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<I>Fifeville</I> headlines Film Festival
Three Charlottesville filmmakers whose work was recently featured at the Rotterdam Film Festival– Kevin Everson, Alexandria Searls, and Talmage Cooley– lead a line-up of local and state artists showing work at the 7th annual Vinegar Hill film festival this week.
The Vinegar Hill festival has expanded from six short films in 1999 to 12 this year, most under 10 minutes long.
"Not since the first year have there been so many entries shot in 16-millimeter," says Searls, the festival director. Highlighting this year's offerings is Fifeville, Everson's portrait of a Charlottesville neighborhood in transition. Advanced students in his UVA cinematography class at UVA as well as members of the Carter G. Woodson Institute contributed sections to the festival opener, shot in black and white.
Richmond is the subject of Ward Howarth's Storm in a Bottle, a 17-minute portrait of two lovers that reveals as much about their city as about their relationship.
The two shortest films, at two minutes each, are Richard Sebastian's The Airplane– a music video for the Brooklyn band One Ring Zero that juxtaposes archival footage from the Prelinger archives with modern scenes– and Animation Demo, an animated film by local artists.
"All the years since 1999 have showed the digital revolution in full swing," Searls says, "but this year filmmakers seem to have returned to traditional film in a big way."
Corey Walker, producer of Fifeville, is among the filmmakers on hand to discuss the program at the end of Tueday's shows. The program runs 87 minutes, and the discussions last approximately 15.
The 7th annual Vinegar Hill Film Festival shows Tuesday, April 26, at 7 and 9:15pm at the (surprise!) Vinegar Hill Theatre. $8. 977-8458.
Richmond filmmaker Ward Howarth


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subset: commoncrawl


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Before: Patient was suffering from TMJ. He had pain in his jaw, neck and shoulders everyday and did not realize it can be caused from his teeth. After:Patient was treated for TMJ by Dr. Siman and after two visits his symtoms were relieved. For him the cosmetics were a bonus!
Patient Photos Depicting:
Note: Patients depicted in photos have provided their consent to display their pictures online. Results may vary.
I've had bad teeth since I was a child. Though I've never had anyone say to me that I could have a better smile. El Centro Dental made my smile so much better with dental implants and crowns. I'm so much happier.
Wendy J
Coordinator, Imperial
Family Resource Center
I feel younger and happier since I did my dental at El Centro Dental. I used to try not to smile because of my old fillings. Now, the fillings have all been replaced with porcelain and my teeth have porcelain veneers. They feel strong and I can eat anything. (By the way, this has improved my general health). And, the staff at El Centro Dental treated me with respect and dignity."
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Retired Registered Nurse
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Kevin M
Deputy Sheriff, ICSO


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Managing Surface-Level Diversity as a Business Imperative
- Jacqueline A. GilbertJacqueline A. GilbertDepartment of Management, Middle Tennessee State University
Organizational diversity is regarded positively, but haphazardly embraced. The absence of a cultural mandate at work (one which includes an emphasis on managing differences) can result in minority assimilation, and in either unintended bullying or in intentional abuse. Declining stock price, loss of goodwill, inability to recruit qualified candidates, and internal havoc marked by perpetuation of firm dysfunction may occur. These outcomes are especially alarming in the face of transformative population growth, in which minorities are predicted to become the demographic majority within the United States.
Inattention to employee misconduct prevents firms from experiencing enhanced productivity. Encouraging civil behavior is thus essential to engendering camaraderie in a diverse workforce, in which incivilities, or micro-inequities, are disproportionately targeted at minority groups. Management modeling of appropriate behavior (and swift action toward perpetrators for non-compliance) are necessary to achieve human capital integration.
Workforce diversity (as a business imperative) has been reframed from earlier arguments, which equated diversity in numbers, goals, timetables, and record keeping as a way to maintain an organization's ability to bid on government contracts. Companies jumping on the diversity bandwagon (either from a desire to appear socially responsible and politically correct, from court order, or simply from a desire to meet the numbers) may have selectively introduced a diverse constituency, but may not have created a climate conducive to its success. Moreover, demographic projections and population growth shifts suggest that future work forces (within the United States) will become more diverse as a consequence of sheer numbers alone.1
The Changing Demographic
Business arguments for increasing diversity suggest several advantages of a heterogeneous workforce—including the ability to market to an array of potential customers, capitalizing on inherent workforce strengths. A diverse employee base (in terms of sales and manufacturing) can suggest product improvements that respect cultural differences. Maybelline's "Shades of You" makeup, marketed by and promoted to women of color, catapulted the company into a major player in the ethnic cosmetics brand line (Robinson & Dechant, 1997). In a similar vein, Loreal's "True Texture" makeup line was the brainchild of diverse work team perspectives that produced a product specifically targeted to women of color, who style naturally curly hair (Forbes Insights, 2011). Not surprisingly, diversity's impact on the bottom line can be dramatic. Herring (2009) found positive relationships between levels of racial and gender diversity and sales, such that for every one-unit increase in racial diversity, organizational sales increased by approximately 9%; and for every one-unit increase in gender diversity, organizational sales increased by approximately 3%. Additionally, workforce diversity promotes heterogeneity in thought and perspectives, which translate to increased creativity and product breakthroughs. The Fostering Innovation Through a Diverse Workforce Survey (Forbes Insights, 2011) reported that in companies with 10 billion in revenues annually, 56% of executives surveyed equated greater diversity with enhanced innovation.
An inclusionary atmosphere can encourage employee connectivity. Forbes Insights (2011) reported that large companies (e.g., AT&T) have allowed for creation of employee groups that focus on minority issues, and foster organizational learning. Similarly, Avon has created Associate Resource Groups, which include The Asian Network, Black Professionals Association (BPA), AHORA Latino Network, PRIDE Network (Lesbian, Gay, Bisexual, Transgender), and Avon Women's Empowerment, all to promote cultural awareness and engagement among workers and to identify respective group issues (Avon, n.d). Diversity has been associated with increased return on equity with regard to diverse boards of directors (Barta, Kleiner, & Neumann, 2012), and enhanced business performance (Heskett, 2015). Cox and Blake (1991) suggest that organizational diversity can benefit companies on a wide array of criteria, including talent acquisition, marketing to diverse constituencies, enhanced creativity and problem solving, and organizational reaction time, whereas racial diversity has been positively associated with individual employee productivity (Richard, 2000).
Business benefits notwithstanding, future organizations may find that hiring a diverse workforce is necessary due to rapidly changing demographics. In the United States alone, looming business reality suggests that recruiting managers will need to hire from a diverse employee talent pool.
According to U.S. census data (Cárdenas, Ajinkya, & Léger, 2011), in a few decades Caucasians will no longer be the demographic majority—largely due to acceleration of Hispanic and Asian populations. The October 2011 published report revealed the following:
In eight U.S. states, children of color currently predominate among those under age 18.2
The cohort over 65 will grow faster than the population as a whole, and is expected to hit the 20% mark by 2050.
By 2050, one in three children within the U.S. will be born outside its borders (or will be the offspring of at least one immigrant).
In addition:
Approximately nine million respondents classified themselves as multiracial in the 2010 U.S. census (Rice, 2014).
Between 2000 and 2050, new immigrants and their children will account for 60% of projected U.S. population growth (Alsalam & Smith, 2005).
Those presently classified as minority are expected to comprise more than half the U.S. population by 2044, creating a demographic plurality within the United States (Colby & Ortman, 2015).
These numbers signify that recruitment of a diverse workforce makes sense not just from the resulting business benefits, but because companies (to stay afloat) will necessarily need to select from a demographic that looks radically different from today. Accelerating growth (of those now considered minorities) will shift U.S. census numbers to reflect the majority labor pool in the not too distant future. Hiring for diversity is therefore an impending certainty in the projected workforce.
The Challenge of Diversity Implementation
Attracting and retaining the best individuals from a diverse employee pool may be challenging, particularly for companies that have cultivated an exclusionary culture. In 2016 alone, 91,503 discrimination charges were filed with the Equal Employment Opportunity Commission (EEOC, n.d.). Cox (1991) suggests that firms reside in a diversity management continuum, with (a) monolithic companies affirming white male privilege, both structurally and in terms of in-house culture; (b) plural firms employing "window dressing" comprised of a smattering of diversity initiatives (designed to impress outside constituencies), with no real commitment to changing either culture or practice; and (c) multicultural organizations, which have overhauled their policies to integrate a true commitment to inclusion as a core value. But even when firms genuinely attempt to value diversity, their initiatives may backfire—as in the radical structuralist training approach (Nemetz & Christensen, 1996), in which majority employees are blamed for historical transgressions, and participants are pitted against one another (Bader, 2007). Dobbin and Kalev (2015) argue that the inflammatory nature of some diversity training programs creates unintended problems for managers (who may later retaliate against minority employees when deciding on promotions) and for employees, once latent stereotypic notions are enacted. Diversity programs (if administered poorly) may be perceived as efforts to control individuals, as opposed to create workplace harmony.
Diversity training's "flavor of the month" nature suggests it is an unimportant initiative, one that can be easily discontinued in times of economic duress (Gilbert & Ivancevich, 2000). Failed diversity programs may also result when a handful of individuals in the organizational driver's seat do the lion's share of policy creation—with little input from those they are attempting to help. Most failed efforts hinge solely on the recruitment of minority employees—but not in developing practices to engage them in a meaningful way once they arrive (Medina, 2014). Results of inattention to diversity can be disastrous, especially in terms of the "revolving door" syndrome. Minority employees may be wooed and courted in an attempt to meet the numbers, but they may encounter an unwelcoming work environment that deters job longevity (Diversity InEd, 2014). Merely ushering in diverse workers will do little to increase demographic heterogeneity.
Despite rhetoric that espouses that diversity inclusion is good for business, the business evidence for retaining talented minority individuals appears weak. Although women comprise 20% of engineering graduates, 40% of them never pursue a career in that field, or quit the profession entirely (Silbey, 2016). Unequal turnover distribution can result not only from more tangible factors (such as lack of access to high visibility mentors, unequal compensation for similar work, or career plateauing and stagnation), but also from a more fundamental aspect of work culture that impacts individuals' self-perception: that of bullying and uncivil treatment, targeted more at women than men, and at racial minorities in higher numbers than whites. A 2014 survey by the Workplace Bullying Institute (Namie, 2014) revealed that 69% of perpetrators are men, and that the majority of those (57%) target women. Only 10% of men surveyed reported experiencing bullying from women. Hispanics, Asian-Americans, and African-Americans all reported a greater degree of bullying than their white counterparts, with Asian-Americans most likely to blame employers for allowing emotional abuse to occur. The Workplace Bullying 2014 study also found that the majority of bullies (56%) are bosses.
Statistical discrimination (which occurs when observable group characteristics are substituted for information gathered from personal interaction) may result in the "token" effect, where minority workers are showcased in small numbers to comply with organizational mandates. Homogeneity begets homogeneity, with the dominant group in upper management—who are many times white males (Zweigenhaft, 2013)—making the selection, retention, and recruitment decisions, with a disproportionate impact on individuals who retain less political clout. Cortina, Kabat-Farr, Leskinen, Huerta, and Magley(2013), in their study of selective incivility (a type of modern discrimination specifically targeted toward women and racial minorities), found that women were on the receiving end of greater incivility than men, racial minorities reported greater incivility than whites, and race interacted with gender such that African-American women reported a greater degree of uncivil treatment than either African-American men or whites of either gender. Modern incivility is characterized by micro-inequities, which are difficult to pinpoint as originating from either racial or gender hostility and, cannot definitively be associated with demography. In all three experiments of Cortina et al. (2013), measured incivility as evidenced by "workplace barbs" was positively associated with intention to leave, and was one of the strongest predictors of turnover intentions. Portrayals of inequity in A Tale of "O" (Kanter & Stein, 1980) suggest that minority groups are systematically singled out for uncivil treatment.
Turnover and absenteeism, uncomfortable working conditions, and time siphoned from the bottom line are outgrowths of a culture where uncivil acts are tolerated and/or encouraged. Unconscious biases manifest (Gender Advisory Council, 2008) when organizations promote those who look similar to existing managers, and specifically, when few minority members are in positions to recruit. Relatedly, Clayton (2010) notes that benefits from diversity may not be automatically forthcoming. Findings from a pool of 10,000 respondents suggest that "derailing behaviors" (e.g., bullying and acts of incivility) resulted in individuals (the majority of whom felt that race, gender, age, religion, and sexual orientation were underlying poor treatment at work) exerting less than full discretionary effort. PricewaterhouseCoopers (PwC) explains the cost of replacing a worker (in terms of training, lost corporate knowledge, and administrative expenditures) can be up to three times their salary (Churchman & Thompson, 2008).
Culture—The Achilles' Heel
A firm's culture is reflected in areas of policy and accountability, which can be either welcoming or inhospitable. Toxic workplaces are ones in which bosses are short-tempered, and in which employee tenure is short-lived (Gilbert, Carr-Ruffino, Ivancevich, & Konopaske, 2012). In a toxic workplace (one in which discrimination is tolerated), loyalty to the organization may actually be a perverse form of organizational commitment—a type of shamed silence in which those who disagree—but who see few options for exit—simply keep their mouths shut to avoid negative repercussions (Gilbert, 2011). A more common response from women to uncivil treatment may be "silencing [them]selves, making [them]selves dumb" (Rothleder, 1992, p. 176). Dysfunctional work cultures may proliferate despite the benefits that a diverse workforce provides. A McKinsey analysis (Hunt, Layton, & Prince, 2015) reported that firms in the top 25% (in terms of ethnic and racial minority representation) were 35% more likely to obtain above median industry financial returns. Similar proportions for gender diversity representation resulted in a 15% likelihood of industry returns that surpassed median earnings.
Toleration (and in the worst case scenario, encouragement) of office bullying is the impetus for a broad range of bad behaviors, outgrowths of which disproportionately target underrepresented workplace populations. Bullying behavior (and its accompanying lack of inhibition) is showcased in environments that have few if any sanctions for its occurrence. In A Tale of "O" (Kanter & Stein, 1980), those in the dominant group (the "Xs") made rules governing the "Os," who were expected to behave as supporters of X issues—to the point of ostracizing fellow Os who failed to toe the X company line. The corresponding work corollary is that not only may minority employees be deprived of managerial support, but they may be alienated from their peers who, as a survival strategy, side with X workers. Within minority groups lackadaisical, unscrupulous bosses who develop cliques can also create unfairness.
As opposed to mere phenotype, diversity is a set of characteristics that shapes our experiences and resulting self-concept. In his groundbreaking book Black Like Me, Griffin (1961) chronicles his six-week journey as a white man "passing" as black in the Deep South, and the torrent of hate-filled discrimination that accompanied his transformation. The resulting biculturalism in the black community has been described as code switching—or the necessity that blacks feel to modify their norms of appearance, expression, and demeanor so that they are in congruence with white expectations (Cross, Smith, & Payne, 2002). Over time, they may even arrive at the conclusion they have done something to deserve the abuse (Stanley, 2015). Pyke (2010) defines internalized racism as the absorption and acceptance of racist dogma perpetuated by white society, resulting in a type of self-loathing that is apparent in the disparagement of one's own race. One manifestation occurs in East Indian society, where success, beauty, and status are associated with a more "European" appearance. Similarly, a lighter-skinned black, sneering at the darker individuals of his own race while speaking to Griffin remarked, "I hate us" (Stanley, 2015, p. 17). Straddling two cultures while experiencing belongingness from neither produces what W.E.B. DuBois described as "twoness" or "double consciousness."
Hipolito-Delgado (2010) states that in their efforts to enculturate with mainstream society in the United States, Chicanas/os and Latinas/os develop negative opinions regarding people of their own race and skin type, views that can ultimately affect their identity development (Hipolito-Delgado, 2007). Similarly, Ragins, Townsend, and Mattis (1998) found that successful female executives had to demonstrate job competence and project confidence, while at the same time being careful not to upstage senior men (or appear too presumptuous) in stating their own demands. Some interviewees provided the following advice: "Don't be too smart; don't be assertive… Do not disagree and be correct (kiss of death!)" (Ragins et al., 1998, p. 30). On a participatory level, minority employees may find it difficult to express themselves (at work) due to negative past treatment, and/or alleged harboring of "subversive" viewpoints. Lower self-concept, withdrawal, and silence then preside in the very meetings that could benefit from their perspectives.
"Quiescent silence" may be a unifying theme among minority groups. In a study of Latino/Hispanics and Asian Americans, Kong (2016) found that mild paranoia mediated the relationship between perceived ethnic discrimination and outcome measures, such that some engaged in the self-preservative workplace behaviors of withdrawal and diminished voice. In a typical workplace scenario, voice refers to proactive efforts to express oneself, typically associated with high self-esteem and positive self-concept. The author defines "nonclinical mild paranoia," as enhanced self-consciousness with regard to ethnic identity and potential threats of maltreatment. Thus, those who feel they will be punished for displaying authentic viewpoints will withhold them in environments they perceive as hostile. Voice may even be transfigured into surreptitious data gathering missions on fellow "Os"— those minority workers who are considered rabble rousers for workplace equity. In response to cognitive dissonance (and as a survival technique), Os may subsequently subsume X values (as the concept of stereotype threat predicts), behaving as one of the best weapons against individuals of their own race/gender/ethnicity/identity group. Correspondingly, Stauffer and Buckley (2005) found that both black and white supervisors showed a proclivity toward white employees on performance measures.
A vacuum of representation within firms, particularly at managerial levels, results in minority workers engaging in deference toward majority employees, proffering behaviors that are pleasing to company patriarchs (Ely, 1994). Paradoxically, "… when females perceived high levels of tolerance for workplace incivility, they decreased their work withdrawal behaviour" (Loi, Loh, & Hine, 2015, p. 169), suggesting that due to social pressures and prior socialization, women who have a high tolerance for workplace incivility acclimate to uncivil cultures by subjugating their retaliatory responses.
If the benefits of incorporating and retaining diversity have been studied and confirmed, then why do conditions persist that attenuate the selection (Bertrand & Mullainathan, 2004), mentoring (Bielby, 2008; Constantine, Smith, Redington, & Owens, 2008), ratings (Stauffer & Buckley, 2005), and retention (Settles, Buchanan, & Yap, 2010; Wilson, 2005) of minority employees? The Center for American Progress notes that higher turnover rates are a result of workplace policies that foster either overt or covert discrimination (Kerby & Burns, 2012), such as lack of participatory mechanisms or inadequate (or non-existent) conflict resolution. Despite legal sanctions of affirmative action, racial discrimination remains pervasive, with a large percentage (40–67%) of surveyed minority individuals experiencing at least one incident of discomfort associated with their race in a two-year period (Schneider, Hitlan, & Radhakrishnan, 2000). Moreover, discrimination may contribute to more than organizational toxicity. According to Burns (2012), discriminatory impact may extend to curtailed customer contact, employee exit, and decreased overall profitability, resulting in toxicity for the bottom line; in other words toxic inefficiency. A report by Level Playing Field Institute found that 27% of individuals who were the recipients of workplace inequity stated they could not provide a positive employer recommendation (Level Playing field Institute, 2007).
Settles, Buchanan, and Yap (2010) explain that racial discrimination occurs because of hostility toward minority groups, or the increased feeling of camaraderie that exists in a homophilous cohort. Changing cognition to value differences may thus be one of the most powerful mechanisms to reduce workplace bias (Gilbert, 2001; Gilbert & Ivancevich, 2000). "Affirmative action … does not address how to value employee differences and use them to the organization's advantage. As a result, minority employees are forced to adjust to the work values of the majority group" (Gilbert & Ivancevich, 2000, pp. 100–101).
Businesses that wish to retain employees and to stimulate production (regardless of whether they espouse diversity management, or simply have a penchant to comply with affirmative action mandates) must address a more fundamental issue of how individuals at work are expected to behave. A climate of mistrust, incivility, and general dysfunction perpetuates when employees perceive their workplace is a "free for all" in terms of workplace conduct. Toxic organizations are ones in which:
Internal havoc festers as a result of unaddressed conflict;
Feedback and managerial interaction are one down, as opposed to reciprocal in nature;
Bullies force groupthink through aggressive behavior, overt threats, and covert character assassination;
E-mail is abused as a type of electronic prod that is used inappropriately;
Sycophants and managerial favorites are believed without the courtesy of a two-way investigation or dialogue;
Discussing employees behind their backs is rampant and encouraged;
Tattling is employed as a form of micromanagement and managerial information seeking; and
Employees are not given the opportunity to comment on managerial policies, nor are their viewpoints or feedback solicited (Gilbert, Carr-Ruffino, Ivancevich, & Konopaske, 2012).
The Path to Culture Change
Change to value diversity occurs when positive relationships are elevated to a top priority. Unfortunately, the CEO initiated approach outlined by Gilbert, Stead, and Ivancevich (1999) is not widely practiced, as firms are more reactive in their response (Stainback & Tomaskovic-Devey, 2013). According to the authors, one reason is that the EEOC and OFCCP (Office of Federal Contract Compliance Programs) do not have the same power to inspect and enforce regulations as a result of recently curtailed jurisdiction. In addition, public sentiment that affirmative action has gone far enough (and in some cases too far) has reduced the appetite to stringently monitor organizational diversity progress within companies.
Cultural change to value diversity seems ephemeral, in that some companies have simply transferred the moniker diversity management to efforts that amount to little more than conducting an occasional diversity seminar or survey. Not surprisingly, the number of organizations holding managers' accountable (in terms of integrating minorities and women) is approximately one in six (Stainback & Tomaskovic-Devey, 2013). Reactive mode results from apathetic managers whose firms are characterized by tokenism, work/family conflict, stagnation in product development and policy formation, and majority animosity toward minority individuals viewed as interlopers. Conversely, a cultural change to value differences (through management involvement) can induce community outreach, salary equity, organization-wide training, and organizational diplomacy afforded to both foreign and domestic constituencies (Gilbert & Ivancevich, 1999). Joshi, Liao, and Roh (2011) argue that both macro level variables (e.g., organizational typology of toxic vs. cooperative) and micro variables (e.g., gender, race) should be considered in tandem in a multi-level diversity approach, to provide more conclusive and encompassing results. In this vein, Nishii (2013) found that "climate[s] for inclusion" that emphasize "the engagement of whole selves and learning from divergent perspectives" (Nishii, 2013, p. 1760) were associated with less conflict within gender diverse groups.
A possible explanation for seemingly bad managerial decisions—ones that ultimately hurt the company with regard to diversity and decision making—is the defiant nature of mental schema. Schematic representations, once made and stored in long-term memory, may be resistant to change. Organizational diversity goals may be a possible antidote (Johnston, 1996), resulting in more balanced and accurate viewpoints. Correspondingly, managers can modify underlying motivation regarding employees' information seeking strategies (Phillips, 2013) on both a macro and micro level. Goals can be included more broadly in company mission statements. As an example, Northrop Grumman mission emphasizes the role of leadership in capitalizing on diversity benefits (Northrop Grumman, n.d.). Sometimes conduct policies are amended in response to external events (ESPN, 2014), as in the case of the National Football League (NFL), whose broad-based goal encompasses the spirit of helping others reach their potential through respecting and celebrating their differences.
Theory suggests that a proactive approach to diversity management—one that is CEO initiated and maintained—results in transformation of the human resource function, increased organizational commitment, greater appreciation and acceptance of employee differences, and retention of qualified minorities. Industry leaders in this area actively seek ways to integrate diversity into the organizational fabric, as opposed to managing solely by decree (Gilbert, Stead, & Ivancevich, 1999). Specific ways that companies have changed culture to value differences include (in the case of PwC UK) infrastructure improvements and telecommuting, along with child care vouchers that provide flexibility in traditional work place arrangements. Change efforts were led by the chief executive, Sam DiPiazza, who (along with PwC's Gender Advisory Council) made gender diversity a primary business initiative and mandate for managerial staff (Churchman & Thompson, 2008). Correspondingly, optimal group functioning may occur when individuals simultaneously are accepted within a group, and the group accepts and values them because they in turn have something to contribute (Shore, Randel, Chung, Dean, Ehrhart, & Singh (2011).
The diversity management paradigm (comprised of voluntary efforts to integrate employees), should consist of policy and practice that is frequently monitored, adjusted, and rated by its recipients. The lynchpin for affecting change thus lies in performance appraisal, which has the power to galvanize managers to modify their behavior [notwithstanding subjective performance criteria that leave "wiggle room," allowing managers an organizationally sanctioned hiding space]. Subjective evaluation can lead to covert discrimination that is difficult to pinpoint (Alger, 2002).
Objective selection, promotion, and appraisal criteria are necessary to enable an atmosphere of non-discrimination at work (EEOC, 2016), but by themselves, they will do little to change underlying feelings toward individuals different from oneself. A change in employee worldview, spurred by company initiatives aimed at transforming stereotypes into sociotypes (referent points based on valid information) is necessary. Gilbert (2001) found that student research in an International Human Resource Management class (which included student interviews with family members, restaurant owners serving international cuisine, foreign students, foreign language faculty, and international grocery store and travel agency owners) promoted both an appreciation and an understanding of cultural differences, and a realization that learning about foreign practice enhances one's ability to conduct business in an increasingly global market. One of the course aims was to enhance cognitive flexibility, or the ability to view events and persons from multiple perspectives. Firms that have not openly embraced diversity, or worse yet, have displayed open hostility to minority employees may have a preponderance of workers who possess rigid, more authoritarian worldviews, along with a more ethnocentric outlook. Gilbert and Ivancevich (1999) term the attempt to stifle differences through sidestepping organizational conflict pacification. To achieve attitudinal restructuring, diplomacy focuses on unifying workers through use of liaison, taskforces, egalitarian policies, annual diversity surveys, volunteering, service on boards of directors in which they are a minority, and promoting multicultural awareness.
Cultural change is evident in select organizational policies, procedures, and codes of conduct, including the NFL's primary conduct goals, and the inception of The Women's Interactive Network (Kaplan, 2012)—designed to facilitate interaction among its female employees. In the wake of a $54 million discrimination class action lawsuit, the chain restaurant Denny's (Rice, 1996) hired a CEO (Jim Adamson) who forcibly rattled the existing management team by threatening to fire anyone found guilty of discrimination. Within a few months of his speech, only one third of the original management team remained.
From an organizational perspective, training is a first step in expanding workers' cognitive schema. Instead of segmenting training sessions into targets and perpetrators, a more pluralist training plan creates a superordinate category of company identification (Gaertner, Mann, Murrell, & Dovidio, 1989) that galvanizes employees to focus on meta-issues that span employee groupings. A novel training approach (one that emphasizes the global nature of business and the importance of cultural understanding) partners companies with local colleges and universities. At one corporation, a student team (representing an International Human Resource class) presented the "Culture of India" (Gilbert, 2001), focusing on opportunities for the specific industry through researched discussion, skits, explaining and wearing local dress, and serving Indian food. Similarly, an Experiential Learning Principles of Management class presented their uniquely crafted civility policies to executives at Nissan, Franklin headquarters (Hart, 2013): "As part of their civility policy assignment, Gilbert's student teams actually formed 'consulting companies' and spent the semester working on their team projects as well as dedicating hours each week for several weeks polishing their pitch, which included detailed PowerPoint presentations layered with audiovisual components, live role-playing exercises—and of course, business attire." Student events can be videotaped, then distributed to subsidiaries nationwide.
Other ideas that promote cultural knowledge and inclusion in an engaging, participatory manner incorporate multicultural lunches, an anonymous suggestion box (named "Dr. Equality"), calendars that feature a different aspect of diversity/culture each month, diversity booths at a Family Day Picnic, grass roots participatory management to determine diversity policy, coffee mugs and calendars designed around a diversity theme, focused corporate-wide initiatives that emanate from a cross-sectional, cross-hierarchical team of employees who meet monthly to discuss diversity issues with the human resource manager at Equality Council meetings, employee newsletters that celebrate the diversity of the firm workforce in each issue (Gilbert & Ivancevich, 2000), and films shown at work with a guided discussion afterward (e.g., Janet Elliott's "Blue Eyes/Brown Eyes" series of vignettes).
Lapid-Bogda (1998) terms initiatives consisting of networks, advocacy groups, steering committees, and diversity councils as part of a "diversity change infrastructure." Non-threatening training results in a more fluid, dynamic outlook that contributes to stereotype reduction, positive multiculturalism, a "we" mentality, schematic recategorization, celebrating diverse perspectives as a source of competitive advantage, and idea generation aimed at solving cultural conflicts (Gilbert, 2001). Moreover, Triandis, Kurowski, and Gelfand (1994) suggest that positive multiculturalism results from the ability to engage diverse viewpoints within intercultural problem solving.
The above arguments suggest that firms should both value and embrace diversity. Walter (2014) explains that diversity is a change of mind, and not simply a redirection of policy—which should be included in the very fabric of organizational mission statements, procedures, and practice. Both individual level paranoia (experienced by minority employees) and bullying behaviors emanate from the same context—one in which uncivil behavior is tolerated, modeled, and/or ignored. Tertiary diversity characteristics of personality (Lapid-Bogda, 1998) may thus emanate from more primary ones that define individuals through appearance (e.g., race, gender, physical ability, and ethnicity), when the negative, dismissive, or passive-aggressive attitudes of employees who see diversity as an encroachment are internalized. A cycle of disrespect, fueled by seemingly gender and race-neutral micro-inequities hurled in a manner cognizant of the target may be self-perpetuating. Individuals on the receiving end of incivility are many times not in a position to retaliate, because they do not possess the same type of interconnected support team. Thomas and Ely (1996) argue that companies truly committed to valuing differences (and not to providing entrance to minority groups who are expected to assimilate) evoke sharing in work production.
Because minorities are on the receiving end of a disproportionate share of bullying episodes, they might be precisely the individuals who can broker civility policies that address shadow areas of bad behavior. Individuals who stray from the dominant norm not only in observable characteristics, but in personality (e.g., introverts, shy individuals, highly sensitive persons, and employees from cultures that value face saving and reserve) may be particularly susceptible to hostile, rapid fire bullying due to their reticence to react in kind, and as a result of their delayed processing time when lobbed by enemy insults. Diversity inclusion places emphasis on using employees (other than the dominant coalition) to pinpoint organizational problems, and to subsequently craft solutions that positively impact knowledge systems. Firms organized around learning and effectiveness allow differences in a diverse staff to change the company in unanticipated ways, because they are receptive to status quo disruption—and to continuous input culled from within a non-hierarchical egalitarian structure (one open to challenging company dogma and established sacred cows). Managers should then exhibit a "proactive search to understand" from multiple levels of diversity within their firms that lead them to not simply "ask new questions and to seek out new information, but, more important[ly] … to interpret existing information differently" (Thomas & Ely, 1996, p. 89). Leaders in companies committed to valuing and integrating diverse perspectives are aware that firms may purposely (or inadvertently) create their own unique patterns of dominance and subordination based on presumed superiority of some groups. Progressive, proactive leaders ensure their organizations remain safe places for employees to be themselves, rather than squeezing them into a culturally prescribed straight-jacket of "acceptable" behavior. They are also on the forefront of devising "out of the box solutions." Stride Rite's unique approach to helping with work/family issues resulted in education (provided by the elderly) to preschool age children within its intergenerational day care center. Realizing that it was dealing with the "sandwich generation," the firm expanded its facilities to house both the young and elderly, with the unanticipated benefit of cross-germination of care between them (Teltsch, 1990). Work/family innovation resulted in Stride Rite being the first corporation to open an onsite day care center.
The Pygmalion effect suggests that if individuals are treated in ways that make them feel suspect, devalued, and/or marginalized, their resulting lack of esteem will be evident in their silence and reticence to challenge dominant player viewpoints: "Those judged unworthy of special attention may begin to act as if those are the actual conditions" (Gilbert & Ivancevich, 1999, p. 31) resulting in a negative, self-reinforcing cycle that merely confirms majority members' suspicions. Firms that choose not to value diversity may over time become insular, perpetuating insensitivity to multiple modalities of expression. Friday and Friday (2003) argue that a major liability of diversity efforts is that they do not equip individuals with the skill sets to successfully navigate a multicultural workplace; these include adequate conflict resolution, and the ability to articulate oneself clearly through conversational give and take. Additionally, many of these efforts are too limited in scope to ensure lasting change (and they rarely incorporate periodic reinforcements to effectively cement desired norms). True commitment to diversity exists in an employee base that does not march forth lockstep in conformity of thought, one that is the result of organizational soul-searching that ascertains ways to create inclusion within every aspect of business practice (e.g., employee equality, participatory management, and continued contribution from a diverse employee base; Lapid-Bogda, 1998). A successful change effort, according to Friday and Friday (2003) takes stock of the following:
Exposure—an individual's base-line feelings and stance toward diversity;
Experience—information culled as a result of organizational change efforts;
Knowledge—cultural IQ developed from interaction;
Understanding—development of a cognitively flexible mindset, which enables reciprocal sharing among diverse employees;
Appreciation—the ability to accurately formulate sociotypes and gauge valuable contributions from each culture;
Respect—sincere acknowledgement of the unique contributions of individuals different from oneself;
Modification of attitudes and behavior—incorporating diversity lessons into one's behavioral repertoire; and
Healthy interaction within a multicultural workforce.
Change effort mechanisms should be both internal (to assess the existing diversity climate) and external (to benchmark companies that have progressed to "managing their diversity"—those with supervisors actively involved in implementing and assessing diversity strategies based on feedback). The more that organizations make diversity a part of their standard operating procedure, the greater the possibility that it will become established practice (Medina, 2014). Intel's diversity strategy for example consists of efforts to increase non-traditional representation in its employee selection, start-up investment, gaming education, and supplier representation (Hatton, n.d.).
In their case study, Gilbert and Ivancevich (2000) found that a multicultural firm effectively managed its diversity through CEO initiated "trickle-down" cultural appreciation, which occurred by (1) appointing a vice president for diversity, and (2) creating "folklore" that demonstrated the importance of diversity gained from personal experience. Social learning theory (Bandura, 1977) suggests that observations (particularly of those who possess power) will shape the viewpoints and resulting behavior of other workers. In firms where managing diversity is an imperative, CEOs and top-level managers engage in a multipronged change effort through modifying mission statements, communicating the moral imperative of creating an inclusive culture, and through follow-up surveys to assess the effectiveness of their efforts. Gilbert and Ivancevich (2000, p. 93) note: "Greater acceptance of diversity is achieved by using multiple efforts, constant reinforcement, and broad scale change initiatives." Absence of a comprehensive, integrative diversity program can result in tensions among minority groups as well as between minority and majority cohorts.
Conversely, firms unsuccessful in their diversity valuation efforts, those that Cox (1991) terms "monolithic," and even some of those lodged in the "plural" category, pacify the general public through superficial diversity programs—cast in annual reports as glossy pictures encapsulating a bare minimum mindset of "meeting the numbers." Minority employees in these companies do not feel like an integral part of the firm. Discontinuity, low priority, displacement of latent hostility onto employee scapegoats, employee surveys that are little more than hollow exercises, and intermittency in diversity change efforts (Gilbert & Ivancevich, 1999) do not promote the deep learning and consequent change that can result from listening to dissimilar viewpoints. A lack of diversity may be symptomatic of organizational problems residing below the surface, such as "strong armed behavior" and a lack of civility by those who possess legitimate power and/or who are connected to powerful players. Apathetic management (or management that actively sets a poor example) can result in a toxic environment that costs companies millions. Pearson and Porath (2009) suggest that one bullying incident experienced by half of a workforce of 10,000 employees in one year can result in over $70 million in damages (experienced through lost productivity, absenteeism, worrying about the incident, turnover, etc.). Diversity acceptance is one aspect of expected employee comportment, as well as an implicit organizational touchstone. Merely reporting diversity numbers does not provide an accurate representation of reality within corporate walls.
Supervisors "walking the talk" in terms of anti-bullying (which translates to civil behavior across the organizational spectrum) is a crucial element of any valuing diversity initiative. A positive tone delineated by proactive top management (and communicated through inclusive human resource policy) will not only dissuade incivility, but will create a climate in which all employees are aware of how to behave in a respectful fashion. Derailing behaviors (such as micro-inequities), will cease to exist where the opposite is encouraged. A more paramount level of diversity—that of perspectives—will flourish when each individual feels they are both valued in their firm and can speak freely.
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1. Diversity in this article refers primarily to phenotypic dimensions of race, gender, and ethnicity, as opposed to less secondary dimensions such as personality, job function, skill level, and communication style.
2. Joshi, Liao, and Jackson (2006) refer to "higher status majorities" as whites and males, and "lower status minorities" as women and people of color. The spirit of this manuscript reflects these categorizations.


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What are air management accessories used for?Popular air management accessories can include any/all of the following products - ideal for installation, maintenance and upgrading of your household or workplace air conditioning (HVAC) and ventilation systems:
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ORLANDO, Fla. -- The chief security officer of Huawei, the Chinese company recently flagged by Congress as a national security threat, says the network equipment maker could actually help the United States defend itself against malicious Internet traffic.
BACKGROUND: U.S. House Intelligence report blasts Huawei, ZTE as national-security threats
HUAWEI: Separating fact from fiction
Andy Purdy, Huawei Technologies' CSO, spoke here today on a Cloud Security Alliance Congress panel of security experts from the U.S. government and industry that raised warnings about Chinese espionage across the Internet.
In representing the sole China-based company on the panel, Purdy said there are ongoing discussions between the U.S. and China on supply-chain safety, and private companies should be part of it. There should be "openness, transparency and freedom," he said.
"Part of the planning of the U.S. hopefully is collaboration with the private sector and part of the strategy should be planning how to block malicious traffic," said Purdy, adding ISPs could do that. He said: "It's disgraceful the government isn't doing anything to address the Internet underground."
Purdy pointed out that Huawei agreed with the U.S. administration about possible risks to the global supply chain. He noted that Huawei, with $32 billion in revenues, makes less than $2 billion in the U.S., but a third of its components come from the U.S., meaning thousands of U.S. jobs are supported.
Nevertheless, China has been stealing vast amounts of U.S. corporate intellectual property by breaking into networks, said Scott Borg, director and chief economist for the U.S. Cyber Consequences Unit, described as a research organization set up by the U.S. government specifically to look at the nature of cyberattacks and supply-chain safety issues.
"We're also finding malicious firmware in products from China," Borg said. "China and Chinese companies aren't playing by the same rules we are."
Borg said that research indicates that China, as a country rapidly climbing out of poverty into wealth, has done that largely by "copying the developed countries," and if someone doesn't hand you the basic technology to do this, you steal it. "Stealing is part of the national economic development model for China," he said. China has basically held its people hostage, encouraging them in this, in order to raise the standard of living, he continued.
However, Borg said other companies are tired of getting hacked and "taking it on the chin." He suggested there's now increasing interest in fighting back, and this would mean carrying out counter-strikes in some way.
Marcus Sachs, vice president for cybersecurity at Verizon, also on the panel, said the idea of hiring private armed guards to defend you is well-established in the physical world, and thus raises the question, "Why not do that in cyberspace?" But he pointed out that the armed guards in the physical world face limited distances in which to act, while in cyberspace you're across the planet within milliseconds. He said the idea of counter-strikes of any sort will come to deep consideration of policy issues.
John Streufert, director of the National Cybersecurity Division at the Department of Homeland Security, said offensive cybersecurity is the responsibility of the military in the U.S., and he said if citizens see specific threat problems they should report them.
But during a session later in the day, Streufert also described a long-planned DHS program called Continuous Monitoring. Coming soon will be a contract solicitation for managed security services called Continuous Diagnostics and Mitigation, including cloud-based services, to protect civilian federal agencies' data from stealthy attacks.
The Continuous Monitoring concept calls for a layer of sensors and scanners to check hardware and software used by the federal government for vulnerabilities.
A project expected to take the federal government a few years to complete, it would include a security dashboard view managed by Continuous Monitoring service providers that would likely be shared at the agency department level. Streufert called it a "cyberscope" for the federal agencies.
Streufert said the goal is to get the agencies away from the hugely expensive paper-based vulnerability reports they generate today that are seen as inefficient and untimely. The program could extend as well to state and local government agencies, he said, for an estimated total of up to 25 million seats.
Ellen Messmer is senior editor at Network World, an IDG publication and website, where she covers news and technology trends related to information security. Twitter: @MessmerE. Email: email@example.com.
Read more about wide area network in Network World's Wide Area Network section.


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Cashner solid, but 'pen allows walk-off slam
Starter caps June with quality start before Padres fall in ninth
MIAMI -- Tyson Ross stepped off the rubber to gather his thoughts.
The game was tied, and the bases were loaded. The Marlins had only one out in the bottom of the ninth. He needed a ground ball.
Jeff Mathis stepped into the box. Ross stepped back on the rubber and fired a two-seam fastball. Ball one.
With a five-man infield behind him, Ross was focused on inducing a ground ball. He tried to locate a four-seam fastball down and away.
"Too much plate," Ross said, after Sunday's 6-2 loss to the Marlins. "Bases loaded, down 1-0, had to come with a strike right there and just got too much plate."
Mathis sent Ross' fastball 420 feet from home plate to left field for a game-winning grand slam in Miami's win.
Padres manager Bud Black said Ross "sort of left it middle in and a little bit up. In that situation, guys are aggressive. Just a bad spot. Bad spot."
Ross had led off the ninth by walking Logan Morrison. Five fastballs, four balls. The right hander-described the free pass as a "dagger to start it off."
"Leadoff walk killed me," Ross said. "Can't happen in the ninth inning, or any inning, really."
After a mound visit from pitching coach Darren Balsley, Ross surrendered a single to Marcell Ozuna to put the winning run on second.
"The ball to Ozuna was just a breaking ball up in the zone," Black said.
Ross finally recorded an out against the next batter, getting a first-pitch flyout to right off the bat of Derek Dietrich. Morrison tagged up at second and advanced to third.
Ross then intentionally walked Greg Dobbs to load the bases for Mathis. Two pitches later, the game was over. Black liked the matchup.
"Tyson's been so good for us out of the 'pen," Black said. "You look at his numbers as a reliever. No player is invincible. Tyson had a rough one today."
Miami's ninth-inning rally overshadowed a duel between two power arms. Andrew Cashner and Nathan Eovaldi pitched six innings each, yielding only nine total hits.
Cashner gave up two runs on five hits, walking one and striking out three in his fifth quality start in five June outings.
"Today was probably the best I've thrown all year," Cashner said. "I had good command of my fastball and changeup."
Black added: "Cash pitched great. He really did."
Cashner began the game on a roll, needing just 39 pitches through the first three frames and carrying a no-hitter into the fourth.
But once Morrison broke up the no-no in that frame with a two-out bloop single, the hits kept coming.
Ozuna followed with a bloop single of his own to right, and Dietrich brought both runners home on a double to put Miami ahead, 2-0, after four.
Once he escaped the fourth, Cashner settled down for his final two frames, allowing two more hits while stranding Justin Ruggiano at third in the fifth.
Sunday's no-decision caps a stellar June for the right-hander, who finishes the month with a 2.78 ERA and a 1.09 WHIP in 35 2/3 innings.
"He continues to grow and mature as a starting pitcher," Black said. "We just didn't get him any run support."
While Cashner was turning in yet another solid June outing, the Padres did minimal damage against Eovaldi. The right-hander gave up four hits in six innings. Two came during the fourth.
After Chase Headley lined out to begin the fourth, San Diego put together its best offensive effort against Eovaldi with back-to-back singles from Kyle Blanks and Will Venable. Yasmani Grandal drew a two-out walk to load the bases.
After walking Grandal, Eovaldi fired two straight balls to Pedro Ciriaco, prompting a mound visit from Marlins pitching coach Chuck Hernandez. On the next pitch, Eovaldi retired Ciriaco on a 5-4 forceout to end the threat.
"Kid's got a live arm," Cashner said of his counterpart. "It's one of the best arms I've seen in a while. He was 98 consistently in the first. His ball's heavy. It's tough to see. He's going to be really good."
Once Eovaldi left the game, the Padres did their damage.
Trailing, 2-0, with a man on in the top of the seventh, Black decided to end Cashner's day and send in Carlos Quentin to pinch-hit. The decision paid off when Quentin bounced a first-pitch slider from Chad Qualls off the top of the left-center-field wall to tie the game.
The two-run shot was Quentin's third career pinch-hit home run and his first since hitting a solo shot for the White Sox in a 10-5 win against the Cubs on June 11, 2010.
"We got the big hit from Q to tie it up there in the seventh," Black said.
But the rally was for naught, as the Marlins handed the Padres their National League West-leading 24th loss on the road. San Diego is now two games under .500 for the first time since completing its three-game sweep of Atlanta on June 12.
"Our guys bounce back great," Black said. "I don't think there are any losses, I don't think, any more damning than another, but our guys were playing hard."


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Discussion in 'Trek Literature' started by 8of5, Jul 24, 2012.
Don't forget The Lost Years and it's followups.
Andromeda Galaxy?
Hmm, like my friend Greg Cox, the description of my TOS book Devil's Bargain is based on an older outline. The colonial world is not a mining colony, but a producer of a beer famous in the local sector. The Horta are are recruited to help avoid an asteroid strike that's going to destroy the colony. Having fun writing it at the moment... Tony D.
^ Welcome and thanks for the update .
Horta, you say? This novel just became all kinds of awesome!
I think the last time I read a novel that had Horta tunneling through its pages was Dyson Sphere by Pellegrino and Zebrowski, which I read last year on recommendation from this thread on hard scifi in TrekLit. It was pretty good in the scifi department indeed, though somewhat clunky in the character department.
On the Horta front, it featured Starfleet ships with all-Horta crews filled with solid rock the Horta would reshape based on mission needs.
Sorry, but I can't resist this, Mr. Daniel... are you in any way related to Tony S. Daniel, the artist from DC Comics? Because if you're not, you both have the same first name.
Also, we have the blurbs for these but not the one for In Tempest's Wake? What is wrong?
In Tempest's Wake is an ebook-exclusive if memory serves me right, perhaps the cataloging for these is handled differently somehow, or the requirements by the downstream consumers of blurbs for them are different vs. codices.
Welcome to TrekBBS, and thanks for clarifying. That sounds pretty awesome.
BTW, if you send a private message to Rosalind, one of the mods here, you can get a custom text under your username that says "Writer."
^ Reminds me of Castle's attire on the eponymous show ...
I can answer that. They're completely different people.
Déjà vu.
(I had actually forgotten we had a thread about these before until now.)
Ah, Horta - that's much more interesting, we barely see them outside of Naraht. So I guess the book title's a callback to the tos ep title.
I am not the comic book artist, but the science fiction writer. One day maybe I'll meet the guy; I hear he's awesome. I do get that question a lot.
^That makes you one of two Trek novelists with that problem, since our own David (Alan) Mack often gets confused with the comic-book artist David Mack.
But the question remains: are you also a San Diego County supervisor, Mr. Cox?! The two of you have never been seen together, after all...
Shouldn't Darkcoffee get the 'Writer' rank like Christopher ? However, looking at other posters, Greg's a Vice Admiral.
There's a lack of standardisation here...
I just want to avoid getting a red shirt. . .
Not your call - it can get dangerous around here...
Nah, mostly we have our phasers on stun!
Separate names with a comma.


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Thank you to everyone, author and reader alike, who helped spread the word about BECAUSE YOU ARE MINE!! Because You Tempted Me, part I has officially released! Wheeee!
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The Kindle Fire: #44, donnas
The Nook: #39, Maureen
Amazon gift card: #1, Cindy Overton
B&N gift card: #53, Kristen
That's it! Thank you all again, and happy reading to everyone!


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True Wins did okay over the weekend — predicting the 49ers and Patriots victories, but whiffing on the Ravens and Falcons. Picking the team with more True Wins so far has six correct and two wrong, while relying on actual wins to pick has just four right, two wrong, and makes no prediction on two games (same records for Pats-Texans and 49ers-Packers).
The True Wins king — Denver — is out! Over the last ten years, the top team in True Wins has won four Super Bowls, and the second ranked team has won two more. It's up to the Patriots (#2) to carry on the tradition, even though the 13.5 True Win Broncos had the second highest total in the last ten years (behind another famous losing team that you may remember). That couldn't save them from one very cold Manning flinching first in a stalemate and one very cold Champ Bailey getting toasted over and over again (not to mention one very cold referee blowing a couple video reviews and throwing a ton of flags on the Broncos). More on the playoffs later in the week, but for now, I want to go back to some old predictions and talk about this year's playoff spectators.
The Sour Grapes Club
Last year, I broke the outsiders-looking-in into four groups (follow the link — the predictions are worth a read-through in their entirety):
- The Michael Vick Division (pretty good teams that had some bad luck): Eagles, Bears, Chargers, Cowboys
- The Cam Newton Division (mediocre teams with something to build on): Panthers, Titans, Seahawks, Dolphins, Vikings
- The Rex Ryan Division (overconfident teams that need to reassess their approach): Jets, Cardinals, Bills, Raiders, Chiefs
- The Sam Bradford Division (teams that need to start over completely): Redskins, Jaguars, Browns, Colts, Rams, Buccaneers
The first thing that has to change are the names. Cam Newton moves up a notch and replaces Vick, who unfortunately goes all the way around the horn to replace Bradford in the blow-it-up division. Rex Ryan, one of the most overconfident men in the world, is saved by Tony Romo and his buddy Troy Aikman — I can't listen to Aikman defend Romo anymore. I'm sticking with my man Stafford and handing the "something to build on" division to him, even if my Lions regressed this year.
Here are the standings this year:
From the first group (I expected good things): Continue reading


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I have the word "Best" in quotation marks for this list because I definitely don't consider it a great collection, and I hope to revise it substantially in the future.
We're just starting to work with our Intermediate English Language Learners on writing an autobiographical incident essay, and I wanted to pull together a list of related online activities they could do when we visit the computer lab twice each week. It has not been easy to find good ones.
So I've created a list of interactives that are connected to the writing skills they will need, though in some the connections are stronger than in others.
I'm hopeful that readers will contribute additional ones.
You might also be interested in my other "The Best…" lists related to writing:
The Best Websites For K-12 Writing Instruction/Reinforcement
The Best Places Where Students Can Write Online
The Best Sites For Grammar Practice
Not "The Best," But "A List" Of Mindmapping, Flow Chart Tools, & Graphic Organizers
The Best Resources For Researching & Writing Biographies
The Best Resources For Learning How To Write Response To Literature Essays
The Best Places Where Students Can Write For An "Authentic Audience"
The Best Places Where Students Can Create Online Learning/Teaching Objects For An "Authentic Audience"
The Best Places To Read & Write "Choose Your Own Adventure" Stories
The Best Sites To Learn About Advertising
The Best Websites For Developing Academic English Skills & Vocabulary
The Best Online Interactive Exercises For Writing That Are Not Related To Literary Analysis
The Best Online Resources To Teach About Plagiarism
The Best Resources For Learning Research & Citation Skills
The Best Sites For Students To Create & Participate In Online Debates
The Best Online Resources For Helping Students Learn To Write Persuasive Essays
The Best Spelling Sites
The Best Sites For Gaining A Basic Understanding Of Adjectives
Here are my rather weak choices for The 'Best" Sites For Helping Students Write Autobiographical Incident Essays:
BBC Bitesize Spelling and Grammar
BBC Bitesize Writing (Go to "Activity")
BBC Skillwise — Putting Sentences Together
BBC Skillwise — Sentence Basics
Professor Garfield Reading Ring
Here is a decent Auto-I models, one from Eduplace.
Here are three other models:
You can find more examples here.
This Writers Workshop has a good outline for an auto-I essay.
Helping Students Create "Public Narratives"
"Storybooth" Is A Treasure Chest Of Autobiographical Incident Models
Feedback and suggestions are welcome.
If you found this post useful, you might want to look at the 500 other "The Best…" lists and consider subscribing to this blog for free


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Source: http://www.shacknews.com/onearticle.x/55118As teased, the first details on Eidos Montreal's long-awaited Deus Ex 3 have been revealed, shedding new light on the shooter-RPG that's due in late 2009.
Set as a prequel to Ion Storm's original two entries, the title has the blessing of both Deus Ex and Deus Ex 2 designers Warren Spector and Harvey Smith. In addition, Deus Ex series writer Sheldon Pacotti has been brought on as a consultant.
As the new information appeared in the pages of PC Zone magazine, a PC version is given. Xbox 360 and PlayStation 3 editions are expected, especially given its use of the Tomb Raider engine, though the developer has yet to confirm those platforms.
More details, courtesy Shacker matthaeus and CVG, follow below:
- "It's a prequel set in 2027."
- "The art direction is a beautiful meld of the renaissance and cyberpunk (tying into the game's Leonardo Da Vinci motif)."
- "A 'powerful, layered' plot is promised for the third game."
- "You're cast as average joe Adam Jensen, who works as a private security officer at a technology lab specialising in biomechanical augmentations."
- "One day the path of his life is unexpectedly altered as a team of black ops commandos break into his company's HQ...a mass slaughter ensues and the conspiracy begins."
- "Stealth will now rely on a cover system rather than shadows, and damage will be dealt with by a very Call of Duty-style auto-heal."
- "Augmentations have been bumped up and sound fantastic. 20 have been promised for the final game, ranging from 'bungee jump' tentacles that shoot from your back and anchor to a wall when you jump off a building, and the ability to punch through walls to grab enemies in neighbouring rooms."
- "Eidos Montreal says it's more than aware of fan reaction to controversial second game, Invisible War, and promises mistakes, such as limiting ammo types to just one, won't be repeated."
- "You'll still garner experience points as you progress through the game. You'll then either choose to plug them into your self through your augmentations or your weaponry."