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<a href=" https://revealwebsolutions.com/vigora-100-price-in-rupees.pdf#satisfying ">vigora 100 cheap</a> The other point you might consider relates to your point here; ‘It’s brutally hard to define rewards and checks well when you have to manage from afar’ and in my understanding concerns feedback and control mechanisms. One way forward to help with the problem might be to treat certain sub-systems as black boxes until sufficient understanding of the internal complexities enables a more thorough and confident diagnosis and plan of action. This involves operating in a manner ‘from the outside in’ or being satisfied with only curbing or correcting systems outputs that occur at the unwanted margin, exception reporting and control in other words, rather than micro-managing the detailed circumstances. I’ve found that this approach can get one over the seeming-impasse of ‘not knowing everything there is to know about the contents of the box before implementing action’. I’m not advocating reckless activity just an appropriate use of known tools when they are called-for. To successfully control a black box situation only requires a thorough knowledge of systems inputs and outputs not the most granular understanding of the inner mechanisms of how those flows are produced and allow one to make progress in the absence of full knowledge. An analogy being the ability to design and utilise microwaves in successful technology before we really understood what they were.