 Debaters’ Annual: Constructive and Rebuttal Speeches Delivered in the Intercollegiate Debates of American Colleges and Universities during the College Year 1914-1915. The H.W. Wilson Company, 1915.
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Jesus.. I had to get the rabies vaccine series a couple years ago and had about 4 shots for the first “dose”, spread out over my butt muscles because it’s too much fluid to inject in one area; then one vaccine in the arm, and another every 7 days for 3 weeks or something like that.

Then I had to start it over again halfway through because they administered them wrong (turns out you shouldn’t give it in the gluteal muscles because it doesn’t trigger an immune response, fyi). 

So in total I got like 12 shots, and that was without being bitten but just having exposure to a bat. They usually want to give them as close to the bite as possible, so I can imagine if you’re unlucky like these two being bitten multiple times you’ll need a lot more of the vaccine.The neural network research field is still producing novel and improved models which continuously outperform their predecessors. However, a large portion of the best-performing architectures are still fully hand-engineered by experts. Recently, methods that automatize the search for optimal structures have started to reach the level of state-of-the-art hand-crafted structures. Nevertheless, replacing the expert knowledge requires high efficiency from the search algorithm, and flexibility on the part of the model concept. This work proposes a set of model structure-modifying operators designed specifically for the VALP, a recently introduced multi-network model for heterogeneous multi-task problems. These modifiers are employed in a greedy multi-objective search algorithm which employs a non dominance-based acceptance criterion in order to test the viability of a structure-exploring method built on the operators. The results obtained from the experiments carried out in this work indicate that the modifiers can indeed form part of intelligent searches over the space of VALP structures, which encourages more research in this direction.
This work has been supported by the TIN2016-78365-R (Spanish Ministry of Economy, Industry and Competitiveness) and the IT-1244-19 (Basque Government) programs http://www.mineco.gob.es/portal/site/mineco. Unai Garciarena also holds a predoctoral grant (ref. PIF16/238) by the University of the Basque Country.
We also gratefully acknowledge the support of NVIDIA Corporation with the donation of a Titan X Pascal GPU used to accelerate the process of training the models used in this work.
The saga of the Redstone family has in recent years become almost post-Shakespearean. For decades, the now 95-year-old Sumner Redstone ran his media empire like an omnipotent jefe unwilling to relinquish control. Occasionally, he was visionary. In 2006, when he thought that CBS no longer made sense under Viacom’s protective armor, he spun it out as its own publicly traded company, to be run by programming impresario Les Moonves, unlocking billions in new value for investors. Other times, his touch appeared to have atrophied. After Viacom lost out on MySpace, the once-seemingly can’t-miss social-media platform, Redstone fired Tom Freston, the innovator behind MTV, and replaced him with his protégé and attorney, Philippe Dauman. By 2016, as Viacom’s portfolio of networks dwindled, Redstone moved again. During an examination by the geriatric psychiatrist Dr. James Spar, Redstone said that his old lackey was doing a “bad job.” (Les Fagen,_ Dauman’s attorney, argued that Redstone’s remarks were the product of “manipulation.”) In a contemporaneous statement, Spar said that Redstone made clear “he makes all the decisions about Viacom and CBS.”
Of course, that would soon change, given the patriarch’s declining health and the rise of his once-estranged daughter, Shari Redstone, who inherited a very different media environment than the one her father had helped create. For one, his mighty empire was no longer indomitable. Viacom’s top brands, such as MTV and Comedy Central, had receded in the zeitgeist. CBS, while home to incredibly valuable assets such as Showtime and its eponymous television network, no longer appeared large enough to compete with the Silicon Valley streaming behemoths (Netflix, Amazon) and a new generation of Franken-legacy behemoths (AT&T’s WarnerMedia and Disney+). The media industry had become a game of sharks (and minnows)—an economic ecosystem that, to steal a line from Chase Carey, the former chairman of 21st Century Fox, requires either super-scale or uniquely qualitative assets. Shari needed the former. And so she twice embarked upon on a plan to recombine CBS and Viacom, the assets that her father split apart 13 years ago.
At first, her chief obstacle was Moonves, who didn’t want CBS burdened by what he apparently thought were a bunch of tired, market-share-losing cable channels. But Moonves’s alleged sexual misconduct, reported late last year, eliminated him from the picture. (Moonves has denied wrongdoing.) By the end of last year, Shari appeared to have yet another free path to renew the merger discussions between CBS and Viacom.
Even opponents have come to admire her tactics. She settled nettlesome lawsuits. She tamed Joe Ianniello, Moonves’s former protégé, who has been running CBS on an acting basis, and would presumably like to get the gig full-time. She also has had a long and productive relationship with Viacom C.E.O. Bob Bakish. And, as the chief representative of National Amusements, which owns nearly 80 percent of the voting stock of both companies, she has presided over the remaking of both companies’ boards. Her only apparent remaining obstacle, agreed upon as part of Moonves’s separation agreement from CBS, was a contractual stipulation that National Amusements would not initiate a merger between the two companies until after September 2020. But the boards, and their wise counsel, are no doubt taking comfort from the loophole they’ve found that allows for the conversations to happen because they were not initiated by National Amusements and Shari.
Word of the latest renewed interest in a recombination between CBS and Viacom came via CNBC, in a piece published January 31. The article also contained a new twist in the saga: Discovery Inc., home to 19 digital channels including the Food Network and OWN, Oprah Winfrey’s eponymous network, was also suddenly in the mix of strategic considerations for CBS, either before or after it tried to consummate a combination with Viacom. (Discovery, which denied it is interested in a sale, is partly owned by Advance, Condé Nast’s parent company. Spokespeople from CBS, Viacom, and National Amusements declined to comment for this article.)
What’s behind these various corporate machinations? A mega-merger could allow Shari to find some form of tax-free liquidity for National Amusements and its roughly $5 billion stakes in CBS and Viacom, while also enhancing her chances of becoming a bigger and more powerful media mogul. She knows the CBS television network and Showtime, its premium pay network, are valuable assets in the ongoing media-merger chess matches, and she seems more determined than ever to get as much value as she can for her family, presumably in as tax-efficient a way as possible