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Nearby, the town of Thiers, Vichy, Clermont Ferrand, Lezoux for tree climbing and the maze in maize. The area around the cottage there are numerous departures. Lernen Sie die Übersetzung für 'maze' in LEOs Englisch ⇔ Deutsch Wörterbuch. Mit Flexionstabellen der verschiedenen Fälle und Zeiten ✓ Aussprache und. Lederjacken für Damen und Herren - Ledermode jeder Saison für Frühling, Sommer, Herbst und Winter immer am Puls der Zeit - Ledermantel. Mâze ist ein mittelhochdeutsches Wort für Maßhalten, Mäßigung zwischen zwei Extremeigenschaften. Maze (englisch Irrgarten) bezeichnet: Maze (Band). Maze Mode online bei ABOUT YOU kaufen. Entdecke die große Auswahl an Maze Bekleidung und bestell jetzt ➢ versandkostenfrei! Maze - rebellische Mode für jede Lebenslage. Die junge Modemarke Maze erobert seit die Kleiderschränke. Sie ist berühmt für ihre Arbeiten mit Leder und. Englisch-Deutsch-Übersetzungen für maze im Online-Wörterbuch gite-broceliande.eu (Deutschwörterbuch).
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MAZE RUNNER (cura mortal) - película completa en español latinoObura, A. Pfaff, S. Polasky, A. Purvis, J. Razzaque, B. Reyers, R. Roy Chowdhury, Y. Shin, I. Visseren-Hamakers, K.
Willis, and C. Zayas eds. Over the past few months, our team has been focused on assessing our impact: internally, as an organisation working within a community and an environment, and externally, through the projects we have been supporting.
This title illustrates one of the problems in conversations around impact. The other issues in these conversations tend to follow a pattern: definition, measurement, and the path forward.
Finding common ground when answering the first two questions poses a challenge that often prevents us from looking at the latter.
Let me first address what impact is. In our case, at MAZE, we are pushing against social and environmental problems. So, that is settled.
The solution for the second problem is less clear, and it is the core of why I am writing to you today: how to pursue accountability in the context of the impact ecosystem.
The Impact Management Project IMP has developed a framework that aims to consolidate a holistic approach to impact based on five key questions.
By answering these questions, each project is classified into ABC categories. For startups, this framework can also be useful, as it can assess the impact that arises, strictly from the project itself.
When trying to decide how to best manage our impact, the IMP is helping us get closer to an answer.
I hope it helps you too. Think about the type of outcomes you are aiming for. Is your intervention mitigating a negative outcome or contributing to create a positive one?
There are industries where creating change means lessening an existing evil and others where you get a chance to revolutionise a system and develop a good solution, from scratch.
Student Finance designed a solution that is revolutionising access to education. Who benefits from your solution?
Is it a well-served population, who gets to choose yours from a pool of alternatives, or is it an underserved population, for whom, options are narrower?
These children are an especially vulnerable population for whom there are not many support options, given the complexity of the problem at hands and the lack of monetisable ways to address it.
Break down this question into parts: scale, depth, and duration. Simple enough: how broadly can the solution expand, in solving the problem?
To which degree is it solving it? How long does change last? Impact enablers tend to focus too much on depth. Tough one. It means assessing how the impact achieved compares with what would have happened anyway.
In an ideal world, it would mean experimental or quasi-experimental research conducted to verify that the solution is, in fact, the reason why the problem is getting solved.
However, such studies represent a bureaucratic and cost burden that is difficult for most enterprises to justify and, as such, we must settle for the limits of reasonability.
Relying on being reasonable, can be tricky if the incentives push us towards assuming that our answer is the reason why the puzzle is being solved.
Even so, it is often the case that solutions are designed in a simple enough way, to anger an economist, by making correlation mean the same as causality.
So far, more than half of the students that took part in the Social Impact Bond have entered the job market, working primarily as coders.
Tougher one. Uncertainty is risk: what you do not know, you cannot mitigate against. When framing an assessment using these five questions, the process of screening for projects is more accessible.
The goal, rather than determining whether my impact is bigger than yours, is to be conscious of our decision-making process and set informed targets for the future.
Finally, the third issue: the path forward. The discussion on the future of impact investing usually flirts with the desire to make things comparable.
Although standardisation is important, it cannot be the holy grail. That is why the value of the IMP lies in understanding more deeply how solutions are designed, rather than ranking them against each other.
Kitch, founded by Rui Bento and Nuno Rodrigues, two former executives of Uber in Southern Europe who launched the ridesharing and food delivery company in Portugal, wants to enable everyone in the city to have the dishes from their favourite restaurants at home while allowing these restaurants to serve the city from delivery-first kitchens.
However, not everything is perfect. We are not a delivery app, and we are not a restaurant. A kitchen where everything is designed from scratch to order food and eat it at home.
There is a massive opportunity here to be one of the few businesses that define the future of food which is an extremely complex market to navigate.
Therefore, it is essential to have an execution driven team that knows the space inside out. With Rui and Nuno, we know we have found one.
The capital raised in this investment round will allow Kitch to start developing and scaling its operations from Lisbon, connecting the city to its favourite restaurants through meals made for delivery, offering restaurants new avenues to develop their businesses in a delicate economic environment, and taking a first step to making food delivery more sustainable.
We hope they are useful for your programme, too. The current situation holds a great opportunity to reflect again on what your acceleration programme really stands for.
What is our value proposition, and what are the values transmitted in your actions? How would the world be worse off if your programme was not there?
Also, reflect on how you were doing things before corona and why you were doing them. This will help you sharpen your senses of what initiatives to offer and how to conduct them.
For us at Maze X this self-realization channelled into reinforcing our true colours: We want to contribute to environmental and social impact.
We want to create an exchange and support between the members of our community. Last but not least, we want our startups to have business success.
Therefore, send out the agenda of the meeting in the meeting invite already. In the invite, you can also send an overview of important people that will attend and give a little bit of context why they are important for the meeting.
Also, tell each group of participants mentors, startups, etc. Highlight the agenda of the meeting again at the beginning of it and dedicate time slots for each part of it.
After a certain time, be determined to move on to the next point with little exemptions. At Maze X, we did intensive research and attended events of other accelerators to see what works well.
Events that do fit the online format are engaging, dynamic, and have a clear value-added. Regarding the format of these events, be creative, and experiment with the following:.
When trying out different formats, always ask for feedback and learn from it. For that, prepare a feedback survey before the event that you can send out at the end of it.
That way, the commitment is still high, and so is the answer rate. The more software you use, the more people get confused.
Become an expert on the software you use. Watch youtube tutorials and read tips and tricks about them. This will make sure that you use the tools efficiently.
Mainly, because the programme should be more dynamic now than when it was offline. Be prepared, and make sure to pre-record content that might not work in real-time.
We use the following software:. Design every interaction from the perspective of the recipient. The user experience thinking should be applied for simple interactions like e-mails as well as more complex events.
Sorry to tell you the unsexy truth, but the nitty-gritty is really important when you run things online. Empathy and anticipation are essential to reduce extra loops.
Do not expect everything to work perfectly, but try to streamline processes as much as possible and be on point. Those lessons made us pumped for the start of Maze X on June If you liked this article feel free to give it a hand.
If you are facing the same scouting challenge, here are 3 steps and valuable hints to get you started:. The first question I asked myself was: where can I get the right leads for my pipeline?
Google, google google: we looked for sources of quality startups, namely recognized awards, top 10s and distinguished startups from renowned newspapers, magazines and blogs.
Secondly, Crunchbase, a worldwide database with hundreds of thousands of startups and investors. Hint: The challenge to overcome here is how to use the right filters to go from thousands of startups to a manageable list of startups.
At MAZE we understand the value of in-person interactions. In general, offline events showed a much higher conversion ratio. Finally, we relied heavily on our partners and friends in our network to spread the message that an awesome accelerator is out there and looking for impact unicorns.
Additionally, we also worked formally with key professionals in the European startup ecosystem to find us applicants.
Hint: These formal partnerships were thought strategically by bringing scouts that have different expertise from our own and that cover different geographic locations.
Approaching game. First, you introduce yourself. Then, you get to know the other person, their situation and talk for a while before committing.
The same thing happens when approaching startups but in a shorter time span. Before jumping into the requirements and criteria for the programme and proposing something, take the time to learn about the founder and the company, and be flexible when possible.
As for the contact mechanisms, after many trials, we concluded the best approach was a mix of LinkedIn messaging and email.
Suggestion: If you are willing to pay a bit extra, try LinkedIn Pro. How can you keep track of more than 1. Who replied to whom? Which ones to follow-up?
Have I used LinkedIn or email? To keep the process lean we used Affinity, an exceptional CRM tool. Tip: Yes, having a CRM is expensive but it was key to a successful scouting.
Affinity was a great acquisition for us no personal interests attached. In the case of Maze X and in this article, this definition is somehow incomplete for us.
The way we look at scouting is more on building a relationship with extraordinary founders that are solving the most pressing social and environmental issues.
Besides finding them and inviting them for Maze X, we want to make sure that we can create value for them, for us and for the world.
Finding the right people who are creating businesses to solve the greatest social and environmental challenges of our time is a priority for our work at MAZE, and that is why scouting slash building relationships is so important.
Circular processes mean that we reuse or share existing resources instead of producing new ones. Omocom built a digital system for risk calculation, matching, design of insurance terms and claims settlement specifically for this new environment.
We want to use insurance as a tool to drive sales on these circular platforms, thereby creating the conditions for products to be used more extensively and for a longer period.
We are incredibly excited by getting our new investors on board because they understand this impact focus as well as the specificities of being an insurtech start-up.
The current economic and consumption system is unsustainable. The company will use the investment to accelerate product development and growth into new verticals and out of the Nordics.
Moreover, the need for their product is clearer than ever during times like these, when we expect more unemployment as well as more uncertain times in general.
Together with researchers at leading universities in Sweden they developed risk calculation algorithms that enable omocom to make real-time risk assessments on digital platforms.
Since the launch in October omocom are now live on 8 platforms and have over 15 customers. The need for social services to join the digital revolution precedes the coronavirus pandemic.
From where we stand, progress has been slow and polarized. The landscape of social enterprises in Portugal includes a few, usually new, organizations whose impact models are inherently digital.
Yet, most social enterprises have adopted digital tools gradually, incompletely, and non-strategically. The social enterprises that had been postponing digital transition were caught off-guard by the coronavirus pandemic, with limited ability to move into remote work and service delivery.
Let us look at the digitalization of social services in two ways: back office and front office. At its most fundamental level, back-office digitalisation includes practices such as keeping documents on the cloud, shared drives and using digital communication tools email, videoconference, messaging chats, amongst others.
The current crisis has made a clear case for digital adoption. It is key to ensure that teams operating remotely can access and share all the relevant information about the people that they are serving.
The security of such tools and interactions is a concern, especially for organizations that hold sensitive information on their beneficiaries.
When employees lack experience operating digital tools safely or there are no standards in place, chaos ensues and urgency overtakes protocols: personal email accounts are used for professional interactions, sensitive documents are shared indiscriminately through different digital channels, and so on.
Considerations on data protection and cybersecurity are central to a deliberate digital adoption at the organizational level.
They should not be used as an excuse not to do it. Many social services are hard to transition into the virtual space because there is an inherent value in keeping them offline.
We are all being reminded of the power of in-person interactions. Often, digitalization is difficult because the beneficiaries themselves are not digitally literate and cannot operate digital tools.
To our great discomfort, the coronavirus crisis is putting these constraints to the test. We have seen the social enterprises we work with react to the coronavirus crisis in three different ways:.
For social enterprises that were already at the forefront of the digital revolution, the coronavirus crisis is an opportunity to step-up their game and anticipate initiatives that would have otherwise been introduced more gradually.
They run an intensive six-week program, followed by twelve months of regular follow-ups. This crisis is pushing organizations like these to coordinate their use of digital tools, try new channels, and tweak intervention models.
For these social enterprises, the current crisis will yield important learnings for service delivery beyond the end of the pandemic.
Finally, some social enterprises are struggling to keep even an adjusted version of their services running. Non-essential services for elderly people, for example, face particularly challenging circumstances.
These beneficiaries are disproportionately susceptible to the coronavirus and are, on average, less able to access and use digital services. With the possibility of some restrictions staying in place or being re-imposed in the months to come, simply postponing the interventions becomes an insufficient response.
For this segment of social enterprises, this is an opportunity to seriously rethink their intervention models. In some cases, it might not be possible to sustain the same quality of service through digital-only components.
However, this crisis will force organizations to try. Some of them might be surprised by the results. Not all social enterprises are equally equipped to take advantage of digital opportunities.
Our job is to ensure that those left behind get the assistance that they need. The digital transformation that social enterprises go through in the next months will pay double in the future.
It will make them more resilient and fitter for adaptation in future crises. More importantly, it will allow them to streamline processes and save energy, empathy, and time for the human interactions that are worth fighting for.
Overconsumption is one of the biggest economic issues of our time. But there are still few market solutions that allow items renting between companies and individuals in a safe and agile manner.
Aligned with our l atest partnership with Omocom , Rnters is the first marketplace in Portugal for everyday items. As millennials, we know that most of our shopping is done online and that this generation values access over possession.
Rnters decodes this trend allowing for more sustainable consumption habits. As an impact fund, MSM is fully aligned with our mission to impact the communities in which we operate and its track record to help Rnters grow well and beyond.
Is there a secret formula for bringing creativity into the problem-solving process within teams? What is the right way to lead your team to more creative outcomes?
But it is actionable, and we have seen it working at MAZE. And the best thing is you can start doing it tomorrow. You may think it is, but this is not a sponsored post.
And if tips had a trademark, this text should be covered in it. Time and energy are wasted. Motivation drops. Ideas are parked forever. When this happens — and more often than we would want to, it is more likely that the next time you call creativity, it will be harder to have your teams engaged.
When deciding which challenges to attack first, here is a quick check-list that you may want to use:. We know that there are people more creative than others.
Natural talents that can gracefully think of different ways to sell ice-creams in winter. What we also know is that there are questions that are easier to generate more creative ideas than others.
Now that your team is working on solving the right challenge, it is time to challenge them. Bringing your curiosity to the process will make them go further.
Think about what questions may help unlock their creative potential or think from a different perspective. What if it is not good enough?
Why does it matter? What does this make possible? What else? Engaging the collective brainpower of the people you work with is an active, ongoing process.
These techniques can be applied to any type of organization. But an excellent way to bring more creative thinking is by shaking things up.
A visionary leader may try to bring someone to the team with a different perspective and disrupt conventions. He brought the theatrical, the surprise, and delight touch sometimes missed when designing a new service.
What about you? What is the profile that you probably need to disrupt your status-quo thinking? Lastly, the rituals — something that you can do in parallel with your approach to new challenges.
Rituals help nudge the culture of your team and your organization towards beliefs and behaviors that support creative work.
Have a look at these examples of beliefs and behaviors that are mostly seen in creative teams:. Virtual connection is better than no connection at all.
Creative thinking has never been more critical. With the global pandemic sweeping across the planet, remote work went global overnight. Now more than ever, businesses are challenged to address new needs and expectations from their employees.
Issues such as limited management support, reduced communication flow and lack of social belonging can have a major impact on the company culture and the way employees experience work outside the office.
The solution helps transform company culture from a static, top-down mission statement into adaptable, measurable data of what employees actually value in a company.
Platypus also assesses person-to-organisation alignment as culture develops over time in order to identify the areas that need further attention — minimizing the risk of losing employees.
MSM believes Platypus reframes the way businesses measure and leverage organisational alignment to maximise employee satisfaction and retention.
We spend a significant part of our lives at work, reinforcing the need for a strong sense of engagement, satisfaction and performance within our jobs.
Platypus enables teams and individuals to achieve those outcomes, combating symptoms of cultural misalignment such as depression and anxiety.
MSM team is excited to work with Nico, Daniel, Neva and Lousie, a team comes with a solid industry background in HR, giving them a clear advantage and differentiated approach in this vertical.
Within 10 months of its launch, the company is already working with multiple customers across several markets, including Denmark, Latvia, Singapore, Sweden, the UK and the US, to establish an optimal person-organisation alignment, and thus minimise their retention costs.
Our monthly newsletter is written by Tina for you, with love. Hold on, impact legend. Our website uses cookies to give you the best experience while you navigate MAZE.
By continuing to use this website, you give your consent to our use of these cookies. Skip to content Set the scene, guests are coming Preparation is the mother of a good party, right?
At Maze X, we come together to make a positive impact on the people and the planet. Impact entrepreneurs, advisors, experts, and the Maze X team.
Zoom calls for in-person status updates, a slack workspace for ongoing discussions, and follow-ups. Do the unexpected The best parties are always the ones where things happen that no one expects to happen.
If you liked it, leave a clap or two. My first 90 Days in Venture Investment Opinion. In the venture fast-paced environment, I found myself involved in different tasks during my first months: Managing the social and environmental impact of our portfolio companies to present to our LPs Attending demo days Participating in introduction calls and performing due diligence on founders Learning the legal documents of a deal Writing rejection emails the not so funny part of our job Analysing market trends The list goes on As you see, joining a venture capital fund can be overwhelming at first, as you are constantly flooded with information on different companies, sectors, other VCs and names you have never heard before.
In the next paragraphs, here are 6 tips that helped me keep grounded: 1. Get acquainted with the VC process There are several books you can read that will give you a good overview of the funding roadmap.
Be on top of what is happening Read, read, read and once you have done it read some more! Expand your network and build a personal brand Once you start getting on the rails with your daily tasks, it is important to start working on your personal brand as an investor.
Screen and observe My advice before starting to reach out to founders is to observe. Be nice to founders Remember, the same way you pick founders to invest, they pick you.
Acting: empathy and my relationship with stakeholders The purpose of an actor is literally to embody another person.
Film: belief in the right stories Blockbuster movies usually have humongous budgets. Here are 6 of many lessons skateboarding has taught me about the adult world that I am now facing every day: 1.
Do not expect immediate success This first one is a classic, right? Always learning, always evolving A few months ago, I randomly grabbed a book that was in my office.
You do you I grew up watching other skaters, and I often have the urge to try to skate like them and I never, not even once, looked good doing so.
Have fun, go skate! Smart and renewable energy Clean and affordable energy is at the core of the transition.
Circularity in manufactured goods Manufactured and transformed goods need to fully embrace circularity. The concerted effort Such an effort will need to be concerted among every sphere of society and integrated into every sector of economic activity, entire industries need to close doors, and many companies will have to reimagine their businesses.
Want to report your impact? Here is a list to get you started MAZE. Is my impact bigger than yours? How much?
Contribution Tough one. Risk Tougher one. Regarding the format of these events, be creative, and experiment with the following: Use virtual backgrounds to create a certain vibe that fits the purpose.
Use breakout rooms to create intimate meetings inside a big event. Use polls to make the meeting interactive. How to find the best impact startups across Europe: 3 guiding steps Acceleration Opinion.
If you are facing the same scouting challenge, here are 3 steps and valuable hints to get you started: 1. Finding leads The first question I asked myself was: where can I get the right leads for my pipeline?
Keeping track How can you keep track of more than 1. Meet the second cohort of Maze X Acceleration. Coronavirus and the opportunity for the digital transformation of social services Government Performance Opinion.
The coronavirus crisis has pushed social enterprises to seek digital alternatives to their processes and intervention models. As we leave the emergency phase, it would be wasteful not to take advantage of this momentum to accelerate digital transformation within these organizations.
This crisis has: Reminded us of the importance of social services. The role of health and social protection services has been unquestionable. A successful recovery will also heavily rely on social services related to employment, education and justice.
Shone a light on how vulnerable these services are when faced with movement restrictions. Players enter at one spot, and exit at another, or the idea may be to reach a certain spot in the maze.
Mazes can also be printed or drawn on paper to be followed by a pencil or fingertip. Mazes can be built with snow. Maze generation is the act of designing the layout of passages and walls within a maze.
There are many different approaches to generating mazes, with various maze generation algorithms for building them, either by hand or automatically by computer.
There are two main mechanisms used to generate mazes. In "carving passages", one marks out the network of available routes.
In building a maze by "adding walls", one lays out a set of obstructions within an open area. Most mazes drawn on paper are done by drawing the walls, with the spaces in between the markings composing the passages.
Maze solving is the act of finding a route through the maze from the start to finish. Some maze solving methods are designed to be used inside the maze by a traveler with no prior knowledge of the maze, whereas others are designed to be used by a person or computer program that can see the whole maze at once.
The mathematician Leonhard Euler was one of the first to analyze plane mazes mathematically, and in doing so made the first significant contributions to the branch of mathematics known as topology.
Mazes containing no loops are known as "standard", or "perfect" mazes, and are equivalent to a tree in graph theory.
Thus many maze solving algorithms are closely related to graph theory. Intuitively, if one pulled and stretched out the paths in the maze in the proper way, the result could be made to resemble a tree.
Mazes are often used in psychology experiments to study spatial navigation and learning. Such experiments typically use rats or mice. Examples are:.
Number maze: Begin and end at the star. Using the number in your space, jump that number of blocks in a straight line to a new space.
No diagonals. Numerous mazes of different kinds have been drawn, painted, published in books and periodicals, used in advertising, in software, and sold as art.
In the s there occurred a publishing "maze craze" in which numerous books, and some magazines, were commercially available in nationwide outlets and devoted exclusively to mazes of a complexity that was able to challenge adults as well as children for whom simple maze puzzles have long been provided both before, during, and since the s "craze".
Koziakin's works were predominantly of the standard two-dimensional "trace a line between the walls" variety. The works of the Brightfields had a similar two-dimensional form but used a variety of graphics-oriented "path obscuring" techniques.
Although the routing was comparable to or simpler than Koziakin's mazes, the Brightfields' mazes did not allow the various pathway options to be discerned easily by the roving eye as it glanced about.
Greg Bright's works went beyond the standard published forms of the time by including "weave" mazes in which illustrated pathways can cross over and under each other.
Bright's works also offered examples of extremely complex patterns of routing and optical illusions for the solver to work through. What Bright termed "mutually accessible centers" The Great Maze Book , also called "braid" mazes, allowed a proliferation of paths flowing in spiral patterns from a central nexus and, rather than relying on "dead ends" to hinder progress, instead relied on an overabundance of pathway choices.
Rather than have a single solution to the maze, Bright's routing often offered multiple equally valid routes from start to finish, with no loss of complexity or diminishment of solver difficulties because the result was that it became difficult for a solver to definitively "rule out" a particular pathway as unproductive.
Some of Bright's innovative mazes had no "dead ends", although some clearly had looping sections or "islands" that would cause careless explorers to keep looping back again and again to pathways they had already travelled.
The books of Larry Evans focused on 3-D structures, often with realistic perspective and architectural themes, and Bernard Myers Supermazes No.
Both Greg Bright The Hole Maze Book and Dave Phillips The World's Most Difficult Maze published maze books in which the sides of pages could be crossed over and in which holes could allow the pathways to cross from one page to another, and one side of a page to the other, thus enhancing the 3-D routing capacity of 2-D printed illustrations.
Adrian Fisher is both the most prolific contemporary author on mazes, and also one of the leading maze designers. A recent book by Galen Wadzinski The Ultimate Maze Book offers formalized rules for more recent innovations that involve single-directional pathways, 3-D simulating illustrations, "key" and "ordered stop" mazes in which items must be collected or visited in particular orders to add to the difficulties of routing such restrictions on pathway traveling and re-use are important in a printed book in which the limited amount of space on a printed page would otherwise place clear limits on the number of choices and pathways that can be contained within a single maze.
Although these innovations are not all entirely new with Wadzinski, the book marks a significant advancement in published maze puzzles, offering expansions on the traditional puzzles that seem to have been fully informed by various video game innovations and designs, and adds new levels of challenge and complexity in both the design and the goals offered to the puzzle-solver in a printed format.
Chartwell Castle in Johannesburg claims to have the biggest known uninterrupted hedgerow maze in the Southern world, with over conifers.
It covers about sq. The maze was designed and laid out by Conrad Penny. From Wikipedia, the free encyclopedia. Puzzle game in the form of a complex branching passage.
For other uses, see Maze disambiguation. Not to be confused with Maize. Impossible puzzles Maze video games Nikoli puzzle types Puzzle video games Puzzle topics.
Main article: Maze generation algorithm. Main article: Maze solving algorithm. Block maze: Fill in four blocks to make a road connecting the stars.
Through the labyrinth: designs and meanings over years. Archived from the original on 1 January YouTube 23 December Retrieved on 18 June Hamilton Mazes - The Beginner's Guide.
Erich's Puzzle Palace. Archived from the original on 16 April Retrieved 27 May Archived 13 July at the Wayback Machine. Retrieved on 26 April Archived from the original on 21 April Retrieved 4 March Archived from the original on 12 March Archived from the original on 2 October Archived from the original on 1 August Ponte de Lima.
Porto Archived 18 March at the Wayback Machine. Archived from the original on 4 February Retrieved 16 December
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Sie soll es — der grobe Fehler sagen.