Problem: Article: Tea-cupping, also known as the cup-and-saucer grip, is a somewhat popular two-handed grip technique, but it is also a fairly unstable one. It is not advisable to use it. Your non-dominant hand does not provide your dominant hand with enough support, and as a result, your aim is more likely to be skewed and the gun is more likely to fly back during recoil. With a teacup grip, the dominant hand rests on the gun as it would with any other two-handed grip. The non-dominant hand rests below the dominant hand, essentially "cupping" it from the bottom. The non-dominant thumb is usually positioned somewhere around the middle and ring fingers. While no experienced shooter crosses his or her thumbs intentionally, a beginner may make this mistake without thinking. When you cross your thumbs, you are putting your thumbs at risk for injury. The slide of the pistol moves back once you fire the gun. When you hold the gun in this manner, you place your thumbs in the path of the slide, causing the slide to crash into the thumbs at full force. A shooter with crossed thumbs holds both hands around the grip of the gun from either side. The fingers overlap in front of the grip, and the thumbs cross over each other from the back of the grip.
Summary: Avoid tea-cupping. Do not cross your thumbs.

Problem: Article: Most virtual studio software offers the following effects. Pitch change: to give the track a higher or lower pitch. Noise reduction or removal: this reduces or removes hissing and other unwanted background noise. Echo, Flanger, Delay and other similar effects that repeat or shift the time of notes to make them sound fuller.
Summary: Add digital effects to your audio tracks to enhance the sound of the instruments or vocals.

Problem: Article: Once everyone is in the water the Shark yells, "Sharks and Minnows!" or "Shark attack!" at any time to start "tagging" players. When the Shark yells this, the Minnows' goal is to reach the other end of the pool without being tagged by the Shark. If the Shark tags a Minnow, that Minnow becomes a Shark and joins the Shark's team. They now begin tagging Minnows to turn them into Sharks. When the Minnows have made it to the other side of the pool without being tagged, they wait. The Shark calls "fishy, fishy..." again and they try to return to the other side of the pool. The original Shark calls, "Shark Attack" and the process repeats. The last remaining Minnow is the winner. This player becomes the Shark in the next round. It becomes harder as more and more Minnows become Sharks. The game lasts until there is only one Minnow left. If you started out with more than one Shark, the last two Minnows become the next Sharks. Begin the next game with the winner from the last round, the new Shark. They now stand in the center of the pool and the Minnows line up on the pool deck facing the Shark. Let the game begin.
Summary: Avoid the Shark. Play until there is a winner. Start with a new Shark.

Problem: Article: Every project has some risks attached to it. These might be financial risks to the company, or other kinds of risks. At the outset of any project, make a list of things that seem like they could be risks and keep that list handy. Risks may be very concrete, such as, "We're paying for a larger workspace, but we might not get enough orders to make it worth the increase in rent." Risks may also have to do with personnel, such as, "We hired a new department head, but he's very young and inexperienced in this field." There may be personal risks to you, such as, "If I don't meet the quota set by the board, I could lose my position." Some projects or companies will require a risk analysis before a project begins. This can be a great tool for helping you as the manager know which risks make sense to take and how risk can be avoided or lessened. You may be able to perform a risk analysis yourself, or there may be someone at your company whose job it is to do that. It's great to make a list of risks at the outset of a project. However, as the project evolves, the risks will likely change. New ones will appear and others may dissolve. Keep your eyes open for potential risks at all times. You can add new risks to your original list and cross out ones that are no longer present. Ask your team members if they've noticed anything along the way that may pose a new risk. No matter how much you try to plan, there will always be surprises and things you can't prepare for. However, you can do your best to make sure that you'll be ready for a curveball, should one come your way. For example, make sure there's extra money in any budget for contingencies. You may come across unexpected costs and you want to be able to cover them easily. Make sure you've got ample personnel. If someone gets sick or has to leave the project, you don't want to feel severely understaffed. Back up all files and relevant information. Run plans by upper management to make sure there aren't things you've overlooked or important factors you're unaware of. Once you've identified a risk, take action. You may not be able to completely solve the problem or make the risk go away, but you can probably find a way to minimize the risk or mitigate whatever fallout might occur. If you notice that a person on your team is a liability for any reason, keep an eye on them and make sure they have the support and oversight they need to pose as little risk to the project as possible. If the project is risky due to its scope and timeline, ask for an extension or talk to upper management about what a more realistic goal might be. If there are risks to people's personal safety, address them immediately. No one should be working in a situation that is dangerous to their physical or mental health.
Summary:
Identify potential risks. Perform risk analysis, if necessary. Assess risks continuously. Prepare for the unknown. Address risks as quickly as possible.