"Turbocharge your digital transformations right now with the power of AngularJS"
"You'll like Liki!"
"My life | My money | My payment app"
"Great web and mobile apps. Fast. On budget. For you.
So what's your idea? eCommerce? Big data? You name it - we can build it!
Let’s talk. Ping us now, and we'll ping you right back."
"We're a Polish software house which specializes in designing and programming mobile apps and web applications which are customized to meet the exact needs of our clients."
"Our new app is a big hit with Veterinary Surgeons in New Zealand.
We’re always open to new experiences and new opportunities, so now we’ve set up a special postal address in the Land of the Long White Cloud."
"Hi Peter. We really appreciate it that you tried out SEQR again. Thanks too for giving us good ideas with specific feedback. We're happy that you recognize that SEQR is getting better. Stay tuned for new features and more improvements!"
"In conjunction with over 130 leading local businesses and the three universities in the City of Łódź, Łódź City Council runs a large-scale, annual campaign to encourage talented young people to come to Łódź for the purposes of study with the hope that those young people will later want to continue their professional careers here.
And this year, we've also decided to become a partner in this campaign. As we strongly believe in the special way in which Łódź combines creativity with entrepreneurship, and we also believe that a good education creates opportunities for positive change on many different levels, we’re funding a special grant which will be given to one of the best candidates."
"We update our app regularly to improve security and stability.
In addition, in this version:
"You know your own business better than anyone. And you know that you need more digital communications, more digital processes, and more digital tools. And right now. Obviously, you need to carry out digital transformations which are quicker AND cheaper AND take into account your future needs.
At Liki, we make full use of the best available frameworks and models, which therefore reduces the size and complexity of your application. This is also the ideal approach for prototyping, agile development and rapid product iteration.
In short, our developers get more and better work done in less time, which gives you what you need, quicker and at less cost."(link)
Spring is the ideal MVC framework for programming enterprise-level applications in Java because it supports:
"SEQR is the only payment app you need to handle your financial needs quickly and securely. And, with SEQR, you use cutting edge technology that keeps your payment data safe so you can leave all other payment methods at home.
By using the free SEQR app, you can:
We want to make it as simple as possible for you to manage your finances even with your busy lifestyle. That's why we're constantly improving SEQR based on feedback from our thousands of users around the world.
To find out exactly what you can do with SEQR in your country, please visit seqr.com.
The SEQR Team"
... a very pretty and smart Polish girl. Surprisingly, she spoke not a word of English and he, of course, spoke no Polish.
So they spoke to each other in German. They spoke slowly and quietly, listening very carefully to what the other had to say. And they became friends and then – too soon – it was the end of the summer holiday. He asked how he would be able to stay in touch with her. She wrote her address down on a small scrap of paper. They kissed just once, and then went back to their own countries; he went west and she went east, both wondering if they would ever see each other again.
The young man was sad, but knew he had put the scrap of paper in a very safe place. And as soon as he got home, he took out the piece of paper, expecting to be able to read the girl’s address. He read the piece of paper. He couldn’t believe his eyes. He read the “address” again and then twice more. He saw words and numbers, but it was such a jumble. There was an “m.” and an “ul.” What could they mean? And why was the order of the items all wrong? That was when he realised that the Polish language was not at all like English or German or French.
But the girl really was pretty and very smart. And he loved her. And so he decided to learn Polish. It wasn’t easy, but he refused to give up. For the next few months he studied Polish until he was able to ask the girl, in less than perfect Polish, to marry him. To his delight, she agreed. They lived for a short while in his country, but his wife was so unhappy without her friends and family that finally they moved to Poland.
In Poland, life was harder for the man than he thought it would be. But his wife and children were happy, which was the most important thing. So he continued to learn Polish.
Over time, he realised that many Polish people could speak and write English well enough to convey facts, to describe the “whats” and, to some extent, the “hows”. But now he could understand everything that was written in Polish and everything that was said to him in Polish. So he could see that something was missing from the Polish version of English - emotions, passion, the “whys”.
Remember the piece of paper on which the Polish girl wrote her address? Sure, the words and numbers were only information, but, oh my, that tiny scrap of paper carried with it the deepest possible feelings and emotions.
My name is Stephen Eastham. And you have just read the story of how meeting my Polish wife changed my life forever.
I now spend my time helping Polish people, companies and non-profit organisations to communicate their ideas, ideals and achievements on both a factual and an emotional level. In short, I help Poles to tell the world their story. The whole story. Nothing more, nothing less."
Telematics give fleet managers real visibility into how drivers are actually doing their job, manoeuvre by manoeuvre, day by day, week by week. However, looking constantly over drivers’ shoulders is not the main purpose of telematics. Telematics are best seen as a safety and efficiency tool which provides managers with the data they need to protect drivers from potential accidents, to reduce company expenses and improve company revenues.
There is a tendency to think that fleet management is only useful or viable when managing a large number of vans or trucks. And it’s true that many of the fleet management systems currently available are aimed at such a market. As a result, those systems seem to be large, expensive, difficult to use and inflexible. However, there are other options which make it possible for a small or medium-sized business to be able to manage any size of fleet consisting of any type of vehicles, including vehicles which are driver-owned.
A small or medium-sized business can efficiently and effectively manage its own fleet of vehicles if:
Using such a system can benefit a business in many ways. Obvious examples are route optimization, improving response time to customers and minimising fuel consumption. Getting real-world information on these factors makes it possible to optimize the number and/or type of vehicles in your fleet. Telematics also help drivers to become more aware of their own driving style, which reduces occurrences of poor driving (speeding, over-acceleration or sharp braking), lowers the risk of accidents, increases fuel-efficiency and makes it possible to optimize vehicle maintenance schedules. Finally, such a system makes it possible to give drivers incentives for safe, productive and fuel-efficient driving.
Based in Wrocław, Poland, the Cloud Your Car team has been working in the area of telematics since 2007. In the summer of 2014, they will release a revolutionary system which will let any small or medium-sized business manage its own fleet of vehicles.
From the start, the Cloud Your Car hardware and software have been designed to work together to provide a solution which is both powerful and simple:
At one time, clothes were very important to me. And, thanks to my grandmother, who loved to sew, I could mostly wear clothes which I designed myself. When I went to primary school (and also later when I went to secondary school), there were no attractive clothes in the shops, and what was on display was hardly desirable. So I designed my own clothes. I drew my designs and then my grandmother used them to sew those clothes for me. For example, there was a skirt which I wore for so long that it literally fell apart. The skirt went down to the ground and was made with material with a barely visible reddish-green tartan pattern. It was fitted at the hips and had pleats lower down. I used to wear it with a tight-fitting high-necked jumper.
I don’t know where my mother got the material for my clothes. For example, where did she find the thin, dark blue linen (for making into suits) which was for the school uniform for my secondary school? I came up with the design, then drew it and my grandmother sewed it up, although she wasn’t that keen on the design. The uniform had four parts: a skirt, a waist-coat, trousers with turn-ups and a chinese-style jacket with loads of loops and little buttons (all covered with material by hand). Like with most things at that time, it was necessary to “get” the buttons. My mother went on a mission, a mission with the code name “buttons”, somehow managed to “get” the buttons and then somewhere she covered them with the same material from which the uniform had been sewn. I wore in turns either the trousers with the waistcoat or the skirt with the Chinese jacket. I was really cross when the requirement to wear a school uniform came to an end.
My daughter’s middle name is Helena, just like my grandmother. My grandmother was not a professional seamstress; she sewed because she liked sewing. She lived with us and brought up my sisters and me. Sewing was her hobby. And her passion. Neighbours (both men and women) used to ask her to alter clothes or to sew something which the local dress-maker didn’t want to work on (or didn’t have time to work on).
When my sisters and I were little, our grandmother used to sew clothes for our dolls on her old Singer. It stood on a platform in the hall where there was also a library which consisted of my grandmother’s collection of German fashion magazines and her sewing patterns, and this was also the place where we used to play. My sister and I used to try to make the Singer’s cast-iron pedal go faster and faster, at the same time tangling up all the threads and pricking our thumbs. At that time, I had my own sewing-machine, a toy which ran on batteries, and I used my sewing-machine to stitch through strips of material. In fact, the sewing-machine belonged to my sister, Alicja. Originally I got as a present a small washing-machine which it was possible to wash things in, but then my sister and I did a swap.
Around the end of my time at secondary school, I was living in a kind of clothes-heaven. Not only did my grandmother sew up my designs, but my father, in addition to a number of other business interests, ran probably Poland’s first second-hand clothes shop, one which sold clothes brought in from abroad. As a 16-year old, I used to travel in a huge lorry to Germany to a warehouse full of these clothes near to Hamburg. Neither my father not his partner spoke any German, so they took me along as their interpreter. It was all a huge adventure. In the second-hand clothes store, my entire school class used to earn a bit of extra money by sorting out and then selling the clothes. I remember the shock I felt when, whilst doing some sorting, I found some completely new bed-clothes still in their original packaging. It would never have occurred to me to throw out new and attractive things just because they were no longer fashionable. On another occasion, we brought back packages full of exotic, african-style clothes. I think some of these dresses are still in my parents’ attic.
Now that I’m a parent myself, I don’t care as much about clothes for myself as I once did; on the other hand I buy clothes compulsively for my children. I make myself comfortable and sit down in front of my favourite website which offers children’s clothes and chill out. As a parent, buying things over the Internet has become a kind of game for me.
All my life I have liked classical colours in unconventional combinations. Colours like grey, dark-blue and brown. But recently I’ve started buying pinkish-purple blouses for myself. It’s a bit surprising, even to me. I read an interview with a famous Polish actress, and she said that a woman over the age of 50 starts to disappear, becomes invisible. So, as I have grown older, I have started to buy garishly coloured blouses and gold ear-rings, items which I never used to wear, and that’s because I want to be seen as a woman, to be more visible as a woman..."
HTML is great for creating static websites, but not much use for developing a dynamic web application which can react instantly to changes made by a user. In theory, those changes can be made on the server side. However, in this case, an entire new web page must be rendered again and again.
Why do we love AngularJS? As you’d expect, Angular completely embraces the MVW paradigm, so that developers can build applications that have a clear separation between their functional layers. This greatly simplifies and speeds up development, and also builds in maximum flexibility for any future changes.
Next up: Angular was designed from the start with Test Driven Development (TDD) in mind. The framework therefore makes it simple to write the right kind of unit and End-to-End tests. What’s more, Angular’s out-of-the-box support for TDD scales well, so there are no more flaky test runs just because your web application has grown to be bigger than a toy. And, yes, the most popular tools for testing in Angular (Karma and Protractor) both integrate well with CI build tools.Why exactly is AngularJS so powerful? Modular
... I ever had to sit through. It was given by the Managing Director of the company I worked for at that time, and lasted almost two hours. It was about as exciting as watching paint dry because the slides were covered in tables of figures and the speaker went through them all, one by one. The aim of this presentation was to show the bright future which lay in store for our company, but I remember to this day the one and only thought which stayed in my head at the end of the presentation – I’d rather die than have to look at another slide.
I don’t work at that company anymore, but that highly traumatic experience did teach me several good lessons. For example, I learned that, the higher you are up the corporate ladder, the longer you can bore the pants off everyone around you. A trainee is expected to finish a presentation in 15 minutes flat, but a Managing Director feels comfortable with testing the stamina of his or her underlings for fully two hours or more (a bit like Fidel Castro back in the good old days). If you don’t want people to remember a presentation which you give for the same negative reasons, then you’d better learn to make better presentations.
In every book written about how to give a good presentation, you’ll find the same, old truism: every good presentation needs be well prepared. Er, right. Yep, we all know that. But what’s the test? How will we know if a presentation went down well? How can we know if we have spent enough time on our presentation? If we’re planning to give a 15 minute presentation to our department at work, should we spend one hour on preparing the presentation? Or maybe a bit more time? Perhaps it’s enough to just rehearse in your head what you’re going to say as you walk to the meeting?
The fact that it’s all so subjective plus the fact that our diary is so full automatically makes us spend as little time as possible on preparing presentations and, if we don’t get any negative feedback on our presentation, then the reality is that we’re fairly satisfied. But the truth is that people are generally polite and, in most cases, no-one will tell us anything (either good or bad) about our presentation. And if your audience consists of people who work for you, then they will almost certainly say nothing at all. I’m quite sure that the Managing Director I wrote about above was also happy with his presentation. But for me it was a traumatic experience. So here’s a question for you to think about: how do your colleagues and subordinates really feel about your presentations?
Simple. Give yourself this goal to aim for: every presentation (and I mean every presentation) has been done well if, and only if, it ends in a standing ovation. Seriously. Sure you won’t achieve this goal every time (I certainly don’t) but, by actively thinking about how your audience is going to react whilst you’re preparing your presentation, you’re more than half way already to success.
If everything that you want to say is written on your slides, the best way for you to get a standing ovation is to just hand out your slides and thank your audience for coming along. People will actually be grateful for the fact that you haven’t wasted their time.
On the other hand, if you really want to give a verbal presentation, make sure that listening to your presentation will in fact give your audience more value that simply reading whatever you’re projecting onto the screen. Show your slides in a way which keep your audience’s attention, but doesn’t take their focus from you. The worst case scenario is for you to have to talk to members of your audience who are not even listening to you because they are too busy either reading or analyzing whatever you’re showing on the screen.
Medical doctors have the Hippocratic Oath, which states very clearly: “first, do no harm”. People who make presentations should also swear an oath, starting with the words: “firstly, don’t be boring”. Whatever message you want to communicate, first think carefully about your audience and try to make your message somehow attractive. One of my favourite public speakers, Guy Kawasaki, came up with the “10/20/30” rule, which works like this: 10 slides/ over the course of 20 minutes/ and never use a font smaller than thirty points. If you can’t explain something in 20 minutes, you haven’t done your homework.
Of course, this doesn’t mean that you cannot give a presentation which lasts 40 minutes. Just make sure that the audience can keep up with you for that long. And plan some breaks so that people can catch their breath. Otherwise, communicating a condensed version of information for 40 minutes or more is the fast track to having your listeners switch off completely.
To gain your audience’s full attention, you have to startle them somehow. Why? Because our brain is lazy and works according to certain patterns. It’s in our genes. Imagine one of your prehistoric ancestors who goes every day to the same place to eat yummy bilberries. She’s been looking forward to having a peaceful time and a bit of a treat, so she’s not being that careful about what’s happening around her. But, if she hears a rustling sound in the bushes, she starts to concentrate on that sound because correctly identifying the source of that sound may mean that it’s something for dinner (if it’s a bird or small animal) or it may mean that it’s time to run away as quickly as possible as she could be the dinner (if it’s a tiger or some similar animal).
Thinking back to the conference hall where you’re giving your presentation: people in the audience feel safe, they’re actually expecting you to be boring and they’ve already switched off. What would happen if you fired a gun over their heads at the very start? What if the “chatting robot” (that’s you!) did something that no-one expected? Well then you’d have the full attention of your audience. The only problem is that the guys from security would come and escort you from the building.
So fire off a gun over people’s heads by all means, but do it metaphorically. Show your audience something which they’re not expecting, and this will hold their attention for much longer. Depending on the tolerance levels of the people you’re presenting to, you can be more or less provocative ... curse, show a picture of dead animals or even ....
The important thing is that the shock must somehow be related to whatever you want to talk about. For example, “First I’ll do a bit of dancing and then I’ll show a lot of boring graphs I prepared earlier” just isn’t going to work! Working backwards from whatever it is that you want your audience to remember from your presentation, think of something which will naturally lead them towards that goal.
When I was at university, once (and only once) did we manage to postpone a seminar with a certain lady professor who was famous for being a stickler for keeping to the rules (as well as for being highly emotional). She always refused to enter into any discussion with students and you could get thrown out of her office for next to nothing. We asked the smartest girl in our class to ask for the postponement.
Listening from behind the door to the professor’s office, we heard the professor shout: “Stop! I’m having a bad day. You can say just one word”. “Postpone!”, popped out of the mouth of our class-mate without her really thinking about it. Won over by (and grateful for) the sheer brevity of the message, the professor duly agreed to postpone our seminar for another week.
So, if your presentation could contain one (and only one) slide, what would be on that slide? If you could say only one sentence, what message would you give to your audience. Believe it or not, most presenters in fact forget about answering such basic questions. Instead, they just go ahead and present columns and graphs, and assume that their audience will just know what it’s all about. No! If you have something to say to people, just say it. And then, if necessary, back up what you’ve just said with some arguments. Don’t hide your main message somewhere in your presentation because some people may never find what you have hidden
To see a master at implementing this strategy, watch Steve Jobs introducing the MacBook Air in January 2008 in San Francisco. His very first sentence was: “It’s the thinnest notebook in the world”. And then, for the next hour, he said nothing new, but simply concentrated on justifying what he had just said. Why does this work? Imagine that you’re a reporter who has come to your presentation. What would you write in an article which would best summarize that presentation? Only one thing comes to mind: “Apple has just presented the thinnest notebook in the world”. Contrary to popular opinion, it’s often actually much better to not give people a wide range of options.
What’s the best way to maintain the attention of your audience? Do you know? Do you wanna’ know? Are you sure? OK ... but before I tell you, here’s a short message from our sponsor
Just joking. Of course, there's no sponsor. And you’ve probably already guessed what I want to say. Create an information gap. The feeling that we don’t know something is the key to keeping someone’s attention. If you say at the start of your presentation that someone in the audience is going to be fired from your company, and that the name of that person will appear on the last slide, then you can guarantee that you’ll have the full attention of everyone in the audience. And, if you also add that, during the presentation, you’ll be giving clues about why that particular person has been chosen to leave (rather than another person), people won’t be able to take their eyes off you. Of course, it’s doesn’t always have to be something as dramatic as that. But it’s always worth remembering that it’s very motivating when we feel that we don’t know something. A wide range of television programmes (sports events, reality shows, and so on) work on this very basis. So why not make use of this principle in your presentation?
We’re not really designed to remember numbers in isolation. They’re too abstract and usually don’t carry any significant, intrinsic meaning. On the other hand, we’re pretty good at remembering the relationships between numbers. We don’t know the exact distance between New York and Moscow. But we do know that London is more or less half way between those two cities. In the same way, we have no problem visualizing the approximate location of Iceland.
If you must present data or statistics, don’t focus on giving absolute figures, but rather on the relationships between those figures. The average Internet user is online 45 hours per week, but watches TV for only 15 hours a week. Instead of giving such figures, say that people spend three times more time surfing the Internet than watching TV. In this way, you practically force your audience to draw certain conclusions. And that’s what this is all about, right? Having your audience draw the right conclusion and not just having them look at a graph.
Now it’s time for you start preparing your best presentation ever. And to get the standing ovation you deserve."
|Wesołych świąt Świąt pełnych radości, ciepła i niepowtarzalnej, rodzinnej atmosfery, a także pomyślności i samych sukcesów w Nowym Roku 2017, życzy Liki
|Happy Christmas! Liki wishes you a truly wonderful Christmas-tide spent amongst friends and family, and also that every single one of your dreams comes true in 2017!
|Symbolika sprężyny w pełni wyraża charakter i energię Polaków. Nasze niepokorne, ale jednocześnie konstruktywne podejście do świata. Im bardziej, jako naród, byliśmy ograniczani, tym większą energię, i twórcze napięcie generowaliśmy. Odradzaliśmy się silniejsi i jeszcze dynamiczniej działaliśmy. Okres 25 lat wolności udowodnił, że uwolniona energia pobudza nas do konstruktywnego i innowacyjnego działania. Polacy zawsze próbowali osiągać to, co wydawałoby się niemożliwe, nie akceptując zastanego status quo. Polska zasila, nową energią, świeżymi pomysłami, przeżyciami i zaangażowaniem.
|The symbol of a spring fully expresses Poles' personality and energy, as well as our defiant, but, at the same time, constructive attitude to the world around us. The more someone tried to control us as a nation, the more energy and creative tension we generated, the stronger we became and the more dynamically we acted. Those 25 years of freedom have shown that releasing that energy makes us constructive and innovative. Poles have always tried to achieve what was seemingly impossible and have never accepted the existing status quo. Poland is full of energy, has fresh ideas, has been enriched by her experiences and is passionate about whatever she does.
... don’t change your goal! Change your strategy.
The river foamed at the mouth like a mad dog. The raft-guides were waiting for us expectantly. Saying “no” was no longer an option. When our raft slid into the water, my fears were taken over by an instinct to survive. At all costs, we must work together to keep the raft pointing downstream and I must not fall out.
But the raft didn’t float serenely on top of the water – it bucked like a wild horse. “Watch out here, the river turns sharply to…”, shouted our guide.
I felt the raft floor push me into the water. Where was up? Where was down? Where was the air? Finally an unknown force pushed me to the surface of the whirl-pool. Desperately I tried to catch a gulp of air. I could feel my life-jacket tighten around my neck - and the harder I struggled, the tighter it gripped my neck. All the others in my raft had been pushed downstream, but I was caught in the claws of the swirling water.
Was I really being held there by the whirl-pool or was I somehow not able to let myself be set free?
And then my subconscious took over. It spotted a log floating by, and what does a log do in order to float in the water? Well, nothing. Nothing at all. I stopped fighting and relaxed every muscle in my body. Slowly the current carried me to a calmer stretch of water. With the little strength I had left, I swam to the others who had been watching my ordeal in horror."
„Aż się stara Wisła cieszy, / Że stolica tak urosła, / Bo pamięta ją maleńką, / A dziś taka jest dorosła.” J.Tuwim „Warszawa”.
„Even the old river is happy, / that the capital was sown, / for it remembers her as small, / what today is so grown.” J.Tuwim „Warsaw”.
(Tłumaczenie w ramach projektu: stolica pod lupą)
... Wynika z tego, że choć w swych założeniach i praktyce podejścia te są od siebie bardzo różne to w praktyce organizacyjnej wykorzystuje się oba te podejścia zależnie od kontektu i sytuacji. Warto posłużyć się tutaj określeniem „dynamiczne sterowanie” - cele wyznaczamy planując, przewidując, natomiast osiągamy je dynamicznie reagując na zmieniające się warunki.
Dobrym modelem mentalnym może być przykładowo wycieczka piesza. Decyzje o wycieczce, jej celu i ogólnej trasie podejmujemy zawczasu, predykcyjnie. Jednak realizujemy ją nie w oparciu o szczegółową mapę pokazującą jak postawić każdy kolejny krok, lecz przeciwnie reagując na napotkaną rzeczywistość (np. zamknięte przejście, opad deszczu, spóźniony autobus) wciąż jednak dążąc do strategicznego celu. Podobnie wygląda sterowanie organizacjami, z tą różnicą, że w odróżnieniu od wycieczki również cel może się zmienić zależnie od warunków.
W każdym przypadku jednak - zarówno „makro” jak i „mikro” należy traktować predykcje jako li tylko prognozy rzeczywistości, prognozy, które jesteśmy w stanie w każdej chwili odrzucić lub zrewidować reagując na zmiany w rzeczywistości. Innymi słowy predykcja jest pożyteczna, o ile jest empirycznie weryfikowana i zmieniana. ...
|... The reason for this is that, although the predictive approach and empirical approach are completely different both in theory and in practice, in the real-world, both approaches are used depending on the actual context and situation. Used together, we can talk of “dynamic control” as follows: we specify our goals by planning and predicting; but we implement our goals by reacting dynamically to changes in the surrounding context.
A good analogy for this is the act of going for a walk. We use the predictive approach (in advance) to decide to go on a walk, to define its end point and to plan the general route. Although it is true that we carry out the walk by following details on a map which shows us where to go at every step, nevertheless we may have to react to whatever we meet along the way (for example, the fact that a path has been closed, that it starts to rain or that the bus is late) in order to achieve our (strategic) goal. Organizations can be steered in the same way, although, in their case the goal to be attained may change over time as the surrounding context changes.
In any case, whether we are using the predictive approach at a level of abstraction which is “macro” or “micro”, it is important to understand that we are, in effect, merely predicting a certain reality and, later, we can throw away that prediction completely or change it to some degree in order to react to the reality which we actually encounter. In other words, the predictive approach is useful only in so far as its results are verified empirically and then changes are made as appropriate. ...
|Długo uczyłem się Łodzi, aż zrozumiałem, że ten konglomerat magicznych podwórek, Księżego Młyna i ulicy Piotrkowskiej, dziewiętnastowiecznych domków na Nawrot to jest pewien zamysł urbanistyczny. Nigdzie indziej w Polsce niespotykany i wyjątkowy.
Ale zanim to zrozumiałem trwało to długo, nim się z tym zamysłem nie zidentyfikowałem. Łódź może się podobać, bo jest różna. Każda ulica i każda dzielnica to jest inna propozycja przeżywania miasta. Czym innym jest ulica Ogrodowa, a czym innym odległa o sto metrów Manufaktura, mimo że obie oparte są o ten sam rdzeń architektoniczny. Łódź może się podobać ludziom, którzy lubią różnorodność i dobrze się czują wśród zaskoczeń.
|It took me a long time to really understand the City of Łódź. Finally, I realized that the combination of hidden courtyards, the Księży Młyn factory neighbourhood, Piotrkowska Street and the nineteenth century houses on Nawrot Street has resulted in a particular urban design. This design is unique in Poland and quite exceptional.
And so it took me a long time to understand and fully grasp the concept; Łódź is appealing because it is so diverse. Moving from one street to another (or from one district to another) offers a completely different experience. Ogrodowa Street is quite different from the Manufaktura shopping complex, although they share the same architectural base and are only 100 metres apart. Łódź appeals to those people who like diversity, to those who like to meet something different around every corner.
(Fragmenty wypowiedzi Filipa Bajona - polskiego prozaika, scenarzysty oraz reżysera filmowego i teatralnego - pochodzą z wywiadu zamieszczonego w dniu 29 grudnia 2012 roku w Dzienniku Łódzkim.)
|Za ważne przyczyny w rozumieniu niniejszej umowy, strony rozumieją między innymi:
|Within the meaning of this Agreement, 'cause' shall include but not be limited to:
|In this agreement, 'cause' shall include but not be limited to:
|... naruszenie przez Stronę umowy lub też personel Zleceniobiorcy obowiązku utrzymania w tajemnicy wszelkich informacji związanych i/lub otrzymanych w związku z wykonaniem niniejszej umowy.
|… a breach of the Agreement by the Party or a breach of the duty to maintain confidentiality of all the information relating to and/or received in connection with the performance thereof by the Service Provider personnel.
|… a breach of the agreement by either Party or a breach of the duty on the part of the Contractor’s personnel to maintain the confidentiality of all the information relating to and/or received in connection with the performance of this contract.
From a slightly shabby street through a worn-out gate-way. Because I see a miracle there. Something amazing, something sweet … a statuette. His garments are a lurid green and red. He’s got hair as red as fire and also a moustache. But his eyes are lowered.I see the figure in the middle of a down and dirty courtyard where newspapers pretend to be panes of glass, where bricks long ago thrown around now rest for eternity, where the smell of cabbage mixes with the odour of urine and everything is seasoned with the sourness of wine vinegar. For the figure is surrounded by containers full of rubbish.
And by him are two bunches of tulips. Still fresh. And scented. As if from another world. Early in spring-time, when the buds have barely appeared on the trees, tulips like that are a waft of full spring. And a waft of luxury. Who would have brought so much luxury to a place like this? On the other hand, who bedecked the figure with containers of rubbish?
Bunches of tulips: two. Containers: two. A little poetry, a little of the prose of real life. After all, rubbish has to be thrown out somewhere. So why not near the statuette? Indeed, all around the figure. This figure with his eyes cast down. This figure who is silent in his way, but is dressed so flamboyantly. So it is that threads which join the world together come out onto the surface, manifesting themselves quite out of the blue and in places you would never expect – places like a courtyard in the Praga area of Warsaw."
(Tłumaczenie w ramach projektu: stolica pod lupą)
|... Trudno spoglądać na swą działalność niejako z zewnątrz, czyli nabrać dystansu wobec motywacji i różnorakich uwikłań, z których rodzi się każda twórczość. Ostatecznie bowiem także tekst naukowy jest przecież kreacją jakiegoś mikroświata. ...
|... It is not easy to look at one’s own activities from, as it were, the outside, nor to distance oneself from that which one finds motivating and the various influences on all creative work. Ultimately, writing a scientific text means creating some kind of micro-world. ...
|Zatem podejmuję tę opowieść nie bez oporów, choć z zaciekawieniem. Przyświeca mi myśl Paula Ricoeur’a, który mówi, że nasza tożsamość odsłania się dopiero w akcie opowiadania, bo jest po prostu naszą historią (tzw. tożsamość narracyjna). Ale pamiętam też wersy Czesława Miłosza: „Ani takim to było jak raz się wydało, / Ani takim jak teraz układasz w opowieść”. ...
|I therefore begin this story not without a feeling of resistance, although I admit to a certain degree of curiosity. I am guided by Paul Ricoeur, who said that our identity is revealed only in the actual act of storytelling (so called narrative identity) because, put simply, this is our story. But I also recall the following verses by Czesław Miłosz: "Neither was it as it once seemed, / Nor is it as you tell it in your story now." ...
We’re flying on our bikes through the Bielański forest. With nature all around. It’s green. And beautiful. So peaceful. So quiet. From time to time, animals run across the road in front of us.
– Hey, look: a church! – I shout to Harry.
– In the middle of the forest? – he asks sceptically.
– Donkey!!! – I add a moment later.
– No way! – says Harry. And so we both stop and get off our bikes.
The donkey pricks up his ears. He is standing behind a wooden fence. And suddenly from behind the fence, a lady emerges as if from out of the ground. Holding out a net bag full of carrots, she asks us for a favour. – Please feed Franek, OK? He’s hungry … And then she hands us the bag of carrots.
– Franek? – we look at each other, wondering whom she is talking about.
– You know: Franek – the donkey that belongs to the priest, Wojtek. Don’t you know him? (I wonder if she is asking whether we know Franek or whether we know Wojtek, but I don’t ask for clarification because, in fact, I don’t know either of them.) – I’ll leave you to it then – says the mystery lady and walks away. We stay with the donkey, who happily munches on his carrots and pricks up his ears. And that’s how we met Franek.
On our next visit, we meet Wojtek, the priest to this parish, a parish which is hidden in the middle of a forest and has the smallest number of parishioners in the whole Warsaw diocese.
– It’s good to see you both – he says and smiles at us cordially.
– Maybe you’d like to get married here one day. You would be very welcome!
– We look at each other, embarassed by his direct approach.
– Franek would also be very happy – he continues.
– So how did your donkey get his name, “Franek”? – we ask.
– Don’t you know? It’s from Franciszek Macharski – he answers and smiles broadly. Even at our first meeting we have the feeling that he has a similar sense of humour to ours, and that’s just the start …Two years go by …
It’s the 27th of August, a Saturday, and the hottest day of that summer. And the most beautiful. The day of our wedding. Wojtek comes out to greet us in front of the church. He is looking happy because we have travelled to church in an old yellow dormobile. He likes old Volkswagens just as much as we do and he nods his head in approval. – It’s good to see you both. I see you came in the best car in the world – he says. And, with a broad smile, he invites us to come into church, where all the other guests are waiting for us.
– Wait: carrot! – I say to Harry, and point to our wedding check list. Our list has only two items – the wedding rings and a carrot – but, without them, there’ll be no wedding.
Every place has its own customs and traditions, and Bielany is no exception. Here, Franek is the “wedding arch”. He’s not collecting money with which to buy alcohol later on; on the other hand, no carrot – no entry! Thank goodness, on that day, we had everything we needed – both the rings and the carrot.
And Wojtek was right – Franek was very happy ... "
(Tłumaczenie w ramach projektu: stolica pod lupą)