provide a long-lasting synergy with your client partner. Understand that your client may not know all of their challenges; empathy will help you discover them. - Derek Martinez, Konica Minolta
5. Take Time To Clarify The Problem
At the start of team processes, it’s worth spending extra time to clarify what you’re working to solve. In a technical space, obstacles sometimes distract from the main objective you’re building toward, so it’s important to keep your targets locked on the main challenges and goals at hand. - Syed Ahmed, Act-On Software
6. Try A Reverse Design-Thinking Exercise
Instead of starting with the problem, begin with the solution or the ideal user experience. Ask your team to envision the perfect end result and work backward to identify the steps needed to achieve it. This reverse approach can spark innovative solutions and break away from conventional problem-centric thinking. - Jagadish Gokavarapu, Wissen Infotech
7. Seed The Team With End Users
Seeding the team with a few people who will live with what is designed is essential to having direct experiential knowledge of the challenges, real obstacles and best opportunities early in design sessions, whether the team is reengineering, defending or evaluating the design. Then, create a prototype and prove that it works. - Jim Barrett, Edge Total Intelligence
8. Facilitate Creativity And Cross-Functional Collaboration
Help spark design thinking by setting aside time that’s devoted to creative problem solving and inviting cross-functional collaborators to the table. Bringing in an outside perspective can make an old problem seem new again and encourage everyone to question the status quo. - Steve Denton, Ware2Go
9. Incorporate ‘Play’ In Sessions
Promote “play” in your design-thinking sessions! The tech world often gets bogged down in seriousness. However, encouraging playful activities can lead to unconventional solutions and break through preconceived notions. Incorporate games, toys or even artistic sessions to ignite creativity. It’s amazing how many breakthroughs can come from a moment of fun and lightness. - Andres Zunino, ZirconTech
10. Foster Empathy
For a tech leader eager to integrate design thinking, fostering empathy is key. Encourage understanding of users’ needs, prioritize open communication and empower team members to contribute ideas. This user-centric approach drives innovation and yields user-friendly tech solutions. - Akaash Ramakrishnan, AdSkate Inc.
11. Embrace Failure
Embracing failure in design thinking isn’t just recommended—it’s essential. Setbacks are learning opportunities, not defeats. The process—prototype, test, refine—often involves missteps, but each “failure” offers feedback, which guides refinements. Continually iterating based on feedback not only fosters innovation, but also propels teams toward more impactful outcomes. - Justin Goldston, Environmental Resources Management - ERM
12. Encourage A Culture Of Experimentation And Iteration
One piece of advice I’d like to share is to encourage and believe in a culture of experimentation and iteration. Emphasize that failure is a natural part of the creative process and that it’s okay to make mistakes along the way. Encourage your team to prototype and test their ideas early and frequently, allowing them to learn from user input and continuously Strengthen their solutions. - Neelima Mangal, Spectrum North
13. Leverage Visual Tools
Visual tools are an excellent resource to utilize when looking to communicate ideas and concepts clearly and concisely. Storyboards, journey maps and personas are all great examples of how visual storytelling can help convey complex information in an easy-to-understand way. Doing so fosters better team alignment and user engagement, leading to a more productive and efficient work environment. - Cristian Randieri, Intellisystem Technologies
14. Integrate Rapid Prototyping
Integrate rapid prototyping techniques into your design-thinking process. This allows your team to quickly visualize and test ideas, gather feedback, and iterate on solutions. Rapid prototyping fosters a fail-fast, learn-fast mentality, enabling the team to explore multiple avenues and refine concepts based on user feedback before investing significant resources in development. - Farhan Masood, Soloinsight Inc.
15. Make Things As Simple As Possible For End Users
Think of your end user and imagine them saying, “Don’t make me think!” Designs should be intuitive. If the user needs to take a few seconds to think, start again. - Carl Pihl, TicketingHub
16. Extend Design Thinking Beyond The ‘Ideal’
Design thinking should extend beyond the ideal user journey. It must encompass a supportive framework for situations when things deviate from the main use case. Product teams should identify where guardrails are needed to help users make informed decisions and guide them back to the intended path. Don’t leave them to navigate uncharted territory alone. - Ilia Sotnikov, Netwrix
17. Hold Retrospective Meetings
After you finish a project, sit down with your team, look back and talk about what you have learned. Discuss what worked and what could be better. In Agile, this is called a retrospective meeting. This meeting can help you understand how to make your next project even better and continuously make your design-thinking process more effective. - Margarita Simonova, ILoveMyQA
18. Build A Design Doc
Build a design document template and use it all the time. A design doc is the source of truth for any feature that you write prior to writing any code. Done well, a design doc helps teams unite around a common objective and establishes goals (and non-goals) early in the process. Well-built design docs also provide critical user experience flows, helping you establish design thinking from day one. - Lewis Wynne-Jones, ThinkData Works
19. Invest In Workshops And Training
To set your team members up for success, invest in design-thinking workshops and training. Provide them with the tools, techniques and methodologies commonly associated with design thinking, such as persona development, journey mapping and prototyping. Ideally, also visit a company that’s already successfully using design thinking to get the inspiration going! - Anne Lise Waal, Aiba
20. Document And Share Your Efforts
Document and share all your design-thinking efforts. Keep thorough records of your processes, what you’ve achieved and any lessons you’ve picked up along the way. Share these insights with your team and across the organization to help everyone learn and grow together. Your aim should be to build institutional knowledge that helps you and your team get better at design thinking as you move forward. - Matthew Sopiars, Code Power
Mon, 30 Oct 2023 12:00:00 -0500Expert Panel®entext/htmlhttps://www.forbes.com/sites/forbestechcouncil/2023/10/31/adopting-design-thinking-20-expert-tips-to-get-started/