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Performance Appraisal (Encyclopedia of Business and Finance)
Performance appraisal (PA) is one of the important components in the rational and systemic process of human resource management. The information obtained through performance appraisal provides foundations for recruiting and selecting new hires, training and development of existing staff, and motivating and maintaining a quality work force by adequately and properly rewarding their performance. Without a reliable performance appraisal system, a human resource management system falls apart, resulting in the total waste of the valuable human assets a company has.
There are two primary purposes of performance appraisal: evaluative and developmental. The evaluative purpose is intended to inform people of their performance standing. The collected performance data are frequently used to reward high performance and to punish poor performance. The developmental purpose is intended to identify problems in employees performing the assigned task. The collected performance data are used to provide necessary skill training or professional development.
The purpose of performance appraisal must be clearly communicated both to raters and ratees, because their reactions to the appraisal process are significantly different depending on the intended purpose. Failure to inform about the purpose or misleading information about the purpose may result in inaccurate and biased appraisal reports.
In order for performance appraisal information to be useful, the PA system must be able to consistently produce reliable and valid results. Measurement items in the performance appraisal system must be designed in such a way that the results of rating are consistent regardless of the raters and the timing of the assessment.
Another critical criterion in developing a PA system is the validity of the measurements. It is important to make sure that the appraisal items are really measuring the intended performance or target behavior. If they are not, the PA system encourages the wrong kind of work behaviors and produces unintended, frequently negative, organizational outcomes. For instance, if the number of traffic violation tickets issued is an item in performance appraisal of police officers, it encourages them to sit on a corner of a street and pull over as many violators as possible during heavy traffic hours. The true purpose of a police force, which is public safety, may become secondary to issuing a large number of tickets for many officers.
The first important step in developing a PA system is to determine which aspects of performance to evaluate. The most frequently used appraisal criteria are traits, behaviors, and task outcomes.
Traits. Many employees are assessed according to their traits, such as personality, aptitudes, attitudes, skills, and abilities. Traits are relatively easy to assess once a rater gets to know ratees. But traits are not always directly related to job per formance. Trait-based assessment lacks validity and thus frequently raises legal questions.
Behaviors. For many jobs, performance is so broadly defined or so conceptual in naturesuch as ensuring public safety in the police de partmenthat it is hard to come up with reliable performance measures. In such cases, desirable behaviors can be identified and assessed in the belief that such behaviors lead to successful performance. Such behavior-focused assessment encourages employees to adopt desirable behavioral patterns in the workplace.
Task outcomes. When information about task outcomes is readily available, it is the most appropriate factor to use in evaluating performance. When an organization has a clear and measurable goal as in the case of a sales force, this approach is recommended. However, it has its own pitfalls. There is a problem if employee behaviors are not directly related to the task out-come. Too narrow a focus on measuring out-come only sometimes results in unintended negative consequences. When sales staff narrowly focus on target sales figures to increase their performance measure, for example, they are encouraged to help a few large-volume customers and to ignore many smaller buyers. This may result in poor customer service on the floor.
The most common raters of performance are employees' immediate supervisors, who are usually in the best position to know and observe the employees' job performance. They are also responsible for employees' work. Their evaluation is a powerful tool in motivating employees to achieve successful and timely completion of tasks. However, as a result of working together over a long time with the same employees, the immediate supervisor may build up a fixed impression about each employee and use it every time he or she has to evaluate performance.
Some companies find that subordinates are in an excellent position to observe and evaluate their managers' performance, especially when it comes to measuring effective management of their department. While there is merit in asking subordinates to evaluate how they are managed, such evaluation may turn into a popularity contest. Accurate and objective assessment may not be obtained if employees are fearful of possible retaliation from their supervisors. Anonymity of the evaluators is key to the successful use of subordinates for objective evaluation.
Other raters who are frequently used in some companies include peers, customers, and the employees themselves. Peer evaluation is particularly useful when teamwork and collegiality are important to successful task performance. Peer pressure is sometimes a powerful motivator in encouraging teamwork among members. Customer satisfaction is vital to a company's success and can be used in performance appraisal. Many companies systematically collect performance information from customers, typically through anonymous surveys and interviews. Self-assessment is also a useful means, especially when the performance appraisal is intended to identify the training and development needs of potential employees.
Each of these raters contributes to assessing certain aspects of performance. Since job performance is multidimensional in nature, it is important to use different raters or a combination of multiple raters depending on the goal of a performance appraisal system. This multirater
evaluation, or so-called 360-degree feedback system, is becoming increasingly popular among many American corporations, including General Electric, AT&T, Warner Lambert, and Mobil Oil.
To ensure the reliability and validity of a PA system, a company must design the evaluation process carefully and develop appropriate measuring scales. Among the many assessment methods developed by human resource management experts, commonly used ones include the Graphic Rating Scale, Behaviorally Anchored Rating Scale, Narrative Technique, Critical-Incident Method, Multiperson Comparison Method, Forced Choice Method, and Forced Distribution Method.
The Graphic Rating Scale is the simplest and most popular method for performance appraisal. As shown on Figure 1, the Graphic Rating Scale offers a list of areas related to job performance. A manager rates each employee on the listed areas according to a numerical score. Although this method is relatively simple and quick to complete, some experts question its validity and reliability. Without elaborate description, appraisal items and scores are subject to various interpretations of raters.
In order to overcome pitfalls of the Graphic Rating Scale, numerous other methods have been developed. The Behaviorally Anchored Rating Scale (BARS), illustrated in Figure 2, offers rating scales for actual behaviors that exemplify various levels of performance. Because raters check off specific behavior patterns of a ratee, PA results of BARS are more reliable and valid than those of the Graphic Rating Scale. Human resource managers must carefully analyze each job and develop behavior patterns pertinent to various levels of performance for the job before they use the BARS.
The Narrative Technique is a written essay about an employee's job performance prepared by a rater. The essay typically describes the rate's job-related behaviors and performance. Without standard performance description, it is a cumbersome task for raters to write an essay for several employees. For example, a rater can be asked to describe the activities, achievements, and level of performance of the employee in a completely open-ended format (unstructured narration). Alternatively, the rater can be pro vided with some structure to use in the evaluation; for example, "Describe briefly the activities, achievements, and level of performance of the staff member in the following areas: (1) work habits, (2) planning and organizing the tasks, (3) management skills, communications, and development of others."
The performance review form at a college asks an evaluator to describe the activities, accomplishments, and creative works of the professors in the areas of (1) teaching and (2) research/creative activity. A dean of the college writes about the professor's teaching performance: "Dr. Michael Johnson has been nominated by his students for the Outstanding Teacher Award several times during his service. He introduced many teaching innovations into his classes. His teaching record is exemplary." In the area of creative activity, the dean writes: "Dr. Johnson has a strong and productive research record with a defined focus in organizational leadership. His research has been recognized with several awards given by professional organizations. His creative activity is exemplary."
Similar to the Narrative Technique is the Critical-Incident Method, which involves keeping a running log of effective and ineffective job performance. For example, the PA log of an employee, Mr. Campbell, contains Unsatisfactory Incidents as follows: 1/28/2000: "Refused to try a new work procedure," and 2/15/2000: "Argued with a customer about the origin of error in the paperwork." The log also contains Satisfactory Incidents as follows: 1/20/2000: "Volunteered to help Charlie complete his assignment in time"; 2/19/2000: "Trained new employees in safety regulations."
The Multiperson Comparison Method asks raters to compare one person's performance with that of one or more others. It is intended to effectively eliminate the possibility of giving the same rating to all employees. In order to separate performance scores among multiple employees, the Forced Choice or Forced Distribution Methods are adopted. Raters must choose one high performer from the list of employees or distribute certain scores to employees at different ranks. For example, only one top person will get 40 percent, two second-rank persons 20 percent, and the bottom one person 10 percent. The Paired Comparison Method is a special case of the Multiperson Comparison Method. Everyone in the evaluation pool is compared against everyone else as a pair and recorded "plus" or "minus" when the target ratee is better or worse,
respectively, than his/her comparison. The final performance ranks are determined by the number of positives. Figure 3 provides for an example.
Accuracy is critical to performance appraisal. In order to obtain accurate performance information, raters must provide objective and unbiased ratings of employees. But, because it is almost impossible to develop a perfectly accurate performance checklist, managers' subjective opinions are frequently called for. Many companies use some combination of subjective and objective assessment for actual performance appraisal.
Yet there are numerous problems in the actual assessment of employee performance, mainly due to rater bias. Some raters tend to rate all employees at the positive end rather than to spread them throughout the performance scale; this is called "leniency." Alternatively, "central tendency", which places most employees in the middle of the scale, also raises concern about possible appraisal error.
Another common error in performance appraisal is the halo effect. This occurs when a manager's general impression of an employee, after observing one aspect of performance, influences his/her judgment on other aspects of the employee's performance.
Researchers have found that personal preferences, prejudices, appearances, first impressions, race, and gender can influence many performance appraisals. Sometimes raters' personal opinions or political motives creep into the performance appraisal process. They intentionally inflate or deflate performance ratings of certain employees as a way to punish them or promote them out of the department.
Using unreliable and unvalidated performance appraisals may cause a legal problem. A number of court cases have ruled that the performance appraisal systems used by many companies were discriminatory and in violation of Title VII of the Civil Rights Act.
In order to avoid legal problems, companies must develop an appraisal system based on careful job analysis and establish its reliability and validity. They must give clear written instructions to raters for completing evaluations and provide them adequate training if necessary. The company must allow employees to review the results of the appraisals. Human resources departments must play a key role in the development and implementation of an effective performance appraisal system.
Bernardin, H. J., Kane, J. S., Ross, S., Spina, J. D., and Johnson, D. L. (1996). "Performance Appraisal Design, Development, and Implementation." In Handbook of Human Resource Management, Gerald R. Ferris, Sherman D. Rosen, and Darold T. Barnum ed., Cambridge, Mass: Blackwell, 462-493.
Cascio, W. F. (1998). Applied Psychology in Human Resource Management, 5th ed. Upper Saddle River, NJ: Prentice-Hall.
Cawley, B. D., Keeping, L. M., and Levy, P. E. (1998). "Participation in the Performance Appraisal Process and Employee Reactions: A Meta-Analytic Review of Field Investigations," Journal of Applied Psychology, 83(4):615-633.
DeNisi, A. S., Robbins, T. L., and Summers, T. P. (1997). "Organization, Processing, and Use of Performance Information: a Cognitive Role for Appraisal Instruments," Journal of Applied Social Psychology, 27:1884-1905.
Greller, M. M. (1998). "Participation in the Performance Appraisal Review: Inflexible Manager Behavior and Variable Worker Needs," Human Relations, vol. 51, no. 8, pp 1061-1083.
Grote, D. (1996). The Complete Guide to Performance Appraisal, New York: AMACOM Book Division.
Illgen, Daniel R., Barnes-Farrell, Janet L., and McKellin, David B. (1993). "Performance Appraisal Process Research in the 1980s: What Has It Contributed to Appraisals in Use?" Organizational Behavior and Human Decision Processes, 54:321-368.
Jawahar, I. M., and Stone, T. H. (1997). "Influence of Raters' Self-Consciousness and Appraisal Purpose on Leniency and Accuracy of Performance Ratings" Psychological Reports, 80:323-336.
Jourdan, J. L., and Nasis, D. B. (1992). "Preferences for Performance Appraisal Based on Method Used, Type of Rater, and Purpose of Evaluation" Psychological Report, 70:963-969.
Kaplan, R. E. (1993). "360-Degree Feedback Plus: Boosting the Power of Co-Worker Ratings for Executives." Human Resource Management, 32:299-314.
Kravitz, D. A., and Balzer, W. K. (1992). "Context Effects in Performance Appraisal: a Methodological Critique and Empirical Study" Journal of Applied Psychology, 77:24-31.
Maurer, T. J., Raju, N. S., and Collins, W. C. (1998). "Peer and Subordinates Performance Appraisal Measurement Equivalence" Journal of Applied Psychology, 83,5:693-902.
Mount, M. K., Judge, J. A., Scullen, S. E., Sytsma, M. R., and Hezlett, S. A. (1998). "Trait, Rater, and Level Effects in 360-Degree Performance," Personnel Psychology, 51,3:557.
Peach, E. B., and Buckley, M. R. (1993). Pay for Performance. In H. J. Bernardin and J. Russell (eds.), Human Resource Management: An Experiential Approach. New York: McGraw-Hill, 482-515.
Sanches, J. I., De La Torre, P. (1996). "A Second Look at the Relationship Between Rating and Behavioral Accuracy in Performance Appraisal," Journal of Applied Psychology, 81:3-10.
Schneier, C. E. and R. W. Beatty, "Developing Behaviorally Anchored Rating Scales (BARS)" The Personnel Administrator, August (1979),60.
Smith, H. P. (1997). Performance Appraisal and Human Development, Reading, MA: Addison and Wesley Longman Inc.
Wynne, B. (1996). Performance Appraisal: A Practical Guide, Philadelphia: Technical Communications, Oct.
Employee Performance Appraisals (Encyclopedia of Small Business)
An employee performance appraisal is a processften combining both written and oral elementshereby management evaluates and provides feedback on employee job performance, including steps to improve or redirect activities as needed. Documenting performance provides a basis for pay increases and promotions. Appraisals are also important to help staff members improve their performance and as an avenue by which they can be rewarded or recognized for a job well done. In addition, they can serve a host of other functions, providing a launching point from which companies can clarify and shape responsibilities in accordance with business trends, clear lines of management-employee communication, and spur re-examinations of potentially hoary business practices. Yet Joel Myers notes in Memphis Business Journal that "in many organizations, performance appraisals only occur when management is building a case to terminate someone. It's no wonder that the result is a mutual dread of the performance evaluation sessionomething to be avoided, if at all possible. This is no way to manage and motivate people. Performance appraisal is supposed to be a developmental experience for the employee and a 'teaching moment' for the manager."
While the term performance appraisal has meaning for most small business owners, it might be helpful to consider the goals of an appraisal system. They are as follows:
- To improve the company's productivity
- To make informed personnel decisions regarding promotion, job changes, and termination
- To identify what is required to perform a job (goals and responsibilities of the job)
- To assess an employee's performance against these goals
- To work to improve the employee's performance by naming specific areas for improvement, developing a plan aimed at improving these areas, supporting the employee's efforts at improvement via feedback and assistance, and ensuring the employee's involvement and commitment to improving her performance.
All of these goals can be more easily realized if the employer makes an effort to establish the performance appraisal process as a dialogue in which the ultimate purpose is the betterment of all parties. To create and maintain this framework, employers need to inform workers of their value, praise them for their accomplishments, establish a track record of fair and honest feedback, be consistent in their treatment of all employees, and canvas workers for their own insights into the company's processes and operations.
A small business with few employees or one that is just starting to appraise its staff may choose to use a pre-packaged appraisal system, consisting of either printed forms or software. Software packages can be customized either by using a firm's existing appraisal methods or by selecting elements from a list of attributes that describe successful employee's work habits such as effective communication, timeliness, and ability to perform work requested. Eventually, however, many companies choose to develop their own appraisal form and system in order to accurately reflect an employee's performance in light of the business's own unique goals and culture. In developing an appraisal system for a small business, an entrepreneur needs to consider the following:
- Size of staff
- Employees on an alternative work schedule
- Goals of company and desired employee behaviors to help achieve goals
- Measuring performance/work
- Pay increases and promotions
- Communication of appraisal system and individual performance
- Performance planning
SIZE OF STAFF A small business with few employees may choose to use an informal approach with employees. This entails meeting with each employee every six months or one year and discussing an individual's work performance and progress since the last discussion. Feedback can be provided verbally, without developing or using a standard appraisal form, but in many cases, legal experts counsel employers to maintain written records in order to provide themselves with greater legal protections. As a company increases its staff, a more formal system using a written appraisal form developed internally or externally should always be used, with the results of the appraisal being tied to salary increases or bonuses. Whether the appraisal is provided verbally or in writing, a small business owner needs to provide consistent feedback on a regular basis so that employees can improve their work performance.
ALTERNATIVE WORK SCHEDULES Employees working alternative work schedulesorking at home, working part-time, job-sharing, etc.ill most likely need to have their performance appraised differently than regular full-time staffs in order to be fairly evaluated. An alternative work schedule may require different duties to perform a job and these new responsibilities should be incorporated into the appraisal. A small business owner should also be careful to ensure that these employees are treated fairly with regard to both the appraisal and resulting promotions.
The performance of employees, especially in a smaller firm, is an essential factor in any company's ability to meet its goals. In a one-person business, goal-setting and achieving is a matter of transforming words into action, but moving the business towards its goals in a larger firm means that the employer has to figure out each person's role in that success, communicate that role to them, and reward or correct their performance. It also means that the appraisal should incorporate factors such as collaborative ability and sense of teamwork, not just individual performance.
MEASURING/ASSESSING PERFORMANCE Once a list of tasks and attributes is developed, a small business owner or manager needs to determine how to measure an employee's performance on these tasks. Measurement provides another objective element to the appraisal. Ideally, measurement would be taken against previous performance, whether of the individual employee, the group, or the company at large. If a company is just developing its appraisal system or does not have a baseline performance to measure against, it should develop realistic goals based on business needs or on the similar performance of competitors.
PAY INCREASES AND PROMOTIONS When developing an appraisal system, a small business owner needs to consider the connection between the appraisal and pay increases or promotions. While performance feedback for development/improvement purposes may be given verbally, a written summary of the individual's work performance must accompany a pay increase or promotion (or demotion or termination). It is crucial, therefore, that a manager or small business owner regularly document an employee's job performance.
The method of pay increases impacts the appraisal as well. If a small business uses merit-based increases, the appraisal form would include a rating of the employee on certain tasks. If skill-based pay is used, the appraisal would list skills acquired and level of competency. Appraisals and resulting salary increases that take into account group or company performance should include the individual's contributions to those goals.
COMMUNICATING THE SYSTEM A performance appraisal system is only effective if it is properly communicated and understood by employees. When devising an appraisal system for his or her company, an entrepreneur may want to consider involving staff in its development. Supporters contend that this promotes buy-in and understanding of the plan, as well as ensuring that the appraisal takes into account all tasks at the company. If the small business owner is unable to involve her staff, she should walk through the system with each employee or manager and have the manager do the same, requesting feedback and making adjustments as necessary.
Part of the appraisal system is the actual communication of the performance assessment. While this assessment may be written, it should always be provided verbally as well. This provides an opportunity to answer any questions the employee may have on the assessment, as well as to provide context or further detail for brief assessments. Finally, the employee and the entrepreneur or manager should make plans to meet again to develop a plan aimed at improving performance and reaching agreed-upon goals for the following review period. This planning session should relate company and/or group goals to the individual's tasks and goals for the review period and provide a basis for the next scheduled review.
TRADITIONAL In a traditional appraisal, a manager sits down with an employee and discusses performance for the previous performance period, usually one year. The discussion is based on the manager's observations of the employee's abilities and performance of tasks as noted in a job description. The performance is rated, with the ratings tied to salary percentage increases. However, as David Antonioni notes in Compensation & Benefits, "The traditional merit raise process grants even poor performers an automatic cost of living increase, thereby creating perceived inequity In addition, most traditional performance appraisal forms use too many rating categories and distribute ratings using a forced-distribution format." Antonioni suggests the appraisal form use just three rating categoriesutstanding, fully competent, and unsatisfactorys most managers can assess her best and worst employees, with the rest falling in between.
SELF-APPRAISAL Somewhat self-explanatory, the self-appraisal is used in the performance appraisal process to encourage staff members to take responsibility for their own performance by assessing their own achievements or failures and promoting self-management of development goals. It also prepares employees to discuss these points with their manager. It may be used in conjunction with or as a part of other appraisal processes, but does not substitute for an assessment of the employee's performance by a manager.
EMPLOYEE-INITIATED REVIEWS In an employee-initiated review system, employees are informed that they can ask for a review from their manager. However, cautions Ellyn E. Spragins in Inc., "The on-demand appraisal isn't meant to replace a conventional semiannual review, but it promotes an attitude of self-management among workers and often makes critiques more honest." Adherents to this type of review process contend that it promotes regular communication between staff and managers. Detractors, though, note that it is dependent on the employees' initiative, making it a less than ideal alternative for some workers with quiet, retiring personalities or confidence issues.
360 DEGREE FEEDBACK 360 degree feedback in the performance appraisal process refers to feedback on an employee's performance being provided by the manager, different people or departments an employee interacts with (peer evaluation), external customers, and the employee herself. This type of feedback includes employee-generated feedback on management performance (also known as upward appraisals). As a company grows in size, a small business owner should consider using 360 degree feedback to appraise employees. Communication in a business of ten people varies wildly from that of a company of 100 persons and 360 degree feedback ensures that an employee's performance is observed by those who work most closely with her. Small business owners or managers can either include the feedback in the performance review or choose to provide it informally for development purposes.
Given that the results of a performance appraisal are often used to support a promotion, termination, salary increase, or job change, they are looked at very closely in employee discrimination suits. Besides providing a written summary of the appraisal to the employee, a small business owner would be well-advised to ensure the following with regards to the system at large:
- Job expectations as well as appraisal system and its impact on employee's work status are adequately communicated to all employees
- Performance measures are related to the job being performed
- Managers or co-workers providing input into the appraisal must be sufficiently trained as to be able to provide objective input
- Employees are given timely feedback on performance and reasonable amount of time and support in improving their performance
Assistance in developing a system is available through a variety of sources including consultants, periodicals and books, and software. In addition, given the legal implications of appraisals, small business owners should have their company's performance assessment process, including training of managers and employees, reviewed by a qualified attorney.
Antonioni, David. "Improve the Performance Management Process Before Discontinuing Performance Appraisals." Compensation & Benefits, Vol. 26.
Edwards, Mark. R., and Ann J. Ewen. 360 Degree Feedback: The Powerful New Model for Employee Assessment & Performance Improvement. AMACOM, 1996.
Grote, Dick. "Performance Appraisals: Solving Tough Challenges." HR Magazine. July 2000.
Hammer, Leslie B., and Karen M. Barbera. "Toward an Integration of Alternative Work." Human Resource Planning. June 1997.
Koziel, Mark J. "Giving and Receiving Performance Evaluations." CPA Journal. December 2000.
Myers, Joel. "How to Evaluate Your Evaluation System." Memphis Business Journal. February 9, 2001.
Olson, Richard F. Performance Appraisal: A Guide to Greater Productivity. Wiley, 1991.
Spragins, Ellyn E. "Encouraging Open Communication and Motivating Employees Through Employee-Initiated Reviews." Inc. July 1991.
Source: Encyclopedia of Business and Finance, ©2001 Gale Cengage. All Rights Reserved. Full copyright.
Source: Encyclopedia of Small Business, ©2002 Gale Cengage. All Rights Reserved. Full copyright.


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Corporate Insurance
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The British Security Industry Association is the trade association for the private security industry in the UK. Our members provide over 70% of UK security products and services and adhere to strict quality standards.
Follow @thebsia
Delegates from all business backgrounds based in Scotland enjoyed a successful and informative conference and exhibition last week, hosted by the British Security Industry Association (BSIA) at Murrayfield Stadium in Edinburgh on 26th November 2013.
Today (3rd December) marks the annual International Day of Disabled People (IDDP), an awareness day which aims to promote the abilities of disabled people and strives for better inclusion of people with disabilities into communities across the world. Sponsored by the United Nations since 1992, this year's campaign is focused on building 'disability confidence'.
Security arrangements for the Glasgow 2014 Commonwealth Games have taken a major step forward, as the event's organising committee announced a list of 19 security suppliers who have been invited to tender for a range of Games-specific security contracts.
More news >>


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Category Archives: DICE Summit 2012
Tue, Feb 14, 2012 | 08:24 GMT
Unreal Engine Samaritan demo requires power of ten 360s
The next generation of hardware will have to seriously up its game if it expects to keep up with Epic's hugely popular Unreal Engine.
Fri, Feb 10, 2012 | 21:39 GMT
DICE 2012: Analyst panel discusses whether current publishing model is broken or agreeable
Industry analysts Michael Pachter and Jesse Divnich questioned the validity of game publishers during a panel at DICE 2012 yesterday, with the former stating he feels "the traditional publisher's role has lessened" over years, while the later feel that without publishers, there's "no way" for gamers to experience the various offerings on the market.
Fri, Feb 10, 2012 | 16:48 GMT
DICE 2012: Unreal Engine 4 to be revealed "later this year," says Epic
Epic Games vice president Mark Rein has told G4 that the firm plans to unveil Unreal Engine 4 later this year. Speaking with the site during DICE 2012, Rein was quoted as saying: "People are going to be shocked later this year when they see Unreal Engine 4 and how much more profound an effect it will have." G4 expects more on the firm's engine to he shown at DICE later today. If the firm is showing anything like it did at GDC 2011 with its Samaritan tech demo, then, wow.
Fri, Feb 10, 2012 | 16:36 GMT
Pearce: We had no "idea what we were getting ourselves into" with WoW
Blizzard co-founder Frank Pearce has the firm had no idea "what we were getting ourselves into," when it launched World of Warcraft 7 years ago.
Fri, Feb 10, 2012 | 13:23 GMT
The Elder Scrolls V: Skyrim picks up five awards at IAAs
The Elder Scrolls V: Skyrim won five awards overnight in the Interactive Academy Awards at DICE, with other winners including Uncharted 3, Portal 2 and SWTOR.
Fri, Feb 10, 2012 | 02:13 GMT
"Too many platforms," says Epic boss
Epic CEO Tim Sweeney expects casualties as we build towards a new platform war.
Fri, Feb 10, 2012 | 01:02 GMT
Subpar Dead or Alive 2 release drove Itagaki to independence
The version of Dead or Alive 2 Tecmo published for PS2 was incomplete, driving franchise creator Tomonobu Itagaki to found an independent studio.
Thu, Feb 09, 2012 | 22:30 GMT
Jaffe: Cinematic narrative focus is a "bad idea, waste of resources"
Twisted Metal and God of War creator David Jaffe's DICE 2012 presentation accused the games industry of getting too excited about story – and not about gameplay.
Thu, Feb 09, 2012 | 10:13 GMT
Leydon: High console prices fuelling free-to-play
Gabriel Leydon, CEO of mobile company Addmired, has told a DICE audience that the high cost of console games to consumers is pushing growth in the free-to-play market.
Thu, Feb 09, 2012 | 12:52 GMT
Howard: "Millions" of Skyrim PC players average 75 hours
In an entertaining keynote presentation at DICE Summit today, Skyrim director Todd Howard said gaming has become the premiere entertainment medium – and showed off some amazing Skyrim brainstorming.
Fri, Feb 03, 2012 | 05:47 GMT
Epic to celebrate 20th birthday at D.I.C.E. Summit
Gears of War, Unreal Engine and Fortnite developer Epic has a string of fancy pants events planned for the annual Design Innovate Communicate Entertain Summit in Las Vegas next week.
Fri, Jan 27, 2012 | 20:18 GMT
Epic, Insomniac, and Blizzard hosting 2012 D.I.C.E. Summit session "Staying Around, Playing Around"
The Academy of Interactive Arts & Sciences has announced a new session for the 2012 D.I.C.E. Summit featuring Epic's Mike Capps, Insomniac's Ted Price, and Blizzard's Frank Pearce. The panel, which takes place on February 9, is titled "Staying Around, Playing Around" and the speakers will discuss "what it takes to survive for 20+ years in the game industry while maintaining growth and original content." The 2012 D.I.C.E. Summit runs February 8-10 at the Red Rock Resort in Las Vegas. Thanks, IndustryGamers.
Fri, Jan 13, 2012 | 14:09 GMT
Uncharted 3, Portal 2 lead Interactive Achievement Awards nods
The Academy of Interactive Arts and Sciences has announced finalists for its 15th Annual Interactive Achievement Awards, and Naughty Dog's Uncharted 3 leads the field with a total of 12 nominations across 11 categories.
Tue, Jan 10, 2012 | 19:18 GMT
Todd Howard to provide opening keynote at 2012 D.I.C.E. Summit
The AIAS has announced that Bethesda's Todd Howard will be providing the opening keynote during the D.I.C.E. Summit. Howard's talk will focus on game development and player experience and is titled "Why We Create, Why We Play." "The 2012 D.I.C.E. Summit will kick off with one of the most distinguished creative minds of our time with Todd Howard as our Opening Keynote speaker," said Academy of Interactive Arts & Sciences president Martin Rae in the press release. "Todd's many contributions to the industry have greatly advanced our understanding of player interaction and engagement. His games take players on journeys through distant fantasy worlds and post apocalyptical universes that are driving a new generation of entertainment." D.I.C.E. will take place February 7-9 in Las Vegas, Nevada at the Red Rock Resort.
Thu, Dec 15, 2011 | 14:10 GMT
Hirshberg, Jaffe, Xbox creator to speak at D.I.C.E.
D.I.C.E. organisers have announced that Eat, Sleep, Play head David Jaffe, Activision CEO Eric Hirshberg and Xbox creator Sheamus Blackley are all to speak at the development event in Las Vegas next February. NPD's Anita Frazier and Texas Instruments executive director Delores M. Etter will also give sessions at the event. Tomonobu Itagaki of Valhalla Game Studios, EA's Richard Hilleman and Epic's Tim Sweeney, as part of his AIAS Hall of Fame acceptance, are all also due to give speeches next year, as previously confirmed.
D.I.C.E. takes place from February 7-10. Thanks, GI.Biz.
Thu, Dec 08, 2011 | 09:27 GMT
Epic's Tim Sweeney to be inducted into AIAS Hall of Fame
The Academy of Interactive Arts and Sciences has announced it'll induct Epic co-founder Tim Sweeney into its Hall of Fame at DICE next year. Sweeney, who will also give a talk at the event for the first time, is the 16th person to go into the Hall of Fame, joining Will Wright, Shigeru Miyamoto and last year's inductees the BioWare doctors, Ray Muzyka and Greg Zeschuk. AIAS president Martin Rae said the group was "honored to add Tim Sweeney to our Hall of Fame. His unrelenting and innovative work on behalf of developers and gamers has created the imaginative games that help to drive the success of our industry."
Thanks, Gamasutra.
Wed, Oct 19, 2011 | 13:45 BST
Itagaki among first confirmed D.I.C.E 2012 speakers
D.I.C.E organisers have announced the first speakers for next year's event. Valhalla Game Studios boss Tomonobu Itagaki and EA chief creative officer Richard Hilleman. Grammy winner Glen Ballard and military contractor Isaac Gilmore will also be at the event in Las Vegas between February 8-10.
Thanks, GI.Biz.


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You're watching...
Amb. Rice goes after high-profile critics
Is the criticism 'unfounded'? Sen. Lindsey Graham responds
Nov 23, 2012
Phone: Sen. Lindsey Graham, (r-sc)
You're watching...
Is the criticism 'unfounded'? Sen. Lindsey Graham responds
Nov 23, 2012
Phone: Sen. Lindsey Graham, (r-sc)
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Auto-advanceThis transcript is automatically generated
There is certainly been no shortage of controversy over the Obama administration's message.
On the deaths of four Americans in Libya many people think US ambassador to the United Nations Susan Rice.
Passed on misleading information about the attack in defending herself.
Rice is going after some of her high profile critics in congress.
I have great respect for Senator McCain in his service to our country I always have and I always will.
I do think that some of the statements he made about -- have been unfounded but I look forward to having opportunity at the appropriate time to discuss all of this with him.
Senator Lindsey Graham -- Republican.
Senator from South Carolina he joins us now on the telephone senator thanks for taking a few moments.
In calling senator McCain's criticism of her on founded.
Is ambassador rice wrong.
Well here's what -- -- McCain and myself.
What happens in Baghdad -- report hearing and after I did it become a debt trap spotlight and it closed the conflict close to reinforce.
Market you have these four people -- eight hours on 9/11.
I think if I.
Security can turn -- like the president above all others but after.
It's -- and Pastor Wright say that the American people.
About the attack it was that I think is that they act.
-- YouTube videos they've turned it into right optic -- in Iraq.
Was that the best.
And current test -- -- intelligence community.
Or -- is back in fact the best story itself but the Obama administration.
That's what I wanna know about the part -- played now look like you know why would she chose that she has absolutely no responsibility.
-- but think that -- conflict she -- not an intelligence professional.
And the president there at.
-- governor -- don't know anything about the the chip up and duplicate the -- -- -- -- -- she's speaking sure it to the American people it.
Well she claims she was relying on these unclassified albeit incorrect talking points that were given two -- by the Intel agencies but.
She did have clearance and access.
To the classified.
Intel that said it was in fact a terrorist attack.
You think she had a duty to look at that before she ever spoke authoritatively on the subject.
Yes -- a perfectly here explaining to the American people a massive national security breakdown.
The Kirsten bastard killed in the line of -- over thirty years.
A situation that -- a long time in the making.
And this story she told about spontaneous that they had.
Being -- back video.
Increasingly desperate old water into -- big issue here.
If you look at all the evidence to show this was subordinated -- that -- September that they pretty.
You put that in one out you -- the evidences that the yes it was great flash mob.
Thought about videos aren't any in the making.
And the other -- which bought makes the most but she -- -- girl that they're a big thing.
She reinforced the message of bin Laden -- -- al-Qaeda has been this panel and that was suggested intelligence surrounding the bank Gaza are what -- -- Was very rich with evidence that -- -- was up and they had not been this panel.
And -- -- -- pushing and we're gonna keep pushing us we need to know -- the system bail out of it or break America's got ill.
And we're not what I'll get the.
But senator the other today.
You said.
You don't trust Susan Rice in new apple also said she doesn't have a good resonate.
To be secretary of state does that mean.
That you will oppose her if she's nominated.
We will cross that bridge when we get there I don't trust these scenario that she laid out based on what I know about intelligence.
It's just not her you know -- -- repeated that story -- that -- lawyers say -- -- quiet house video.
Seminary days after her and the question yes.
What they telling us the best intelligence we had about being got -- Are what they shedding this story -- the best political perspective our administration.
Right and I and we got to look at what the press that they had days after she spoke.
That's the issue for me -- she telling us.
Honestly and openly about the best intelligence.
Or are they trying to shake.
That the -- -- it -- I think you're the best political explanation which would been a spontaneous the Vietnam beat but it bears.
I'm glad you brought up the president because you sent him a letter.
And you pointed out to him that he is not responded to thirteen congressional requests.
For information on Ben Ghazi.
Is the president in your judgment defying congress is constitutional authority to oversee and investigate.
-- they -- stonewalling the American people.
Made about the president's leadership in the and a lot right we have photos of the president in the situation room and -- it.
By minute account of the president's leadership he deserves great credit but -- -- -- that -- We have information about how he closed the deal on these -- these are between desperately Albanian.
When it comes to -- parity we've -- even -- we're a nation.
About what he'd be at -- seven hours guarantee it back he finds they're ordered.
The -- but to be secure but we don't know anything about what that order -- -- out what the president told about the papal legitimate stacked on the cops let -- The British closed there are when things got because it was -- any -- So he hasn't answered any of the basic question about his leadership the board hearing and after.
The attack on our parents would think I think it's an active national spirit failure.
It's appropriate to -- our leaders when they do well is equally appropriate to hold them accountable when their stay here and that's what -- -- Senator do you want to know from the president.
If he is the one who gave the order the night of nine elevenths.
When people were under attack not to heed their pleas for help.
I want to know what if the president -- -- seven hour period.
If you -- in order to reinforce the conflict are what did not carried out.
While ordered a military assets within the region on 9/11 -- all -- -- -- debate of the people.
President why did you lead the -- split open and were you aware of being able to change it back.
Did you know -- the British closed their -- went in June but felt it was he anchors were you aware that many police are reinforcement and help.
Yeah -- -- speaking ammo or investors statement that it -- Qaeda militia groups were on the -- got -- And he stated his memo to -- but -- area state.
We cannot expand the output again report made it out and get back -- inspectors they explain her -- -- best.
They Brad Pitt and Pastor -- I think it's it's a massive national -- stay here and we need never repeat is that -- -- -- -- a constitutional democracy.
People in leadership it praised her -- to -- bank and -- answer the Tibet thing and that's what we're trying to it.
There is that tricky business of executive privilege you'll have to.
Perhaps Russell -- that senator Arlen.
I don't believe -- -- -- -- your college debt but allow president not very well be part explaining.
What happened they got the best just that that -- at -- Well for other presidents have testified before congress.
Maybe you'll be soliciting a fifth senator Lindsey Graham thank you very much.
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The Meads Of Asphodel
The Murder Of Jesus The Jew
How fuckin' weird are The Meads of Asphodel? If you're familiar with their prior exploits, you're likely arching an eyebrow whilst mumbling,"Pretty fuckin' weird." But what, exactly, is the value of such oddity? And does The Meads' particular brand of schizophrenia lead them to success?
Success is not easily defined, especially in this realm. The Meads operate outside of most conventional boundaries: They adorn themselves in chain mail for no apparent reason; they have consisent aspirations towards prog in spite of their mediocre (and decidedly stagnant) musicianship; and for an experimental black metal band, their non-metal moments tend to be exponentially more engaging than their straight-ahead raging. (This latter point isn't necessarily unwelcome; it's a bit refreshing to simply tolerate "the metal parts" in anticipation of the gonzo shit, instead of the other way around.) So, they get credit on the merit of quirk, but that only works in small doses. I haven't checked in with The Meads since 2003's Exhuming the Grave of Yeshua, where they tended to overwhelm with their lightly-toasted, bizarro crustprog. They've changed little.
Their latest bloated epic, The Murder of Jesus the Jew, kicks some serious ass at times. Sadly, it also succumbs to the trappings of false grandiosity. It's a typical Meads fuckaround: frustrating and fun in equal doses; a ball of cackling, gleeful madness wrapped in lukewarm production aesthetics and boneheaded decisions.
The album, predictably, begins in auspicious fashion. After a groan-inducing carnival barker intro, the Meads kick it down with "My Psychotic Sand Deity." The song is, quite frankly, fucking awful for its initial two minutes and forty-five seconds; it's rote symphonic black metal with tepid vocals, plastic blasting, and cardboard riffing. But then...it stops. And brilliance happens. I'm not shitting you; when these guys drop the metal act, throw in some heavily-wah'd AOR leads, add some semi-operatic female vocals, build the whole thing to boil, and then unleash a drunken C.C. DeVille solo to cap it off, they're fucking brilliant.
Brilliant, but exhausting. And, quite possibly, mildly retarded.
After a heavy-handed spoken word proclaimation regarding 'the genital warts that adorn the ass of Hades' (a speech that would likely be far more blasphemous and perverse a full two decades ago), "The Apocalypse of Lazarus" bursts out of the gate with an absurd call-and-response shtick, backed by sub-Broadway handclaps and punctuated with glitter-dusted leads. Then, after jerking themselves off for a full two minutes, guitarist James Tait rips off one of the most infectious, infected riffs in ages, and the song ends in a whirlwind of glory.
And lo, The Meads have a serious problem: wild inconsistency. They have the (li)ability to go from stellar to shitty in a matter of seconds. This, undoubtedly, is part of their charm, provided they are taken with a massive grain of salt. There's absolutely no way that The Murder of Jesus The Jew--a flamboyant, meticulous rock opera chronicling the death of Christ--can be taken seriously. The awful slop-punk of "The Man From Keiroth," the showtune interjections of "Addicted to God"...this is a joke, right? Of course it is. It has to be. So have a chuckle, roll with the groin-punches, and shake your ass to some moth-eaten blasphemy.
Unfortunately, there's a catch. This isn't meant to be taken lightly. The Meads think they are serious artists telling a serious story. There's nothing tongue-in-cheek about the earnestness of their failed riffs, the absurdity of Metatron's continously lackluster vocal delivery, or the fact that they pulled in Hoest to do guest vocals on a song called "Jew Killer." Their collective ego is absolutely staggering. The Murder of Jesus the Jew clocks in at well over sixty minutes, and when the first three songs are as scattershot as they are, the entire album becomes a veritable marathon; anyone that can make it from "Boiled in Hell Broth and Grave Dust" to "A Canticle for the Lost Amputees of Aelia Capitolina Who Have Been Trampled Under the Iron Shod Hooves of Salivating Hell Rams and Impaled on the Shimmering Tusks of Salvation Within the Abandoned Tabernacle of a Bronze Age Myth" in a single sitting deserves some type of accolade, preferably presented in person by the band members themselves.
Yes, that is the actual title of the final track. And no, you shouldn't give a shit if that one dude from Hawkwind is or isn't playing on this record, because no one actually listens to Hawkwind. Even the few that do should proceed only with a caution that The Meads of Asphodel seem to wholeheartedly lack.


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Tuesday, December 15, 2009
Stir-fry Brussel Sprout with Pork
Brussel sprout is leafy green buds, which resemble miniature cabbages. Mostly this vegetables eaten by many western but not Asian.Actually Brussels sprout texture is better than regular big head cabbage.It's has creamy texture and slightly bitter taste at the end.I microwave Brussels sprout first before stir-fry with pork to save time and still retained the leafy green color of this vegetable.It's really delicious and healthy.
2 lbs fresh Brussels sprout (if you used frozen ,thawed first)
5 cloves garlic,peeled and chopped
2 tbsp oyster sauce
1 tbsp chicken bouillon powder
500 gm lean pork,julienne
2-3 tbsp oil
3-4 tbsp water
1:Clean and wash Brussels Sprout and microwave high for 2-3 minutes,set aside
2:Heat pan or skillet with oil at medium high heat.Add in chopped garlic,fry until fragrant or light brown before add in pork.Sauteed pork for 1 minutes,add in 1/2 cooked Brussels sprout,seasoning and some water.Cook for another 4-5 minutes.
3:Check the taste before dish out and serve warm.
Asian Food,
10 comments:
yes it's taste good.Thank you:)
thank you:)
it's really yummy!! if you can get it at reasonable price ,try it!
Thank you:)
no,siew pak choy and brussel sprout are totally different kind of veegetable..it's more like the round cabbage
hmmm you must still in Cali,right?
I dunno Msia do carry this vege but if they do,I think it's must cost a lot,right?
Ju :
thank you:)
thank you for dropping by:) hope to see you again
atleast Carlos eat brussel sprout but not Eliot,maybe I should use pancette cooking for him too! thanks for the suggestion!
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About the Author:
Hi!! My name is Lesley and I'm a simple SAHM(stay at home mom) who currantly live in Long Island,New York with my daughter Mishu and hubby Eliot .I'm Malaysian who live in US and A for many many moon and I'm also a person who love to eat, cook and bake. If you have any suggestions ,questions or comments please feel free to email me at beachlover1917atyahoodotcom. To know more about my life or my kitchen you can always hop over to my other 2 blog.


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Mortgage mgr. agrees to $2B deal over loan abuses
Associated Press |
posted 8 minutes ago
Ocwen Financial Corp. will reduce struggling borrowers' loan balances by $2 billion in an agreement with federal regulators and 49 states over foreclosure abuses.
Protesters block traffic outside EU summit
Associated Press |
posted 10 minutes ago
Hundreds of protesters have blocked traffic around the site of a European Union summit to protest many of the policies the 28 leaders will discuss during their two-day meeting.
Darden looking to spin off or sell Red Lobster
Michelle Chapman, Associated Press |
posted 28 minutes ago
Darden Restaurants wants to set Red Lobster adrift.
Carnival posts small 4Q profit
Joshua Freed, Associated Press |
posted 33 minutes ago
Carnival Cruise Lines posted a small but surprising fourth-quarter profit as it began to win back passengers after a year when its ships were often seen in the news behind tow boats.
Answers to questions about the Target data breach
Bree Fowler, Associated Press |
posted 37 minutes ago
With less than a week until Christmas, a real-life Grinch has stolen the credit and debit card information of about 40 million Target shoppers.
Direct Energy selling 3 Texas plants to Blackstone
Associated Press |
posted 39 minutes ago
Direct Energy has announced plans to sell its three natural gas-fired power plants in Texas to asset manager firm Blackstone in a $685 million cash deal.
Oil rises, natural gas soars
The Associated Press |
posted 47 minutes ago
The price of oil rose 1 percent Thursday as stockpiles declined and new indications that demand is rising in the U.S., the world's largest crude consumer.
Christie's launches in India to tap growing wealth
Kay Johnson, Associated Press |
posted Dec 19th - 10:08am
Christie's held its first art auction in India on Thursday, aiming to tap into a budding market for prestige purchasing among the country's fast-growing ranks of millionaires despite an economic slowdown.
Target: 40M card accounts may be breached
Anne D'innocenzio and Michelle Chapman, Associated Press |
posted Dec 19th - 9:54am
Target says about 40 million credit and debit card accounts may be affected by a data breach that occurred just as the holiday shopping season shifted into high gear.
Facebook to sell 70M shares, 41M of them from CEO
Associated Press |
posted Dec 19th - 9:43am
Facebook plans to offer 70 million shares of its Class A stock in a sale that includes more than 41 million shares from chairman and CEO Mark Zuckerberg, who also will buy Class B shares that carry more voting weight.
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Blair Top
A whimsical take on everyday wear, WOODLEIGH is comprised of fresh, sexy, and sophisticated pieces. The brand utilizes mixed media fabrications for the perfect combination of femininity and fun. Novelty lace and crochet detailing are the lines guilty pleasures, adding a stylish twist to its up-to-date basics. WOODLEIGHS unique ability to create timeless pieces combined with chic designs that are beautiful and different are what sets the collection apart from other lines of today.
- Self: 100% rayon
Combo: 100% acrylic - Hand wash cold
- Shirred neckline
- Knitted back fabric
- Styled with Free People Dolphin Hem Cut Offs in True Blue.
- Styled with Marc by Marc Jacobs Bolt Tiny Bangle in Rose Gold.
- Styled with gorjana Blake Gem Cuff in Gold.
- Styled with House of Harlow Rif Rebble Cuff in Rose Gold.
- Styled with gorjana Delaney Square Ring in Gold.
- Styled with gorjana Star Ring Small in Gold.
- Modeled in size S. See fit guide for model's dimensions.
- Revolve Style No. WOOD-WS15
- Manufacturer Style No. 322S1154


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1993 Nissan 300zx N/T Stillen upgrades include big bore exhaust, K&N intake and computer (all original parts are also included). Runs better than new - incredible gas... More
1986 NISSAN 300ZX AUTO, T-TOPS THE 1986 NISSAN 300ZX WAS A FRONT-ENGINE, REAR-WHEEL-DRIVE VEHICLE WITH A CURB WEIGHT OF 3140 LB. IT USED NISSAN'S... More
1985 Nissan 300 ZX 2 Seater with Glass T Tops, Silver, Silver & Gray original interior, V-6, Automatic, P.S., AC, P. Mirrors, P. Locks, ... More
1993 Nissan 300ZX Convertible, In SHOWROOM condition and one of only 3450 300ZX convertibles made between 1993-95 this classic is a triple black rust... More
The 300ZX was in the top 10 Best for the 7 years in which it was in production in America; it also was awarded... More
Where are you going to find another one??? We looked all across this Great country and couldn't find another one like this one for... More
This 1986 Nissan 300ZX two door coupe (Stock # 30824) is available in our Redwood City, CA showroom and any inquiries may be directed... More
In 1990, the Nissan 300ZX was Motor Trends "Import Car of the Year". The 1990 300ZX we offer has Oxford Gray exterior paint, T-Tops... More
A 1990 Nissan 300ZX (NA) Pearlescent Orange / Black Edition ~ A Tribute to the 1980 Nissan 300ZX Limited Anniversary Edition Abstract: Professionally restored for... More
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1990 Nissan 300 ZX, 2 Seater, Glass Tops, Pearl White with tan & Suede interior, Auto, Cold AC, PW, PS, PB, P Mirrors, CD.... More


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November 2012 Events
Click on program title for price information and to register.
Nov 23 to Dec 29
Musical Performances in the Living Room12:00AM to 11:59PM at Blithewold's Living Room
Nov 23 to Jan 1
Christmas at Blithewold - A Grand Tour of Europe, Inside the Mansion Tuesday - Sunday 11am - 5 pmAll Day Event at Inside the Mansion!
Nov 23 to Dec 28
The Christmas Sparkle, an Outdoor Family Event, Friday Nights 6 - 8 pm6:00PM to 8:00PM at The Enclosed Garden and Greenhouse
Friday, November 29
- Sunday, January 05
Christmas at Blithewold -
Friday, November 29
- Friday, January 03
Afternoon Tea -
Friday, November 29
- Friday, December 27
Sparkle! An Outdoor Family Event - Friday Evenings
Upcoming events
Practicing the art of coziness
(Dec 05, '13)
According to the recently released World Happiness Report, Denmark ranks as the happiest country on Earth and one of the reasons listed for that is the Danes' collective regular practice of something called hygge (pronounced hyooga. More or less). The word doesn't translate directly to English but can be generally (and inadequately) explained as coziness. Hot ... -
A Trip to New Orleans
(Oct 01, '13)
Have you ever marveled at the different ways men and women see historic sites? Here at Blithewold, Docents have to be prepared to answer very different questions from visitors. Marjorie Lyon, herself, was well aware of this disparity, and in … Continue reading
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Dedicated: Alta MODA Sample Sale
Monday, December 7th, 2009Mention names like Monique Lhuillier, Augusta Jones and Melissa Sweet, and we might get a little tipsy. Now add price tags as low as $400 – $1000, and you'll have to be putting us back in our chairs.
You can expect some bewilderment this weekend when favorite bridal boutique Alta MODA puts on its annual sample sale. To make room for new arrivals, they've marked down over 50 designer dresses at 50 – 85%. Seriously. The once-a-year sale is first-come, first-serve and begins at 10 a.m. You best throw on your comfies and grab some hot cocoa, but rest assured you'll wait for your turn in style: the front parlour will be open and refreshments will be served.
As for light-headedness, we can't make any promises. News of this kind just has that giddy effect. In the meantime, take a deep breath and grab a glass of water.
{See Stars}
Alta MODA Annual Sample Sale
Saturday, December 12, 10 a.m. – 5 p.m.
Alta MODA Bridal
637 E. 500 South, Salt Lake City
(801) 531-1215


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Celebs Arrive at the Critics Choice Awards
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- Jordan Graham Newlywed Murder Trial Begins with Testimony About 'Wedding Blues'
- Director Adam Shankman Enters Rehab
- President Obama Poses for World Leaders Selfie at Mandela Memorial
- Rihanna's Christmas Haul Is Insane - and It's Only Dec. 10
- Tila Tequila Claims Paul Walker Was Murdered, Feels Compassion for Hitler
- Erin Heatherton Shares Victoria's Secret Fashion Show Beauty Routine
- Justin Bieber Calls Female Fan "Beached Whale" In Australia: Report
- Lorde, Rumored Boyfriend James Lowe Face Cyberbullying, Racist Tweets
- Jennifer Aniston's 'Awkward Phase' Was During Brad Pitt Marriage
- Naya Rivera Rocks A Sports Bra And Spandex At The Gym
- Thought Jason Schwartzman Was Earnest Before? Wait Til 'Saving Mr. Banks'
- Why Very Many People Were Livid With Kanye West This Weekend
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- Why Spencer Pratt gained 50 pounds — Us Weekly
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- The latest on Lamar Odom's legal situation — ET
- Naya Rivera really knows how to stun — Gossip Girl
- Jamie Lynn Spears talks about being Britney's sister — Pink Is the New Blog
- Johnny Depp drops his pants — D-Listed
- Olivia Wilde shows off her baby bump — JustJared
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- What's going on with Shia LaBeouf? — The Superficial
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Oh yes, Brad and Angie didn't "steal the show".....they WERE the show, as is their norm. At every event they attend, the performance is the same as when you replace the male figure with one from the past....just look at clips in the bio's. Always that same "so in love" look from Angie....whether it's her brother James, her Ex Billy Bob, Jonnie Miller, or Jenny Schimazu....acting, it's called acting


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Electricity Rates in George West, TX
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PUCT Cert. No 10052


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A great fast entrée for entertaining, this grilled turkey also makes a terrific nontraditional Thanksgiving main.
A rich, sweet-tart blackberry sauce adorns crispy skin-on salmon filets in this easy dish from Leah Koenig, who developed it for our One Ingredient, Many Ways series. See the recipe »
Pork spareribs are marinated and basted in a sweet-spicy sauce—with layers of flavor including sesame, pepper, ginger, hoisin, and garlic.
The best street food from around the world comes together in a menu featuring some of our favorite dishes from Latin America, North Africa, Southeast Asia, and more. Set out a global array of dishes—grilled lamb and chicken skewers, flaky tomato crêpes, samosas with a vibrant cilantro chutney, and a variety of sides and desserts—and let your guests create their own culinary tour. See the menu »
Grilled trout is lacquered in a glaze that is fragrant with fennel and thyme.
Grilled sweet corn, plus fresh edamame in place of the traditional limas, elevate this summer mainstay from Neal Ballard of Lawrence, Kansas.
The best grilled steak recipes, from a rib eye with sweet-hot pepper sauce to an Asian-inspired marinated flank steak.
Robust lamb and onion kebabs steeped in a tenderizing seltzer and vinegar marinade are paired with a sauce of tomatoes, prunes, and herbs.
Fresh heads of romaine lettuce are split down the middle, grilled until charred and smoky, and then topped with blue cheese and bacon for this satisfying salad.
After pho, bun cha is one of Hanoi's most famous dishes and is a delicious summertime lunch or light dinner.
Add some flair to your summer grilling repertoire with this updated menu of barbecue classics.
Double-skewering scallions ensures they don't fall through grill grates and allows for easier basting and flipping.
These crisp-skinned, deeply flavorful wings get their tingly, mouth-numbing spice from Sichuan peppercorns.
Heavily spiced and intensely garlicky, this charcoal-grilled chicken can be found at roadside restaurants all over Panama, served with rice and fresh avocado.
In India these ribs would be cooked in a tandoor, a clay oven. To achieve a similar oven-roasted effect on a charcoal or gas grill, cook the ribs over indirect heat, then finish them with a sear directly over the fire.
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By Emily Pearce
Tuesday, October 30, 2012
Cowes Enterprise College on the Isle of Wight.
PLANS for Cowes Enterprise College students to move into their new school building have been hit by further delay.
It was the latest in a series of delays to have hit the project, which was originally due to have been ready in time for the start of the school year in September.
That date was pushed back and pupils were then due to move into the new £32m complex next Tuesday, but school bosses this week admitted it was still not ready.
Chair of governors Alan Wells said in a statement issued today (Tuesday): "It is a great shame we are not to be able to meet our previously published timeline.
"However, it became clear at a meeting of project partners that a number of aspects of staff training and development to ensure both the college's safe operation and appropriate safeguarding of all pupils on the new site, require a little more time."
A new handover date has not been given. Mr Wells said it should not be significantly beyond November 19.
Isle of Wight Council deputy director for schools and education services Janet Newton said: "This is a hugely important move for the college and we agree everything must be in place to enable a smooth transfer.
"If that means there is a further small delay before full and safe occupation of this state of the art facility then so be it.
"Despite a tremendous effort from all concerned it has just not been possible to pull back all the time lost through the unusually wet conditions over the summer."
A parent who contacted the County Press to raise concerns about the delays said: "Anyone with any common sense could see it was nowhere near finished weeks ago.
"Both my children attend the school and I am really concerned they will not even move in this side of Christmas, given the lack of progress on the site.
"This will cause disruption to lessons, as most teachers have already provisioned for teaching in the new building at the start of next term."
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by Jake Gully
31st October 2012, at 12:55:59
Read the list of official press releases on this site, then make a judgement on how effectively this project is being managed by the professionals. Beyond this they have consistently set unrealistic expectations.Whilst I don't have the formal qualification to project manage or survey, I have 12 years of practical experience on build/refurbishment projects and good eyesight.We all have the right to make public comments, subject to the safe guards of libel and deformation - I shall continue to comment where I feel it's justified
by Stephen Elliott
31st October 2012, at 01:15:04
Can I just say that it's been impossible to hand over the school on time. Do people not remember the wet months we suffered in which building was impossible etc.People need to give it a rest and let the professionals deal with it. Why should all details be made available, that'll be a complete waste of time and resources. If you wish to know the inner machinations of the project then get a qualification and be the project manager. Otherwise keep your mouth closed and leave it to those in the know to do it.
30th October 2012, at 22:47:13
Absolutely, I have every sympathy for the students, parents and staff. They have all been let down badly and a more open/pragmatic approach from the LEA and Trust would undoubtedly have gone a long way to mitigate this. Instead we've seen an absurd veil of secrecy, questionable management and lack of leadership/ownership in this project, which has only increased this dislocation of expectations.However all of this is all water under the bridge at this stage. Someone else can pick over the bones at some later date. The name of the game and absolute priority as I see it is salvage - to ensure the building is delivered fit for purpose and does not become a future liability. It could and should be a fantastic new school, one that students, parents and staff can take pride in.
by David Web
30th October 2012, at 20:00:49
<Continued from previous>The issue to do with to delay being down to bad weather is also a convenient smoke screen which i'm sure will come to light once the site is handed over, also the snagging and remedial works you have suggested are true and involve leaking roofs and other major issues which need to be addressed which is why pupils cannot move in yet, surely such major defects as a result in rushing the build and cutting corners should be heavily penalised by the council who seem to have lost all control and creditably while managing this project and allow the contractor to dictate the outcome. If that is not the case why do they not make public knowledge just what the financial penalties on the contractor are. This is just the reason why when students are put last results suffer
30th October 2012, at 19:51:16
While I agree with the comments below regarding the safety aspect, there is still the issue of the agreed handover date and its affect on the pupils at the school as a result of this further delay, many of the teachers have packed up equipment in anticipation of the original moving date and now this will either have to be unpacked again or stay packed and pupils not use it until the move happens (whenever that is) this will not only affect teachers and pupils morale but also puts risk pupils coursework due to the lack of resources currently available to them particularly 'A' level students who need these resources. This to me is totally shambolic given that the contractors, the school governors or council must of been aware that the revised date given was not achievable weeks ago hence rather than wait until the last minute to announce it. Surely it would of been better to get all parties to agree a sensible timetable back in September when the 1st delay was announce.
30th October 2012, at 13:12:23
<Continued from Previous>Putting the financial risks aside, this is still a building site with major works still being conducted on the roof, glazing and balconies. And the likelihood of substantial snagging/remedial works throughout the main building. There would undoubtedly be disruption, restriction and major health and safety, security and child protection implications until these works are completed.The LEA and Trust now have the opportunity to set a realistic timescale, ensure this project is built to specification and without substantial defect. It may be late, but we can still get the first class school we are ultimately all paying for – we (the pupils, parents, staff and local tax/rate payers) deserve no less.
30th October 2012, at 13:11:28
Finally some common sense – after months of denial and suspended reality, it appears that Cowes Pathfinder Trust have finally stood up and rejected pressure to move in to the new school before it is properly completed and commissioned.Whilst this will inevitably be disappointing for pupils, parents and staff, I have no doubt that they have made the correct decision for all parties (including us tax and rate payers) in the longer term.Had they been forced to sign off on an incomplete building with only partial commissioning of essential services, the future financial risk could have been severe. In the event that the main contractor enters receivership it seems highly likely that we would pick up the tab. <Continued>
Any views or opinions presented in the comments above are solely those of the author and do not represent those of the Isle of Wight County Press.
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So, you've planned and eagerly anticipated that one special dive trip all year and have worked out a full gallery of stunning underwater images in your mind's eye, only to arrive on location and find it's raining steadily, or the visibility sucks, or the fish are incredibly skittish, or the currents are too strong, or any of a dozen other conditions that can step on your ability to get the hoped-for photos. What next?
This is on my mind now because I recently took such a trip to a destination that's hot among underwater photographers. I was expecting greatness, but we experienced pretty bad visibility during the week, had no amazing pelagic encounters, and suffered some boat issues that limited the range and duration of our trip. I've seen what other photographers have brought home from this destination and know that it can be great, but that wasn't the hand I was dealt the week I was there.
Still, I was able to come home with some terrific shots, but only because I shifted mindset, target species and optics. My pre-trip ideas of what I was going to shoot was out of sync with the reality of the destination that week, but by being nimble and realigning priorities, I came home with some great new additions to my portfolio. Here are some tips to help you prepare for those times when the photographic challenges seem overwhelming:
Have The Tools For The Job
On my trip, I really wanted to concentrate on wide-angle, in particular schooling fish and massive soft-coral colonies. But a combination of overcast conditions and poor visibility made that impractical on some days. The terrain was absolutely stunning, and in some places there wasn't a square inch of substrate that wasn't covered by some photogenic mass of colorful filter feeders. But without light and water clarity, I couldn't communicate the vast spectacle of the reef scene.
Rather than waste finite photo opportunities on what might have been, I changed lenses and changed priorities, from wide-angle to fish and macro shots. One thing I've learned over the years is that you have to go on location prepared to shoot the big three: macro, fish portraits and wide-angle. You can predict what the destination will likely deliver. For example, in Cozumel you can expect that you'll have great wide-angle in clear water, and rich marine life on the medium-depth reefs. You probably won't shoot a lot of macro there. On the other hand, you might find a splendid toadfish at a cleaning station that is a world-class macro shot. Be prepared for any eventuality, and mount the tool that best fits the environment.
A Nikon shooter, with the 1.5 cropped sensor on a D2X or a D200, can actually cover most things on most reefs with only two lenses, a 12-24mm zoom and a 60mm Micro-Nikkor. Discretionary lenses would add something even wider, like the 10.5mm fisheye to expand coverage for shipwrecks and big pelagic life and a 105mm Micro-Nikkor to help capture the reef's minutiae. Canon has similar lenses for both cropped or full-frame sensors. A point-and-shoot digital may not have interchangeable lenses, but the native optics do an excellent job with fish portraits and even close-up photography. Some housing manufacturers (particularly Light & Motion, Ikelite, SeaLife, and Sea & Sea) recognize that these cameras need help for wide-angle and offer easy means to attach supplementary wide-angle adapters while underwater. To cover the diversity of life found on the coral reef, and to be ready to react to local conditions, make sure your camera housing is adaptable and you have the accessories necessary to cover the big three.
Avoid Gear Snafus
Be gear-redundant. For a digital SLR shooter, that means, at the very least, two of the same camera bodies and multiple strobes. Even the very best underwater camera housing can flood because of user error. Most housings are primarily mechanical, made of materials that don't corrode and can be rinsed with fresh water, dried and be ready to go again 30 minutes after even a calamitous flood. But cameras and lenses are quickly ruined by saltwater immersion. Having a second camera body allows you to shoot topside while the other camera is snuggled inside the housing and, more importantly, provides backup in case of mechanical failure.
Dropping and jostling your strobes while you're traveling is as hard on them as in-water use, probably more so. To that end, I usually take a minimum of three strobes with me on location, more for longer shoots. That provides dual strobe lighting and one spare when all goes well, and it would take the bad luck of two strobes going down to force me to shoot with a single strobe.
Another vulnerable component is the strobe cord. Delicate wires and pins can break or corrode in normal use. While it wasn't exactly normal use, during a recent session shooting over/unders of sharks off the back of a boat, I had three strobe cords chewed through by rowdy sharks. The need for spare strobe cords is a fact of life for the traveling underwater photographer.
Absorb The Dive Briefing
Except for those compact digitals with their supplementary lenses, you can't change lenses underwater. The single best source of information for what you'll be able to shoot on any dive is the briefing. If the briefing is all about pygmy seahorses and ghost pipefish, it might be a good dive to load the 100mm macro into the housing.
The divemaster giving the briefing may or may not know anything about underwater photography. You may have to ask questions to extract enough from his local knowledge to suit your needs. In order to choose the right lens to make the dive optimally productive, you may need to know visibility, current flow, bottom terrain and probable resident marine life. These guys dive these same reefs week after week, and they should be able to reasonably predict these variables. Still, there can and will be surprises once you get on the reef. You might wish you had a different lens, but by putting the probability in your favor by listening and asking the right questions, you'll no doubt have plenty of interesting subjects to photograph, despite the inevitable frustration of seeing the pygmy seahorse giving birth while diving with your 180-degree fisheye.
React When Conditions Are Favorable
Think about the shots that depend most on good conditions, and make those the No. 1 priority as conditions permit. If the sun is shining and the water is clear, even on the first day of the trip, try to get those important wide-angle shots that "tell the story." That sunshine or clear water may not stick around for the week. Macro shots and fish portraits can be captured under almost any light conditions, and even in marginal visibility, so, all things being equal, put off shooting the vignettes until a few of the establishing shots are in the can. The same goes for topside shots of the boat, resort or island. You can never predict what tomorrow might bring, so cover as much of the sunshine-dependent images as you can, when you can. Procrastinators will eventually get burned when wind or rain kicks in before the story-in-pictures is told.
Back Up Your Digital Files
One of the worst things that can happen on a photo trip is losing days of productive imaging due to a computer malfunction. The safest way manage digital images on location is to simultaneously download from the card to both a laptop computer and external hard drive by means of browsing software. I try to do a fairly aggressive edit daily from the files archived on the laptop so that at the end of the week the marginal images are already culled and the file is manageable and quick to review. But I like to have an unedited folder still residing on my portable hard drive, just in case of an overzealous delete key. The reality is that I normally dump the unedited shoot in favor of the edited version as soon as I get home, but it is nice to have the option to revisit everything from a particular setup should I have second thoughts about the coverage.
Photo Etiquette Revisited
I saw a recent forum post on wetpixel.com from Bill Vanant in response to an article on photo etiquette I wrote in the March issue of Scuba Diving:
Stephen Frink suggested that an underwater scene belonged to the photographer until he was done shooting. While that sounds nice, I am sure that there must be some limits. On a recent trip to Lembeh, my wife and I were diving with a group from Turkey, and these guys were unbelievable. You could see where they were from 100 feet away simply by looking for the cloud of dust where the three of them were shooting, looking like Custer's last stand. They would literally shoot at least 50 pictures each of some scorpionfish or frogfish or whatever. After shooting for 10 to 12 minutes, they would then turn around in a big cloud and swim off, leaving the poor fish blinded by flash and the water too murky for anyone else to shoot or video the scene. On a previous trip we dived with a couple, both photographers, and we worked out a deal: three pics each, then go to the back of the line for three more, repeating the process until you got one you liked and moved on. Given the relatively unlimited capacity now of digital cameras, where do you draw the line on how long to shoot a subject, particularly with a group that has four or five people trying to get something nice?
There are indeed limits, or should be anyway. Some animals can't stand repeated photographic intrusion, and it's wrong to compromise the well-being of a fish or critter for the sake of a photograph. In addition, photo-ops that are initiated by a guide who may be responsible for a small group of people is different from a photo-op created by one's own personal eye and happenstance.
I should have thought through all these permutations and the additional variable of the virtually limitless capacity the new eight-gigabyte cards bring to digital imaging. I still believe a photographer who finds a particular subject on his or her own should be allowed to properly cover the opportunity without distraction or interruption from another photographer trying to replicate the setup. But in a group scenario, especially where a critter-finder is tasked to point out subjects of interest to several divers at a time, common sense and polite behavior should trump "finders keepers." Take a few shots, leave the scene gently without creating a cloud of sand, and if the shot is important enough (and the subject robust enough), hang out in the vicinity so you can return and shoot it after the group has moved on.