@oriro/orirocli 0.1.11 → 0.3.1

package/skills/business/biz-negotiation/SKILL.md

@@ -1,152 +1,152 @@
----
-watermark: ORIRO
-disable-model-invocation: true
-name: biz-negotiation
-provider: ORIRO.ai
-copyright: Copyright (c) 2026 ORIRO.ai
-description: >
-  Negotiation principles — principled negotiation, BATNA, salary negotiation,
-  vendor negotiations, deal-making, and conflict resolution. Activate for
-  questions about how to negotiate, salary negotiation, deal terms, pricing,
-  handling difficult negotiations, or any negotiation situation. Sources:
-  Harvard Negotiation Project (Getting to Yes principles), FBI negotiation
-  research, PON (Program on Negotiation) public resources.
----
-
-# Negotiation
-
-## The foundational principle: focus on interests, not positions
-
-**Position:** What you say you want. ("I want $100,000 salary.")
-**Interest:** Why you want it. ("I need to cover rent, student loans, and feel valued for my skills.")
-
-Most negotiations fail when both sides argue positions.
-Successful negotiations explore underlying interests — often multiple ways to satisfy both.
-
-**Example:**
-Two people fighting over an orange.
-Position-based: Split it in half.
-Interest-based: One wanted the peel for a cake. One wanted the juice.
-Solution: One gets the peel. One gets the juice. Both get everything they wanted.
-
----
-
-## BATNA (Best Alternative to a Negotiated Agreement)
-
-The most important concept in negotiation.
-Your BATNA = what you'll do if this negotiation fails.
-
-**Why it matters:**
-Strong BATNA = negotiating power. You can walk away.
-Weak BATNA = pressure to accept bad terms.
-
-**Before any negotiation:**
-
-1. Know your BATNA precisely.
-2. Estimate the other party's BATNA.
-3. Never accept terms worse than your BATNA.
-
-**Improving your BATNA:**
-Get competing offers before negotiating. Have options. Don't be desperate.
-
-**ZOPA (Zone of Possible Agreement):**
-Range between each party's reservation value (worst acceptable outcome).
-If ZOPA exists → deal is possible. If not → walk away.
-
----
-
-## Salary negotiation
-
-**Research first:**
-
-- Glassdoor, Levels.fyi (for tech), LinkedIn Salary, Bureau of Labor Statistics
-- Talk to people in the same role at similar companies
-- Know the range before entering any conversation
-
-**The rules:**
-
-1. **Never give a number first if you can avoid it.** "I'd like to understand the full opportunity before discussing compensation. What is the budgeted range for this role?"
-
-2. **If forced to give a number:** Give a range where the bottom of your range is your target.
-
-3. **Anchor high.** First offers influence final outcomes disproportionately. Research shows people who anchor aggressively get better outcomes.
-
-4. **Always negotiate.** 85% of employers have room above their first offer. Less than 50% of candidates negotiate.
-
-5. **Total compensation, not just salary.** Negotiate: base salary, signing bonus, equity, PTO, remote work, title, start date.
-
-6. **Don't accept immediately.** "I'm excited about this opportunity. I'd like to take 24 hours to review the offer thoroughly."
-
-7. **Written offer before resignation.** Never resign from current job on verbal offer.
-
-**Script for counter-offer:**
-"Thank you for the offer — I'm genuinely excited about this opportunity. Based on my research into the market rate for this role and my [X years of specific experience], I was expecting something closer to $[X]. Is there flexibility to get closer to that number?"
-
----
-
-## Multi-issue negotiations
-
-**Package trades:** When you have multiple issues, trade across dimensions.
-You might accept less on salary in exchange for more equity or flexibility.
-Never give a concession on one issue without getting something in return.
-
-**Logrolling:** Exchange low-value (to you) concessions for high-value gains.
-Identify what matters most to each party. Trade across different priorities.
-
----
-
-## Negotiation tactics — and how to respond
-
-**Anchoring:** Opening with an extreme number to shift the range.
-Response: Don't anchor off their number. Bring your own research and make your own anchor.
-
-**Good cop/bad cop:** One negotiator is reasonable; the other is unreasonable.
-Response: Recognize the tactic. Ask to speak directly with the decision-maker.
-
-**Take it or leave it (false ultimatum):**
-Response: "I understand. Let me take some time to think about that." Then negotiate again next day.
-Most "final offers" aren't.
-
-**Time pressure:** "This offer expires tomorrow."
-Response: Real deals rarely expire in 24 hours. If it does, it probably wasn't right for you.
-
-**Nibbling:** After deal is made, asking for small additional concessions.
-Response: "We already reached agreement on the full package. I'm not comfortable reopening it."
-
-**Silence:** Long pauses after you make a statement.
-Response: Don't fill the silence. The discomfort is a tactic. Let it sit.
-
----
-
-## Principled negotiation (Fisher & Ury)
-
-Four principles from "Getting to Yes":
-
-1. **Separate the people from the problem.**
-   Be hard on the problem, soft on the people.
-   Negotiation is not about winning against the other person.
-
-2. **Focus on interests, not positions.**
-   Explore the "why" behind demands.
-
-3. **Invent options for mutual gain.**
-   Brainstorm creatively before deciding. More options = better outcomes.
-
-4. **Insist on objective criteria.**
-   Base agreements on external standards (market rates, expert opinions, precedent).
-   "That's not what I'm asking for, but let's look at what comparable deals look like."
-
----
-
-## Negotiations that fail — why
-
-1. Both sides bargain on positions with no exploration of interests
-2. One party has no BATNA → accepts terrible terms
-3. Emotional escalation → damage to relationship → walkaway
-4. Information imbalance → one party doesn't know the market
-5. Assuming the pie is fixed (distributive thinking vs. integrative)
-6. Agreeing under time pressure before exploring options
-
-Sources: Fisher, Ury, and Patton "Getting to Yes" principles (widely documented publicly),
-Harvard Program on Negotiation (pon.harvard.edu — free resources),
-FBI hostage negotiation research (public), Kahneman anchoring research (behavioral economics)
+---
+watermark: ORIRO
+disable-model-invocation: true
+name: biz-negotiation
+provider: ORIRO.ai
+copyright: Copyright (c) 2026 ORIRO.ai
+description: >
+  Negotiation principles — principled negotiation, BATNA, salary negotiation,
+  vendor negotiations, deal-making, and conflict resolution. Activate for
+  questions about how to negotiate, salary negotiation, deal terms, pricing,
+  handling difficult negotiations, or any negotiation situation. Sources:
+  Harvard Negotiation Project (Getting to Yes principles), FBI negotiation
+  research, PON (Program on Negotiation) public resources.
+---
+
+# Negotiation
+
+## The foundational principle: focus on interests, not positions
+
+**Position:** What you say you want. ("I want $100,000 salary.")
+**Interest:** Why you want it. ("I need to cover rent, student loans, and feel valued for my skills.")
+
+Most negotiations fail when both sides argue positions.
+Successful negotiations explore underlying interests — often multiple ways to satisfy both.
+
+**Example:**
+Two people fighting over an orange.
+Position-based: Split it in half.
+Interest-based: One wanted the peel for a cake. One wanted the juice.
+Solution: One gets the peel. One gets the juice. Both get everything they wanted.
+
+---
+
+## BATNA (Best Alternative to a Negotiated Agreement)
+
+The most important concept in negotiation.
+Your BATNA = what you'll do if this negotiation fails.
+
+**Why it matters:**
+Strong BATNA = negotiating power. You can walk away.
+Weak BATNA = pressure to accept bad terms.
+
+**Before any negotiation:**
+
+1. Know your BATNA precisely.
+2. Estimate the other party's BATNA.
+3. Never accept terms worse than your BATNA.
+
+**Improving your BATNA:**
+Get competing offers before negotiating. Have options. Don't be desperate.
+
+**ZOPA (Zone of Possible Agreement):**
+Range between each party's reservation value (worst acceptable outcome).
+If ZOPA exists → deal is possible. If not → walk away.
+
+---
+
+## Salary negotiation
+
+**Research first:**
+
+- Glassdoor, Levels.fyi (for tech), LinkedIn Salary, Bureau of Labor Statistics
+- Talk to people in the same role at similar companies
+- Know the range before entering any conversation
+
+**The rules:**
+
+1. **Never give a number first if you can avoid it.** "I'd like to understand the full opportunity before discussing compensation. What is the budgeted range for this role?"
+
+2. **If forced to give a number:** Give a range where the bottom of your range is your target.
+
+3. **Anchor high.** First offers influence final outcomes disproportionately. Research shows people who anchor aggressively get better outcomes.
+
+4. **Always negotiate.** 85% of employers have room above their first offer. Less than 50% of candidates negotiate.
+
+5. **Total compensation, not just salary.** Negotiate: base salary, signing bonus, equity, PTO, remote work, title, start date.
+
+6. **Don't accept immediately.** "I'm excited about this opportunity. I'd like to take 24 hours to review the offer thoroughly."
+
+7. **Written offer before resignation.** Never resign from current job on verbal offer.
+
+**Script for counter-offer:**
+"Thank you for the offer — I'm genuinely excited about this opportunity. Based on my research into the market rate for this role and my [X years of specific experience], I was expecting something closer to $[X]. Is there flexibility to get closer to that number?"
+
+---
+
+## Multi-issue negotiations
+
+**Package trades:** When you have multiple issues, trade across dimensions.
+You might accept less on salary in exchange for more equity or flexibility.
+Never give a concession on one issue without getting something in return.
+
+**Logrolling:** Exchange low-value (to you) concessions for high-value gains.
+Identify what matters most to each party. Trade across different priorities.
+
+---
+
+## Negotiation tactics — and how to respond
+
+**Anchoring:** Opening with an extreme number to shift the range.
+Response: Don't anchor off their number. Bring your own research and make your own anchor.
+
+**Good cop/bad cop:** One negotiator is reasonable; the other is unreasonable.
+Response: Recognize the tactic. Ask to speak directly with the decision-maker.
+
+**Take it or leave it (false ultimatum):**
+Response: "I understand. Let me take some time to think about that." Then negotiate again next day.
+Most "final offers" aren't.
+
+**Time pressure:** "This offer expires tomorrow."
+Response: Real deals rarely expire in 24 hours. If it does, it probably wasn't right for you.
+
+**Nibbling:** After deal is made, asking for small additional concessions.
+Response: "We already reached agreement on the full package. I'm not comfortable reopening it."
+
+**Silence:** Long pauses after you make a statement.
+Response: Don't fill the silence. The discomfort is a tactic. Let it sit.
+
+---
+
+## Principled negotiation (Fisher & Ury)
+
+Four principles from "Getting to Yes":
+
+1. **Separate the people from the problem.**
+   Be hard on the problem, soft on the people.
+   Negotiation is not about winning against the other person.
+
+2. **Focus on interests, not positions.**
+   Explore the "why" behind demands.
+
+3. **Invent options for mutual gain.**
+   Brainstorm creatively before deciding. More options = better outcomes.
+
+4. **Insist on objective criteria.**
+   Base agreements on external standards (market rates, expert opinions, precedent).
+   "That's not what I'm asking for, but let's look at what comparable deals look like."
+
+---
+
+## Negotiations that fail — why
+
+1. Both sides bargain on positions with no exploration of interests
+2. One party has no BATNA → accepts terrible terms
+3. Emotional escalation → damage to relationship → walkaway
+4. Information imbalance → one party doesn't know the market
+5. Assuming the pie is fixed (distributive thinking vs. integrative)
+6. Agreeing under time pressure before exploring options
+
+Sources: Fisher, Ury, and Patton "Getting to Yes" principles (widely documented publicly),
+Harvard Program on Negotiation (pon.harvard.edu — free resources),
+FBI hostage negotiation research (public), Kahneman anchoring research (behavioral economics)

package/skills/business/biz-operations/LICENSE

@@ -1,21 +1,21 @@
-MIT License
-
-Copyright (c) 2026 ORIRO.ai
-
-Permission is hereby granted, free of charge, to any person obtaining a copy
-of this software and associated documentation files (the "Software"), to deal
-in the Software without restriction, including without limitation the rights
-to use, copy, modify, merge, publish, distribute, sublicense, and/or sell
-copies of the Software, and to permit persons to whom the Software is
-furnished to do so, subject to the following conditions:
-
-The above copyright notice and this permission notice shall be included in all
-copies or substantial portions of the Software.
-
-THE SOFTWARE IS PROVIDED "AS IS", WITHOUT WARRANTY OF ANY KIND, EXPRESS OR
-IMPLIED, INCLUDING BUT NOT LIMITED TO THE WARRANTIES OF MERCHANTABILITY,
-FITNESS FOR A PARTICULAR PURPOSE AND NONINFRINGEMENT. IN NO EVENT SHALL THE
-AUTHORS OR COPYRIGHT HOLDERS BE LIABLE FOR ANY CLAIM, DAMAGES OR OTHER
-LIABILITY, WHETHER IN AN ACTION OF CONTRACT, TORT OR OTHERWISE, ARISING FROM,
-OUT OF OR IN CONNECTION WITH THE SOFTWARE OR THE USE OR OTHER DEALINGS IN THE
-SOFTWARE.
+MIT License
+
+Copyright (c) 2026 ORIRO.ai
+
+Permission is hereby granted, free of charge, to any person obtaining a copy
+of this software and associated documentation files (the "Software"), to deal
+in the Software without restriction, including without limitation the rights
+to use, copy, modify, merge, publish, distribute, sublicense, and/or sell
+copies of the Software, and to permit persons to whom the Software is
+furnished to do so, subject to the following conditions:
+
+The above copyright notice and this permission notice shall be included in all
+copies or substantial portions of the Software.
+
+THE SOFTWARE IS PROVIDED "AS IS", WITHOUT WARRANTY OF ANY KIND, EXPRESS OR
+IMPLIED, INCLUDING BUT NOT LIMITED TO THE WARRANTIES OF MERCHANTABILITY,
+FITNESS FOR A PARTICULAR PURPOSE AND NONINFRINGEMENT. IN NO EVENT SHALL THE
+AUTHORS OR COPYRIGHT HOLDERS BE LIABLE FOR ANY CLAIM, DAMAGES OR OTHER
+LIABILITY, WHETHER IN AN ACTION OF CONTRACT, TORT OR OTHERWISE, ARISING FROM,
+OUT OF OR IN CONNECTION WITH THE SOFTWARE OR THE USE OR OTHER DEALINGS IN THE
+SOFTWARE.

package/skills/business/biz-operations/SKILL.md

@@ -1,74 +1,74 @@
----
-watermark: ORIRO
-disable-model-invocation: true
-name: biz-operations
-provider: ORIRO.ai
-copyright: Copyright (c) 2026 ORIRO.ai
-description: >
-  Operations management — process design, supply chain, capacity planning,
-  inventory, quality systems, and operational efficiency. Activate for questions
-  about running operations, process improvement, supply chain, inventory management,
-  capacity planning, or any operations question. Sources: APICS, OpenStax Operations Management.
----
-
-# Operations Management
-
-## Process design
-
-**Process flow diagram:** Map every step from input to output. Identify: activities, decision points, inputs, outputs, responsible parties.
-**Cycle time:** Time to complete one unit through entire process.
-**Throughput:** Units produced per unit time = 1/Cycle time.
-**Bottleneck:** Slowest step in the process. Throughput limited by bottleneck capacity. Improving non-bottleneck steps doesn't improve throughput.
-**Theory of Constraints (Goldratt):** Identify constraint → exploit it → subordinate everything else to it → elevate it → repeat.
-
-## Capacity planning
-
-**Capacity:** Maximum output rate of a facility or process.
-**Utilization:** Actual output / Design capacity. Target 80-85% to handle variability without backlogs.
-**Efficiency:** Actual output / Effective capacity.
-**Capacity strategy:**
-Lead strategy: Build capacity ahead of demand. Minimizes lost sales. Higher risk.
-Lag strategy: Build capacity after demand materializes. Lower risk. May lose customers.
-Match strategy: Add capacity in small increments as demand grows.
-
-## Inventory management
-
-**EOQ (Economic Order Quantity):** Minimizes total ordering + holding costs.
-EOQ = √(2DS/H) — D = annual demand, S = order cost, H = annual holding cost per unit.
-
-**ABC analysis:** Classify inventory by value.
-A items: top 20% by value = 80% of total inventory value. Tight control, frequent counts.
-B items: next 30% by value. Moderate control.
-C items: remaining 50% by value. Low control, bulk ordering.
-
-**Safety stock:** Buffer against demand/supply uncertainty.
-Safety stock = Z × σ_LT (Z = service level factor, σ_LT = standard deviation of demand during lead time)
-
-**Just-in-time (JIT):** Receive materials just before needed. Minimizes inventory. Requires reliable suppliers and stable demand.
-
-**Inventory turns:** COGS / Average Inventory. Higher = better (but not at expense of stockouts).
-Retail: 4-12×/year typical. Grocery: 20-30×. Automotive parts: 2-4×.
-
-## Supply chain management
-
-**Tiers:** Tier 1 = direct suppliers. Tier 2 = suppliers' suppliers. Visibility decreases with tier.
-**Make vs. Buy:** Make if: core competency, sensitive IP, insufficient supply. Buy if: commodity, specialized supplier capability, flexibility needed.
-**Supplier management:** Qualify, audit, develop. Concentration risk: > 50% from single supplier is fragile.
-**Lead time reduction:** Source locally (shorter lead time, higher cost). Reduce supplier lead time. Maintain safety stock.
-
-## Quality management systems
-
-**ISO 9001:** International standard for quality management systems. Process-based approach. Not about product quality — about having processes that consistently produce quality.
-**Key elements:** Customer focus, leadership, process approach, evidence-based decision making, continual improvement.
-**PDCA (Plan-Do-Check-Act):** Continuous improvement cycle. Plan improvements → implement → measure results → standardize or adjust.
-**Six Sigma DMAIC:** For breakthrough improvement projects (see manufacturing skill for detail).
-**Root cause analysis:** 5 Whys — ask why 5 times to get to root cause. Fishbone/Ishikawa diagram — categories of causes (Man, Method, Machine, Material, Mother Nature, Measurement).
-
-## KPIs for operations
-
-OEE (Overall Equipment Effectiveness) = Availability × Performance × Quality. World-class: >85%.
-OTIF (On-Time In-Full): % of orders delivered complete and on time. Target: >95%.
-First Pass Yield: % of units meeting spec without rework.
-Defects Per Million Opportunities (DPMO): Six Sigma metric.
-
-Sources: APICS Body of Knowledge, OpenStax Operations Management (CC-BY), Goldratt "The Goal" principles, ISO 9001:2015 standard summary
+---
+watermark: ORIRO
+disable-model-invocation: true
+name: biz-operations
+provider: ORIRO.ai
+copyright: Copyright (c) 2026 ORIRO.ai
+description: >
+  Operations management — process design, supply chain, capacity planning,
+  inventory, quality systems, and operational efficiency. Activate for questions
+  about running operations, process improvement, supply chain, inventory management,
+  capacity planning, or any operations question. Sources: APICS, OpenStax Operations Management.
+---
+
+# Operations Management
+
+## Process design
+
+**Process flow diagram:** Map every step from input to output. Identify: activities, decision points, inputs, outputs, responsible parties.
+**Cycle time:** Time to complete one unit through entire process.
+**Throughput:** Units produced per unit time = 1/Cycle time.
+**Bottleneck:** Slowest step in the process. Throughput limited by bottleneck capacity. Improving non-bottleneck steps doesn't improve throughput.
+**Theory of Constraints (Goldratt):** Identify constraint → exploit it → subordinate everything else to it → elevate it → repeat.
+
+## Capacity planning
+
+**Capacity:** Maximum output rate of a facility or process.
+**Utilization:** Actual output / Design capacity. Target 80-85% to handle variability without backlogs.
+**Efficiency:** Actual output / Effective capacity.
+**Capacity strategy:**
+Lead strategy: Build capacity ahead of demand. Minimizes lost sales. Higher risk.
+Lag strategy: Build capacity after demand materializes. Lower risk. May lose customers.
+Match strategy: Add capacity in small increments as demand grows.
+
+## Inventory management
+
+**EOQ (Economic Order Quantity):** Minimizes total ordering + holding costs.
+EOQ = √(2DS/H) — D = annual demand, S = order cost, H = annual holding cost per unit.
+
+**ABC analysis:** Classify inventory by value.
+A items: top 20% by value = 80% of total inventory value. Tight control, frequent counts.
+B items: next 30% by value. Moderate control.
+C items: remaining 50% by value. Low control, bulk ordering.
+
+**Safety stock:** Buffer against demand/supply uncertainty.
+Safety stock = Z × σ_LT (Z = service level factor, σ_LT = standard deviation of demand during lead time)
+
+**Just-in-time (JIT):** Receive materials just before needed. Minimizes inventory. Requires reliable suppliers and stable demand.
+
+**Inventory turns:** COGS / Average Inventory. Higher = better (but not at expense of stockouts).
+Retail: 4-12×/year typical. Grocery: 20-30×. Automotive parts: 2-4×.
+
+## Supply chain management
+
+**Tiers:** Tier 1 = direct suppliers. Tier 2 = suppliers' suppliers. Visibility decreases with tier.
+**Make vs. Buy:** Make if: core competency, sensitive IP, insufficient supply. Buy if: commodity, specialized supplier capability, flexibility needed.
+**Supplier management:** Qualify, audit, develop. Concentration risk: > 50% from single supplier is fragile.
+**Lead time reduction:** Source locally (shorter lead time, higher cost). Reduce supplier lead time. Maintain safety stock.
+
+## Quality management systems
+
+**ISO 9001:** International standard for quality management systems. Process-based approach. Not about product quality — about having processes that consistently produce quality.
+**Key elements:** Customer focus, leadership, process approach, evidence-based decision making, continual improvement.
+**PDCA (Plan-Do-Check-Act):** Continuous improvement cycle. Plan improvements → implement → measure results → standardize or adjust.
+**Six Sigma DMAIC:** For breakthrough improvement projects (see manufacturing skill for detail).
+**Root cause analysis:** 5 Whys — ask why 5 times to get to root cause. Fishbone/Ishikawa diagram — categories of causes (Man, Method, Machine, Material, Mother Nature, Measurement).
+
+## KPIs for operations
+
+OEE (Overall Equipment Effectiveness) = Availability × Performance × Quality. World-class: >85%.
+OTIF (On-Time In-Full): % of orders delivered complete and on time. Target: >95%.
+First Pass Yield: % of units meeting spec without rework.
+Defects Per Million Opportunities (DPMO): Six Sigma metric.
+
+Sources: APICS Body of Knowledge, OpenStax Operations Management (CC-BY), Goldratt "The Goal" principles, ISO 9001:2015 standard summary

package/skills/business/biz-project/LICENSE

@@ -1,21 +1,21 @@
-MIT License
-
-Copyright (c) 2026 ORIRO.ai
-
-Permission is hereby granted, free of charge, to any person obtaining a copy
-of this software and associated documentation files (the "Software"), to deal
-in the Software without restriction, including without limitation the rights
-to use, copy, modify, merge, publish, distribute, sublicense, and/or sell
-copies of the Software, and to permit persons to whom the Software is
-furnished to do so, subject to the following conditions:
-
-The above copyright notice and this permission notice shall be included in all
-copies or substantial portions of the Software.
-
-THE SOFTWARE IS PROVIDED "AS IS", WITHOUT WARRANTY OF ANY KIND, EXPRESS OR
-IMPLIED, INCLUDING BUT NOT LIMITED TO THE WARRANTIES OF MERCHANTABILITY,
-FITNESS FOR A PARTICULAR PURPOSE AND NONINFRINGEMENT. IN NO EVENT SHALL THE
-AUTHORS OR COPYRIGHT HOLDERS BE LIABLE FOR ANY CLAIM, DAMAGES OR OTHER
-LIABILITY, WHETHER IN AN ACTION OF CONTRACT, TORT OR OTHERWISE, ARISING FROM,
-OUT OF OR IN CONNECTION WITH THE SOFTWARE OR THE USE OR OTHER DEALINGS IN THE
-SOFTWARE.
+MIT License
+
+Copyright (c) 2026 ORIRO.ai
+
+Permission is hereby granted, free of charge, to any person obtaining a copy
+of this software and associated documentation files (the "Software"), to deal
+in the Software without restriction, including without limitation the rights
+to use, copy, modify, merge, publish, distribute, sublicense, and/or sell
+copies of the Software, and to permit persons to whom the Software is
+furnished to do so, subject to the following conditions:
+
+The above copyright notice and this permission notice shall be included in all
+copies or substantial portions of the Software.
+
+THE SOFTWARE IS PROVIDED "AS IS", WITHOUT WARRANTY OF ANY KIND, EXPRESS OR
+IMPLIED, INCLUDING BUT NOT LIMITED TO THE WARRANTIES OF MERCHANTABILITY,
+FITNESS FOR A PARTICULAR PURPOSE AND NONINFRINGEMENT. IN NO EVENT SHALL THE
+AUTHORS OR COPYRIGHT HOLDERS BE LIABLE FOR ANY CLAIM, DAMAGES OR OTHER
+LIABILITY, WHETHER IN AN ACTION OF CONTRACT, TORT OR OTHERWISE, ARISING FROM,
+OUT OF OR IN CONNECTION WITH THE SOFTWARE OR THE USE OR OTHER DEALINGS IN THE
+SOFTWARE.